Posts Tagged ‘problem solving’

When I Grow Up : Career Guidance

Thursday, January 5th, 2012

Yesterday I met an old school friend for the first time since we were very young adults. Now that we are much older and our careers are well and truly established, it was interesting to talk about how our lives have turned out, and how we both got to where we are now.

My friend David McCaughan is at the top of his game. He is a senior executive for a major, world-wide advertising & marketing agency. At high school, we both studied Ancient History, and were in the school debating team, and when David left school, the first decade of his working life was spent working as a childrens’ story-teller in a public library. At school, David had a clear intelligence and a sophisticated wit, but back then, nobody thought to tell him that advertising was a career choice he could or should pursue, let alone excel at. Looking back though, I can see that advertising was a natural fit for him. But he came to it circuitously.

Finding a natural fit is what career guidance is all about. A natural career fit will almost certainly ensure a successful career and happy life.

As we retold our stories and recounted our lives since school, one thing David and I have in common was very clear: we’ve both had interesting lives in which we’ve been prepared to explore and meander. We’ve been willing to go out and see. I’ve noticed this before in the lives of other successful and happy people. One of the advantages of middle age is that you get to see how things turned out, and over and over again I’ve seen that the most successful and apparently satisfied and happy of my old friends are the ones who were prepared to see new places and try new things.

Here are some of the things that seem to produce a successful career and life:

Do what you are good at

Even at school, David was always good at talking and story telling. He’s also intelligent and good at joining dots, which led him to study Political Science. He says that story-telling in the library for 10 years and studying Ancient History at school underlie his work in advertising & marketing. It makes sense: advertising is about telling a story and joining dots (seeing connections & solving problems).

If you are good at maths, then you should pursue that, if you cook really well then you should cook. If you are good at sport, then follow that.

This doesn’t mean that you’ll end up in your first, perhaps most obvious job choice, but it sets you on a path that is natural and more effortless for you to pursue.

Do what you like to do

This should closely follow the previous point. It makes sense that most people automatically like what they are good at, because they receive positive feedback both from the task and other people.

But don’t do something only because you are good at it. If you are good at maths, but hate it, don’t become an accountant just because everyone tells you how good you are with numbers.

If you are engaged by your work, then you are more than halfway there to a successful career. You’ve got to love what you do if you want a successful career and happy life.

Don’t be afraid to go out and try things

How will you know what’s out there unless you go and have a look? How will you know what you are good at? Experiment, try new things, meet people, explore, discover and follow your nose.

Be prepared to play the long game

In life, as in theatre and sport, it’s all about the timing. Trying new jobs, exploring and building up experience takes time. Be prepared for that. You need to develop tenacity and a long-term focus.

Your career will be measured by where you find yourself at 50 and 60, and what you have achieved and what you have passed on to other people. Nobody will care or remember if you drove a fancy car when you were thirty, or got a promotion, and the history books or the company records certainly won’t record it.

Time your run.

 

My friend David and I are still the same people we were at school, although older and wiser. And this is the point. Our career and life choices followed who we already were, and our experience heightened and informed that. It’s no surprise to me that David is a very successful human being – he always was. He had the sense to follow his talents and his instincts, and to go out and see.

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on heading to leave a comment. More posts below.

Related Posts:

Work Life Balance (And How to Preserve Olives)

Slam Dunk

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Creative Innovation 2011 Conference: Creativity, Innovation & Business

Saturday, November 26th, 2011

The innaugural Creative Innovation Conference was described last year by Micenet Australia Magazine as “The Best Conference Ever”. Last week I, and two of my associates, attended Creative Innovation 2011 and I can un-ashamedly say that the 2011 version was indeed the best conference ever.

Creative Innovation 2011 brought together world-leading thinkers in the areas of innovation, business, cognitive thinking, invention, philosophy, creativity, and strategic and organisational planning and development.

Never before have I attended a conference where I was never bored, where the mix of speakers was varied yet related, where the timing was seamless, punchy and perfect, where entertainment was not simply distraction but was meaningfully woven into the fabric of the conference itself, where the venue was stylish and pleasant and not overwhelming or tacky, and where the conference participants were genuinely enlivened, challenged and clearly felt a real sense of connection to the ideas, the speakers and each other.

