Last time I told you about Homeward Bound, the women in STEM leadership program that brought me to Antarctica, and some of the things we all learned about ourselves on the ship. It was quite an incredible environment, intense and self-contained so that we all had space to think about what we were learning, and many people to discuss it with. It was a wonderful environment to learn more about ourselves: our behaviors and our values.
Broadening our focus out from the self, we also talked quite a lot with Graciela Szwarcberg about different issues that can arise when managing a team. How do you have a conversation with someone about a miscommunication, about an issue in performance, about a problem that isn’t going away? Graci led us through the 5 dysfunctions of a team, and many exercises which, to me, were about empathy, directness in communication, and considering how team dynamics can evolve and change and how that affects what work can be done. So helpful, and echoed some things I read a long time ago in the book Difficult Conversations, but in a workplace context which was really useful.
Before we got on the ship, they had us all fill out a tool called the LSI – Life Styles Inventory, and we also had people who worked with us fill out the same questions about us. The LSI has been validated in research as an effective tool for behavioural change, and the idea was to help show us our constructive as well as our defensive behavioural patterns, in hopes of helping us reduce the behaviours that aren’t constructive (and in fact, waste energy that could be spent constructively). I have to say, I was initially wary of the LSI, perhaps from teenage years spent filling out many surveys that purported to tell you about yourself but were really just saying the kind of vague, generalizable things that you often read in horoscopes. But after lots of time working with it, I did see the value of a deep and detailed way to analyze behavior, especially once we were on the ship and could discuss or see behavior patterns in action.
I had an LSI coach over the summer, provided by Homeward Bound, who helped me navigate the ideas and identify patterns I had, of avoiding difficult things sometimes or being competitive/perfectionist in the way that academia often rewards. The LSI coach was especially useful in contextualizing my results in my personal circumstances (for example, bereavement) and framing what kinds of behavioural change could be doable for me. After all, we are all different people who will act in different ways, but there are often ways to break bad patterns and establish new and better habits, which helps both us and those around us. I found this part of the program especially challenging, but I also have to say that it helped having so many others on the same journey with me, and I have never felt so supported and accepted by such a large group of scientists.
There was also a strong focus on the ship on science communication, and the many different forms it can take, which of course I greatly enjoyed and appreciated. They warned us beforehand that some parts of the programme might feel easy and obvious, and others might feel challenging and confronting – for me the science communication parts were familiar and fun, from my time organizing Bright Club, Soapbox Science, speaking on the radio, etc. But the science communication content then dovetailed with visibility – the idea of being visible, which is a fraught topic for many women, and what you can do to use visibility for the greater good. As our visibility team of Jen Martin and Julia May told us, ‘visibility without purpose is vanity’, so we talked a lot about why we might need to be visible as leaders and again how that might tie into our values and goals. I think this is really important for women, because women who speak up often face a greater backlash than men who have the same message, and women receive more social conditioning to be agreeable and not upset anyone which makes them more vulnerable to that backlash. Lots was also covered about resilience, and accepting that failing from time to time doesn’t make YOU a failure. If you go outside your comfort zone, and actively try to learn and grow, you will sometimes slip up. But that’s ok if you can acknowledge it, learn from it, and move forward with a better idea of what to do next time. Again, a really important life skill.
So how do we bring these pieces together to solve complex, real world leadership problems? I’ll talk about that next time in my last blog post about Homeward Bound.