“I’m fed up! That’s what went through my head as I gathered the water bottles, snacks and gear for a day out with my 84-year-old mother and 9-year old son. I was dreading a day full of bickering, whining (“I’m SOOOOOOOOO boooooored!”) and juggling the needs of two very strong-willed, and very different, people. My mom had flown across the world to spend this holiday week with us… we were heading to a beautiful national park… and I was already exhausted. This was not a good start. As I felt myself galvanizing my inner manager (aka control freak) to plan a strategy for how to ‘manage’ them, I realized that I was working way too hard–and assuming I was solely responsible for how the day would go. The weight on my shoulders was way heavier than that backpack. “I have coached so many people through this”, I said to myself. “And, I actually have a whole toolkit, goddamit. Let’s use it!” So, I put down the backpack, found a piece of paper and pen, gathered them round, and dove right in... “I’ve realized that I am doing a lot of emotional labor over here, trying to juggle everybody’s different needs and rhythms. It’s exhausting and no fun for me. So, we’re gonna do something different. We are 3 people of different ages, physical ability and interests, who want to have a good time and enjoy this day together. I want all of us to take ownership for how it goes." I then asked them to name what would make this a great day for them. At first, my mom rolled her eyes; my son sighed (here goes mom, again!); they shuffled in their seats. I insisted - “This is your day. What do you want it to be? No practicalities, only intention and vision.” My son spoke first. “I want to feel free to move how I want.” Then grandma chimed in, “Me too! I want to be able to go at my own pace, without being reprimanded or teased.” They each continued to share what they wanted… “I want to be together, and feel connected”, “I want lots of laughter”, “I want quiet time to connect with nature.” Interestingly, as they pointed out, they both had very similar items on their lists… and they spoke honestly and even vulnerably about what they care about, and what they don’t like. “Can we pleeeeaaase not stop to take a photo of every single tree?” Then we spoke about conflict. It’s great that they want to move at their own pace, but in reality, my son is a speed demon, while my mom likes to sniff every flower. “What will we do when we need and want different things? When we’re annoyed? How will we resolve that?” Hmmmmm… After some thinking, they went on to agree that in moments of conflict there would be: NO heart attacks, NO tantrums, and NO teasing. Progress! Then we got to flesh out more of what we DO want, and we got practical… Instead of stopping to take a photo every 2 minutes, we agreed to less frequent, but longer breaks. We figured out a pacing system with freedom to move, and agreed-upon touch points. We underlined respect, laughter, and finding solutions together. My son insisted on hearing my needs as well, and scribed my words dutifully in his elegant 3rd grade handwriting (bonus points for spelling “cooperation” right!). When we stood up half an hour after we’d begun, they were proud. We had a plan. We were connected. We were going on an adventure–together. I put on my backpack, which had miraculously lost 50 pounds, and headed out to the forest awaiting us. Hours later, between bites of his ginormous burger, my son looked up at his grandma. "Hey, did you notice that we didn’t fight at all today?” She grinned back, and they high-fived each other in celebration. I took another sip of chardonnay, and chuckled to myself as I recalled all the CEOs, teams and leaders I had walked through this process with. I leaned back, looking out at the evening sunshine pouring through the treetops and pat myself on the back. Yep, sometimes it is good to bring work home ;-).  A photo of all of all of us in the woods :)
0 Comments
The Problem with “Nice  "Be nice" is such a common instruction—so seemingly harmless and virtuous—that it feels strange to question it. Given the increasing levels of animosity and belligerence in public discourse, wouldn't the world benefit from a little more niceness? Actually, no. Nice is not the antidote to mean-spirited, selfish, or toxic behavior. Nice is a facade—a socially sanctioned, surface-level mask of politeness that often conceals self-preservation, avoidance, or even arrogance. Nice pushes conflict under the rug, hoping it will simply disappear. Nice convinces everyone (including ourselves) that everything is fine when, in reality, important issues remain unaddressed. The real antidote to niceness is not being a jerk—it’s courage. And the opposite of being a jerk is not niceness—it’s kindness, empathy, and presence. When Niceness Becomes a ProblemMany teams we work with are full of very nice people. On the surface, they are civil and well-behaved. But their commitment to harmony means they avoid difficult conversations, sidestep conflict, and hesitate to provide honest feedback. Nice is focused on maintaining the status quo. When a group is overly (or unconsciously) committed to avoiding discomfort—whether it’s the discomfort of change, disagreement, disappointment, or loss—they stifle creativity, growth, and progress. Those things are inherently messy. Growth means disruption. Change brings uncertainty. Creativity, by its nature, invites unpredictability. And all of that can feel... not nice. We once worked with an executive leadership team where two key leaders hadn’t spoken to each other for over five years. There was a full-blown cold war between their departments. Everyone knew about it, but no one talked about it. And yet, the executives were all very nice. In teams fueled by a culture of niceness, the tough stuff comes out in indirect and sometimes destructive ways:
