Pay Attention

Last year NPR’s “Morning Edition” ran a series of reports on the myth of multitasking.In part, it deconstructed the entire idea of multitasking, saying that instead of doing everything at once, people really are rapidly shifting from one task to another.

Executive functions governed by the brain’s frontal lobes allow us to prioritize what we want to focus on, and when to make the shift.

But no matter how many task we rotate between, the need to pay attention and focus remains constant. And the effort to multitask undermines the ability to pay attention.

Journalist and author Winifred Gallagher examines research about the brain’s ability to focus consciously and subconsciously in her newest book, Rapt: Attention and the Focused Life.

Gallagher definitely supports the value of intense focus as a way to achieve a higher state of performance (Tiger Woods as one example). She also looks at the function of the subconscious mind, and the value of meditation to heighten that activity.

Gallagher’s book has been reviewed in the Wall Street Journal and the Washington Post, among other publications. You can read the WSJ view here, and the Post's treatment here.

At a time when people are being bombarded with demanding stimuli like Twitter, Facebook, old-fashioned email and a zillion other electronic and printed sources of information, the idea of multitasking goes beyond seductive to downright vital. The value of comparing the reviewers' perspectives presented here is the affirmation that there are multiple points of view to the applications of multitasking. There is no one size fits all.

Think about it. Something to add to your “To Do” list.

Worry Beats Denial

“Worry is not preparation.”

I came across this quote a few months ago and it rang so true for me that immediately posted it here.

(I think the source is author C.S. Lewis – if anyone can confirm, let me know.)

Now I have met an executive who illustrates what I think should be the corollary to that quote: “But worry is better than denial.”

Bryant runs internal training and development programs for a major communications company. He also has input in content development. His operation enjoyed a great degree of autonomy, and he reported directly to the CEO.

Until about three months ago.

In short order, the old CEO was gone and a new one came in. The company made a reassessment of its financials and suddenly, layoffs and buyout offers were flying through the organization.

Bryant now reports to the recently-promoted senior vice president of another department within the company, a person who used to be a peer in title and status.

Oh – and Bryant’s office was moved out of the main headquarters to a spacious office in an auxiliary building around the corner.

These changes occurred just as Bryant was launching a major training initiative, one that he and the previous CEO had spent more than a year to design and fine tune for the specific needs of their organization. In senior staff meetings, the new CEO publicly expressed continued support for the effort, but privately had little time to discuss execution and follow through.

Bryant’s new supervisor seemed uncertain about the purpose of the project, and erratic in his offers of attention and support. Bryant’s efforts to provide clarity were met by resistance and sometimes, outright hostility.

Bryant is convinced that once his project is complete, and once his organization recognizes its value, a wave of appreciation will sweep over the new CEO, his supervisor and the rest of the senior management team.

Bryant is not worried. He should be.

The ground has totally shifted beneath Bryant’s feet, yet he is convinced that the path to safety lies in following the same road map he created before the upheaval. He doesn’t realize that as good as his project may be, he is the only one left who is invested in its success. Or that the definition of success may have changed.

If Bryant were worried, he might be thinking more about identifying what the new CEO sees as the biggest problems now facing the company, and how to offer support.

If Bryant were worried, he might be thinking hard about the possible scenarios for his future with the organization, and start developing new options within the company and beyond.

Worry is not preparation. But it can be the place where preparation begins.

Measuring Up

Even the occasional reader of this blog knows of the affection I have for TLC Cable network's show What Not To Wear.

For the uninitiated, each episode features hosts Stacy London and Clinton Kelly surprising some unsuspecting fashion victim and offering to trade $5000 worth of new clothing for the contents of the victim's closet, with the pledge that all replacement clothing will fit the shopping rules of stylists London and Kelly. Hair and makeup makeovers are included.

What I love about the show is that it invariably demands an unexpected degree of self awareness from the participants. These women (and most of the participants on the show are women) have to take a good look at their authentic selves, internally and externally, in this moment of time, and then embrace that person.

An article in today's Washington Post reinforces that I'm not alone in my loyalty to WNTW. Health Writer Jennifer Huget, who contributes to both the Eat, Drink and be Healthy column and the Checkup blog on the Washington Post website, interviewed Stacy London, then invited readers to weigh in (no pun intended) about the practice of letting clothes suck up closet space long after they no longer fit.

Huget's article and the readers' comments provide food for thought on holding on to our past selves, and when to move on.

Managers and Cuts

Once again, Jill Geisler at the Poynter Institute perfectly captures the challenges and struggles for leaders during these turbulent economic times. Her current column focuses on newsroom managers, but she is speaking truth to leaders in all types of organizations.