World famous thought leaders and thinkers like Dr Edward de Bono, Professor Daniel DennettRaymond Kurzweil and Brendan Boyle rubbed shoulders with each other and the conference participants. Major names in Australian business, like Steve Vamos, Non Executive Director at Telstra, Pip Marlow, Managing Director at  Microsoft AustraliaSimon McKeon, Chairman of Maquarie Group (Melbourne) and CSIRO and 2011 Australian of the Year, and Michael Rennie, Managing Partner of McKinsey and Company presented stream-lined, engaging addresses full of life and applicable, sensible, practical advice and thought-provoking ideas. Gifted and inspired young thinkers and problem solvers like Victor Finkel and Tan Le brought not only new ideas and ways of seeing, but hope, inspiration and light.

Ci2011 was sponsored by the crème de la crème of Australian business: ANZ was the major sponsor, supported by GE, The Financial Review Group, Telstra, Deloitte, and many others, as well as the Victorian State Government and many Australian universities including Deakin, La Trobe, The University of Melbourne and Swinburne.

We were honoured to have played a role in the conference too, by using the me2 Creativity Diagnosis to assess the creativity of applicants for the conference scholarship program, an inspired innovation which allows for 10 people to not only attend, but to pitch their ideas for change & innovation in 60 second presentations interspersed throughout the conference. Our study revealed a number of interesting characteristics about the creative make-up of the 2011 scholarship applicants and their creative style, and helps to identify the various traits that indicate creative out-put and approach, and it would be interesting indeed to compare the results of the 2011 group with applicants in other years. (A summary of the report appears on pages 18 & 19 of the conference program, and the full report is on the Ci2011 website.)

Creative Innovation is the brain-child of Melbourne soprano and social entrepreneur, Tania de Jong AM, who, with the help of her stellar team from Creative Universe and Creativity Australia, and backed-up by the organisational support of Baldwin Consulting (for whom nothing was too much trouble) managed to change the medium of a conference presentation into something much more like an art-piece. The end result was well envisioned, beautifully orchestrated and delivered, and had charm, meaning and provided every participant with considerable food for thought and spirit.

There is much more I could say about this astonishing event, like the way MC Michael Pope managed to keep it running smoothly, effortlessly and with great aplomb and wit, like the brilliance of the young performers such as Stefan Cassomenos and Andrew Suttar or the grace, wisdom and palpable kindliness of the trio of luminary Conference Ambassadors and chairs Hugh Morgan, Sir Gustav Nossal and Professor Alan Fels, but I’m running out of space.

To find out more (and there is much more!) I highly recommend you visit the conference website, and do everything you can to be there next year!

This was not the sort of conference that inspires you on the day but quickly leaves you. This is the kind of event that stays with you like good theatre or an outstanding concert: it touches you and changes you, and you feel its effect permanently.

I didn’t know a conference could effect me like an artwork, which is the point: leading businesses like ANZ, thinkers like de Bono and artists like Tania de Jong understand that creativity is the spark that ignites all future development, innovation and inspiration.

The vision, organisation and delivery of the Creative Innovation Conference, begun as an idea over drinks, shows how creativity and business so easily comes together. All really successful outcomes take an inspired idea and build on it with commitment, planning and thorough organisation, to produce the delivery of an ultimate result that is greater than the sum of it’s parts. It’s true of business, innovation, art, sport and all successful human endeavour.

Creativity is what takes us to the future, and unites us. Creative Innovation 2011 proved that.

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on heading to leave a comment. More posts below.

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Why IBM Found Creativity = Business Success

Tuesday, November 1st, 2011

In 2010, IBM published the Global Survey of CEOs 2010 and found that,

“More than rigour, management, discipline, integrity or even vision – successfully navigating an increasingly complex world will require creativity”.

IBM and the more than 1500 CEOs they interviewed from 60 different countries are not alone are in this view. Ernst & Young in their Connecting Innovation to Profit Report, 2010 said,

“The ability to manage, organise, cultivate and nurture creative thinking is directly linked to growth and achievement.”