Nobody speaks up in the moment because nobody wants to risk being "not nice." But the resentments and frustrations linger, poisoning collaboration and stifling innovation. Honest communication disappears, and teams waste valuable time trying to decipher what’s really going on. What to Do Instead1. Distinguish Kindness from Niceness Being kind is courageous and heartful. It is rooted in genuine care, empathy, and connection. Kindness is honest. It does not shy away from the truth, even when the truth is uncomfortable. It takes vulnerability to care about someone and have difficult conversations with them. Many people fear that if they remove the mask of niceness, they will become mean or destructive. But the alternative to nice isn’t cruel—it’s courageous. It takes courage to trust your instincts, to speak up, and to challenge the status quo. 2. Develop a Tolerance for Rocking the Boat On the water, seasickness is a symptom of inexperience. The more time you spend at sea, the more stable your sea legs become. The same principle applies in teams. At first, uncertainty, discomfort, and disagreement may feel destabilizing. But over time, a team that practices honest, respectful dialogue becomes more resilient. Conflict, when handled well, is not a problem—it’s a sign of engagement, realness, collaboration and commitment. 3. Create Safe Ways to Speak the Truth Most teams breathe a sigh of relief when they finally have a space to share concerns, fears, mistakes, and lessons learned. It’s freeing. A culture that welcomes truth-telling prevents toxic undercurrents from festering. 4. Cultivate Empathy Empathy is a human capacity that we all possess but may not use enough. When you can genuinely care about another person, you see that being honest with them is an act of kindness. Empathy does not mean avoiding direct feedback or tough conversations. It means delivering them with care and intention. Sometimes, the kindest thing you can do is to tell someone the truth—even if it’s uncomfortable. The Magic Formula: |
In today's changing organizational landscape, | |
Gone are the days when leaders could simply rely on authority and hierarchy to run their organizations. The kind of leadership needed today and in the coming years embraces transparency, empathy, and integrity. In fact, more and more organizations are realizing that the quality of communication between team members is one the most important variables that impacts their ability to create a healthy organizational culture - and to get results.
Effective communication these days includes the clarity and cohesion of the leadership team, the flow of information between managers and their direct reports, between customers and service providers, between an organization and the communities it serves.
Investing in cultivating open, honest, connected and kind communication is not a "nice to have". It is the foundation of everything that happens on a daily basis. When leaders embrace this new reality, and become skilled in the art of "Courageous Communication," it can make all the difference in fostering healthy teams and organizations.
Effective communication these days includes the clarity and cohesion of the leadership team, the flow of information between managers and their direct reports, between customers and service providers, between an organization and the communities it serves.
Investing in cultivating open, honest, connected and kind communication is not a "nice to have". It is the foundation of everything that happens on a daily basis. When leaders embrace this new reality, and become skilled in the art of "Courageous Communication," it can make all the difference in fostering healthy teams and organizations.
The True Self. Known by many names - the Organic Self, Wise Self, Deep Self. It's the person we know ourselves to be at the deepest, truest level, beneath any strategies or adaptations we took on to be successful or to be loved in this world.
| We’ve met this version of ourselves on mountain tops, in meditation, in nature, in moments of profound clarity, or perhaps when in a state of creative flow. Some of us have met this version of ourselves through being stripped down to the core of who we are - through loss, grief or even recovery from trauma. We can say openly now, that many of us have met, or come to know, our True Self in the world of journeying with psychedelics. |  |
This is the second installment of the Communication Series on the Aurum Blog.
Part 1 is focused on creating greater connection on a team
In the previous post, we discussed the significance of creating authentic human relationships on a team. The way we create genuine connection and understanding between people is by being fully present and available for the interaction. Communication is a back and forth flow of verbal and non-verbal cues between people, with listening being half, (or more), of that transaction.
The term "Levels of Listening" was coined by the Co-Active Coaching Institute, and has become a well-loved and used model to improve the quality of our listening. In this post, we elaborate the model to include the 3 Levels of Speaking, in addition to the Levels of Listening.
Part 1 is focused on creating greater connection on a team
In the previous post, we discussed the significance of creating authentic human relationships on a team. The way we create genuine connection and understanding between people is by being fully present and available for the interaction. Communication is a back and forth flow of verbal and non-verbal cues between people, with listening being half, (or more), of that transaction.
The term "Levels of Listening" was coined by the Co-Active Coaching Institute, and has become a well-loved and used model to improve the quality of our listening. In this post, we elaborate the model to include the 3 Levels of Speaking, in addition to the Levels of Listening.
