The Busy Dillema

Image by Gerd Altmann from Pixabay

I was working with a leader (let’s call her Beth) last week who echoed a familiar theme. Busy! Not just with ‘busy work’. Beth faces a continual assault of important things joining her action list. Much of it is ‘Mission Critical’ - left for too long it becomes both important and urgent. Like many, she feels the timeframe for action is getting compressed. The result? Close range focus and compelling reactivity. Both feed the sense of urgent transactional pressure. So how the hell do you add clarity in the midst of that!

One of the simplest levers is to look for recurring patterns and see if you can inject clarity early. Beth works in human services and has an important customer whose service sometimes reaches a crisis point where their family gets involved. At a minimum, this requires some careful communication. At worst it results in a formal complaint and mandated response/action. The urgent (and important) requirement to respond adds pressure to Beth, her team and the person receiving the service.

When we unpacked it in detail, most of the issues arise because the family doesn't have enough information about what is happening. The family, Beth and her team spend hours (sometimes days) resolving the situation. When Beth contacts the family regularly to update them on the service, the larger concerns are dealt with while they are still manageable. It adds clarity for everyone. Adding a regular call or visit to update the family saves time and adds value for everyone involved.

The challenge for Beth is she is genuinely busy. The service is mostly going well. Making those regular calls will be in competition with many other urgent tasks. AND proactive action like this always creates clarity, capacity and alleviates pressure.

What are the recurring pressure points for you? What action could you take to add clarity and reduce the pressure?

Creating a Sense of Safety and Connection

Have you ever had a moment where 4 small words had the potential to dramatically change your experience? Back when planes were a regular part of my work and life I had one of those moments. 

I was seated halfway along a smallish plane. 

The aircrew were moving along the plane from the back opening all the overhead lockers as they came. There seemed to be a sense of urgency.. 

I wondered what they could possibly be looking for. Aircrew know where things are. If they needed some piece of equipment they would go get it. 

It also seemed unlikely they were looking for something for a passenger.

If we want something from hand luggage in an overhead locker we stand up and get it, not call the aircrew for a systematic search!

And yet, here they were systematically searching lockers along the whole plane… Strange.

Eventually the crew arrived at my row.  She opens the locker, stands on tip-toe to peer in and appears to be subtly sniffing the air. 

I couldn’t help but ask, “Are you looking for something?”

Her response amazed me. It was very low on the list of things I would ever expect aircrew to ask a passenger. 

She looked me straight in the eye, smiled as only air crew  can and asked, 

“Can you smell smoke?”

Her question didn’t especially bother me. I couldn’t smell smoke, and I’m very comfortable on planes

For a less comfortable passenger the question could well be enough to have them clawing for the handles on the nearest emergency exit!

It’s a great illustration of psychological safety. For the crew, the situation clearly wasn’t of great concern, and she was in an environment very familiar to her. When we are familiar with our environment, we can inadvertently do or say something that deeply disturbs someone less familiar.

One of the quickest ways to build trust and psychological safety is to anticipate possible perspectives and issues for those around you, especially if they are new to the environment.

Time spent setting their mind at ease strengthens their trust and regard for you.

The challenge is to be aware enough of what those concerns might be, especially if the environment has become routine for you.

Where could you more effectively build trust and psychological safety for those around you?