Why is creativity so important?

Creativity underpins everything we do. It’s hard-wired into our DNA. We can’t help but be creative. Creativity is the ability to solve problems and exploit opportunities. It’s what got us out of the caves and experimenting and discovering. As a species, we have an insatiable desire to make new things, to see what we can do with what we’ve got, to invent and discover, to play with ideas and to see if we can push things to the limit.

Creativity is the raw material of innovation, or in other words, innovation is creativity put into action.

This means that to change and adapt, to invent and develop, to find solutions, to lead well, to get and stay ahead of the pack, to grow and flourish and ultimately to succeed financially, we need creativity. And it follows that the individuals and organisations who can harness their creativity the most will do the best, especially in the post GFC world of constant rapid change.

Creativity applies to everyone.

It’s a myth that only some people are creative, like artists or designers, or that creativity applies to the arts and innovation applies to science or engineering.

We believe and perpetuate these myths to our individual and organisational peril. Everyone left alone on a dessert island would display creativity because they would find that necessity is the mother of invention. They’d look for food, build shelter, cloth themselves in ways they might never have thought of before in order to survive.  They’d use their natural, innate creativity.

Why not get as smart as we can and learn to harness our creativity in business?

During the GFC, in our workplace psychology practice, we noticed that the old ways of doing business, finding staff and operating organisations were fast becoming less relevant. Organisations were “stripping fat”, and cutting back spending on things like recruitment and non-essential training, and looking for new and expedient and cost-effective ways of doing things, and expecting more value for the money they did spend. This attitude seems to have remained.

So we started researching products and theories that would help identify and develop the new imperative to think smart and to change and adapt.

Earlier this year, we discovered that from research at Manchester Business School, a new tool for the workplace had just been developed that identified underlying creativity. If you could assess creativity, and work out in what ways individuals were creative and how they applied their innate creativity, then you could use this information to understand, develop and train individuals and organisations to apply creativity more effectively. Impressively simple idea!

It was what we were looking for, and we knew it was what was so widely needed in the world of business and organisations.

So, we have just launched the new me2 Creativity Diagnostic Tool after a three-month Australian validity study in which we assessed hundreds of people from across the country from many different areas and levels of the workplace. The more we trialled it, the more accuracy we saw, and as a psychology practice, the data really impressed us. Having been used in 41 countries by over 3,500 people so far, it is showing no bias for age, ethnicity or language and the research suggests it is predicting 86% variance for creativity compared to the 3-14% that other tools like Myers-Briggs (MBTI), the Big Five and Hogan Development Survey predict.

The me2 Diagnostic Tool by E-METRIXX is based on years of solid research and development into the psychology of creativity by Dr. Mark Batey and the Psychometrics at Work Research Group from Manchester University. We like it because of the credible research, because it works so well and because it is extremely user friendly.

One of our clients described it the other day as “the sexiest new HR tool” and I think he’s right. It’s very exciting, and also quite humbling, to know that you are introducing a new way of understanding and doing things into the workplace.

Can everyone be creative? You bet!

What has creativity got to do with business? Everything! It underpins innovation, problem-solving, team work and leadership and has unlimited potential to apply to profit as well.

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on heading to leave a comment. More posts below.

* We were asked to conduct a study on creativity using the me2 Creativity Diagnostic for the forthcoming Creative Innovation 2011 Conference in Melbourne featuring Edward De Bono & sponsored by ANZ, the Financial Review & Business Review Weekly. The report will be published in the conference program and is available on the conference website

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

How to Spot an Original Thinker

Saturday, September 10th, 2011

Original thinkers who drive innovation, adaptability and problem solving are highly valuable and sought-after, so if organisations were able to identify and encourage original thinkers they would have a huge advantage in the marketplace.

Can you spot an original thinker? Dr Mark Batey of Manchester University’s Manchester Business School believes you can.

