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March 25, 2010

Why is persuasion the world’s most researched skill? That’s easy—as history shows, it’s the world’s most important skill!

Take a trip back to the Fifth Century B.C., when Athenians were experimenting with a new form of government. The Athenians quickly discovered that to succeed in a democracy, they had to be persuasive. Leaders used persuasion (then called rhetoric) to gain agreement and win support. Everyday citizens used persuasion before a new legal body—the jury.

Recognizing its importance, Athenian scholars, including Plato and Aristotle, began to study the powerful process of persuasion. Circa 435 B.C., they defined three elements of the process of persuasion: Logos, the appeal to logic, reason, and facts; Pathos, the appeal to emotions; and Ethos, the appeal of the speaker’s character and credibility. These scholars found that one or more of these appeals characterize any instance of persuasion.

Aristotle wrote three books about persuasion. Among his conclusions, he stated that logic is the most reliable appeal, and that it is a “human failing” that people sometimes tend to be persuaded less by logic and more by emotion. Scientists are now learning precisely why appeals to logic can be so unproductive. And they’ve learned that Aristotle had it all backward when he defined logic as the most reliable appeal to persuasion.

In ancient Greece, persuasion proved to be enormously effective in politics, commerce, jurisprudence and everyday life—so much so, that when the Romans conquered Greece, they continued to study and apply the skill of persuasion. Caesar Augustus became a master persuader. He magnificently used the Ethos appeal, starting every speech with the phrase “Vini, Vidi, Vici.” I came, I saw, I conquered. By establishing who he was and why people should listen to him, he was able to quickly win their support.

Fast forward to the U.S.A. in 1940s and ’50s. Explosive post-war economic growth led to more research into how people could make good things happen through others. Writers produced a spate of books based on the groundbreaking research of Carl I. Hovland of Yale University. Many other prestigious universities and business schools also initiated research into the science, art and skill of persuasion. The race for knowledge on how to gain agreement, compliance, to get to YES was on in earnest!

Politicians of that era also realized that the greatest power in the world was the power to persuade. Even President Harry Truman understood how central persuasion was to his ability to lead. “I sit here all day trying to persuade people,” he said. “That’s all the powers of the President amount to.” Today Condoleezza Rice adds to this from her own position of power, “Power is nothing unless you can turn it into influence.”

In time, new and exciting facts about persuasion continued to appear. In the 1980s, Dr. Robert Cialdini, Arizona State University’s Regents Professor of Psychology, conducted extensive research into the emotional “triggers” of persuasion. By the late 90s, his book, Influence – the Psychology of Persuasion, had become Amazon.com’s best-selling business book. Soon, Harvard Business School and other leading institutions were offering executive courses in persuasion skills.

Today the quest for persuasion knowledge continues at warp speed. While some scientists are unraveling the human genome, defining how our chromosomes and DNA affect our physical bodies, others are unraveling the secrets of the brain, exploring how it processes decision-making information.

In this vein, Jay Conger, Director of the Leadership Institute at the University of Southern California School of Business, tells us why research into the “how to” of persuasion is so critical: “Today’s business contingencies make persuasion more necessary than ever,” he says. “Many businesspeople misunderstand persuasion and more still underutilize it.”

The art and science of persuasion continues to attract the world’s best minds. Why? Because today’s leaders need to know:

• How do I motivate others to act?
• ­­­How do I produce agreement, compliance, and results?
• How do I generate change?
• How do I make important things happen with and through others?
• How do I sell my ideas, my products, and my services?
• How do I trigger YES?

The brilliant minds of antiquity had many answers, and today’s scientists have even more. According to New York University Neuroscientist Joseph LeDoux, “The amygdala [the emotional part of the brain] has a greater influence on the cortex [the thinking part] than the cortex has on the amygdala, allowing emotion to dominate and control thinking.”

Similarly, the book and the PBS series “The Secret Life of the Brain” (funded principally by the National Science Foundation) distills the entire 2,500 years of persuasion research into a single sentence:

“We are not thinking machines. We are feeling machines that think.”

History and modern science agree. To persuade successfully, we must appeal to the listener’s inborn, hard-wired need to satisfy emotional needs and wants. We must frame our presentations to appeal to specific shortcuts, the triggers embedded in each of our brains. We must learn to work with the other person’s brain rather than against it as we have been doing for 2,500 years.

The brilliant minds of Greece and Rome recognized the need for persuasion, and set forth fundamental guidelines. Today’s scientists and researchers have defined the specific process that our brains use to make decisions. For the first time, we understand how to work with, not against, the brain’s decision-making process to help others make easy, non-analytical, yet correct decisions.

