The principles behind securing, maintaining, and building relationships have been a source of conversation and philosophical study for thousands of years.
What’s your philosophy on relationship building?
Do you consider preparing before you meet with someone for the first time?
Confucius said, “Success depends upon previous preparation, and without such preparation there is sure to be failure.”
Centuries later leaders still find value in this lesson.
Theodore Roosevelt used to read up on subjects that were of interest to his guests before they met. Keith Ferrazzi, author of Never Eat Alone and expert relationship builder, reminds us to do our homework. He recommends putting together a biography on a person before we meet them. If we haven’t taken the time to “Google” the person before meeting, shame on us, the author remarks.
How many times do you make connections between people just because it makes sense, without any thought of getting something in return?
Lao-tzu said, “The wise man does not lay up his own treasures. The more he gives to others, the more he has for his own.”
Tim Sanders concurs with these philosophers in his book, Love is the Killer App. Sanders promotes that we should be sharing our knowledge, our network, and our compassion with others and expect nothing in return. The business world once carried the notion that win-lose was inevitable and it is every man for himself. That philosophy is changing. People are realizing that they can get much farther and be much more successful if everyone is winning. Every man for each other is more of the slogan for today’s economy. With this in mind it only makes sense that strong relationships are a must to be successful.
How often do you offer up words of sincere words of kindness when you are connecting with someone new?
The philosopher Mencius said, “Kindly words do not enter so deeply into men as a reputation for kindness.”
Dalai Lama reminds us that, “If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” I do think these gentlemen were not so short-sided as to think this didn’t have a role in the marketplace or commerce of today. We do not change characters when we move from our personal lives into our professional lives and back again. Dale Carnegie also concurs as one of the principles from his historic book, How to Win Friends and Influence People, is “Give honest, sincere appreciation.”
To summarize, there are three lessons for us to consider in how we go about relationship building:
1st – Prepare for meetings. Try to understand who you are meeting with and what interests them before ever meeting. Use the information to strike up conversation and get on the same playing field with the person quickly.
2nd – Do not expect anything in return. When you do good things, good things will happen. Just don’t expect that it has to come from the same place in which it was left.
3rd – Be kind, sincere, and compassionate. The days of the rough and gruff businessman are long over. Let kindness and sincerity take you to success.
What parts of your relationship philosophy ring in consonance with these philosophers and authors? What parts of your philosophy differ? What might you consider doing differently because of what you’ve read today?
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Wednesday, July 25, 2007
E-Learning and the Power of Images
The growth of e-learning has been driven by the demand for faster and effective learning processes. Although many organisations use these technologies and processes for learning, do they really accelerate the learning process? Keith Bound explains his research journey into using imagery and technology to accelerate learning.
Most learning is focused on linguistics such as the written word and language, while other forms of learning communication tend to become secondary or additional. So has the drive for easy access to knowledge and increasing the pace of how we obtain information through modern technology clouded our vision of creating an enriching, creative and fulfilling learning process that is fast and effective?
Over the last three years Image Dynamics™ has been researching and testing new methods to create a paradigm shift in the learning experience by engaging the user at a deep emotional level through reflection, using a combination of imagery, empathic questions and animation sequences. Research supports our theory that imagery should play a crucial role in accelerated learning technologies today and in the future.
Emotional impact
Let us start with the core aspect of learning, retaining information and a study of the emotional impact of images and their connection to long term memory. Dr Stephen Hamann and colleagues at Emory University in Atlanta, Georgia presented male volunteers with a series of images using the following criteria, emotionally charged pleasant and unpleasant images; interesting images with little emotional impact and the final group of images which were deemed as uninteresting neutral images.
While subjects viewed each image the researchers recorded their brain activity through positron emission tomography (PET). As expected the most emotionally charged images, pleasant or unpleasant were equal in their effects and both had the highest levels of amygdale activity with long term memory recognition being substantially enhanced. The PET scans also recorded high levels of activity in the hippocampus when subjects were shown emotionally charged images.
