It is truly strange reading something that caught my attention on a rather
prosaic level, only to discover a lot of its messages are like magic keys opening up AH HA! insights into my life, from earliest days to now. Strange & wondrous!!
For one thing, can now grasp
how my tone deafness about “proper place” got me into a pickle
with siblings who felt owed due deference because of age or brilliance, with people
of power or prestige or connection who expect a “kiss the ring” mentality from all but
a select few, with people who expect leaders are to followed, not questioned.
Mind you, I was raised to be
deferential to my elders, to teachers & to ministers. That was it.
Mom & Dad never seemed cowed being around people with vast wealth
or were incredibly successful in the business world or had racked up
a collection of degrees & lofty honors.
Nope,
I never fully grasped that some folks measure & expect to be measured by power, prestige, or place. Call me a clueless ninny,
but it never occurred to me.
But, wait - that clueless
quality was the very cornerstone of my corporate success! Unlike most of my colleagues &
coworkers, I never hesitated to reach out to a “higher up” to resolve a
problem or advance a key project. (Thanks, Pete, for encouraging that!)
Will always remember the colleagues
who considered I’d committed corporate suicide when I questioned a suggestion made
by a lofty vice president-in-charge and several lesser vps. (Hey, it was an expensive idea
with no long-term benefits for the company!) They were even more surprised when, after our lunch break, the very execs
I’d questioned returned full of agreement with my idea, wanting to hear more. “Gee, you have nerves of steel,” was the
comment I heard. No – it never dawned on
me to keep silent; sure, they might not agree with me, but at least I’d give
them another way of looking at things.
Time & again, I was
blind to the next-best step toward recognition & power. Take when a financial services group I worked
for acquired the 401(k) administrative unit from a company with an illustrious name (our company was only known within the
industry). I was assigned to work with
the new unit when it started having morale problems due to the transition. After a couple weeks, I asked the vp of our HR
department, “Jim, I’m wondering - what's your transition plan for bringing them
onboard?” He looked at me like I’d
spoken Swahili. I rephrased the question. Same puzzled response. Finally, I asked, “Jim, do you have a transition plan?” No, he didn’t - we'd acquired a
unit with well over 100 employees, all of who had taken great pride working for a
famous company, thrown them into a culture significantly less laid-back than theirs, and didn’t have a plan for helping ease them into their new
environment, for making them feel part of the bigger team. And there I was, opening up my big mouth to point this all out. But it got results. Jim realized the execs had to TALK to the
new hires, needed to make them feel visible & valued, yet part of a greater whole. They were so impressed with my “bold,
straight” talk, they insisted (literally) on giving me a hefty salary increase plus
bonus.
Back in the dawn of my professional life, when I was an elementary school teacher, it never occurred on me to play politics with my students. A co-teacher from those early days, a
wondrous politician who went on to spectacular success, told my sister the
reason I hadn’t lasted at the school was that when I saw a child needed
something, I went straight for it, without taking the time to pander to the principal (who
saw himself as THE power broker) or the parents, who (sadly) often saw
their own interests more readily than they did their child’s. He was right - didn't then, wouldn't now.
To me, in that first job,
teaching was about advancing each child’s best interests, not racking up tenure.
When I worked in public
relations & marketing for a mega insurance company, it was about making
sure the marketing teams had the materials they needed, that the city offices
served by our regions had the proper resources, accurate information, and
creative support they needed to meet/exceed
their financial objectives. And sometimes it meant questioning dubious suggestions by lofty execs.
When I worked in financial
services, it was about being there for customers (HR department heads) and
brokers, to define problems & craft solutions, to educate all contacts so
that they could avoid similar problems in the future, then following up with
our own departments on ways to improve my own delivery of services. And sometimes it meant speaking truth to power.
In doing all of the above, I
ruffled my fair share of feathers, from the principal who felt my (unwitting)
use of power was unseemly in a female teacher to colleagues horrified at my willingness to disagree with power to vps who could not believe I’d bring up a dicey situation simply to
protect the company’s best interest to
the sib-in-law who bristled when I didn’t inwardly courtesy to her superior
self.
What fun at age 61 to
realize that what got me into “trouble” was a forever devotion to
stewardship. I am not patting myself on
the back. Look at my life. It’s sort of clear. And it’s not because of anything I did or
strategized or developed. Chalk it up to
a little bit nature, a lot of my family's nurture.
It’s not a handicap, not a
blessing – it just is what it is, which is a spur for more.
What a thrill to confidently,
consciously, vibrantly sally forth into the rest of my life, seeking opportunities
to bring the best of whatever it is I am to a world that seems in need of my –
let’s face it – funky ways.
My power lies in my
eagerness to do what I can, in whatever circumstances I find myself. My prestige lies in being myself &
staying willing to experience others with an open heart.
And my place is wherever I set my foot.
Adventures await!