Today persuasion is more critical than ever. And for the first time we are learning how to persuade efficiently. For the first time we can see, in vivo, in real time, the brain’s blood, oxygen and neuron flows as it responds to decision stimuli. We can see distinct brain elements “light up” as they are brought into play. The exciting news is that we finally understand the persuasion process, a process we’ve been doing poorly for 2,500 years. And that understanding enables us to produce YES, agreement, action and results with and through others.

For the first time in history, we have the scientifically documented breakthrough to quickly, easily produce YES, and the results we want and need from others.

(Source: Seven Triggers)

Kairos Performance Learning will be hosting a Principle of Persuasion (POP) Workshop on June 17-18, 2010. Please click on POP on the website page for the brochure.

March 23, 2020

Decisions, decisions, decisions. It seems like every time we turn around, we have to make more decisions. The question is, “Are you a good decision maker?” If you aren’t (or don’t think you are), there is no need to worry. Decision-making is a skill that can be learned by anyone. Although some people may find this particular skill easier than others, everyone applies a similar process.

There are two basic kinds of decisions: those that are arrived at using a specific process and those that just happen. Although both kinds of decisions contain opportunities and learning experiences, there are definite advantages to using a specific process to make a decision. The most obvious advantage is the reduced level of stress you will experience.

Wise decisions are decisions that are made using a definite process. They are based on the values and perceptions of the decision-maker and include carefully considered alternatives and options along with periodic reassessments of the decision and its effects. Wise decisions may or may not follow societal norms and expectations. However, they are right for the decider based on what she knows at that point in time about both her options as well as herself.

Ten Steps to Wise Decision-Making

This process can be applied to any situation where you need to make an important decision. If you follow these ten basic steps, you will find yourself making wiser decisions, both in your professional as well as your personal life. 

• Define, as specifically as possible, what the decision is that needs to be made. Is this really your decision or someone else’s? Do you really need to make a decision? (If you do not have at least two options, there is no decision to be made.) When does the decision need to be made? Why is this decision important to you? Who will be affected by this decision? What values does this decision involve for you?
• Write down as many alternatives as you can think of. Brainstorm as many different alternatives as you can imagine. Let your imagination run free and try not to censure anything. This is not the time to be judgmental. Just be sure to write everything down.
• Think where you could find more information about possible alternatives. If you only come up with a few alternatives, you may want to get more information. Additional information generally leads to more alternatives. Places where you can look for the information you need include friends, family, clergy, co-workers, state and federal agencies, professional organizations, online services, newspapers, magazines, books, and so on.
• Check out your alternatives. Once you have a list of alternatives, use the same sources of information to find out more about the specifics of each option. You will find that the more information you gather, the more ideas will pop into your head. Be sure to write these down and check them out too.
• Sort through all of your alternatives. Now that you have your list of alternatives, it is time to begin evaluating them to see which one works for you. First, write down the values that would come into play for each alternative. Second, look for the alternatives which would allow you to use the greatest number of your values. Third, cross the alternatives off the list which do not fit into your personal value framework.
• Visualize the outcomes of each alternative. For each remaining alternative on your list, picture what the outcome of that alternative will look like. Here, too, it helps if you write out your impressions.
• Do a reality check. Which of your remaining alternatives are most likely to happen? Cross off those alternatives that most likely will not happen to you.
• Which alternative “fits” you? Review your remaining alternatives and decide which ones feel most comfortable to you. These are your wise decisions. If you are very happy about a decision, but are not as comfortable with its possible outcome, this is a clue that this is not a wise decision for you. On the other hand, you may dislike an alternative, but be very excited about the possible outcome. This decision would probably not be wise for you either. If you feel you can live with both the alternative as well as the possible outcome, this is the wise decision you should follow.
• Get started! Once you have made your decision, get moving on it. Worrying or second-guessing yourself will only cause you grief. You have done your very best for the present. You always have the option of changing your mind in the future if you want to. Remember, no decision is set in stone.
• How is it going? Be sure to review your decision at specified points along the road. Are the outcomes what you expected? Are you happy with the outcomes? Do you want to let the decision stand or would you like to make some adjustments? If the decision did not come out the way you planned, go through the complete decision-making process again. In the process, answer the following questions. Did I not have enough information? What values actually came into play? Were they my values or someone else’s? Remember, you can always change your mind!

 Common Decision-Making Mistakes

As much as we would like to believe that we do not have any prejudices or biases, the fact is that everyone does. The more aware you are of yours, the better off you will be. The main reason everyone has their own way of viewing the world is because our brains simply cannot take in everything, at least not on a conscious level.

