Category Archives: Communication
One of the workshops I run is business writing for professionals. It’s hard to avoid getting a bit English-101 so we do dabble in some common errors of grammar, syntax & misused or confused words. (Are you disinterested in this topic? I suspect you mean uninterested but hopefully not that either).
I raise a few ‘rules’ of English & the inevitable myriad of exceptions. It’s not for academics or novelists. It’s for practical business communicators concerned with impact, risk & reputation – all of which can be effected (I think you mean affected) by our writing. So, I get the groups to generate their own rules / guidelines / principles for the real world. I’ve done this dozens of times & the results are always similar.
Reading efficiency, consistency, the writer should do the heavy-lifting for the reader, reader centricity, ambiguity is the enemy (97% fat-free & gluten free, anyone?) & my favourite: if in doubt, leave it out. Whom would have a problem with that?
How does your writing measure up?
1 out of 5 people are difficult. Look at the 4 people around you. If it’s not them – it’s YOU!
OK, the 1 out of 5 statistic above is a joke. It might be true but that can said of 57% of all statistics. Tony Schwartz in his HBR blog writes that the difficulty in the dealing does indeed actually lie with YOU.
He makes some good points. It’s bad enough for you if you have to deal with someone you find difficult at work and you’re stuck with having to deal with them every working day. Schwartz stresses how much worse it is when that person is your boss. Firstly, it’s a natural stressor when you choose to believe you’ve lost control and / or are powerless. Both these situations will add to that. And, of course, when it’s your boss, you’ve got a dollop of fear thrown in for good (bad) measure. Baseline security fear, the powerful kind. (Thanks Maslow.)
Schwartz uses a very helpful ‘lens’ metaphor as a possible solution. There’s the lens of ‘realistic optimism’, the ‘reverse lens’ and the ‘long lens.’ The stress, the feelings of control and power and the fear are largely driven by how you choose to react to situations. So, choose to stop and look at it from some different perspectives. What are the facts and what am I telling myself about those facts? What is this other person feeling that is driving their behaviour? To what extent can I influence that? Ask some other questions about how this might play out and what can be learned and how important it is in the scheme of things.
So far, I’ve written from the angle of you having to deal directly with a difficult person of your own. If you’re reading this, you’re probably an experienced grown-up. You’re probably able to take care of yourself instinctively. But how can you help your people who perhaps aren’t as instinctively clued up?
I like Schwartz’s approach of using questions, only instead of asking yourself, you engage your team member in a private conversation. They may come to you with a problem in dealing with someone else in the workplace. You cannot realistically give them some miraculous piece of advice that will work every time. You do not want to create a relationship of dependence with you having to always step in and solve others’ interpersonal problems. But in engaging them with these questions, it’ll drive them to think, not just with this person they’re having difficulty dealing with today but in the future as well.
I read of a social experiment. Individuals were told they’d be working with a partner in a another room. Each would do one of two tasks, one of which was unpleasant. You got to choose who did what & your partner would never know. (Of course, there was no partner in the other room.) The researcher left for a few minutes while the subject decided. They had a coin in a sealed plastic bag in case they wanted to “decide fairly.” 90% of non-coin tossers gave the crappy job to their partner. Of those who tossed a coin, the crappy job was given to their partner…
The only variable that made the decider make fairer decisions = putting a mirror right in front of them.
More ideas at http://gettingbetterbuyin.com/
About a third of my work is comedy-related. I don’t have ‘funny bones’ but I’m workmanlike enough to know how to construct and do funny. I realise LinkedIn isn’t Comedy Central but enough non-comedy business folk have contacted me via LinkedIn for help with speeches, presentations, training, journal articles and such that there’s clearly a latent demand out there from the accidentally comedic to the professionally unfunny to amp up their game when the occasion requires it.
Not everyone should attempt to write or perform jokes or standup. Some of these ideas I’m suggesting do come from that world. Neither you nor I should expect a NetFlix special to be offered to us. Let’s calibrate our expectations. Maybe you’re a self-employed professional or you’ve got aspirations within your newly joined firm or industry association? How do you stand out and engage people, drawing attention to your key messages and aiding people’s retention of those messages and of you? One way is workplace appropriate humour. They don’t have to be jokey jokes or even obviously a joke per se.
These are tools to put in your toolbox, techniques from which you can choose. They can be a bit ‘colour-by-numbers’ but if you’re competent and confident enough to be asked to write an article or deliver a speech, then the humour aspect isn’t any harder than the technical aspects of architecture or whatever your subject is. Once you know the basic principles of architecture, you can give it a crack. (Note: I do not know anything about architecture).
1. Defined-interaction Questions.
This is a good technique to start with in a low-risk and engaging way. (It’s low-risk for both you and your audience). Indicate how you want them to answer – “Raise your hand if…”, “Shout yes on the count of three if…”, “On a scale of one to five raise some fingers…”.
“Who’s got kids? [Raise hand – Pause] Who’s ever been a kid? [Raise hand – Pause] Who’s waiting on DNA tests? [Pause] I like to include everyone.”
