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Shoring Up the InfrastructureI like to joke, as I begin my annual round of visits to the doctor, the dentist, and the optometrist, that I am now at that stage in life where it’s necessary to invest in “shoring up the infrastructure,” which seems to be crumbling at an increasing rate along with the
aches and pains of middle age. Lately, though, I’ve been thinking about the rest of my personal infrastructure, the part that’s not so visible and perhaps not as persistent in its calls for my attention. And maybe not coincidentally, many of my leader clients are turning to similar issues as we approach the end of another year and the approach of another season of reckoning, New Year’s resolutions.
The country, too, is talking a lot about investing in our deteriorating infrastructure, as President-elect Obama outlines his plans for pulling the economy out of its current nosedive. Long overdue, one might think; a colleague who travels to the U.S. frequently from Europe tells of noticing how down-at-the-heels and outdated our airports, roads, and facilities look by comparison to those on the other side of the Atlantic. All this talk
about infrastructure makes me think that there could be an opportunity in this economic downturn for leaders in all kinds of organizations: a long, hard look at the infrastructure of leadership; an assessment of where theirs might need some repair; and an action plan to address that. If by infrastructure we mean the basic, underlying framework of a system, then we could
say that the infrastructure of leadership consists of these basic parts or features: - Values – What has real meaning and heart for you as a leader in your organization? What matters so much to you that you would want to keep doing it even through the worst of times? What do you want to be known for when all is said and done?
- Temperament – What does your emotional landscape look like when times get
tough? How skillful are you at regulating your emotions, and expressing them in constructive ways? What tends to knock you off-balance, and what helps you maintain equanimity?
- Judgment – What stories do you tell yourself about why things are the way they are? What is the quality of your personal decision-making processes? How flexible and agile are you when you run into obstacles to getting what you want?
How collaborative are you when working with others on the team?
- Communication – How effective are you in connecting with those you lead, and with those you follow? What about your relationships with peers, customers, and stakeholders? How skillful are you at having difficult conversations when you need to? How well do you manage potential conflict situations?
- Wholeness and Well-being – How is your physical health? What routines and
rituals do you have in place to sustain yourself in tough times (physically, emotionally, and spiritually?) How authentically do you show up as a leader? What brings you joy and satisfaction in your work and in your life?
Reflecting on these questions might seem a luxury for which few of us have the time these days, but I’d suggest that in fact it’s the perfect time to do just that. Stress and
its attendant discomfort often illuminate for us those places within that are hidden in darkness when skies are sunny. The cracks in the veneer that were there all along become more visible, and the drumbeat of fear and doubt drowns out the habitual happy talk. Working on your personal leadership infrastructure is a big undertaking, but it’s not one you have to shoulder alone. Reach out to others in your network who might have similar
concerns. Ask for honest and constructive feedback from those who see you in action. Seek out the structures of support that will help you maintain your focus on your chosen action steps – friends and family, spiritual advisers, personal trainers, coaches and mentors, whatever works best for you. Interested in investing some time and effort in assessing and strengthening your own
leadership infrastructure? A coach can support you in taking on the challenge. Let’s talk. Call (410)626-6008, or email info@bloomfieldassociates.com. 
A recent Harris poll reveals that 73% of employees are satisfied with their immediate supervisor's performance. But 30% said they could do their boss's job better than him or her; of those, 23% said their boss plays favorites, another 23% said their boss doesn't lead by example, 14% said their boss is never around, and 13% said their boss doesn't provide positive feedback. About 4 million American workers experience the death of someone close to them each
year; many employees tend to hide their grief at work. The effects of this hidden grief cost U.S. companies an estimated $75.1 billion annually, according to the Grief Recovery Institute Educational Foundation. Several annual surveys confirm the anecdotal evidence that a record number of companies are canceling or scaling back on holiday parties this year. Don’t be surprised if, instead of the usual semi-formal dinner-dance at the local country club,
your company throws a…bowling party? 
Blended Reality The combination of physical and virtual reality to enhance experience and facilitate
various processes. Some examples include weather reporting that incorporates a simulated “flying through” a weather system, or shopping for clothes by putting together and fitting an outfit on one’s own virtual self. 
 Outliers: The Story of Success, by Malcolm Gladwell. What I like about it: By now we are all accustomed to expecting a provocative and delightful read from this author, whose previous
bestsellers include The Tipping Point and Blink. In his latest
book, Gladwell argues that success in just about every venue is not dependent on individual talent and effort, but primarily on a set of propitious circumstances that prepare the way – what some people would call old-fashioned good luck. Most interesting is the question of how much more productive and innovative we might be as a society if we bolstered the institutions that create and nurture those circumstances.
Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates Share what you’re into — books, articles, movies, music, websites — with others on the list! Send us the title and author or other pertinent information, along with a sentence or two on what you like about it, and if we use it in A Different Optic we’ll not only quote you, we’ll provide a link to you or your website. |
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"We make a living by what we get, but we make a life by what we give."
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Thanks to the coaching colleagues and friends who stopped by for the author book signing at last month’s International Coach Federation (ICF) conference in Montreal. Our book, On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence, edited by Chris Wahl, Clarice Scriber, and Beth Bloomfield, did well in the conference book store, and it was reviewed by Judith Westbrook in the November newsletter of the ICF’s Washington, DC Chapter.
Over 40 Georgetown University leadership coaching program grads and faculty members gathered in a local restaurant for a special dinner at the ICF Montreal conference, sharing professional experiences and renewing friendships. Be sure to check out Beth Bloomfield’s A Different Optic blog, dedicated to exploring what makes for good leadership, how to help leaders develop their skills and capacities, and how to create organizations that
nurture and support good leadership. Join in the conversation by adding your own thoughts and comments. Subscribe to the blog feed and get notified by email whenever there’s a new post. Click here to get started. | |
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