Have you ever tried to learn ten new things all at once? If you have, you know that it is very easy to become overwhelmed and to end up learning very little at all. That is because of the way the brain works. Our brains screen and categorize information so that we can understand the world around us without being overwhelmed by it. We get into trouble when we fail to realize that many of the perceptions we hold are based on what society (i.e., parents, teachers, the church, all institutions, etc.) teach us, not what we actually know to be true.

Below is a list of the most common decision-making mistakes. By learning about these pitfalls now, you will be able to avoid them in the future. 

• Relying too much on “expert” information. Oftentimes, people have a tendency to place too much emphasis on what “experts” say. Remember, experts are only human and have their own set of biases and prejudices just like the rest of us. By seeking information from a lot of different sources, you will get much better information than you would if you focused all of your energy on only one source.
• Overestimating the value of information received from others. People have a tendency to overestimate the value of certain individuals in our society and underestimate the value of others. For instance, experts, authority figures, parents, high status groups, people who seem to have it all together, and people we respect have a way of swaying our opinion based simply on the fact that we believe they know more than we do. When you find yourself doing this, ask yourself: Do they know as much about this problem as I do? Are their values the same as mine? Have they had any personal experiences with a problem like mine? In other words, keep their opinions in perspective.
• Underestimating the value of information received from others. Whether we realize it or not, we also have a tendency to discount information we receive from individuals such as children, low status groups, women (yes, believe it!), the elderly, homemakers, blue-collar workers, artists, etc. This is unfortunate since a lot of times these groups can paint a good picture of the “other side” of your problem. In other words, these groups may use entirely different values and perceptions in their answers to your questions. The result is a bigger picture perspective of what the issues really are. Just make a note that if you find yourself discounting the information you receive from anyone, make sure you ask yourself “why“.
• Only hearing what you want to hear or seeing what you want to see. Try this exercise. Ask a friend to look around them and make note of everything that is green. Now, have them close their eyes. Once their eyes are closed, ask them to tell you what around them is red. Almost everyone you ask will not be able to tell you what was red because they were focusing on what was green. Our perceptions work the same way. If we have expectations or biases that we are not aware of, we tend to see what we want to see. Likewise, if someone tries to tell us something we do not want to hear, we simply do not hear them. This is a common mistake that many people make. The key is to be aware of your own prejudices and expectations while at the same time staying open to everything that comes your way.
• Not listening to your feelings or gut reactions. Have you ever made a decision only to have it be followed by a major stomach ache or headache? This is your body talking to you. Our brains are constantly taking in more information than we can consciously process. All of this extra information gets buried in our subconscious. Although we may not be able to retrieve this information, our body stores it for us until it is needed. In moments when we need to make a decision, our bodies provide clues to the answer through feelings or gut reactions. Unfortunately, our society teaches us to ignore these feelings. But by tuning into your intuition, you will find that you will make much better decisions in the long run.

 (Source: Bacal & Associates)

GOOD NEWS: KAIROS PERFORMANCE LEARNING is hosting a public workshop on “Managing & Making Decisions to be held from April 28-29, 2010 at the G-Hotel in Penang, Malaysia. (Please see the brochure on the website). Seize the early bird workshop offer before March 28, 2010.

March 16, 2010

Knowing how to manage your boss without committing career suicide is essential in your organization.

Jean Kelly suggests the following:

No matter where you work, you report to someone—maybe even to two or three bosses. Whether you think your boss is brilliant or a bore, the fact is that you have to manage the relationship with your boss if you want to advance your career.

Realize that you are more dependent on your boss than your boss is on you, because your boss holds the key to your short-term future. Not only can your boss release you at any time, especially in today’s economy, but your boss can also unconsciously ostracize you by not keeping you in the communication loop and by giving all the desirable projects to others. When your boss senses that communication between the two of you is not going well and situations have not been resolved, he or she will simply go work with your co-workers rather than you.

Therefore, if you don’t manage the relationship with your boss, you won’t last long in your particular position—either you’ll get fired or you’ll quit. Granted, if you work for a large company, you might be able to transfer to a different boss; but even then, if you still don’t know how to manage a boss, you could end up repeating the same scenario with your new supervisor.

So before you let a little mismanagement on your part disrupt your career, take some time to learn the keys of ‘boss management.’ The following suggestions will get you started on the right path and contribute to a more harmonious work day.

Find out from your boss what ‘good’ looks like and all who are involved in measuring ‘good.’

