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Maya Steinberg — Enneagram Type 9 brings a Positive Outlook to Climate Leadership

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Maya Steinberg shares how her feelings of hope and optimism motivate her to action and leadership in the climate space. While it was feelings of sadness that first alerted her to the need for action, these feelings are not what keep her feeling empowered day-to-day. Though some climate leaders tap into anger for motivation, Enneagram Type 9s tend to minimize anger and lean into other feelings for motivation.  As Climate Justice Development Manager at Hammond Climate Solutions, Maya manages the clean energy programs and supports the philanthropic efforts for her organization. Hammond Climate Solutions is on a mission to expedite positive change for a just and livable future for all. Maya is dedicated to ensuring that climate solutions are implemented in a just and equitable way. Maya is an excellent example of how Enneagram Type 9s become leaders in the climate space, and she share the feelings that motivate her.

Connect with Maya here: https://www.linkedin.com/in/maya-steinberg-50ab951a8/PA

Learn about Hammond Climate Solutions here: https://www.hammondclimatesolutions.com/

#Leadership #Energy  #climatechange #EmotionalIntelligence #EQ

[Transcript]

Matt Schlegel:

Thanks for joining me in conversations with leaders who are using their feelings as a leadership tool for both inspiration and motivation. Today I’m speaking with Maya Steinberg, a climate leader who brings a positive outlook to her work on the climate crisis. Maya shared that she is Enneagram Type 9. And listen closely to her emphasize the importance of staying positive and how she’s connected with feelings of sadness and anxiety, but keeps a focus on those positive feelings. And now for the conversation. Today, I’m joined by Maya Steinberg, Climate Justice Development Manager at Hammond Climate Solutions. Hammond Climate Solutions is on a mission to expedite positive change for adjust and livable future for all. Maya manages the clean energy programs and supports the philanthropic efforts for her organization. Maya is dedicated to ensuring that climate solutions are implemented in a just and equitable way. Maya, thank you so much for joining me today.

Maya Steinberg:

Thank you so much for having me.

Matt Schlegel:

Yeah, so great to have you, and I’m really looking forward to our conversation. And, what I’m really trying to do is understanding the underlying feelings that impassion people into their leadership and actions in the climate movement. And I wanted to just start off and ask you, how are you feeling now about climate change?

Maya Steinberg:

Well, I would say my feelings are honestly all over the place. Generally, I’m a very optimistic and positive person. I definitely value inner peace and harmony in my environment. But, when it comes to the climate crisis in particular, at times I’m hopeful, and optimistic, and strong. But, at other times, I feel discouraged and uncertain, just because, I mean, we all see the news. We all know rising sea levels and temperatures, rampant wildfires and droughts, among many, many other disasters. So, it’s hard to remain hopeful, but just being the optimistic person I am, I know that, that is the guiding light for me in terms of how I handle my thoughts on climate change as a whole.

Matt Schlegel:

Yeah. Yeah. And certainly, we need to find hope and optimism as we work through this. It’s so important. And I so appreciate you bringing that hopeful, positive, and optimistic energy to this. And one of the things I like to understand, because there’s usually a different starting point for people, and the big three are generally anger, some people start with anger, “Ugh. That just frustrates me.” Another one is just sadness. And, another one is anxiety. And, I know we all cycle through these, but would you characterize one of those as your starting point?

Maya Steinberg:

In terms of, what made me feel impassioned to make a difference?

Matt Schlegel:

Yes.

Maya Steinberg:

That’s a great question. Probably, sadness. When I look at the world around me… I grew up in Los Angeles, a major city, so I didn’t have real exposure to the natural environment. So, it wasn’t until I entered adulthood where I started camping, spending more time in nature. And, although I did go to an outdoor sports camp when I was younger. So, we would go into different creeks, and rivers, and lakes. So, I had that exposure to the natural environment. But just as I’ve gotten older, just becoming more aware and seeing my surroundings change, that has… And also, when you think about the impacts that climate justice has, the fact that marginalized communities are impacted first and worst, the fact that defenseless animals are having their habitats and ecosystems destroyed. I mean, I think that definitely instills the feeling of sadness. So, I think, for me, I try to use that as a motivating factor in terms of wanting to make a difference and make a change for the world.