Based on this evidence we argue that by applying imagery to a learning process we can reinforce learning at an emotional level. Another interesting study was done by Mark Sadoski who has investigated the relationship between mental and induced imagery and the powerful impact on comprehension, memory and appreciation of text. The studies sited demonstrated that learning and memory performance improved when applying imagery in reading tests.
Imagery
For example Pressley (1976) gave one group of third grade children a mental imagery strategy to help them remember stories and were shown slides depicting good examples of images for the passages. The other group did not see the slide show and were told to do whatever they could do to remember the story. Both groups read a 950 word story with alternating printed and blank pages. The imagery group was reminded at regular intervals to form images on the blank pages while the other group were told to do whatever they could do to remember when they saw the blank pages. Although there was no difference in the reading performance on a 24 item short answer test, the imagery group outperformed the control group. Sadoski sighted other studies from Gambreel 1982, Anderson and Kulavy 1972, Steingart and Glock 1979, Gambell and Bales 1986 and Gambell and Jawitz 1993 who all found students learning and memory performance improved through the use of induced imagery when reading text.
Therefore, these studies seem to suggest that imagery can play an important role in the process of learning & development for all age groups as an effective process for storing fresh memories, accelerating the learning and maintaining long term retention of information. So from these studies we know that we can create a more effective learning experience through using imagery but what about learning styles. It has been argued that a presenter, trainer or teacher should apply a combination of visual, auditory and kinaesthetic styles to ensure they appeal to everyone's learn style. Although everyone has one preferred learning or communication style research suggests that the visual sense becomes the most dominant sense when in conflict with our other senses.
Close you eyes
This is not surprising when you consider that most of the back of the brain is devoted to visual processing and half of the cortex is involved in sight. By just closing our eyes we can alter the way in which we taste food or hear sounds like the voice of a ventriloquist. In fact our visual sense can deceive us if there is a conflict with clues from another sense which was well demonstrated by James Gibson in the late 1930's. He gave a subject a straight metal rod and asked him to feel it with his eyes closed. He feels the rod is straight; then the rod is taken away then is asked to open his eyes and look down at the rod. Unknown to him the rod has a wedge prism which distorts the shape of the rod so that the rod now appears to be curved rather than straight. Not surprisingly when the subject looked down at the rod he saw a curved rod but what was surprising when he touched the rod at the same time he felt the rod was curved and reported nothing usual or rivalry between the senses. This brief example demonstrates that visual stimulating learning programmes may provide a very powerful learning process.
Another important aspect to improved learning performance is to create an effective learning environment. Through medical research guided imagery can have a positive impact on reducing stress, anxiety, pain and blood pressure. Therefore it is likely that using imagery in a learning process will encourage a more relaxed atmosphere encouraging a receptive approach to learning.
Experimentation
Image Dynamics has approached the development of new learning technologies through research on imagery, visual processing and feedback from delegates who have been exposed to our animation techniques in corporate training. We first experimented with clients who wanted a more effective process for breaking through self-limiting beliefs. By allowing the client to reflect on an image and relate it to their situation they were able to develop new solutions - it seemed to trigger their imagination and kick start the creative process.
The next stage was to link questions with images. I found that by using an image as a background with a question on top, it reinforced the meaning of the question and the images allowed the client to explore their imagination and develop new solutions much more easily than if I was just using questioning techniques. After using card based systems with success we decided to project powerful and interesting imagery with empathic questions and keywords through a variety of animation sequences. We found that when delegates viewed the animations they were able to develop clarity of focus and create a mindset shift, encouraging them to look at a business challenge from a fresh perspective.
Based on our experience we believe that delegates maybe able to change their mindset due to the effects of the imagery and animation through possible changes in electroencephalogram waveforms. When we are awake, active, even stressed we experience the Beta wave which is12 Hz+. However as we relax and drift into the first stages of sleep, the cycle per second activity of the brain slows down to Alpha - the second level of sleep is the Theta rhythm (4-8Hz). Although both Alpha and Theta mind states can be accessed through, meditation, hypnosis or through self-reflection, it is interesting to note that children under 13 years naturally experience the Theta rhythm when they are wide awake. Based on this evidence the Image Dynamics process could also accelerate the learning process in the classroom reinforcing learning outputs in the long term memory.