Whether you report to one person or four different bosses, you need to make sure you’re meeting everyone’s expectations. After all, what seems good to you may only be mediocre to your boss. Therefore, find out what ‘good’ looks like to each boss you report to. You could simply ask, ‘What does ‘good’ look like on this project?’ Or, ‘If this went exactly like you wanted it to go and it turned out perfect, what would have to happen between now and that time?’ As an added benefit, you might even get an idea of the scope of how big that project really is. Sometimes bosses don’t tell you much and you have to pull it out of them. If you do this simple step upfront and find out what the expectations are on the project and the timelines, you save a lot of time in the end.

Ask your boss what kind of follow up he or she wants and what your boss has to have for his or her comfort level.

Many times bosses expect people to be mind readers, simply because they’re busy and can’t always go over all the details of a project. As such, your boss might forget to tell you such things as a firm deadline or a required step. And since everyone operates from their own set of realities, the possibility of miscommunication is high. That’s why you need to take the initiative to set expectations for every project your boss assigns you. You need to find out: ‘What is the deadline? What are my resources? What checkpoints or milestones do we want to establish, if any? What step or contact person is absolutely critical to this project?’

Just as you set expectations when dealing with clients and co-workers, you need to manage the relationship and set expectations with your boss every time.

Examine your boss’ style and adjust to that style.

 Peter Drucker said there are two key leadership styles: readers and listeners. Which is your boss? The readers want data before you talk with them. The listeners want to talk before they read. For example, a CEO has a controller who is good with the numbers. He gives his boss elaborate and spectacular reports…but that’s not what she wants. Every time he gives her a report, she pushes the report aside and starts talking with him. She’s not a reader; she’s a listener. All she wants to know is the bottom line: ‘Are we in trouble or not?’ So this controller is spending precious time producing materials his boss doesn’t want. Conversely, if your boss is a reader, you’re not going to get a good decision from that person in a quick hallway conversation. Readers can’t make fast decisions on complex issues without data. So unless it’s an easy question, they need to think things over and analyze them. And while there are many personality types in the workplace, if you can make this one distinction between the readers and the listeners, you’ll go far with managing your boss.

Muster up the courage to tell your boss when you feel you haven’t been fully heard.
Communication has to go both ways for success. If your boss upsets you or misunderstands you, you have to speak up1not from the head, but from the heart. One way to do that is with an ‘I’ message. For example, ‘I was really upset and hurt by what you said. I interpreted it as __________. Did you mean it that way?’ Most people want to be heard, yet most don’t get heard by their boss. Therefore, it’s your responsibility to say when you’re not feeling heard. If you’re leery of speaking up to your boss, first try this approach on your family members. Practice it in a safe environment before trying it on your boss.

Become aware of other managers’ styles, especially when they have a stake in the outcome of your project.

Keeping up with the expectations and styles of multiple bosses can be a fine balancing act. The only way to wade through it all is if you can keep in mind the one thing that matters most to each of the stakeholders you have to please. It’s too overwhelming to have five stakeholders and think through five requirements for each. So either ask each person what is most important to him/her, or figure out what you have observed in each person’s behavior that you can attend to.

Manage Up

The good news is that no matter how well or poorly you have managed your boss’s relationship in the past, you can recraft your relationship on every new project. Ideally, you want to create a relationship where talking from the heart is the norm, as then confrontation on serious issues won’t be difficult. In the end, it’s really about understanding your boss. When you teach your boss how to work with you and hone great communication skills with him or her, your work life will be happier and much more productive. 

March 01, 2010

We make choices daily, whether in our work or in our personal life. With overloaded information in our high-tech world, we are overwhelmed and cannot make decisions. The condition is analysis paralysis. Depending on our personality, some of us are prone to analysis paralysis when making a decision. Below is an article by Andrew Cox on how to overcome analysis paralysis.

One of the biggest challenges leaders have is to ensure that preparation and analysis add real value and provide the framework for action. The biggest enemy to action is analysis paralysis.

One of the most difficult habits to break is the habit of continuing to create and analyze choices long after decisive action should have taken place. Analysis paralysis is the graveyard of many organizations and careers. It’s procrastination – on both the organizational and individual level – caused by fear of failure, fear of consequences, fear of not being thorough, fear of making a mistake.

Analysis paralysis results in too many choices. Too many choices drag down the energy, the time and the effort of all those who are part of the issue.

Here are ten ways leaders have ensured they and their organizations don’t fall victim to analysis paralysis.