This is important information for employers and employees. Read it.


The Private Hell of Managers Facing Newsroom Cuts

Pain, Courage and Perfection

Spring is the harbinger of the award season in American journalism. In broadcasting, the College of Journalism and Mass Communication at University of Georgia already has announced the winners of its George Foster Peabody Awards for work done in 2008. Columbia University will reveal the recipients of the 2009 Pulitzer prizes next Monday.

Midway through the season comes the Medill Award for Courage in Journalism, presented by the Medill School of Journalism at Northwestern University (disclosure: I attended grad school at Medill). The 2008 Medill Medal went to Cleveland Plain Dealer reporter Joanna Connors for her series "Beyond Rape: A Survivor's Journey."

Connors recounted the story of her 1984 attack and rape, and her subsequent journey to address, confront and regain control over the aftermath of those events.

I first read Connors extraordinary self-reporting in May 2008, when the Plain Dealer ran the multi-part series. What blew me away was not only the quality of the writing (which was superlative), but the exacting standard of truth which permeates every detail. Connors' self awareness is painful at points: the blame she assigns herself for entering a dangerous place; her admission of how fears of racial discrimination lead her to doubt her instincts; her acknowledgment of how race and class differences affected the outcome of her case; the balance of her empathy for the violent and disadvantaged life of her attacker against her understandable lack of forgiveness for his crime; and how her love and concern for her teen-aged daughter lead her to confront long-buried wounds and unresolved fears.

I wanted to blog about Connors' series as soon as I read it, but I worried that writing about her journey in a blog titled "Present Perfect Coach" might dishonor her testimony.

Almost a year later, I know that people who read Connors' series, or hear her description of her journey (found here in an interview with NPR's Michel Martin on the show "Tell Me More,") will embrace what is perfect about Joanna Connors and her courage.

I have made this point before in this blog, but it cannot be repeated enough: all of us get crap in our lives; some more than others and sometimes beyond our imaginations.

It's not what you get; it's what you do with it. Even 23 years later.

Congratulations, Ms. Connors, and thank you.

Workplace Bullies, and What To Do About Them

Bea Fields, a leadership and business coach I really respect and admire, uses her blog about Millennial Leaders ("Millennials" being defined as those Generation Y 20-somethings who are moving into the workplace in increasing numbers) to caution about the pervasiveness of bullying in both schools and the office.

Bea (along with another great coach, Scott Wilder and other contributors) literally wrote the book about Millennials and the ways their presence is changing the workforce and traditional approaches to problem-solving. Millennial Leaders should be required reading for any executive who is planning for the long run.

In her blog today, Bea notes that just as children can be reluctant to report or talk about the bullying they suffer, young adults in the work place also can uncertain about what constitutes bullying, and its negative consequences. This article from Forbes.com offers more specific information.

Thanks, Bea, for bringing attention to an issue that should concern leaders and employees in any organization.

Beautiful Music

Music has been a constant in my life. From the 78 rpm Count Bassie LP's my parents would play, through my siblings' Motown 45's; classical and pop music concerts, vinyl LP's, CD's and music downloads. An eclectic variety of music presented in multiple formats. While the music has been a constant, its variations and its delivery change continuously. I am reminded of that reality by two very different musicians: Benjamin Zander and Ophir “Kutiman” Kutiel.

Benjamin Zander is the conductor of the Boston Philharmonic. Not only is he known around the world as both a guest conductor, he also is a sought-after speaker on leadership. He sees the creation of music and its harmonies as a metaphor for bringing out the best in ourselves and others. He explores these ideas about leadership in the book he co-authored with his wife Rosamund Stone Zander, The Art of Possibility. He also demonstrates his approach in this February 2008 presentation to the T.E.D. (Technology, Entertainment and Design) Conference In Monterrey, California.

"Kutiman" is an Israeli musician and producer who is blowing up in the world of viral videos. His achievement: mashing up hundreds of unrelated musical performances found on YouTube and creating cohesive, tight, unique songs. The result of his work, titled "Thru You," can be heard and viewed here, including snippets of the various videos used in the production.

Both men show way creativity and flexibility are essential for leadership. Kutiman saw the potential in the raw material he found on YouTube, yet had no opportunity to change any of the performances he used. Instead, he painstakingly wove each piece together to produce something beyond the imaginations of any of the individual contributors.

Zander, working in a far different musical medium, recognizes the most important part of his own contribution in presenting orchestral work. "The conductor of an orchestra doesn't make a sound," he says. "He depends, for his power, on his ability to make other people powerful."

He adds: "I realized my job was to awaken possibility in other people"

Something we all should remember. Because by empowering other people, we empower ourselves.