What’s Your Company’s Moral Compass?

Imagine that you’re in the running for a coveted spot in a well-regarded organization for a high-level position. It’s taken you years to get to this place and you really want this job. You wait and wait through the agonizingly long interview process and in the end, you don’t make the grade.

These are the kinds of situations that “try men’s (and women’s) souls.” How you go through the stages of making the decision to apply, to how you tolerate the waiting, to how you manage the disappointment of being overlooked are great indicators of how you handle stress (and life) in general.

This is just one example of how reaching beyond your comfort zone initiates a series of mental challenges. In his book, Flow: The Psychology of Optima; Experience, Michaly Csikszentmihalyi (Harper Collins, New York, NY, 1990)l, spent years researching the question of what makes one happy. Ultimately, according to his findings, the answer to this very illusive inquiry was: “The control of one’s consciousness determines the quality of one’s life.”

In other words, how we internalize and make peace with the myriad of disappointments and loses as well as deal with our successes and celebrations determine our level of satisfaction we experience in our lifespan.

Given that introspection and transformation are such critical factors in every person’s – and ultimately in every company’s well-being, I’m always amazed at how little attention is paid to the recognition of how important this kind of mental training is.

And I specifically use the word “training,” because the mindset needed to weather the ups and downs of life are not natural. Our brains are wired for danger and spew forth an endless sea of worst-case scenarios. These peak performance skills need to be taught We learn them, either through the school of “hard knocks” – which can take a lifetime – or through parents, teachers, coaches and mentors.

What then, is the role of the company? Business is business, and the bottom line is the barometer of success or failure.

Yet, the world is changing. The balance of power is shifting, and employees are demanding a more human approach to their work experience – which is in greater synergy to the more spiritual yearnings of mankind. They are asking their companies to honor higher moral values, such as a sense of purpose, respect for family life, racial and gender equality, awareness of individual differences and authenticity, to name a few. In other words, they are asking their organization to be “conscious.”

To be “conscious” means to be transparent, to allow oneself to be vulnerable, to accept responsibility for one’s own behavior and to be on the path of continuous personal and transformational growth. Where is your company on this moral compass?

Here are three ways you can begin to tackle this worthy challenge:

1. Make Your Own Personal Growth a Priority

Wherever you are in the hierarchy of leadership, ask yourself, “Where am I on my own path of personal growth?” Have I invested my efforts to be the best person I can be? Do I have a trusted advisor that helps me see my own blind spots? Every highly successful person I know has someone in their corner who helps them navigate those precarious situations that keep them up at night.

2. Listen to your employees.

Goal setting is a common measure of performance in companies. But when people don’t reach their goals, do you really know why they don’t? There are ways of increasing the level of meaningful communication between managers and employees that go way beyond the traditional semi-annual or annual reviews. Beaconforce, a startup here in San Francisco is one of those innovative companies that have a great solution to this problem.

3. Train Your Employees for the Olympics

As I mentioned above, a resilient mindset is critical for sustainable growth. It may sound like Utopia, but imagine you had an entire organization of individuals who had the mental fortitude to handle the daily pressures of work and life outside of work. Did you know that $1 billion is lost in productivity in the US alone due to stress-related absences? These stress management and peak performance skills, as I said, can be learned. Be that company who understands, appreciates, and puts into action, the concept that all change in your organization and the world, begins with each and every individual having a healthy and resilient mental mindset.

If you’d like to dive deeper to learn more about your own level of Peak Performance skills, go to http://masteryunderpressure.net or join our Facebook community at Mastery Under Pressure Community.

Or contact me directly for a 30-minute complimentary consult at tina@tinagreenbaum.com