1 – Define success as the result of a cumulative process – built on a cycle of action, evaluation, improvement – then action, evaluation, improvement. Nothing creates fear – and analysis paralysis – quicker than to be told that whatever decision is made will result in failure or success – with no other possible outcomes. Creating a either/or success or failure situation will almost certainly result in careful – read lengthy – analysis and preparation. Define ideal outcomes and solutions and use them as guidelines in setting goals – just don’t let the deal be the only acceptable solution.

2 – The best course of action in the vast majority of situations is the one that “meets requirements.” Save the “best possible” course of action for the relatively few high value, high impact decisions.

3 -Impose constraints – money, time, resources – that keep the focus on action, not on preparation and analysis

4 – Set up a ready, fire, aim behavior. Insist on enough information to act with a reasonable degree of confidence in the decision, and establish a measuring mechanism to allow for changes as they become apparent.

5 – Realize that simplicity and limited choices can be very liberating – they create a structure that allows for action, rather than a constant evaluation of ever increasing alternatives. Complexity is the partner of analysis paralysis.

6 – Value attitudes that place a premium on information – but information as a means to act not as an end in itself.

7 – Insist on action at every step. Direction and priorities are created through goal setting. Accomplishment is the benchmark of success – not activity.

8 – Accept that mistakes are part of improvement. The biggest enemy of innovation and development is often the fear of making a mistake – or of being blamed for a mistake. A problem solving climate accepts mistakes as part of the process of improvement. It punishes non risk taking behavior, as well as behavior to cover up mistakes.”If you’re not making mistakes you’re not accomplishing anything” is a belief in problem solving organizations.

9 – Adopt a “Principle of Good Enough ” (POGE) attitude toward action. Software developers use POGE to act – knowing that the only way to implement and improve is to throw the switch – go live – measure the results and improve – and then do it all over again. Adjustments based on the results of action are an accepted part of the process – not an indication of failure.

10 – Keep progress reviews simple and frequent and highly structured. It’s amazing how even the most worthy goal can become hostage to analysis paralysis – if it’s left unattended by people in a position to see the bigger picture. Make course corrections a routine part of the process – an accepted and vital part of meeting goals. A question that should be asked in every progress review should be “What course corrections do we have to make to meet this goal?

Take an inventory – of yourself and of your organization. Ask yourself if the conditions for analysis paralysis exist – or if analysis paralysis is already hard at work confusing activity with accomplishment. Then use the suggestions from the leaders who contributed to this article to increase your personal and organizational competitive advantage.

If you need to hone your decision making skills, why not attend the Managing and Making Decisions Workshop from April 28-29, 2010? You can download the brochure from this website.

Business revolves around making decisions, often risky decisions, usually with incomplete information and too often in less time than we need. Executives at every level, in every industry, are confronted with information overload, less leeway for mistakes, and a business environment that changes rapidly. In light of this increased pressure and volatility, the old-fashioned ways of making decisions – depending on intuition, common sense, and specialized expertise – are simply no longer sufficient.

This workshop uses a combination of instructor presentation, group activities, self-assessment, case studies and videos.

Register on or before March 28, 2010 for Special Early Bird rates. Download brochure here for Course Outlines and details.

Kairos Performance Learning is a performance improvement company with a relentless commitment to provide best-in-class management/leadership training and consulting services to client organizations to achieve productivity and intended results.

February 18, 2010

People become defensive whenever feedback is given. This is because it is not given in the right way. David Lee provides some guidelines for giving feedback below:

So many managers tell me that providing constructive feedback—or at least feedback they hope will be perceived as constructive—is one of their biggest challenges. All too often they avoid giving it, because they know it’s going to be awkward and could possibly make matters worse.

The effects of ineffective feedback
When a manager attempts to give constructive feedback, but does it ineffectively, the employee may:

• Feel misunderstood—and therefore hurt and resentful
• Feel put down and disrespected
• Believe that all the good things he does aren’t noticed or appreciated
• Conclude the boss doesn’t know what he’s talking about
• Not understand exactly what is expected of him and so may continue to make the same mistakes
• Lose his motivation and become less likely to go the extra mile when necessary

How to avoid giving ineffective feedback
The ability to give truly valuable feedback depends not only upon knowing what to do but also what NOT to do.

DO NOT:

 1. Sugarcoat negative feedback. When you’re overly concerned about triggering a negative response, it’s natural to try to sugarcoat negative feedback. The result? The employee doesn’t really understand what you’re trying to say or the seriousness of the situation.

2. Back down if the employee becomes upset. While taking a time-out might be the best response when a person truly becomes unglued, revising your assessment downward or deciding “it’s not worth it” are never appropriate responses.