In a recently produced MBS video interview, Original Thinkers, Dr Mark Batey, a world-leading psychology of creativity researcher, outlines the four dimensions he believes make up an original thinker and that organisations can look out for to identify original thinking in their current or potential employees:

Ideas generation

Original thinkers are highly fluent, which means they produce lots of ideas. Even though sometimes their ideas might not be practical, and it might be hard for other people to see how these solutions might be used, the key is the volume of ideas they are able to produce.

As well as the number of ideas they produce, original thinkers tend to produce different or unusual ideas.

In their approach to thinking, original thinkers often like to incubate, or let their thoughts percolate for while. This period will often be followed by a “eureka” experience, what Dr. Batey calls “Illuminative Moments”.

Personality traits

Original thinkers are inclined to be very curious. They ask lots of questions, and want to know how things work the way they do, and why.

The other personality trait that stands out in original thinkers is that they are comfortable with a high level of ambiguity and uncertainty. Original thinkers tend not to see things in black and white, and are quite happy with contradiction, competing evidence and shades of grey.

Motivation

Original thinkers tend to be motivated intrinsically. This means that they have a strong drive that comes from within them. They will be very self-motivated.

In addition, Dr. Batey believes these people are quite competitive, and they will quite likely want to “beat” other people with their ideas.  Although they may work well in a collaborative team environment and be willing to share their ideas with colleagues, they will want the team to do better than it’s competitors.

Confidence

Original thinkers tend to be very confident about their ideas. This applies to having ideas, believing in the quality of their ideas, sharing them, and being able to confidently implement them.

 

In September 2009, Olivier Serrat wrote in a paper for the Asian Development Bank, “Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of change. In organisations, stimulants and obstacles to creativity drive or impede enterprise.”

The ability to identify original thinkers would clearly provide huge advantages to organisations faced with the fast changing pace of a developing national and world economy.

As Mark Batey says, “It’s not just being an original thinker, it’s being an original applier as well”.

Watch Video: Original Thinkers: Dr. Mark Batey

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on heading to leave a comment. More posts below.

Related Posts:

The Creativity Imperative

King of the Manning River: Creativity & Problem Solving in the Workplace

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Psychopaths at Work

Tuesday, August 30th, 2011

For all our recruitment tests and practices in HR, the problem of psychopaths in the workplace remains a problem that’s hard to solve.

Everyone has worked with a psychopath. I’m a lay-person, so I use the term in it’s popular sense, but I’m on their case. Sometimes they are the obvious bullies in the office, sometimes they are your boss, and sometimes they are someone not apparently in charge, but who has everyone running around after them and who manipulates and wreaks havoc on the whole group by subtle disempowerment.

I’ve known a few. The first one was my boss, and he nearly destroyed my health and my career.

Sometimes, psychopaths are so effective at getting their way and destroying everyone around them, that the only way you can detect them is by noticing the destruction around them. Like a Black Hole in the universe, which you can only detect from the glow around it as light gets sucked in, you can tell if there’s an office psychopath around because everything in the office will be going wrong somehow: team spirit will be low, team work and cooperation will have disintegrated, group optimism and company or department vision will have disappeared, everyone will be tense and guarded and resentful, and nobody will really know why. And most likely, the psychopath will be undetected, and worse, they might be the only person that everyone thinks they can trust.

It’s scary.

I’ve been reading the website of one of the more recent psychopaths in my life. Having totally destroyed the morale of the people he worked with, having repeatedly covered up monthly losses by making charismatic and extravagant promises to the people above him and blaming other people, having (in this day and age!) indulged in outrageous and blatant sexist, harassing and upsetting behaviour with his junior staff, having offended clients with his use of bad language and other inappropriate and crass behaviours, he is now the CEO of a company.

I can see how he got there. He got there through deceit, using other people and destroying lives, reputations and health.

His website looks pretty good. In fact, I recognize some of my own words and ideas there. According to his bio, at the company where he used to work, and where he was finally let go because they just couldn’t afford the losses he kept making, he now claims he made huge profits. Not only that, but the bio is misleadingly worded to give the impression he was much higher in the organization than he actually was. From the bio, you get the impression this guy was actually in charge of the whole Australasian operation. You’d think his former employer would make him change it. The website shows he’s even got some of his ex-victims working for him. How does he get away with it? Because it’s the way psychopaths work, that’s how.