This is the first of our Communication Series on the Aurum Blog.
In each post, we will introduce one or two keys to effective interpersonal communication, especially in the context of leadership, collaborative teamwork and organizational culture.
The Foundation of Effective Communication is Human Connection
When we work with other people on a team, communication becomes central to our success. But without genuine connection between people, poor communication often misses the mark, gets overly complicated or even causes breakdown in relationships or teams. At Aurum we have identified three important principles that foster connection, and more satisfying communication.
Apply the following principles to your professional and personal life to improve your communication skills and build stronger relationships:
In each post, we will introduce one or two keys to effective interpersonal communication, especially in the context of leadership, collaborative teamwork and organizational culture.
The Foundation of Effective Communication is Human Connection
When we work with other people on a team, communication becomes central to our success. But without genuine connection between people, poor communication often misses the mark, gets overly complicated or even causes breakdown in relationships or teams. At Aurum we have identified three important principles that foster connection, and more satisfying communication.
Apply the following principles to your professional and personal life to improve your communication skills and build stronger relationships:
Creating a Team that Everyone Wants to Be On
When we think about what creates a sense of aliveness and safety on a team, it is common to think we need to solve or get rid of conflict. The truth is that conflict and disagreement are a natural part of how any team or relationship functions.
They are simply signals that change and growth are trying to happen. If we avoid conflict, we only end up stifling or ignoring that change and growth, disempowering ourselves and others. If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is likely that they're not making the best decisions for the organization.
They are simply signals that change and growth are trying to happen. If we avoid conflict, we only end up stifling or ignoring that change and growth, disempowering ourselves and others. If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is likely that they're not making the best decisions for the organization.
What if we told you that there is one secret ingredient that would dramatically improve your team’s performance, would eliminate hours of wasted time, and significantly reduce the energy spent on politics and drama? What if that ONE element required no advanced degrees or training, and could be added with simple steps that fit into your existing workflow.
Would you do it?
Let’s talk about love.
About the creative flow, intelligence, and joy that comes out of people when they feel loved and welcomed as they are.
Let’s talk about love… about the loyalty, hard work, and devotion people put into projects and teams they love.
Let’s talk about love… about the soul-crushing suffering and hollowness we feel when it is absent from our lives.
Let’s talk about how love is so much more than a stable marriage or finding one’s soulmate. How love, care, friendship, respect, kindness, honesty and support can infuse all our relationships with life.
Let’s talk about love at work. Love as the currency that builds healthy, honest relationships. Love is the foundation of resilient cultures.
At Aurum, we get to see what happens when the flow of love is restored on teams and organizations.
It is breathtaking.
What they don't tell you when you get that promotion...
We often think of leadership as something that is given to us – as a job, a position, a role that gives us permission to lead others. In reality, merely getting the new office or job title rarely provides the secret sauce that creates instant authority and respect. When someone gets promoted or hired into a leadership role, they often focus on their areas of responsibility and the task at hand. But over time, they begin to wonder whether or not they are actually being effective as leaders.
Think of yourself at work, especially when you are new to the role. Do people listen to you? Are your suggestions being respected and followed? Do you get bogged down in itty bitty details? What is your level of stress? Are you always right? Are your team members honest with you about their mistakes and learning?
The answers to these questions aren’t found in your job description. It has nothing to do with being in technology, construction, education or finance, or even your title, but it does have something to do with YOU. What people respond to the most is the quality of your Inner Leadership.
Here are the 8 keys to activating your Inner Leadership:
Think of yourself at work, especially when you are new to the role. Do people listen to you? Are your suggestions being respected and followed? Do you get bogged down in itty bitty details? What is your level of stress? Are you always right? Are your team members honest with you about their mistakes and learning?
The answers to these questions aren’t found in your job description. It has nothing to do with being in technology, construction, education or finance, or even your title, but it does have something to do with YOU. What people respond to the most is the quality of your Inner Leadership.
Here are the 8 keys to activating your Inner Leadership:
Authors
Devi Cavitt Razo and Deepika Sheleff are co-founders of Aurum Leadership. They are also close friends who have dedicated their lives to creating powerful, honest, resilient relationships.
They provide insights and tools that support human connection, among individuals, teams and organizations. In doing so, organizations become more connected, collaborative, and, ultimately, successful.
Archives
June 2025
March 2025
September 2023
June 2023
February 2023
January 2023
November 2022
September 2022
August 2022
Categories
All
Authenticity
Coaching
Communication
Conflict
Connection
Courage
Emotional Intelligence
Healthy Culture
High Performing Teams
High-performing Teams
Leadership
Love
Management
Relationships
True Self
Working Remotely
RSS Feed