3. Avoid the conversation until you’ve “had it up to here.” When you wait until you are in a frustrated, take-no-prisoners state, not much good is going to come out of the conversation. The employee will likely feel attacked and will become defensive.

4. Use an overly formal or forceful opening. Managers often do this as a way to let the person know they mean business and/or to reduce the odds that the employee will “fight back.” While a formal, all-business demeanor is appropriate for very serious matters, it’s not necessary in many situations. Most people appreciate a more low-key approach that communicates, “We’re two adults here” instead of a “You are about to be scolded by the principal” tone that tends to trigger defensiveness.

5. “Control the airwaves.” Some managers present a monologue instead of encouraging a dialogue, believing this approach will prevent the employee from disagreeing or making excuses. In reality, the manager will trigger resentment and resistance in the employee.

6. State what you’re unhappy about without offering a clear picture of what you want. This approach doesn’t let the employee know what he needs to do to succeed, which leaves him feeling impotent.

7. Present an action plan without first getting agreement about the problem. A plan is meaningless unless the person understands what the issue is, what needs to be changed and why.

8. Give positive feedback without specifics. (e.g. “You’re awesome!”; “You do such a great job!”). This is especially counterproductive for people with personality styles that value data, precision, and detail. These people also tend to dislike flamboyant or emotional language. When they hear undefined and unspecified praise, they question the praise giver’s sincerity and knowledge about what they’re praising.

9. Mistake valid reasons for excuses. Some bosses are so worried about being taken advantage of that they’re unable to recognize valid reasons and extenuating circumstances. To them, everything other than a “You’re right, boss” agreement seems like an excuse. When employees feel that their legitimate points are seen as excuses, they shut out the accuser and become resentful.

10. Wait for annual performance review time to give feedback. This is a great way to spark confused “What are you talking about?” resentment-packed conversations. To be effective, feedback must be ongoing, addressing problems as they arise.

11. Use vague judgments without specific examples. Concepts like “more of a team player,” “more service oriented,” and “more professional” mean nothing. Labels without examples leave people feeling helpless about making changes because they don’t know what specifically you’re unhappy about or what you want.

12. Deliver a long preamble before giving the negative feedback. This just builds suspense for what they know is coming: the negative feedback. (“I really appreciate what a team player you are and I really love your attention to detail and I think you’re doing a great job with …. BUT…”).

13. Use blunt, provocative, or shaming language to make a point. There is no reason to resort to language like: “I would think that would be a no-brainer…”;  “That train has left the station, so let’s move on, huh?” and so forth. 

14. Pretend to agree and then disagree. “I can see why you feel that way, but…” There’s a difference between honestly acknowledging the other person’s viewpoint and just pretending to agree as a way to soften them up for your opposing point of view. You can acknowledge that you understand their perspective even if you don’t agree with it.

15. Wing it. Few things spark resentment or diminished respect for the critic than the feeling that one is being judged before the critic has thought through the possible angles and has gotten all the facts.

16. Tell someone what’s going on inside his head. You’re a manager, not a psychiatrist. If you have a good relationship with the employee, it’s fine to ask her if your guess about what’s going on is accurate; just don’t imply you know what’s going on inside her head—that’s presumptuous.

17. Use a “one size fits all” approach to praise. Our natural tendency is to praise people the way we like to be praised, but that only works for people who are like us. What works for some personality types doesn’t work for others.

18. Give feedback only when there is a problem. Gallup’s research reveals that 65% of employees say they did not receive any recognition in the previous year. Since positive feedback is a huge motivator, neglecting to give it is a huge mistake. If the only time you give feedback is to say something negative, your employees will automatically respond defensively the moment you try to give them feedback—not the ideal condition for a constructive conversation.

19. Use sarcasm to makec a point. Some humor—used judiciously—can lighten the tone and help diminish the sense of power differential that causes so much awkwardness when a boss gives a subordinate corrective feedback. That’s very different from using sarcasm or “just joking” comments to make a point, that is, “Oh, are you on the 8:23 a.m. to 4 p.m. shift now?”

Now…how about some constructive feedback for you?
If you’re serious about improving your feedback skills, give this article to your team members. Ask them to check off any “Don’ts” that you’ve made regarding providing feedback. It could be an eye opener.

By following up and asking for feedback about your performance, you:

• Get a reality check
• Show your employees you really do care about them
• Let your employees know that what their input is important to you
• Show you’re humble enough to hear feedback
• Increase the odds that people will accept your feedback
• Create a more engaged and motivated team

OK, now go get and give that feedback!