Matt Schlegel:

Right. Right. So, just your compassion for the other life, that you’ve now experienced this. And you bring up such a good point, because so many people who grow up in an urban environment, they aren’t necessarily connected with nature. And so, it’s hard to appreciate what we’re losing, unless you’ve experienced nature at some point in your life.

Maya Steinberg:

Definitely.

Matt Schlegel:

For somebody who grew up in the South Pacific with beautiful, colorful coral reefs, and then seeing them turned bleached white, it’s just got to be devastating for them. But they have that close, personal connection with what’s going on, and oftentimes a lot of us are so busy leading a more urban life that we don’t see that happening. So, that is really such a good point. So, how now do you find that these feelings are influencing your behaviors and your direction as a leader?

Maya Steinberg:

Sure. So, I would say, again, generally I try my best to be a very positive and optimistic person. So, I like to be fueled by that. I mean, of course, the sadness, the climate anxiety, that is definitely a source of fuel to keep people going. But, I choose to focus on the positive and the win. So, I use the more negative views to push myself to work harder and to make more of an effort in terms of networking and just spreading the word, raising awareness of the climate crisis. And, I think also, just having discussions with people that have both similar and differing viewpoints than me is something that has definitely been beneficial in terms of seeing how different leaders and different people across the movement are influenced by climate change.

Matt Schlegel:

Right. Right. Yeah, it’s interesting. Sadness is such a important feeling for raising awareness, and compassion, and caring, and it’s a really good starting point. But, I find that the feelings that really motivate us to action are more anxiety and anger. Those are the two that get you going.

Maya Steinberg:

Mm-hmm.

Matt Schlegel:

And I noticed that you mentioned climate anxiety as a motivating force. And I relate to that because I think that’s one that really energizes me when I’m not feeling sad. Then, my anxiety for, “Oh, we got to do something,” is a important one to get you going and get you doing stuff.

Maya Steinberg:

But I also feel like there is such a fine line between those more negative feelings and also just having a general feeling of hopelessness or despair, because I think if it’s the latter feelings, it’s not going to motivate you to try to make a positive change, to try to make an impact, because people can tend to be focused just on the negative. So I think, a pinch of that, just a healthy amount is great, and I think is motivating. But I think, just focusing on the positive on what we as individuals can do, even starting at the local level and then working our way up to the state level, national level, global level, I think, is something that has definitely resonated with me as well.

Matt Schlegel:

And what is it that you are finding right now in your leadership that really is the beacon or guiding light for that optimism? What is drawing you towards that optimism?

Maya Steinberg:

Well, I think, we’re obviously living in a time where there’s a lot of different opinions, but I would say that there is the general consensus that climate change is real and climate change is happening. And I think that the millennials, Gen Z, the younger generations, this is something that is at the forefront of their agenda. So, when I think about the future, I’m hopeful, and I’m positive that effective climate policies will be put into place, and that we’ll be able to mitigate the climate crisis, and hopefully undo some of the damage that’s done. But just knowing that the rising generations are so passioned and invigorated by making a positive change for the planet is something that definitely gives me a source of optimism.

Matt Schlegel:

Yeah. Just the increasing awareness and passion about doing something and how it’s becoming easier and easier to build these communities that are interested in doing the work, I agree, that’s very, very motivating, and hopeful, and optimistic.

Maya Steinberg:

Mm-hmm.

Matt Schlegel:

Yeah. Thank you. So now, what advice would you give to leaders and aspiring leaders, who are, they themselves having starting to have feelings about the climate crisis?

