Yang Tai Chi has two forms or series of movements that mirror martial arts positions. The short form has 24 moves and I am reasonably comfortable (if not very good) at performing this in the weekly classes with the instructor or at home practicing. For several months now I also have been learning the long form which has 108 moves, mainly at home from a video by the instructor but also in the class. I can remember all the moves with occasional lapses when practicing - except when asked to do this long form at one of the classes. The combination of doing the exercise under the watchful eye of the instructor, and perhaps trying to follow and emulate him and others who are generally more proficient, results in me losing my way at various parts of the form, even though I know it quite well. I think what is happening is that I am succumbing to the pressure of the occasion which results in this poorer performance than I know I am capable of.
It strikes me and has done at various stages of my career that this is not just a problem with martial arts, but it applies to sport more generally (where you can play badly against an apparently superior opponent) and to our professional work. If you are in a negotiation or indeed any meeting with colleagues or protagonists who are more experienced or even just appear confident it can adversely affect your ability to speak up and contribute to the best of your ability. This works to the detriment of our individual performance but also does not enable us to give of our best to the organisation we work for which does not help them. And this has the potential to affect us at all levels. We may be at the apex of our professional career, qualified and experienced and apparently impervious to this sort of pressure, but if we were suddenly thrust into a meeting of the UK cabinet headed by the Prime Minister, all of that capability can and probably will go out of the window.
Here is an interesting article related to this topic Peer Pressure at Work: What It Is and How To Manage It which commences “By definition, peer pressure at work is when one feels compelled to follow group norms or have their behaviour and actions be influenced so as to fit in and be agreeable with either one particular person or a group of people at work.” It observes that “Peer pressure can have a big impact on people at work. It affects behaviour, productivity, job satisfaction, and workplace atmosphere.” Examples it cites include:
1. Conforming to the Group: Employees often feel pressure to fit in with their colleagues. This can include following work habits and dress codes or joining social activities outside of work.
2. Performance and Productivity: Peer pressure can make individuals work harder to gain acceptance and recognition. However, if the pressure is too great, it can also lead to stress and burnout.
3. Ethical Behaviour: Peer pressure can affect how employees behave. They might feel pressured to do unethical things if they see their colleagues doing the same without consequences.
It then proposes that “You can manage peer pressure at work by being upfront with your peers as to how you feel about the pressure they are placing on you and to not be afraid to stand up and say no. Be determined to let other people know at work that you are capable of making your own decisions. Also, ask them that.”
I was going to call this blog “Managing Peer Pressure” but I realised as I wrote it that the term “peer” is ambiguous and in this sense limiting. It can reference a peer group of the same age or more broadly your friends or a social or work group. But what I am considering here is how to be yourself and not be unduly influenced in professional situations such as meetings by the views of not only your broadly defined peer group, but also those of your managers or leaders. Of course, you have to respect their seniority and position and superior experience, but that does not mean they are always right in any given situation or have all the answers – nor should their presence prevent you from performing to the best of your ability.
To some extent this is about being confident in yourself – see this article How To Build Self-Confidence in the Workplacewhich observes that “Self-confidence is important in meetings, as it allows you to share your ideas and thoughts.” It suggests ways to achieve this including the obvious (but overlooked in our world of incessant Teams meetings) of preparing properly and proposes some tips including:
1 Prepare in advance. Context is key to mental preparation. Are you walking into a casual meeting with your team to brainstorm a new idea, or is a key stakeholder presenting that really important issue?
2 Stop censoring yourself. It’s important to remember that you’ve been invited to the meeting for a reason. Someone knows the value that you bring to the project and wants to hear your thoughts.
3 Ask questions. Asking questions is an easy way to start speaking up in meetings. Prepare questions in advance or ask them based on the discussion in the meeting.
One simple technique I find really helps is to say something early, even if it is just during the introductory chat – let other participants know you exist and are in the meeting. In face to face meetings you can make an obvious point of going round the table and greeting the other side with a handshake. You are then acknowledged as a participant and it is far easier to speak up later when you want or need to.
This is also an important management issue. All who have been invited to any given meeting should be expected to contribute or they should not be there in the first place. Therefore as a more senior leader you should proactively seek the views of all participants, especially those who have not said anything. Surprisingly often they have good ideas or a unique perspective they have not shared which will be of considerable value.
And what am I doing with my Tai Chi example to resolve my personal challenges? Well in addition to more practice, I have broken the long form down into different smaller sections and given each of them a name, which are easier to remember and focus on, and then to plan to ignore others in the dojo concentrating on my own performance.
Here are some telling helpful quotes related to this topic.
"No one can make you feel inferior without your consent." - Eleanor Roosevelt.
"If you have no confidence in self, you are twice defeated in the race of life. With confidence, you have won even before you have started." – Cicero.