February 01, 2010

Have you wondered why your boss does not listen to you? Here is an article by Steve Tobak to give you the 10 tips:

Most leaders, managers, entrepreneurs, and overachieving types in general, have one thing in common: They think they’re right most of the time. We can spend forever trying to figure out why that is, but for now, just assume it comes with the territory.

Anyway, when I was a young manager, there were countless times when my boss didn’t listen to me. Can you believe that? Well, you know what? Getting snubbed by my boss or, even worse, a top executive or CEO, was a real demotivator. I suspect it’s especially true for overachievers – like me (and you) – who take their ideas, job, and the company’s success very seriously.

Well, a lot of years have passed since then, and I’ve spent a good many years on the other side of the fence. And since I’ve got a unique perspective on the subject, I thought I’d share a few secrets: Why the boss doesn’t always listen to you or your ideas, why he sometimes shouldn’t, and why sometimes he should but doesn’t. Here are 10 scenarios from my own experience: 

1. Low priority. Your ideas, while good, aren’t a priority. Every executive and manager has x things that are critical and even more things that are important but non-critical. Everything else, in all likelihood, falls in the crack.  
2. Bad leadership. Frankly, most senior managers aren’t strong enough leaders to know how important it is to take the time to hear a middle manager’s views and share
3. Narrow view. What might seem important to you may not be important or such a good idea one or two levels up. The higher up you go, the more important it is to see the big picture. 
4. Dumb idea. It’s such a naïve or otherwise idiotic idea that he doesn’t know where to begin to explain it so he just nods politely and waits for you to go away.
5. Bad timing. Sometimes there’s some really hairy stuff going on – finance issues, a merger or acquisition, a major product or customer issue, or even something personal – and she’s distracted or can’t be bothered. 
6. Politics. Oftentimes the answer is an ugly truth that some executives don’t want to admit to you or, worse still, don’t even want to think about themselves. Corporate politics is real.
7. You’re intimidating. Or you’re inflexible and never back down. This happens a lot, believe it or not. Just because he’s the boss, doesn’t make you any less of a pain in the butt.
8. Dysfunctional management. Your boss and/or the entire management team is dysfunctional. I use this as a big ole bucket of scenarios, but some management teams just don’t know how to function right.
9. Not in her job description. That’s right; in all likelihood, her annual compensation plan doesn’t have a line item that reads, “Listen to Bob.”
10. He did listen. You just don’t know it. Sometimes your boss considers it or sends it up the flagpole, and for whatever reason, it doesn’t fly. And getting back to you fell in the crack or he doesn’t want to admit defeat.  

So, the next time your boss doesn’t listen to you, try to get a little perspective and, above all, don’t take it personally. And if you are “the boss,” investing time by explaining your views can go a long way toward inspiring a young up-and-comer.

January 25, 2010

When solving problems it is also tempting to jump to cause without analyzing the problem. Here is an article by William A. Salmon to help you to analyze problems and solve them:

When you are reacting to a problem that already exists, first ask yourself the following questions to help you determine the best approach to take:

1. What will your role be in the problem solving process? Will you make the final decision or contribute input to others who will? Do you need or want to involve your employees in the process?

2. How urgent is the problem? How much time do you have to solve it? How much time do you have to work on a solution?

3. How much money or other resources can you afford to spend on a solution? What are your budget constraints or financial restrictions?

4. How will you evaluate the quality of possible solutions? What information do you need to help you establish criteria and give them an accurate weighting or significance?

5. Do you want to involve others in the problem-solving process? Consider whether you want your manager, coworkers, employees or customers to participate in the process, take accountability for the problem and share ownership of the solution. Once you have answered these questions and weighed all the factors affecting how you plan to proceed, take the following action steps to analyze the problem and develop a well-informed solution:

STEP #1: State the problem as specifically as possible. Ask yourself questions like: What has gone wrong? How serious is it? When and where did the problem begin? Be as exact and precise as you can so that others have a clear understanding of the nature, scope and significance of the problem.

STEP #2: Determine the overall kind of information you need to define the real problem. Identify the most obvious and important symptoms, causes and effects of the problem you are trying to solve. Select the best way to collect the information you need to proceed. Some popular data collection methods include survey questionnaires, one-on-one interviews, work sampling, time-and-motion studies, check sheets, observations and focus groups.

STEP #3: Collect the data you need. Discuss and document individual views, proven facts and relevant symptoms until everyone involved agrees that there is a problem. Determine possible causes by looking for changes. Determine what factors are different now from the way things were before the problem occurred.

STEP #4: Analyze the data for patterns or trends. Examine each possible cause independently and pick those that are most likely to be responsible for the current situation.