Maya Steinberg:

I love this question, just because I think that there are so many different answers and so many different right answers. There is no wrong answer just because it really depends on the individual person. But I would say, spreading the word, getting involved, volunteering. I know threefifty.org and the Climate Reality Project have chapters in different cities across the country, and I know their work is virtual as well. I think that’s a great starting point. But I also think that if you are experiencing some of the more negative emotions or climate anxiety, just knowing that you’re not alone and experiencing those feelings, I think, is definitely beneficial. I think having an open dialogue with family, friends, peers, mentors, just people around you that you’re close to, I think that could be a great way to combat those more negative feelings and just being proactive, I think.

Maya Steinberg:

Personally, since rejoining the climate realm after graduating college, I felt a lot of inspiration and connection to those around me, and it’s just, yeah, instilled a lot of hope and positivity. And yeah. So I think, also practicing gratitude and journaling has been something that has personally resonated with me a lot. So I think focusing on what you can do at the individual level, and also advocating for elected officials, and leaders, and CEOs that have the climate crisis as a priority agenda item on their docket, I think that would be a great starting point.

Matt Schlegel:

Yeah. Yeah. Well, I mean, you mentioned so many great things. Starting with, just having conversations with those around you, because that helps you process your feelings, and then finding like-minded people who are sharing similar feelings, and joining communities of like-minded people, and focusing those feelings into action.

Maya Steinberg:

Mm-hmm.

Matt Schlegel:

And I love the way you say, “There’s no wrong answer.” It’s like, everybody needs to be doing everything. So, it’s like, whatever you’re passionate about, there’s something that you can be doing to address the climate crisis in that realm. So, it’s such grace advice.

Maya Steinberg:

Thank you. For better or for worse, the climate crisis is very expansive in terms of what it entails and what it covers from communities of concern, to different ecosystems, to impacts on the environment, to other social justice types of concerns. So I think I truly believe that there is something within the umbrella of climate change that every single person can resonate with. It’s just about finding what truly speaks to you and running with those feelings to try to make a difference.

Matt Schlegel:

Perfect. Yes. Well, thank you so much, Maya, for all the terrific work that you are doing and your leadership in this area. It’s so important. And thank you for sharing your feelings and joining me in the conversation today. I really appreciate it.

Maya Steinberg:

Thanks. It’s been a pleasure to chat with you.

Matt Schlegel:

Thank you. Thanks for listening. Maya shared so many great points. I love how she emphasized the importance of having conversations and building community. Also, as an Enneagram Type 9, who tend to minimize feelings of anger, she uses positive feelings like hope and optimism to maintain the energy and direction for her leadership. We definitely need more Enneagram Type 9s like Maya as climate leaders. If you found this helpful, please subscribe to the channel and click on the bell to get notifications of future episodes. Thanks again.

 

 

How is Gen Z responding to stress in the Roaring 2020s workplace?

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Gen Z is entering the workforce at an extraordinarily stressful time. Authors Twiana Armstrong, Kimberly Layne and myself discuss what we are seeing, how Gen Z is responding, and what leaders can do.

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #MentalHealth #GenZ

[Video Transcript]

[Twiana Armstrong]

Recently read an article posted in 1999 that read, “Not that the older generation, hasn’t always heaped hopes and fears on the rising one, expecting it both to carry on what adults value and avoid their mistakes.”  As we reflect on our hopes and fears, we now witness five generations co-existing in the workplace: traditionalists, baby boomers, generation x, millennials, and generation z. Overlay this context with generational differences impacted by societal, political and community ills; all of which highlight differences between behaviors and outlooks. This generational diversity emphasizes that there is no one size fits all approach to leading and managing workers, especially our younger generations, the gen xers, millennials and the gen zers. Growing up, their worlds have been shaped by extremely significant events, oftentimes violent and chaotic, that subsequently influence their daily motivations. Leaders who do their homework have identified the keys to adapt, to communicate, to accommodate and prioritize for these generational variations.  Be bold in your efforts to invest in psychological empowerment and psychological flexibility, both of which promote mindfulness and positive mental health and quality of life, allowing for employee self-care.

[Kimberly Layne|

As parents, as teachers, as leaders, if we really stop and look, I mean really stop and look, …How do we see our younger generations faring, not just physically, but mentally?

