When you write a book, you never know what people will make of it—what questions it will raise, what insights it might trigger, what help it might offer. So it’s always instructive when a careful reader shares his or her impressions of a work. In my case, I was fortunate that that reader was Vicky Schubert, the principal of Inspired Alliance. Vicky has been coaching executives, managers, and teams for many years, helping them amplify their professional impact. In a recent blog, she offered her impressions of my most recent book, The Elephant in the Room. I found them so insightful and fresh that I thought I’d share them with you.
2012 Gift Book Pick: The Elephant in the Room
At first glance, I wondered why Diana McLain Smith called her latest book about relationships The Elephant in the Room. Surely, interpersonal relationships are now understood to be an essential part of organizational life; every leadership competency model includes relational skills and every workplace development office offers classes on conflict resolution.
But as I delved into this highly readable, story-rich book, I increasingly appreciated Smith’s insight into two important ways that relationships at work are like that proverbial elephant—seen but undiscussed; or at least under-discussed and misunderstood. By providing a practical roadmap and tools for identifying, understanding, and strengthening key relationships, Smith has created an excellent resource for leaders and coaches poised to push past their limitations in this domain.
The first way that we typically under-discuss relationships at work is by relegating them to the “soft skills” territory, making them a quality of life concern rather than a life or death concern. Smith moves relationships into the “hard” category, not just in the sense that they can be difficult (we all know they can be!), but in the sense that relationships are critical business assets. The behind-the-headlines stories she shares amply illustrate the significant bottom-line consequences of relationship issues left unaddressed. For leaders reluctant to venture into relationship matters too deeply, an amplified awareness of what’s at stake may help them embrace the work as a strategic investment.
The second way we tend to under-discuss relationships at work is to regard them at arm’s length, as structures outside ourselves that we can learn to “build” and “manage.” But with her finely-honed systems instincts, Smith exposes the inadequacy of this framing and guides us to see relationships as dynamic human systems that we inhabit and continuously co-create with each other. She provides tools that empower us to see how we contribute to the very patterns we feel trapped by and how, together, we can interrupt and disarm those patterns in the interest of forward progress. By inviting us to engage with relationships as a matter of perspective rather than of skill, Smith has elevated the conversation and made it easier (though still not easy) to talk about them productively.
If there is a leader or a coach on your holiday gift list, I think they’ll welcome The Elephant in the Room as a source of new insights and action in the coming year.