One reason I love the NY Times is that it runs great articles on new research about what makes us humans tick.
Most of us are aware that there are different forms of communications. Verbal, i.e., words, is the most common, but nonverbal, tone of voice and facial expressions, are often more potent.
In research with infants, it was shown that gently massaging premature infants three times per day for 15 minutes helped them gain weight, be more alert, and cry less. These infants were released from the hospital sooner than infants who were not massaged.
The latest research confirms the same positive response in adults.
Momentary touches, they say — whether an exuberant high five, a warm hand on the shoulder, or a creepy touch to the arm — can communicate an even wider range of emotion than gestures or expressions, and sometimes do so more quickly and accurately than words.
Two attitudes make this work.
Sincerity; people will know if your actions are manipulative as opposed to authentic.
Appropriateness; to avoid a negative reaction from anyone use your observational skills and common sense; high fives and similar expressions are the safest, while hugs are the most dangerous. An employee who avoids physical contact with her team is unlikely to appreciate being touched by her boss.
There are many ways to inspire and show you care just as there are many clubs in a golf bag; and just as it is a fallacy to play the whole course with just one club, using only one form of communication to motivate your people is to shortchange them—and you.
Yesterday we looked at positive and negative aspects of culture and I said that today we would discuss how to change/create a culture or sub-culture.
Repeating yesterday’s warning: if you want a culture that is fundamentally different from the overall company culutre be sure you’re willing to shield your people and take the heat.
Remembering that culture is a function of your MAP (mindset, attitude, philosophy™), here are 7 critical points that you need to think through before starting—whether you are CEO of a startup or a first level supervisor in a large company.
Know who you are: Since this step is strictly between you and yourself you need to be brutally frank as to your attitudes towards people, motivation, what’s important, what’s OK to do, etc., in other words, know your MAP! You need to know exactly what you think, are comfortable with the elements you embrace and understand that you need to hire people who will flourish in the environment you create.
Define your cultural goals: Use the knowledge of your MAP to determine the kind of culture you want and write a description including your vision and the specific infrastructure, processes, practices, etc., that are needed to make it reality. Test the attractiveness of your cultural vision by whether you would want to work in a similar culture. If the answer is yes then you can proceed with it; however, if your response is “no way” then you need to rethink what you want because over the long haul there is no way you can sustain a culture in which you don’t believe. Also, people tend to gravitate to people like themselves (likes really do attract). In other words, you will be hired by, work with and hire those with synergistic MAP.
Know what you have: Honestly assess (warts and all) whatever culture currently exists in your company and department (if you have one or more people you have some kind of culture); without a detailed assessment you won’t know what you need to tweak, change, circumvent, ignore or avoid.
Be aware of the cost of change: Changing culture often results in turnover and turnover can be costly no matter the condition of the labor market. People join companies because they feel comfortable and change is rarely comfortable. If they don’t like the end result (or the direction it’s heading) they are likely to start looking. If you are aware and prepared that isn’t always a bad thing; cultural changes can’t happen if employees aren’t willing to change their mindset; worse, those who won’t change will make every effort to sabotage the emerging culture. By being prepared you can not only circumvent that, but often turn the saboteur into a new culture evangelist.
Don’t assume: The human race functions to a great extent on various sets of unconscious assumptions. In the workplace people tend to assume that people with similar educations, experience levels, positions, etc., have similar mindsets, attitudes and philosophies. The next assumption is that based on those similarities everybody would create similar cultures; the third assumption is that the first 2 guarantee people’s willingness to buy into the vision. Predicating acceptance of cultural change on the assumption of deep, unproven commonality is a recipe for disaster.
Don’t overwhelm the troops: Whether you are changing an entire corporation (Gerstner and IBM), creating a culture for your startup, tweaking it within your department or group, or revamping it in your small business, recognize that you can’t just come in, make an announcement and expect people to buy into the vision. Present it in small bite-size pieces and in such a way that people feel they have input in the process, thus creating a strong feeling of ownership. Better yet, listen to the input and adjust if it makes sense.
Communicate and sell—don’t order and tell! Even if your goal is a truly collaborative, nurturing culture that challenges and then helps people to realize their full potential you can’t just walk in on Monday and announce that that’s the way it will be from then on.
First, it’s unlikely that anybody will believe you (talk’s cheap);
second, if you’re new it’s unlikely they’ll trust you (no track record with them); and
third, whether you’re proposing a radically different culture or just fine tuning the current one they have no reason to get on the bandwagon if it means changing.
In the final analysis what you do will carry far more weight than anything you say about your culture.
It boils down to your having the courage to walk your talk.
I love George Bernard Shaw; he was brilliant and had a rapier wit with which he skewered deserving people, ideas and situations, while supplying pithy commentary on the events of his time as well as inspirational ideas.