Disruption is no longer temporary, but our “new normal.” The pandemic is in its third year, and we are also facing geopolitical conflicts, extreme climate events, sexual abuse, and inequality

For many adults, we have past memories, …happier and more positive memories that keep us keeping on, but, for our younger generations their lives have been a slew of unpredictable traumatic events:

Plane attacks, school Shootings, lock downs, terrible isolation, and disconnection. These constant unpredictable events, …hit the human core and are a terrorizing threat to their internal safety.

No wonder we see increased ADHD, depression, suicide, and violence against each other There is an absence of control, understanding and a helplessness on how to fix the problem.

Our youth are fighting to gain control

They press their employers to tackle climate change and find halfhearted responses that have minimal reach.

They have inspired organizations to address workplace mental health, yet they themselves suffer mentally, and are fearful to ask for help or take advantage of resources.

How can you as a leader meet these generations where they are?

Insightful David Rock, co-founder and CEO of the Neuro Leadership Institute, states

. “When the outside world is really uncertain, we all need more purpose and control in our day-to-day.” Getting our younger generations intrinsically tied to their work and meaning of the work they are doing is one way to give them back control.

Another way to give back control is to develop higher emotional skills. Such as Empathy, vulnerability, and an emotional understanding of ourselves and our struggling youth.

Your emotional strength as a leader provides a controlled environment for emotional safety and security.

Our younger generations are crying out; we as leaders need to be able to empathetically read, understand, and motivate them through this erupting landscape and keep them keeping on in a healthy mental state.

[Matt Schlegel]

Thanks, Kimberly.

Yes,  Gen Z is entering the workforce during a very fraught time.

This is the first generation fully raised on Social Media.

This is a Generation that grew up with the multiple threats of school shootings, pandemic, and climate change.

They’ve learned that the adults in their lives ostensibly there to protect them are resoundingly failing to do so.

They have no allusions that their employers will behave any differently than other adults in older generations.

One way that Gen Z is responding is by putting their social media skills to use and organizing to create worker-led movements. Famously, there’s a wave of Starbucks workers forming unions.  As of today, over 150 stores in 25 states voted in favor of unionizing and hundreds of stores across the country are awaiting union votes.

Workers at other high profile companies are also unionizing: Amazon, Apple , REI and Trader Joe’s just to name a few.

Younger generations find that building community in the workplace is an effective way to address the mental wellness issues of our age. I am expecting to see this trend continue.

Cynically, some employers have responded by co-opting the Diversity, Equity and Inclusion movement to bust union organizing efforts. In his recent article in the Intercept,  Lee Fang also points out that employers are discontinuing using terms like “human capital” which speaks to the commodification of people at the company.

While these rebranding efforts may work on older generations, Gen Z sees these as the union-busting efforts they are, which further enrages and activates them.  They’re seeking actual material benefits, not just words.

A Gen Z version of Jerry MacGuire might say: Show me the Diversity, the Equity, the Inclusion, and the Money!

Thanks.

How Millennials Lead and Make Decisions

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As a Gen X parent of two Millennials and one Gen Z, I have had a front row seat experiencing how these generations have come of age.  Their experience couldn’t be more different from my own, when I grew  up in a Boomer-dominated education system.  The Millennial generation’s childhood experiences color their preferred leadership and decision-making styles, presenting challenges and opportunities for organizations.

Pods not Rows

As a young parent, I remember walking into my oldest child’s elementary school classroom and being stunned. All the desks were clumped together into groups of five or six. When I was growing up, the desks were all in rows, all separated, and all pointing to the front of the class at the teacher. My classroom was designed for me to learn from the teacher.  Not so with Millennials.  From the outset of their education, they were expected to work with and learn from one another.

Importantly, Millennials were taught that learning from classmates was as important as learning from the teacher.  Millennials were raised to work in teams, and not simply follow the instructions of an authoritative figure. They were given autonomy and flexibility to be creative.

What Millennials learned in Kindergarten continues to influence their behaviors in the workplace. Millennials expect to have more say in decision making. They will question why things are done a certain way and not take anything as a given.  They want to ensure that their teammates are included in decision making and will listen carefully to what they say. They want to work together, collaboratively, to solve problems.

