I read Contagious Culture as part of my annual performance review; each year, we receive goals to complete in line with a particular theme. This year, one of the topics of focus is work culture. Being the bookworm that I am, I decided to read a book on this topic as my assignment. In her book, Anese Cavanaugh describes culture, not as something impersonal that is created by others and limited to the work environment. Culture is created moment by moment through our intentions, energy, and presence (Cavanaugh 2016: xiii). We are all active players in shaping the culture around us.
I am passionate about personal and professional development, but I admit that I approached Anese Cavanaugh’s book with hesitation. These professional-development books (in my opinion) often sell conventional wisdom repackaged in copyrighted terms and diagrams. There is also sometimes an implicit sense of urgency and high pressure to do everything as instructed right away in order to achieve results. However, Cavanaugh gained my respect in her introduction, with an attitude that seemed (to me) to say, “take what you like, and leave the rest.” From the get-go, there was no pressure to absorb or apply every lesson immediately upon the first read. “Some of this will resonate for you,” Cavanaugh writes. “Some of it will hit you three weeks later in the shower. Some may become key for you five years from now. Some of it may simply not be for you but may point you toward something that is” (Cavanaugh 2016: xv). Maybe I was in school too long, but I always feel stressed to remember everything that I read. It is a nice change of pace to have an author acknowledge that learning is a process, and give permission to skip or reread as needed. I instantly warmed to Cavanaugh, and my stance became more open-minded.
“We are all contagious,” Cavanaugh argues throughout Contagious Culture. This statement is particularly profound for me. In my 9-5, there is constant gossip, and morale lies in the septic tank. I know that I am a part of the problem. I want to know everything that is going on with my co-workers. I partake in the gossip; I even initiate it sometimes. Cavanaugh argues that not only our words have an impact on others, but also our nonverbal behavior. Cavanaugh further emphasizes this idea of personal accountability by claiming that culture “is a result of how you’ve shown up, the decisions you and your team have made, your own personal relationship with accountability, and your willingness to create a life you love” (2016: 1). I can perpetuate the low morale in my department, or strive to rise above it. I want to say that I always take the high road, but that is not the case.
I now wonder what kind of impact I want to have? I am accountable for the life I am creating for myself. Cavanaugh explains that we can all “shift,” i.e., start over. It involves recognizing where we are, taking ownership, and deciding to create something different. I pride myself on my resilience and strength in tough times. Surprisingly, despite my anxiety disorder, I’ve had a few people tell me that I have a peaceful aura. I want to be calm, positive, and secure. I do not want to be a gossip or a backstabber.
This argument for ownership is the jumping point for Cavanaugh to introduce her concept of Intentional Energetic Presence (IEP). Cavanaugh breaks IEP down into two components: “(1) being intentional about the energetic presence you project, and (2) setting yourself up for success to show up well through intention, healthy positive energy, and solid presence” (2016: 47). One method of “shifting” is to “create space,” i.e., find a “thinking partner” (2016: 14). This person is a sounding board who will listen but also hold us accountable. With this person, we can be authentic and explore whatever is troubling us. Importantly, that person will not feed into the cycle of negative thinking, but help promote new, positive habits and thought processes.
Another useful strategy is to break the cycle by creating new structures or habits. One way is to focus on gratitude, ownership, and impact, either with a “thinking partner” or through journaling. Some questions we can consider are:
- What are we grateful for?
- What is bothering us, or stressing us out?
- How are we contributing to the problem?
Part of reframing also includes focusing on our wants rather than our complaints. Rather than merely complaining, we can turn these complaints into requests or suggestions. I would argue that this is also a good practice in assertiveness and boundary-setting!
Cavanaugh also stresses the importance of self-care. We must eat well, drink enough water, and exercise in whatever way we enjoy. We can take care of our mental health by shifting our mindset about our current circumstances. My workplace has suffered a significant upheaval due to the coronavirus pandemic. We currently have only about 10% of our normal workload each day, which means I have nothing to do most of the day. I could complain about being bored and wasting hours of my time at work when I could be at home. Instead, I’ve reframed my situation as something more positive. During this downtime, I have learned more about SEO, content research, and blogging. I have also been able to get some writing done during my peak productive hours. I’ve done a LOT of reading. Focusing on these facts (while still being cautious about coronavirus) has helped me continue to be positive and productive.
Not only are we contagious, but we are also capable of being impacted by someone else’s energy. Cavanaugh gives plenty of examples of one person’s negative attitude bringing down the whole group of otherwise happy people. This fact seems like a no-brainer, but after reading this book, I developed greater awareness of this fact. When I get a message from a co-worker complaining about something, I take a moment to pause and reflect on my state of mind, rather than responding immediately. I do a quick check-in with myself to determine how I feel. It’s harder to absorb her lousy mood when I realize that I feel okay. It is possible to understand and empathize with her, without ruining my mood.
Perhaps a large part of this book, beyond the diagrams and IEP discussions, is the argument for greater mindfulness. Am I aware of what’s really going on, and how I feel about it? Am I aware of the energy I possess, and present to the people around me? What do I need to do to change my impact? How can I take better care of myself, for Cavanaugh argues, “taking care of you is a foundational part of the IEP Model” (2016: 48). We need to sustain ourselves to be able to serve others. There is a lot more material to unpack in Contagious Culture, but this is the meat of it. To create positive change in our work culture (and elsewhere), we must focus on the one thing we have control over, which is ourselves.
Want to learn more? You can visit Anese Cavanaugh’s website for more information.
Sources
Cavanaugh, A. (2015). Contagious Culture: Show Up, Set the Tone, and Intentionally Create an Organization that Thrives. New York, United States: McGraw-Hill Education.