Some of the things he said have passed into such common usage that few people even realize they are quotes. How many times have you seen this on cards, plaques and samplers?
“You see things; and you say, ‘Why?’ But I dream things that never were; and I say, ‘Why not?’”
Sound familiar? It’s a favorite of mine; in fact, I have it on my office wall.
So I went looking for a few of the more esoteric Shawisms.
The first is an important heads-up for all of us, but especially anyone in a leadership role; you might even find that it accurately describes the problems you’re having.
“The single biggest problem in communication is the illusion that it has taken place.”
Progress is something that both people and business expend great effort to do; what we often forget is that progress means things will be different.
“Progress is impossible without change, and those who cannot change their minds cannot change anything.”
Because we progress we are all constantly changing, but too often people don’t take the time to find out who you are now; Shaw sums the problem and solution up in just a few words.
“The only man who behaves sensibly is my tailor; he takes my measurements anew every time he sees me, while all the rest go on with their old measurements and expect me to fit them”
Collaboration boosts progress; Shaw understood this and explained why it’s so important.
“If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.”
Progress requires innovation, but real progress requires thinking as opposed to rephrasing previous ideas to sound new, but if Shaw was correct it accounts for the lack of progress in so many areas.
“Two percent of the people think; three percent of the people think they think; and ninety-five percent of the people would rather die than think.”
Those who don’t think often lean on ideology to support their agenda. The problem with ideology is that it doesn’t lend itself to seeing another’s world-view. Shaw understood how ridiculous this was.
“The frontier between hell and heaven is only the difference between two ways of looking at things.”
My last choice is one I would like to apply to all politicians and educators. Perhaps, if we did, it would significantly improve the quality of those who claim to serve. (Hmm, it probably wouldn’t hurt to apply it to everybody else, too, including yours truly.)
“We should all be obliged to appear before a board every five years and justify our existence…on pain of liquidation.”
Crucial questions for startups and small businesses, since how they are addressed can make or break the company.
Often the most important hires made when a company wants to grow are in sales.
Founders and owners often have technical, marketing or business backgrounds and many have a tendency to shrug when it comes to sales.
They see hiring salespeople as no big deal—there is an assumption that as long as they have a good track record in their previous sales position and understand the new product they can manage themselves.
If this sounds off base to you, you’re right, it’s not that simple. To use a real-life example, I had a client who thought that way.
The CEO hired “Jack” (before my time), a salesman with a fantastic record selling a parallel product to the same market.
The CEO personally taught Jack the product line and explained what the company was working to accomplish and then pretty much gave him free reign.
In the year Jack was with them he sold only two accounts, spent a good deal of his time on marketing and managed one large client; commissions totaled only $15K.
When he left he went to work in a field completely unrelated to anything he’d done before and in a market about which he knew nothing. In his first year at the new company he earned over 125K in commissions.
The difference was management.
Based on his track record both the CEO and Jack assumed that he could manage himself.
However, Jack didn’t have, and didn’t create for himself, the structure, accountability, etc., necessary to be successful.
During his exit interview he admitted that although he had no knowledge or training in marketing, he spent substantially more time than he should have because it was new and exciting.
After the CEO and I had fully analyzed what happened he concluded that the failure was 80-20, with the 80% his responsibility.
Hind sight is 20/20 and my client believes that if he had taken the time to do what was needed, instead of expecting Jack to completely manage himself, that he would still be with the company and doing a spectacular job.
The important lesson here is that “self-starter” does not mean “self-managed.” Even the best will need direction, structure, and accountability in order to perform brilliantly.
Whether you are a in a position of leadership, one of the go-to people on your team or on the lowest rung of the ladder you need to know about emotional contagion and how your moods affect those around you.
Although much of the research has focused on bosses, everybody is a carrier and anyone can ignite an epidemic.
There is documented evidence for what all of us who have been exposed to “glass half empty” people already know—negative emotions can bring a group down faster than bad ventilation during flu season, whereas a sunny outlook can lift us beyond what is reasonable.
Yes, it’s difficult to be upbeat when you walk out of a meeting with an enraged client, or a design review for a project about to go over budget or a difficult conversation, but if you don’t you’ll bring down those around you and that can blow off an entire day, week or even longer.
For decades, I’ve used a simple approach learned from a book by Napoleon Hill and reiterated by others in various forms.
“Act enthusiastic and you will become enthusiastic.”
Sounds simplistic, but often simple is best—you’re not trying to solve the cause, but to mitigate the effect.
That means you need to stay aware of your own mood.
Long ago I realized that judging my mood based on its effect was a bad idea—by the time I had the feedback the damage was done.
After a lot of trial and error the easiest and most accurate method I’ve found of catching my mood early is to stay conscious of my facial muscles, wrinkled brow, smile, frown, etc., because my muscles react long before I’m aware of the mood that is affecting them.