My quote might be a joke for the sake of a joke but it also has the purpose of connecting and creating opportunities for involvement. That principle is fundamental to every field in which I work – writing, training, facilitating, speaking, MCing, comedy. Even if it gets no laughs, as long as you’re not left hanging desperate for a laugh, everything is fine if you’ve created an opportunity for involvement. These are inherently engaging. Here’s a short video on the three critical ingredients for the optimal engagement environmen
For your own opening, what might be your questions relevant to your topic, your audience, this place and time?
2. Point Out Inconsistent Behaviours
“You know how you look at a photo of yourself from 20 years ago and think oh that haircut how embarrassing? You know how you look at a photo of yourself from 10 years ago and think oh that haircut how embarrassing? Yet all of us at some stage today looked in a mirror and said, ‘Nailed it’!”
What might be some inconsistent behaviours in your industry, organisation or team? You can poke at sacred cow topics and at least raise avoided topics using this technique. Does your firm talk a big game on customer service but don’t walk the talk consistently?
3. Misdirection + Dramatic Reveal
I was MCing a conference at which a speaker was talking about workplace drug testing. Her objective was to sell workplace drug testing. She had one session in the morning and the same session with a different audience after lunch. At one point she asked the audience what they thought the percentage of the population who had tried the drug ‘P’ (meth) was. People shouted out numbers and it escalated quickly getting to 40%. When she told them the answer was 15% it was something of an anti-climax. She made no sales that morning.
Over lunch we had a bit of a chat. I talked about a particular type of joke-writing technique called the dramatic reveal. You give some information leading logically in one direction then the punchline is a surprise. Usually this requires a minimum of three steps. She constructed a slide showing the preceding years’ ‘P’ usage that were all very low and only gradually rising – 0.2, 0.4, 0.9, 1,9 Then she rhetorically asked what they thought the last year’s figure was and before they time to answer but while their brains were in a state of curiousity, she dramatically revealed the last bar in the bar graph – a staggeringly larger 15%. That afternoon she made three sales, the least of which was worth to her $10,000.
“I learned most of my job skills via trial and error. Unfortunately, I’m a lawyer”
More ideas at http://gettingbetterbuyin.com/
As a professional speaker, I hang out online in speaker groups. Folks will post provocative questions and see if sensible comments or a fiery pitchforked mob appears. Usually both.
Someone asked if speakers should use jokes or humour. It’s always a fun exchange for a short while to get into whenever people demonstrate widely and wildly divergent views, usually on the very definition of the words being compared. Words are super powerful and when used as labels and catch-alls for a whole bucketful of history and emotions (like feminism or liberal or socialism), any exchanges are often doomed from the start. I’m currently designing a tee-shirt that says, “I’m the guy that changed someone else’s opinion via social media”.
As a speaker who is also a comedian, i did post a comment in reply that I re-post here today. I”m not overly prone to generating genuine original wisdom or fluffy overdone and glib inspirational quotes, but I was kind of proud of this one.
Feel free to share. The nub of it is expressed in the image with this post. here’s the full post:
A good joke is one where you don’t see the punchline coming. A great joke is one where you don’t even realise it’s a joke until it’s too late. For speakers, humour / anecdotes / funny stories aren’t just there to entertain or add variety (tho they do & should), they’re there primarily to make a point. A great joke, well-told, does that on steroids.
That said – old jokes, hack jokes, dodgy jokes, off-topic jokes that get regurgitated more than delivered can do more harm than good. And, like starfish stories, can be predictable & taint subsequent content.
I reckon I could probably drive a formula 1 race car but they shouldn’t let me. For some people, it’s the same for jokes.
– – – –
More engagement, influence and leadership ideas at http://gettingbetterbuyin.com/
This blogpost might be challenging for some. It was for me. I like to think of myself as open-minded. (Actually, I just like to think of myself generally. But that’s something else I need to work on). But am I really that open-minded? How would I know? Is there a scale of 1 to 10 upon which I’m a 7?
Psychologist Carol Dweck led the way with research on fixed versus growth mindsets. Crudely and sweepingly summarised, there are two types of default thinking positions and if you don’t effortfully choose one, you likely have a default. The post explains more. I especially like point 2 – when you meet an idea, do you start in response with statements or questions? That was something of a relief to me as three of my five sentences in paragraph one were questions.
There’s a quote that the ability to change your mind is a superpower and another that the true test of intelligence is the ability to have two opposed ideas in your mind and retain the ability to function. If I’m having a good day after a good sleep and have eaten wisely without deadlines yelling at me, then I’m in a resourceful state and I’m certain I could manage that. Other days not so much. It’s the other days that can cause us and our people some problems. It’s for those other days that wee need to prep and practice so when it gets tough, our open-mindedness keeps goings.
Do read the article but if you’re having a low resourcefulness day, here’s 7 quick questions to assess yourself against:
- How do you respond when your ideas are challenged? (My new thing is ABC – always be curious – WHY are they challenging them?)
- Are your first responses statements or questions?
- Do you seek first to be understood or to understand?
- Do you use the phrase, “I might be wrong but…”
- How often do you interrupt?