Psychopaths have a way of charming people. Psychopaths tell us what they think we want to hear. Psychopaths have a sense of over-entitlement. They manipulate us and destroy our reputations behind our backs. They divide and rule.

The most powerful weapon a psychopath has though, is their total lack of shame, and this is what makes them different from everyone else. The rest of us care what other people think of us, most of us want to genuinely cooperate, and most of us would be embarrassed if we behaved outrageously in public. Not the psychopath. Because of this, they are able to lie and cheat to great effect.

In tandem with their lack of shame is their other secret weapon: they are really great actors. Though they have no remorse, they can pretend. They are very good at mimicking normal (and even empathetic) human behaviour. They don’t feel it, but they copy it. They are very convincing and can be very charming. While if you stand up to a psychopath they’ll eventually yell, scream and in extreme cases even kill you, they don’t usually need to because they’re so adept at manipulating through charming deceit.

The psych tests we apply in HR to job candidates and staff development are not clinical tools and should not be. They won’t pick up a psychopath. In any event, psychopathy, or sociopathy as it’s now called, is a Personality Disorder, not a mental illness as such, and is extremely hard to detect even in a clinical setting (they’re charming right, and they even know what a clinician wants to hear).

If you gave an Emotional Intelligence test to a psychopath, they’d probably blitz it. Some psychologists even argue that giving EI information to a psychopath is like giving them a loaded gun. It gives them more ammunition to use against the rest of us by teaching them how to be even more charming and apparently agreeable.

So what can you do about an office psychopath? Start to look for the human and organizational fall-out around them. And don’t kid yourself that you are immune to their charm and stories.

The only way to slay a psychopath is with rationality. Insist on evidence and measurable outcomes, not their promises and stories. If everything seems to be awry in your team, and you don’t know why, then you’ve most likely got a psychopath in your midst.

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on heading to leave a comment. More posts below.

* This is a personal view and does not necessarily represent the opinion, belief or policy of the company. This is a lay-person’s view and the example in this post should not be construed to be a real person, and examples of behaviour cited here are illustrations of typical behaviour patterns. More posts below.

Related posts:

Murder in the Village: Team-work & Community

Leadership & Good Manners

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Slam Dunk

Sunday, August 21st, 2011

In the novel, A Prayer for Owen Meany by Amercian novelist John Irving, famous for writing The World According to Garp, the central character Owen Meany spends his whole life preparing for one defining moment.

In Owen’s case, it’s achieving a perfect basketball slam-dunk in a way that no one, including the god-like Owen himself, could foresee. Owen’s slam-dunk was his pivotal and enduring achievement. It was the moment when everything he had worked for all his life came together.

I think that this slam-dunk moment must come in everyone’s career, and lately I’ve been thinking it’s come for me.

For Owen Meany, because his creator is a master of black humour, his pivotal and defining moment was his last moment. But for those of us in real life, a pivotal moment should be a beginning, not an end.

In my case, all my professional and personal areas of interest seem to have allied themselves seamlessly, in a way that makes me feel as though, like Owen, I’ve been practicing for this moment all my life. And I have.

Sportspeople know this feeling of recognition as being in the zone. Psychologists and artists know it as flow. Teachers, performers and public speakers feel it as being in unison with their audience. It’s the ordinary yet transcendent feeling of satisfaction, empathy, elation & connection we feel as part of a crowd at a football match when our team scores a goal. It’s the feeling of rightness, when everything falls into place. Slam-dunk.

Throughout the years I have treated my life and my career as though it was a painting. Two generations of  “creatives” before me taught me to lay down strong foundations, to build up layers, to balance the composition and colour, to have a careful observant eye and to go with the medium not against it. When you make any creative piece (whether it’s a painting or a life) you have to trust that your knowledge and technique will lead to a successful outcome.

