What’s Driving Your Bus

If work isn’t ‘driving your bus,’ then what exactly is motivating you to act with purpose in a world where emotional labor matters more now than ever before.

HIT Piece 3.7.2017

Here’s the thing:

The only person at work who can change the culture of where you work, is you.

The only person who can manage adults as if they are adults, are other adults acting like adults.

The only person who can ensure that products, ideas, and innovations ship on time, is you.

Here’s the other thing:

If you believe that your boss has more responsibility, power, and accountability than you do (or if you believe that you should get more credit, and not take any blame if things go wrong) then you will doggedly pursue advancing in a toxic work environment.

If you believe that managing adults as if they are adults (instead of tolerating, condoning or ignoring childish behavior) is the purview of someone in human resources, and not you, then you will be constantly frustrated by conflicts in the workplace.

If you believe that your responsibility is not to “ship” but instead is to show up and turn a widget in a machine that you don’t really want to contribute to understanding, then you are preparing yourself inevitably for much larger problems in the future.

Here’s the conclusion:

The only person who can prepare for a future they can’t see, and prepare to do work that matters, and engage with hard, taxing emotional labor that pays off many tomorrows from now, but not today, is you.

It’s always been you.

This should be a thought that frees you, but for so many, the thought imprisons them further.

What’s that thought doing to you?

[ICYMI] Top 5 Workplace Conflict Stories

There are 5 workplace conflict stories that we tell ourselves.

They are based on the five typical stories that people have always told themselves, whether camped around a fire in the woods, or in the dark watching a Hollywood blockbuster.

Except that these stories have different acts, because…well…they happen at work.

  • The Quest story typically describes a hero’s pursuit of an unattainable goal. At work, the words that begin this story are “I worked really hard on this project and now…”
  • The Love story at work typically describes the process of falling in love with an organization, a project or an ideal. At work, the words that begin this story typically are “I really want to get along with everybody, but…”
  • The Revenge story is the one story at work that is typically mixed up with a lot of other stories. And that’s typical because this story tends to permeate most workplace conflicts. At work the words that begin this story are “I know that I was right and here’s why…”
  • The Stranger-In-A-Strange Land story is the hardest to identify at work because this story may hide a passive aggressive Revenge story. Sometimes, the words that begin this story are “I don’t know what anyone else is doing here, but I think…”
  • Finally, the Rags-To-Riches Story (or Riches-To-Rags, take your pick) is the story that comes from entry level and new people in an organization, but to other, more seasoned employees, it can come off as annoying. It typically begins with “I know I just showed up here, but at my last job this happened…”

Thinking about those five stories, how many have you related to yourself (or to others) in order to justify conflict situations and responses in your workplace?

-Peace Be With You All-

Jesan Sorrells, MA

Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Opinion] Training Day

There is a problem with the way that training is used to develop employees in the workplace.

CRaaS In the Workplace

The problem is not that the employees fail to attend the trainings and workforce development offerings on a regular basis.

The problem is not that employees fail to implement the things that they learn and use those lessons to innovate the organization forward even more.

The problem is more complicated than that:

The most critical employees in organizations (managers, supervisors, division leaders and others) are almost never in the room to add their perspective on the issues in the organization which led to the need for training in the first place.

The employees in the organization attending the training tend not to believe they have the courage, the authority or the power to affect innovations around the dominant issues they were called to train on resolving in the first place.

There’s no easy way out of this two-pronged, organizational trap.

And too often, the people who order, organize and even develop the training for employees also serve as gatekeepers buffering the employees in the training room from the people above them.

The difficult way out of this is twofold:

The managers, supervisors, division leaders and other higher-ups need to be seen in the room, endorsing the training and perspective of the development opportunity, the employees are being told to attend.

The statement “I’m too busy to attend” or “That training time doesn’t fit into my schedule” or “I already know all of this, so why do I need to be there” should be banished from managerial vocabulary and scrubbed from supervisory thinking.

Employees need to be provided with opportunities to innovate, such as the type offered to engineers at Google and other high tech companies, on clock time, rather than relegating the power to change to the venues of canned training or fancy bromides on the walls.

Would courageously implementing these to solutions cause organizations to have to do the hard work of shifting mindsets (both of shareholders and owners) toward a truly new conception of what productivity looks like?


Which is why the standard is here to stay, at least for a little while longer.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https:// www.linkedin.com/in/jesansorrells/

[ICYMI] Moving Around Deck Chairs on the Titanic

The corollary question to, “Does any of this stuff really work?” is “Does anybody really change?”

