On navigating rush hour
On navigating rush hour
Drive your way to an organizational culture of joy and cohesion
I spend a couple of hours in heavy Denver traffic twice a week. These treks are necessary for my work. If you live in Denver or another urban area and drive at all, you’ll understand how energy and time-consuming it is. I’d love to be able to ride public transit all the time, but it doesn’t go everywhere I need to go and even when it does, it can require changing trains or buses several times, so it takes significantly longer than driving. So not driving remains aspirational. Alas.
In the meantime, here’s how that drive goes: Sections can be free-flowing, but a lot of sections creep along, either bumper to bumper or not quite. Some drivers change lanes often, hot-dogging, trying to gain a more advanced place in the flow. I don’t. I’ve learned that doing so might gain a few seconds in arrival time, but it seems to me those seconds are not worth the safety risk for everyone. I tend to pick my lane based on where I’ll need to exit, stay put, and remain unimpressed by the would-be NASCAR types.
This morning I got behind an especially slow truck. For a while I stayed behind it. Then it seemed like the lane to the left was moving so much faster, so I made the move. At which time that lane came to a halt and the truck sped ahead with other commuters taking my place behind it. It proved my point: I would have been better off to stay put. Moving right back into that lane got dicey as cars behind me also put on their turn signals and moved over. But I made it, and stayed in that lane until my route took me to my exit.
The drive continued to feel more dangerous than normal, though. It was as though I was invisible, as people cut in front of me or refused to let me in when I needed to merge.
Some days are like that. I don’t like days like that. I don’t feel safe on days like that.
And I got to thinking. . . traffic is like a microcosm of how we relate, or should, in any organization in which everyone thrives. This includes businesses, communities, and even families.
Respect all travelers. Some cars and drivers are flashy. They stand out, they say, “Look at me!” Often the vehicle is a statement of identity, a tank of an SUV or sporty convertible, for instance. Sometimes this translates to wanting to be first; sometimes it translates into understated yet unmistakable presence, which of course depends on the driver’s persona. Others are more unassuming, like my little silver Corolla. It’s reliable, economical, and gets me where I need to go. Then there are the cars with crumpled fenders and taped-up rear lights from a previous accident because they can’t afford the required repairs and still pay their rent. If we don’t pay attention to and give space for all types of vehicles, we will get in an accident that will slow or even stop all of us from getting where we need to go. We are, or should be, all equal on the road.
Translate this to working with others. People can be flashy or unassuming. People can feel invisible in a group. A group that functions at top capacity sees, hears, and values all voices. Seek them out. Listen to them when they have an idea to share or a story to relate. It is costing them energy and courage to use their voices in this way. Be patient and generous with time and space. Value what they have to say. (If you are an organizational leader, you might consider doing an anonymous survey asking people to what extent they feel seen and heard in your group.)
Zipper merge. Take turns. It’s not only polite, it gets everyone to their destination faster and safer, and certainly with less tension. To mix my metaphors from traffic to literal zippers, think what happens when one tiny tooth in the zipper on your parka gets out of alignment. The whole thing stops working.
We learned this in kindergarten, didn’t we? In our daily relations at work or wherever, we can choose to share both the responsibilities and the rewards. Morale plummets when we don’t.
Signal upcoming changes. Don’t we all hate it when another driver forgets to use their turn signal? Or turns it on and forgets it? And let’s be honest, haven’t we all done it? It’s confusing and dangerous.
Change management prepares people for upcoming change whether positive or negative. This preparation is critical to maintaining team cohesion and achieving the desired outcomes with the most success and the least disruption. People are more likely to take ownership and collaborate if they see the shift coming. Sudden moves make everything feel like a crisis. Instead of collaboration, they create chaos and undermine trust.
Limit distractions. Multitasking is a myth. It’s proven that phone use while driving increases the risk of accidents because we are less focused on the road and other drivers.
Don’t expect multitasking to work at work either, even if it is sometimes touted as a desired skill. It’s time we let that one go. As a culture, we are in danger of losing our ability to focus because of the pervasive, invasive way our devices make us always available. Why do we think we have to answer all the texts and emails immediately? As a leader, you have the power to change that expectation, and it starts with yourself. Turn off notifications and put yourself in charge of checking them at a designated time. Close your door or use noise-canceling headphones, at least for designated periods of the day.
Which leads us to . . .
Don’t tailgate. Don’t distract others; instead, encourage and respect their boundaries. Also, it feels a whole lot like tailgating when you get all up in someone else’s business as a micromanager. We convey trust when we people space to take initiative and contribute their best work.
Take rest stops. A day at work is like a road trip. It’s not safe or wise to power through without stops, physically or mentally.
“Research is giving us a deeper understanding of breaks, revealing that regularly detaching from your work tasks—both during the workday and in your off-hours—can help restore energy in the short term and prevent burnout in the long term,” writes Kirsten Weir in this article for the American Psychological Association.
So get out of the car – er, up from your desk – and walk around. Bio breaks are needed of course, but evidence shows we need a brain break perhaps as frequently as every 20 minutes. Step outside. Stretch. Breathe. Chat with a colleague. Listen to some music or a short non-work-related podcast. Perhaps sketch that tree across the street. You’ll work better when you refocus.
Recognize unity of direction. In rush hour, everyone on the four-lane expressway has different goals: going to work, going home, getting kids to school, taking them to their gymnastics practice, or getting to the airport. But they are all going the same direction. The only way we can all get to our destination efficiently and safely is if we all obey the traffic rules, watch the signs, pay attention to each other, and give space where it’s needed. Win-win.
Does your organization have a vision statement that provides unifying direction for everyone? We all want to be part of something meaningful and bigger than ourselves. Each person probably has a different way of contributing to the mix. Each person has their own destinations – to provide for their family, to build a retirement account, to advance their career. Observing rules of engagement like these serves the dual purpose of getting everyone to where they need to go while ultimately achieving the vision of the organization. Win-win.
My vision is for organizations, including families and communities, to be places where all people can thrive. I’d love to have a conversation with you about yours. Drop a comment below, or message me if you’re interested in trainings or consultation.