So I’ve spent decades trusting that, just like in a painting, a successful outcome would be built from accumulating knowledge, steadfastly laying down foundations, exploring widely and observing closely. In painting, there’s a defining moment when everything suddenly comes together and you know it’s a finished piece. And at that point, instantly, the painting becomes greater than the sum of its parts and has an independent existence that you’ve created.

It’s the slam-dunk moment. The moment of revelation: the moment when action achieves a guaranteed outcome. That’s why slam-dunk has come to mean a sure thing. It’s the moment I hope everyone has in their career and life.

Lynette Jensen

Please click on the heading above to leave a comment or to share.

* This is a personal view and does not necessarily represent the opinion, belief or policy of the company. More posts below.

Related posts:

Work Life Balance (And How to Preserve Olives)

Staying Afloat: Boats & Analogies

A Room with a View

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Genesis Means Create: The Creativity & Innovation Imperative

Sunday, August 7th, 2011

The word “genesis” means create or come into being. Creating things is what human beings can’t help but do. We are driven to it.

Creativity is at the heart of what it means to be human. Creativity informs everything we do and as a species it’s our overwhelming imperative. We invent, produce, have ideas and think of solutions. And never stop.

Everything we do is based on our essential creativity and nothing would happen if we had no creativity.

In the modern world of business and organizations, innovation and adaptability are both highly praised and greatly desired. Especially in uncertain economic and fast changing times, the need for innovation and adaptability is becoming one of our highest priorities, because if we have access to and control of these then we can adapt quickly, stay afloat or ahead of the game and be ready for all challenges.

Creativity is the raw material of innovation. Innovation is simply creativity put into action. Creativity is necessary not only for innovation but also for critical thinking, problem solving, leadership, teamwork and almost every area of life we most highly value.

In business and the workplace, creativity is the most powerful tool an individual or organization can have and across the world there is a growing recognition that we must muster our individual and collective creativity and learn to innovate or perish. An IBM poll of 1,500 CEOs cited in the Newsweek article, The Creativity Crisis in July 2010, identified creativity as the number 1 “leadership compentency” of the future.

If we want to be lean and mean, if we want to continue to find successful and elegant solutions, if we want to continue and increase technological development, if we want to make good decisions and think clearly and well, if we want to re-define and re-invent the way we use natural resources, if we want to feed the world’s expanding population, then we need to recognise and apply our creativity as expediently, intentionally and intelligently as we can.

There is no more time to play silly games with our creativity: no more time to pretend that it only belongs in the arts, that it is not rational or scientific, that it’s what other people have and not us. Creativity has to be recognized, embraced and applied universally and well.

The organisations and individuals who have recognized this are already ahead of the game. There is nothing tricky or mysterious about creativity. It’s what’s inside us all.

We can all generate more good ideas and good decisions that invent the future.

Lynette Jensen

Please click on the heading above to leave a comment or to share.

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Art Imitates Life, Life Imitates LinkedIn: Online Citizenship

Thursday, July 14th, 2011

Most of us in business or other organisations belong to LinkedIn, and many of us participate in discussion groups related to our fields and areas of specialisation and interest. Furthermore, marketing and promotions professionals these days tell us that it is extremely important to have an online presence and profile, and though there are other alternatives like Brazen Careerist, LinkedIn is the professional social networking standard.

Accordingly, like most people I know, I belong to many LinkedIn groups, which in my case cover areas like organisational psychology, psychometrics, creativity, arts, advertising and HR. Like most people, I subscribe to a few good professional blogs, and through these come upon many links to other blogs and articles. It’s an expanding world, and I’m both personally and professionally grateful to be exposed daily to so much information and food for thought.

I have always been interested in many different areas, and so my professional interests and reading reflect this.  Lately, because I’ve started to notice some patterns in myself and others, I’ve begun to realise that my online life is very similar to my real life.

Online, the contacts I collect seem to be like my friends and associates in real life: they are interesting, varied, creative, mostly outspoken, confident, leaders and thought influencers, and from many walks of life and professional areas. The things they say to me are starting to be like things people in real life say to me.