The writer and marketer Seth Godin, in his most recent audio production, Leap First, talked about how people often need to hear assurances. Assurances that everything is going to be alright in spite of organizational layoffs or familial changes, or assurances that the future (of work, life, the economy, etc.) is going to be just the same as the past, but slightly better.

He stated that the reason people need to hear assurances is that the human lizard brain turns on a jabbering, sabotaging, klaxon of alarm bells when assurances are not wrapped around threatening information. This is a defense mechanism, long developed and honed to a point that sabotages needed changes in organizations.

In relation to conflict, we see evidence of such a need in the training and teaching that we do. In the mediations that we no longer do, we used to see that clients needed assurances that there would be safety, autonomy and self-determination at the mediation table; before they even sat down to do the scary work of confronting their former partners, husbands or wives.

In the effort to educate people in how to approach conflicts, difficulties and even confrontation in better ways in their organizations, we have struggled with the practical fact of having to provides assurances to “grease the runway”—while also having to provide challenging information that will encourage audience members and clients to stretch past their comfort zones.

Comfort zones are the geographic location where the “expert” lives (whether in a person’s head or a person’s organization). The “expert” employs the whispers of the lizard brain, assuring us, even as we are stretched by new knowledge that “only minor changes need to be made,” or “that’ll never happen here, the organization is too big,” or “we’ve always done it one way. Don’t worry. That guy will be gone tomorrow and you can get back to doing what you were doing the way that you were doing it.”

The phrase “moving around deck chairs on the Titanic” indicates a person (or organization) choosing to act in a futile manner to solve a minor problem (the arrangement of the deck chairs) while a major problem (the looming iceberg) goes unaddressed.

Does anybody really change? We don’t know.

We hope (and yes, we know that “hope” is not a scalable strategy–we measure and assess outcomes as well) that every person who attends a workshop, a seminar, a corporate training, or a keynote chooses to exit their comfort zones in some small way to do the work that matters around conflict, confrontation and difficulty in their organizations.

But moving deck chairs around is the mental, emotional and spiritual activity of an organization deep in their comfort zone, being soothed with assurances, which lap upon the sides of the organizational body, even as changes loom in the distance.

Originally published on April 24, 2015.

Download the FREE E-Book, The Savvy Peace Builder by heading to http://www.hsconsultingandtraining.com/e-book-the-savvy-peace-builder/ today!

[Advice] What Cultural Competency Looks Like…

So, if culture matters, and the people in your organization drive your culture forward, what does competency look like?


  • Cultural competency looks like the founder/CEO knowing what the organization is going to look like. And then sticking to that vision.
  • Cultural competency looks like the team being composed of people who buy into the vision and will push it forward relentlessly. But, the team is not a collection of mere “yes” men…or “yes” women…
  • Cultural competency looks like hiring people based on your internal gut reactions—backed up by trustworthy people—rather than merely relying on cultural inertia to move an organization forward.

Culture eats strategy gets repeated over and over, and then a group, a speaker, or a room, laughs and moves forward with their own preconceived notions of strategically implementing whatever organizational changes are deemed necessary.

And, in the process, losing the very culture they were trying so hard to preserve through strategic means.

Deep competency looks like strategy servicing culture in order to move and organization forward, without worrying about change or innovation.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Anniversary] Our 500th Post

This is our 500th blog post.

We have written in this space about everything from conflict and best practices, all the way to marketing and “the future.”

We are proud to have our readership increase from just our Mom and family, all the way to people that we have attended our trainings and workshops, people who have become our fans, and people who are watching us from the sidelines.

We have created all of our own content: We write, we research, we network and we collaborate. All by ourselves, and without a team behind us.

We have moved our focus from just writing, researching, and getting our voice out there to the smart distribution of our content to people through multiple streams, including Facebook, Twitter, LinkedIn, our email list and our daily RSS feed.

We have also had the pleasure of developing relationships through guest blogging and contributing to ADRTimes.com.

We have transformed how we view content: no longer is it just driven by researching and writing, but now it is driven by information and insights that we gain from work that we do with our clients, employees in organizations, and through talking (and networking) with others in disparate areas, all the way from nascent start-ups to established organizational hierarchies.

We love to blog. Writing is the only way that we can think to move the meter forward on what we do, our process and our philosophies, and our approach to peace.

After two and a half years, here’s to another 500 posts. We’ll be here. Everyday.

Trust us…

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

[Podcast] Earbud_U Episode #5 – Diane Lange

Earbud_U Episode #5- Diane Lange Owner & Founder, Proclivity, LLC., Entrepreneur,Organizational Development Consultant, Corporate Trainer, Author & Blogger



There are times that I talk with people in fields associated with mine, who are doing things in a different way than I am doing them but are getting the same—or even better—results than I am.