- Can you simultaneously hold opposed ideas?
- How much effort do you put into testing your own views? Do you deliberately seek evidence to the contrary?
More ideas at http://gettingbetterbuyin.com/
Conflict conjures up images of stress and battles on the job but managed well, it can stimulate employee engagement and productivity.
Stanford’s Professor Robert Sutton undertook a massive study into organisations and the majority of them were displaying ineffective behaviours when it came to building and maintaining teams. The angle of his research worked backwards from those repeated ineffective behaviours to the leaders’ mindsets and preconceptions that drove them, over and over again. One of those mindsets was a belief that team harmony was crucial to success. It isn’t.
The theme of this month’s issue is conflict resolution. I’ve run the occasional training session around conflict resolution. Often, I’ll ask the group for the pro’s and cons of conflict in the workplace. The cons are obvious enough and people are adept at quickly amassing a swarm of negative thoughts. But if provoked a little, people can work up quite the list of advantages of well-managed conflict in the workplace. And this is what Sutton concluded about team harmony. At one extreme, constant battles are unhealthy and unproductive but at the other extreme, the illusion of constant peace and tranquillity need not be all fluffy bunnies and rose petals either. Often, that veneer of civility is a facade for repressed conflict and passive aggressive behaviour. Zero conflict is unrealistic and not very productive either.
The answer isn’t even halfway, its north of that. Conflict occurs as it will normally with reasonable people. The conflicts are resolved professionally and courteously but they have to occur because it is from those ashes that innovation arises. This is where new ideas occur, problems get solved and sacred cows are challenged. This zone is called ‘Productive Conflict.’ Are you wondering if your workplace is in Sutton’s magical zone of productive conflict? The litmus test is this – Can the lowest ranked, least paid or newest member of your team speak up and say anything, challenge anything to the boss without fear of consequence? If they can, that’s a sign of the state of productive conflict. If they can’t, it’s a sign of something else. And that’s not good.
Most hiring failures occur due to attitude. Some of those failures result in employees leaving. Most result in employees staying but in a disengaged state, doing no more than they have to because they have to with all the performance management workload that entails. There are a lot more dimensions to this thing called ‘attitude’ than just trying to hire those with a ‘good’ one rather than a ‘bad’ one. One attitude to search for and target with your structured behaviour-based interview questions and so forth is a non-avoiding and mature attitude towards conflict.
My kids aren’t perfect and neither is my parenting but we’re all in a good patch at the moment. We have our share of family conflict. My son has had a weekend job at our local Pak n Save the past ten months and got seriously great feedback from his performance review. My daughter went with me to a Warriors game, got to talking to a woman she’d never met and walked away with a job interview appointment for a summer job. The point I’m trying to make here to parents and people who have ever been a teenager that are also employing young people is that young people can chose their attitudes as easily as they can choose their body piercings and tattoos. And that includes their attitudes toward conflict.
I’ve spent the past couple of months delivering thirty presentations to six thousand business people around the country. I’ve shared a bunch of research and a few stories and case studies on team building. A lot of stories came back at me, many involving conflict. Most were realistic about it being a process, a tunnel with a light at the end, albeit with absolutely zero idea of how long the tunnel is.
There’s the old joke that goes like this:
During a visit to a mental asylum, a visitor asked the director how to determine whether or not a patient should be institutionalised. “Well,” said the director, “we fill up a bathtub, then we offer a teaspoon, a teacup and a bucket to the patient, and ask him to empty the bathtub.” “Oh, I see,” said the visitor. “A normal person would use the bucket because it is bigger than the spoon or the teacup.”
“No,” said the director, “a normal person would pull out the plug. Do you want the bed near the window?”
When people are presented with a situation as a problem with a number of solutions, then that’s how they see it. Conflict need not be a problem but it will be if that’s how you choose to see conflict.
This article talks about the impact of employees chatting, gossiping and asking questions about work stuff “around the water cooler.” The grapevine, or call it what you will, is a natural human communication system that occurs whether you like it, want it or not. Trying to tame it is tough and, unless there are legal, morale or safety reasons, maybe you shouldn’t. Trying to leverage it or manipulate it for your own ends? Good luck. Laws of unintended consequences come into play there.
But you should always be aware and have an ear to the ground and a finger on the pulse (and a nose to the wheel and a shoulder top the grindstone… Just one shoulder though or you’ll stuff your back.) If issues crop up, you can nip them in the bud. Better to deal with a pimple than a volcano, I always say.
The article rightly reckons that by delving into water-cooler chat, you can pick up the consistently asked questions and that’d be good to know. Questions indicate uncertainty and I believe a critical role of workplace leadership is to minimise uncertainty. The article cites some examples:
1. Are the top leaders at my organisation are committed to making it a great place to work.
2. Is there is trust in the leadership of the company where I work.
3. Can I believe this company will be successful in the future.
4. Do the top leaders at the company where I work really value people.
5. Do I know how I fit into the organisation’s future plans.
6. Are career development and growth opportunities are available to me at this organisation.
And of course, the most pressing question of all – who is going to swap out the empty water cooler!?