More importantly though, I’ve started to realise that the virtual, online professional world needs to maintain standards and etiquette, just like in the real world. Just as I do in real life, I seem to spend a lot of my time being on guard for and smoothing over potential conflicts. The online world of professional social net-working is a place where all cultures come together and connect instantly, where the nuance of the written word is often difficult to understand and subtleties are sometimes misunderstood, and the different time zones across the world make the time of day an ingredient in the way we communicate and what we say.

Online, even in the professional sphere of LinkedIn (as opposed to Facebook for instance) there are bullies, cranks, show-offs, posers, extraverts, introverts, casual people, funny people, serious people, formal people and many, many others. Just like real life. In real life though, you can look someone in the eye and hear the tone in their voice and judge their body language.

So I’m beginning to think that we need to proactively think of ourselves as online citizens, with responsibilities to be civil and not too dominating in discussions but to have something to say and keep discussions going, aware and empathetic of differences like race and culture, and to be particularly careful to try to pick up verbal nuance and humour, and not to over-react to apparent slights but to publicly object to online dominance, bullying or impoliteness.

A year or so ago my sons made a short film called Art Imitates Life, Life Imitates Facebook for Kino, Sydney. It should come as no surprise to me to find that the same principle applies to LinkedIn.

Lynette Jensen

Lynette Jensen is a director and co-founder of Genesys Australia and is committed to helping people achieve work-life balance through good job fit. In addition to contributing to this blog, she also writes regularly for HR Daily Community and Dynamic Business Magazine. Her articles have been re-published in India & the United Kingdom.

Please click on the heading above to leave a comment or to share. More posts below.

NB: We are an independent workplace psychology practice. All views expressed here are our own and are the opinions of Stephen Kohl & his associates, which do not necessarily reflect those of the publisher and developer of GeneSys assessments, Psytech International.

Inspired Workplaces: Sydney Trapeze School

Tuesday, April 26th, 2011

Since writing recently about the oyster farmers of the Manning River and their magnificent workplace, I’ve been thinking about other equally inspiring workplaces.

Our launch was held at Sydney Trapeze School a number of years ago, with a metaphorical wish to help our clients “fly”, and though on the surface, a trapeze school seems very different from a workplace psychology practice, we have had a close psychological connection to the school and have used it as a source of inspiration since we began.

Sydney Trapeze School operates from an historical, edgy and extremely stylish old factory, which still retains its enormous original gantry crane, in the grungy inner-city suburb of St Peters in Sydney. In an industrial and old working class suburb, STS is located in an old factory complex next to the train tracks, where these days a number of adventure and arts enterprises share the space with operating factories, workshops and industrial businesses.

The environment of Sydney Trapeze School is the first thing that makes it special, and inspirational. It is huge, lofty, and cathedral-like, and of course the flying trapeze rig and other circus apparatus makes it seem exotic and colourful. The juxtaposition of colourful circus paraphernalia with the industrial atmosphere of the original building makes you feel as though you are somewhere special and enthralling.

But in addition to the physical impact of STS, there is much more that makes it a very special place. Sydney Trapeze School was begun nearly three years ago by twin brothers Frank and Rob Taylor, whose enduring laid-back and casually friendly demeanour belies the inspiration and drive that must have been required to bring their dream to fruition, and make it the successful operation it is.

Flying Trapeze is a growing sport, recreation and fitness activity, because it combines a number of physical and mental challenges, including gymnastic skill, careful timing, tenacity, trust, teamwork, and personal mental and physical courage. Learning to fly on the flying trapeze is the kind of activity that helps people realise and generalise skills that are needed for all other aspects of a successful life. Because these skills, especially over-coming personal challenges and fears, are extremely relevant to the workplace, Sydney Trapeze School offers corporate workshops to work teams and organisations among its services.

At the end of every term, Sydney Trapeze School stages a performance, which showcases its students’ hard work. At the most recent show, based on a pirate theme, the completion of a huge mural was also celebrated. Local street artists, Tom McDonald and Peter Lloyd Jones were commissioned to paint a mural along almost the entire length of one wall, and the project took a year to complete.