I think that this interest comes about because I am inherently a generalist in a world of specialists.  I think that my interest also stems from being deeply ensconced in the interdisciplinary aspects of conflict resolution and reconciliation.

As human beings in an economic and social world, only beginning to recover from the hangover of the Industrial Revolution, our responsibility is to be interdisciplinary.

We can’t know everything, that’s the point of the social web; but we also have a responsibility to make as many connections between disparate pieces of information as is humanely possible.

That’s where organizational development and conflict resolution practitioners can really shine, because in a world of specialists, sometimes it takes a broad thinking generalist to make the connections that many organizations can’t—and won’t—make.

Diane Lange has taken some time away from Proclivity, LLC, but she is always going to be an entrepreneur, a founder and an active thinker. You should get her into your organization.

Here’s all the ways to connect with her:

Diane Lange & Proclivity, LLC on Facebook: https://www.facebook.com/ProclivitlLlc?sk=info&tab=overview

Diane Lange on Twitter: https://twitter.com/prodiane

Diane Lange on LinkedIn: https://www.linkedin.com/in/dianelange

Proclivity, LLC Website & Blog: http://proclivityllc.com/

Self-Directed Leadership: http://proclivityllc.com/self-directed-leadership/

Download the Latest Episode of Earbud_U!

Navigating the Employer Market

Due to wage and price controls instituted in the 1930’s and 1940’s, employer sponsored health benefits (and other “bonuses”) became popular as a way to guarantee full-time labor force participation and employee loyalty.


Now, however, the option of offering “healthcare as a benefit” has been effectively removed from the employer/employee discussion.

Plus, work has changed dramatically with the rise of temporary work, part-time work, and—of course—the ever expanding internship.

If you’re an employer of any kind, the question becomes:

“How much should I invest in my part-time workforce?”

Traditionally, the answer to that question has been:

“Minimal to nothing.”

The real question for the remainder of this century should be:

“How do I—as an employer—engender loyalty and work ethic in my part-time, side hustling, web connected, virtual currency using, workforce of the future?”


Employers can continue to believe that an “employer’s market” will somehow, Frederick W. Taylor-like, continue on.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email: hsconsultingandtraining@gmail.com
Twitter: www.twitter.com/Sorrells79
Facebook: https://www.facebook.com/HSConsultingandTraining
LinkedIn: www.linkedin.com/in/jesansorrells/

When Isn’t It About YOU!

This isn’t about me. It’s about YOU.

Screenshot 2014-06-24 21.20.39

But then again, when ISN’T it about YOU!

Look, you see yourself one way. The world sees you another way. Very rarely do you have an opportunity to look at yourself through the eyes of the world.

It starts with YOU. It ends with YOU.

Intrigued yet?

Branding expert and leading authority on the science of fascination, Sally Hogshead (@SallyHogshead), is launching her new book How the World Sees You on July 1.

To celebrate all of the new insights she’s learned over the past decade of research, she has started Project Fascination, with a goal to show 100,000 people how their personalities add value.

To do this, she’s given me a special code BL-JSorrells79 to give the first 100 people who use it her Fascination Advantage® assessment for free! This has never been done before, and will only last until July 25!

And the best part is – they want this to be a chain reaction. So when you take the assessment using BL-JSorrells79, you’ll receive 100 assessments to share with your circle for free too! That’s $3700 of free market research at your fingertips!

So how do you take the assessment? Simple.

  1. Go to www.HowTheWorldSeesYou.com/You and use code BL-JSorrells79.
  2. Once you’ve taken the assessment, Sally’s team will load 100 assessments into your new account. Rinse and repeat.

That’s it.

Now you’re ready to discover how your personality is custom built for certain situations, and which situations you should learn to avoid.

And it only takes 5 minutes (you can even do it on your phone).

28 questions. 5 minutes. A whole new way to communicate.

Remember, the best way to empower someone is to show them their own highest value.

Our goal together is to show people the very best of themselves – the qualities that makes them more successful, more authentic, and more fascinating.

Remember that your code will expire July 25. Don’t let this $3700 value go to waste. Take the assessment today and encourage your friends and followers to do the same to do the same.

Your Fascination Advantage Report is the first big step into knowing how your personality can be heard and remembered in an overcrowded market. And sharing the assessment will help others do the same. Find everything you need to put this knowledge into practice with your co-workers, close friends and significant other in Sally’s new book, How the World Sees You.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/
HSCT’s website: http://www.hsconsultingandtraining.com