STEP #5: Document your analysis in an understandable form and present it to those involved or to those in a position to help solve the problem. Discuss your conclusions and any implications.

STEP #6: Identify ways to deal with the major causes of the problem or to minimize the effects the problem is creating.

STEP #7: Develop a specific action plan with clear deadlines and responsibilities.

STEP #8: Test and monitor the action plan. If it seems effective, implement the plan. If it needs adjustment, revise the plan and then implement it.

January 18, 2010

The ability to communicate effectively is vital for anyone in leadership positions. Communication has been taken for granted as leaders assume they have been doing that since their childhood days. Great leaders learn the art of strategic conversation. Below is an article by Jeswald W. Salacuse who is Henry I. Braker Professor of Law and Diplomacy, Tufts University, on the art of strategic conversation.

Much of the work of leading leaders takes place in conversations. Despite their individualized personal nature, successful one-on-one strategic conversations are subject to seven rules and principles that facilitate the task of leading other leaders. What are these rules?

1. Define and Stay Focused on Your Goal. Before you begin a strategic conversation,you should form a clear vision of what you want to accomplish in the meeting and keep that goal firmly in mind throughout.

2. Get to Know the Other Person and Particularly That Person’s Interests. All persons, but especially those who are leaders themselves, want and need to be treated as distinct individuals, not just one in a crowd of followers. So if you want to lead a leader, you need to focus on and understand the person as an individual.

3. Appeal to and Shape Those Interests. Once you understand the interests of the persons you would lead, you need to appeal to and shape them in a way that will bring about desired behavior. Sometimes leaders try to induce their followers to give up their interests for the sake of the company or for the leader personally. These types of appeals are not likely to bring about desired results. To work, they may require undesirable forms of coercion—especially with people who are leaders themselves.

4. Anticipate the Possible Actions of the Other Person. In conducting any strategic conversations, a leader must ask three questions: (1) How will my statements be interpreted by the person I am trying to lead in light of his or her interests? (2) What strategies, tactics, and reactions will the person take in response to my statements? (3) What should I then be prepared to say in response to his or her reactions?

5. Generate Options Together. Engage the other person in a process of generating options that will allow you to achieve your objectives and at the same time satisfy some or all of the other person’s interests. Toward this, create a climate in which the person you are seeking to lead believes he or she can actually participate in the process of decision making.

6. Evaluate the Options Using a Fair Process. Research indicates that persons are more willing to accept an adverse decision if they believe it was arrived at through a fair process, rather than one that is arbitrary. Fair process allows followers to be heard, permits their participation, and considers their interests and concerns.

7. Decide and Gain Commitment for the Decision. Your goal in a strategic conversation is not merely to gain agreement from persons you lead but to gain their genuine commitment to act for the benefit of the organization in the way you have indicated. To secure commitment, the two of you might agree on a plan for verifying your and the other person’s action. The obligation to make periodic reports or to allow you to make periodic inspections act as a force to encourage desired action by those whom you would lead.

January 13, 2010

The speed and execution in the game of football contain great lessons for business leaders interested in winning at work. So Clinton O. Longenecker, Greg R. Papp, and Timothy C. Stansfield contend in their book The Two-Minute Drill: Lessons for Rapid Organizational Improvement from America’s Greatest Game (Jossey-Bass).

The authors explain, “Winning in football today is all about teamwork, utilizing offensive and defensive talent, and developing and executing well-designed game plans.” Likewise, teamwork is critical to executing and accelerating change and improvement in today’s businesses. They see the same two-minute drill in football enabling corporations to accelerate sales growth, implement a lean manufacturing initiative, or roll out an improved customer relationship management program. Longenecker, Papp, and Stansfield suggest you assume that you are the quarterback. As such, you are responsible for the following:

Know the score and define winning.

Ask yourself how the organization is performing and what you really want to achieve. Share that information with team members.

Develop a scouting report. Going into any change effort, it is critically important to know your talents and those supporting you, as well as potential opponents to your change plans.

Create a sense of urgency. It’s important to raise operational levels to implement a plan for rapid change.

Develop your winning two-minute drill package. Now it’s time to take ownership of the effort. Identify the people you will need and the right plays to use.

Execute the right plays. The key here is execution, write Longenecker, Papp, and Stansfield. “Manage the clock and keep the team hustling.”

Close out the game, then celebrate. Before you take bows, be sure that the score holds up. Don’t celebrate until you know you are winning.

Conduct a post-game analysis. Analyze what happened to learn from the experience.

 From: Executive Matters, January 2008, AMA