With a teaching staff now of over a dozen, students from across Sydney, a secondary out-door rig for use in summer, and an Australia-wide reputation, the Taylor brothers have developed their business from the ground up into an impressively successful operation which still retains the friendly and inclusive atmosphere it began with.

It’s success and continuing growth is a testament to what can happen when you have clear vision, faith and tenacity.

Lynette Jensen

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* This is a personal view and does not necessarily represent the opinion, belief or policy of the company. More posts below.

King of the Manning River: Creativity & Problem Solving in the Workplace

Monday, March 28th, 2011

Two things in my psyche, a commitment to the important role of creativity, and a love of boats and the sea, converged this week in the form of a Manning River oyster farmer, Gary Ruprecht.

Through the week, I’ve been involved in a discussion on the Linked In Occupational and Organisational Psychologists Group, about the importance of creativity in the workplace (also see my previous post). At the same time, I’ve been re-floating my boat Aphrodite, formerly owned by Ronald Biggs, which I’ve written about before, and which decided to sink in shallow-ish water on the Manning River.

One of the hallmarks of creativity is the ability to solve problems. To solve problems consistently and well, one needs to have well-developed diverse thinking ability, because the first, second or third solution, and indeed the tried and true method, might not work. A creative person will think of many things, and continue to think of new things as the situation changes. “If at first you don’t succeed, try, try, try again”. Creative people, according to some of the reading I’ve been doing, also tend to have a “never say die” attitude, which drives them to find alternative routes when the more obvious might not work.

When Aphrodite went down – probably because of a float switch failure – she tilted on the portside towards the deeper water, which meant that even at low tide, her portside gunwale (the top of the hull) was under water. Consequently, a normally fairly straightforward job of simply pumping her out at low tide wasn’t possible, because water would just flow in as fast as it was being pumped out. In addition, around Easter time we have very high tides on the Manning River, and this year they seem to have been exceptionally strong, so Aphrodite was deeper under and being pulled down more than you would normally expect.

This was a job for an expert problem solver, and despite very well-meaning offers of help from neighbours with boats, tractors, fire pumps, and impressive bravado, there was only one person I was prepared to trust to rescue my boat: Gary Ruprecht.

Gary is a third generation oyster farmer, and a fourth generation Manning River local. His German forbears settled on Mitchell’s Island, acquired land and farmed, and then took to the river to farm the famous Sydney Rock oysters. Both Gary’s sons have followed the family tradition and are also oyster farmers, and they have one of the most magnificent “offices” I know of.

Gary’s main piece of equipment is a huge and powerful flat-bottomed barge with an on-board crane, and he plies the Manning River on this boat with grace, confidence, enormous skill and not a little romance (of the river steamer by-gone days kind). After four generations, he knows the Manning River like the back of his hand. But it was as much for Gary’s talent and relish for problem solving, which I have witnessed and admired before, as for his skill and knowledge, that I asked him to rescue Aphrodite.

The operation went without a hitch really. I watched from the bank as Gary, my husband and a generous passer-by who offered his help, re-floated the boat and re-positioned her closer to shore, all in the space of a couple of hours. The process required some trial and error, creative thinking and experimentation, and the successful end result had as much to do with intelligence, creative thought and tenacity as it did with muscle, brawn, and exceptional seamanship.

Aphrodite is looking a little bit worse for wear, but nothing that time, hard work, some clean water and more tenacity can’t fix. Her ballast seems to have shifted so she’s tilting a bit, everything on board got a drenching and she’s muddy and dirty, but part of the joy of owning an old wooden boat is that it’s a constant and quite exciting adventure that pays enormous dividends in satisfaction, achievement, and yes, problem solving. (And who doesn’t love mud and saltwater!?).

Thank you Gary, Stephen and Jeremy. Here’s to creativity and problem solving, and expert applied knowledge in any workplace. I feel very grateful to have witnessed such impressive professional expertise, goodwill and thinking.

I think I’ll unofficially appoint Gary Ruprecht King of the Manning River.

Lynette Jensen

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* This is a personal view and does not necessarily represent the opinion, belief or policy of the company. More posts below.