I’m not sure why it took me so long to realize that, except that the obvious often zips right by us.
Bob Sutton is Professor of Management Science and Engineering at Stanford and a Professor of Organizational Behavior, by courtesy, at the Stanford Graduate School of Business, but he is best known to the majority of people as the author of The No Asshole Rule.
He is also a genuinely nice guy, has a prominent email link on his blog and actually responds when you write him.
The blog is called Work Matters and it’s one of those ‘if you read nothing else…’ things. In the left column Bob has listed “15 things I believe” and my favorites form today’s quotes along with links for context.
Engaging your people is a priority these days, but to do it you must foster an environment of trust, where the messenger is never killed and people feel safe saying what they really think. It also helps if you have the kind of ego that doesn’t stand on its dignity.
Here is one approach.
Start with how many times you have said or heard people say ’should have’, as in “We should have…” or “My boss should have…?”
What if you could harness the creativity behind those thoughts to improve performance in an organization (whether team, executives or somewhere in-between)—the company’s; the group’s; the individual’s; your own?
The idea is to take that “should have’ attitude and make it a constructive function to foster corporate/personal growth and motivation, since the more comprehensive the view of their job and company the more creative people will become.
Drawing in all your people, no matter their level, encourages them to see a larger picture, juices creativity, surfaces ideas from unlikely sources and enhances their sense of ownership, i.e., engagement.
Improvement happens because how they think is the basis for how they perform.
If your MAP makes you the type of manager to whom this appeals then encourage your people to ask
“Why did she do that?”
“What can I learn from his decision?”
“What would I have done differently?”
Later ask, “Would it have worked?”
Discuss the responses and implement the insights.
For more great stuff on engagement, click over to Becky Robinson’s LeaderTalk for a roundup of articles on engagement from some terrific bloggers.
Hovering parents, who strive to make everything right for their child, are the global bane of education.
But it doesn’t seem to end when their child graduates.
I receive at least a call a month from managers who have no idea of a polite way to deal with what can only be called workplace hovering.
In every case the parental call was either to
tell the manager how stupid she was not to hire their kid;
find out why their kid’s review wasn’t stuffed with glowing references; or
ask who the hell the manager thought he was to promote someone else.
Managers say that in many cases the parent was screaming and the language used to describe the manager is best not quotable in a business blog.
What in the world is going on?
Many of the parents calling are managers in their own right; I wonder how they handle similar calls.
I could write another 500 words on the subject and not do nearly as good a job putting the point across as does the following (in spite of it being a hoax)—perhaps a modified version could be designed for companies.
Opinions are what set us apart from other animals that deal solely in reality or, as some wag said many decades ago, “Opinions are like assholes, everybody’s got one!”
Of course, when opinions differ, obviously, it’s the other person who is the asshole.
Oscar Wilde hit the nail on the head when he said, “One can give a really unbiased opinion only about things that do not interest one.” You can’t get away from the fact that caring means bias.
Most of us spend (waste?) a great deal of time and energy in an effort to positively influence others opinions of us; instead we would be better off to remember the words of Olin Miller, “We probably wouldn’t worry about what people think of us if we could know how seldom they do.”
But if you are one of those who worry Quentin Crisp would not only understand, but applaud the effort, “The very purpose of existence is to reconcile the glowing opinion we hold of ourselves with the appalling things that other people think about us.”
As one listens to opinions it is wise to remember the words of E. B. White, “Prejudice is a great time saver. You can form opinions without having to get the facts.” And that seems to be the most prevalent approach these days.
When ‘everybody says…’ is used to support an opinion it is well to remember Bertrand Russell’ comment, “The fact that an opinion has been widely held is no evidence whatever that it is not utterly absurd; indeed, in view of the silliness of the majority of mankind, a wide-spread belief is more likely to be foolish than sensible”
That’s all for today, but I’ll leave you with the words of James Russell Lowell to ponder and embrace, “The foolish and the dead alone never change their opinions.”
One reason I love the NY Times is that it runs great articles on new research about what makes us humans tick.
I love George Bernard Shaw; he was brilliant and had a rapier wit with which he skewered deserving people, ideas and situations, while supplying pithy commentary on the events of his time as well as inspirational ideas.
How flat should an organization be?
Whether you are a in a position of leadership, one of the go-to people on your team or on the lowest rung of the ladder you need to know about 
Bob Sutton is Professor of Management Science and Engineering at Stanford and a Professor of Organizational Behavior, by courtesy, at the Stanford Graduate School of Business, but he is 
Engaging your people is a priority these days, but to do it you must foster an environment of trust, where the messenger is never killed and people feel safe saying what they really think. It also helps if you have the kind of ego that doesn’t stand on its dignity.
Opinions are what set us apart from other animals that deal solely in reality or, as some wag said many decades ago, “Opinions are like assholes, everybody’s got one!”
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