Flat Organizations

The Millennial’s team-based collaborative style has led to the rise of “Flat Organizations.”  These organizations have fewer levels of hierarchy in the management structure and more emphasis on teams working together, collaboratively leading themselves.  Millennials tend to have higher self-awareness and an understanding of their own strengths and weakness as well as those of others.  This understanding informs their team efforts and allows them to share leadership and delegate tasks so that the team benefits from the strengths of all players.  Having conversations about collaboration from the time they were young makes it very natural for them to bring collaborative behaviors into the workplace.

Collaborative Leadership and Decision Making

The nine-step collaboration strategy based on the Enneagram that I describe in my book Teamwork 9.0 overlaps with the Millennial style of leadership and decision making.  Unsurprisingly, the Millennial generation’s interest in self-knowledge has led to a surge in interest in the Enneagram, a tool used for understanding personal motivations, feelings and behaviors. There are vibrant communities on social media, in particular YouTube and Instagram,  centered on the Enneagram.

For example, I was fascinated by a recent book entitled Millenneagram by Hannah Paasch. Paasch has written an Enneagram book for Millennials by a Millennial.  She brings the wisdom of this system directly to her generation in a way that is highly tuned for them. If you already know the Enneagram, you can learn a lot about Millennials by reading this book!

The Teamwork 9.0 method assumes that employees will work together to creatively solve problems, precisely the way Millennials expect to work together.  Here is a breakdown of the nine steps in terms of how Millennials want to work:

Step 1 – Collectively decide which problem to pursue

Step 2 – Make sure that everyone is included

Step 3 – Listen to everyone’s ideas for how to solve the problem

Step 4 – Pick the ideas that everyone likes

Step 5 – Analyze and validate the ideas that are most likely to work

Step 6 – Build a plan based on everyone’s talents and contributions

Step 7 – Make sure that everyone is comfortable with the plan

Step 8 – Move forward together to solve the problem

Step 9 – Make sure that everyone is happy with the outcome

In Teamwork 9.0, I describe these steps in detail. I also include chapters on shared leadership, leadership growth and contributions, and creativity—topics important to Millennials and how they work together.

Intrinsic Motivation

Teams derive great joy when working together with autonomy, choosing which problems to tackle and how to tackle them. That joy has been instilled in the Millennial generation and provides the intrinsic motivation for how they work together to solve problems.  The top-down command-control approach simply does not work well with this generation. Nor do extrinsic motivation techniques like the dismissive, “we’re paying their salary, so they should do what I say.”  Intrinsic motivation is much more powerful than extrinsic motivation. Successful organizations tap into the Millennial’s intrinsic motivation.

Participation Award

Life is a team sport—we’re better when everyone participates. One of Boomer parent’s gifts to the Millennial generation was setting the expectation that they participate.  Making the effort to participate is itself enough for recognition. And though some thought this trend was fodder for mocking humor, the Millennial kids did not. They took it to heart.  We trained them to be team players, and now they expect to participate on teams and expect others to do likewise.  This expectation can present a challenge for organizations that are structured in a siloed hierarchical fashion.  Millennials have learned to vote with their feet. They will seek out organizations that welcome and embrace their collaborative style.

OK Boomer

Boomers and Gen X express frustration with how to manage Millennials and how to lead Millennials. They frequently claim that Millennial and Gen Z workers have a sense of entitlement and that they do not appreciate the value of starting at the bottom and working their way up the ladder as their generation did. And with that sentiment, Boomers reveal their misunderstanding. There are no ladders in the minds of Millennials. Instead there are teams, collaboration and networks. They learned how both to listen to others and to share their own thoughts. They DO expect others to listen to them.  While Boomers may think Millennial employees on the “low rung of the ladder” are entitled, it’s just because those employees expect to be heard.  Boomers can learn much about leadership by understanding how Millennials collaboratively lead themselves.

How are Millennials assuming leadership and decision-making roles in your organization? What’s working well? What’s not?

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