"If you hear a voice within you say 'you cannot paint,' then by all means paint, and that voice will be silenced." - Vincent Van Gogh.
It strikes me and has done at various stages of my career that this is not just a problem with martial arts, but it applies to sport more generally (where you can play badly against an apparently superior opponent) and to our professional work. If you are in a negotiation or indeed any meeting with colleagues or protagonists who are more experienced or even just appear confident it can adversely affect your ability to speak up and contribute to the best of your ability. This works to the detriment of our individual performance but also does not enable us to give of our best to the organisation we work for which does not help them. And this has the potential to affect us at all levels. We may be at the apex of our professional career, qualified and experienced and apparently impervious to this sort of pressure, but if we were suddenly thrust into a meeting of the UK cabinet headed by the Prime Minister, all of that capability can and probably will go out of the window.
Here is an interesting article related to this topic Peer Pressure at Work: What It Is and How To Manage It which commences “By definition, peer pressure at work is when one feels compelled to follow group norms or have their behaviour and actions be influenced so as to fit in and be agreeable with either one particular person or a group of people at work.” It observes that “Peer pressure can have a big impact on people at work. It affects behaviour, productivity, job satisfaction, and workplace atmosphere.” Examples it cites include:
1. Conforming to the Group: Employees often feel pressure to fit in with their colleagues. This can include following work habits and dress codes or joining social activities outside of work.
2. Performance and Productivity: Peer pressure can make individuals work harder to gain acceptance and recognition. However, if the pressure is too great, it can also lead to stress and burnout.
3. Ethical Behaviour: Peer pressure can affect how employees behave. They might feel pressured to do unethical things if they see their colleagues doing the same without consequences.
It then proposes that “You can manage peer pressure at work by being upfront with your peers as to how you feel about the pressure they are placing on you and to not be afraid to stand up and say no. Be determined to let other people know at work that you are capable of making your own decisions. Also, ask them that.”
I was going to call this blog “Managing Peer Pressure” but I realised as I wrote it that the term “peer” is ambiguous and in this sense limiting. It can reference a peer group of the same age or more broadly your friends or a social or work group. But what I am considering here is how to be yourself and not be unduly influenced in professional situations such as meetings by the views of not only your broadly defined peer group, but also those of your managers or leaders. Of course, you have to respect their seniority and position and superior experience, but that does not mean they are always right in any given situation or have all the answers – nor should their presence prevent you from performing to the best of your ability.
To some extent this is about being confident in yourself – see this article How To Build Self-Confidence in the Workplacewhich observes that “Self-confidence is important in meetings, as it allows you to share your ideas and thoughts.” It suggests ways to achieve this including the obvious (but overlooked in our world of incessant Teams meetings) of preparing properly and proposes some tips including:
- Be open to trying new things. Volunteering to take on new projects can not only help you develop new skills, but also improve your self-confidence in the workplace. Agree to lead a new initiative or sign up for a new training program.
- Set realistic expectations and goals. Achieving goals and meeting expectations can help build confidence.
- Learn to recognize your own strengths and weaknesses. It is just as important to recognize your own strengths and weaknesses as it is to accept feedback and constructive criticism from others.
1 Prepare in advance. Context is key to mental preparation. Are you walking into a casual meeting with your team to brainstorm a new idea, or is a key stakeholder presenting that really important issue?
2 Stop censoring yourself. It’s important to remember that you’ve been invited to the meeting for a reason. Someone knows the value that you bring to the project and wants to hear your thoughts.
3 Ask questions. Asking questions is an easy way to start speaking up in meetings. Prepare questions in advance or ask them based on the discussion in the meeting.
One simple technique I find really helps is to say something early, even if it is just during the introductory chat – let other participants know you exist and are in the meeting. In face to face meetings you can make an obvious point of going round the table and greeting the other side with a handshake. You are then acknowledged as a participant and it is far easier to speak up later when you want or need to.
This is also an important management issue. All who have been invited to any given meeting should be expected to contribute or they should not be there in the first place. Therefore as a more senior leader you should proactively seek the views of all participants, especially those who have not said anything. Surprisingly often they have good ideas or a unique perspective they have not shared which will be of considerable value.
And what am I doing with my Tai Chi example to resolve my personal challenges? Well in addition to more practice, I have broken the long form down into different smaller sections and given each of them a name, which are easier to remember and focus on, and then to plan to ignore others in the dojo concentrating on my own performance.
Here are some telling helpful quotes related to this topic.
"No one can make you feel inferior without your consent." - Eleanor Roosevelt.
"If you have no confidence in self, you are twice defeated in the race of life. With confidence, you have won even before you have started." – Cicero.
"If you hear a voice within you say 'you cannot paint,' then by all means paint, and that voice will be silenced." - Vincent Van Gogh.
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