Stimulation
The animation sequences can also be linked to music therefore combining common learning styles Visual, Auditory and Kinaesthetic. The process also integrates well with the key concepts of accelerated learning from creating an effective learning environment and state setting, while the academic studies in imagery and memory demonstrate an effective method of remembering information. Over stimulation is another benefit and can be controlled through the speed, quantity of images, questions and keywords. While the animation sequences can be adapted to suit pattern spotting, learning in broad strokes and chunking, as each animation lasts between 30 seconds to five minutes long. The animation programmes even cut across the theory of multiple intelligences, impacting the following categories of intelligence interpersonal (social interaction), interpersonal (self-reflection), linguistic (words), spatial (images), music and logic due to delegates analysing their journalised thoughts after viewing the animation sequences.
We now have developed the process into miniature learning modules called Nano-Learner™ which can be tailor-made to a specific training programme or coaching methodology. Interest from corporations has been to integrate the process into miniaturised modules for e-learning, personal leadership growth, effective goal setting, developing creativity and problem-solving skills. We also believe this process would also be very effective in education making courses more interesting to children and students. The miniaturised modules would also be ideal as a learning aid for revision.
The process has been described "as a unique sensory and learning experience" by Dr. Mike Bagshaw, an organisational psychologist and director of Trans4mation Ltd who has designed leadership programmes for clients including Bank of Scotland, HSBC, Pfizer, QinetiQ, Shell, he added. "This is a revolutionary innovative perspective in organisational learning which will add a new dimension to e-learning globally. Overall the process reflects a unique orientation and contribution to learning & development.”
Explore the nano-learning approach at http://www.keithbound.com/Nano_Coaching/Nano_Coaching.html
References:
Sadoski, Mark Mental Imagery in Reading: A Sample of Some Significant Studies, Department of EDCI, Texas A&M University, College Station, TX 777843-4232, USA, Source: Reading Online, www.readingonline.org
Hamann Stephen, Dr Emory University, Atlanta, Georgia
Source: Nature Neuroscience 1999;2:289-293
Vilayanur S. Ramachandran and Diane Rogers- Ramachandran University of California, San Diego
Source: Scientific Amercian Mind Vol 17, number 2, April/May 2006
Tusek, Diane, R.N., B.S.N. Cleveland Clinic Foundation Study of Cardiac surgery patients
Source: Cath-Lab Digest: May 1999, Vol 7, Number 5.
Most learning is focused on linguistics such as the written word and language, while other forms of learning communication tend to become secondary or additional. So has the drive for easy access to knowledge and increasing the pace of how we obtain information through modern technology clouded our vision of creating an enriching, creative and fulfilling learning process that is fast and effective?
Over the last three years Image Dynamics™ has been researching and testing new methods to create a paradigm shift in the learning experience by engaging the user at a deep emotional level through reflection, using a combination of imagery, empathic questions and animation sequences. Research supports our theory that imagery should play a crucial role in accelerated learning technologies today and in the future.
Emotional impact
Let us start with the core aspect of learning, retaining information and a study of the emotional impact of images and their connection to long term memory. Dr Stephen Hamann and colleagues at Emory University in Atlanta, Georgia presented male volunteers with a series of images using the following criteria, emotionally charged pleasant and unpleasant images; interesting images with little emotional impact and the final group of images which were deemed as uninteresting neutral images.
While subjects viewed each image the researchers recorded their brain activity through positron emission tomography (PET). As expected the most emotionally charged images, pleasant or unpleasant were equal in their effects and both had the highest levels of amygdale activity with long term memory recognition being substantially enhanced. The PET scans also recorded high levels of activity in the hippocampus when subjects were shown emotionally charged images.
Based on this evidence we argue that by applying imagery to a learning process we can reinforce learning at an emotional level. Another interesting study was done by Mark Sadoski who has investigated the relationship between mental and induced imagery and the powerful impact on comprehension, memory and appreciation of text. The studies sited demonstrated that learning and memory performance improved when applying imagery in reading tests.
Imagery
For example Pressley (1976) gave one group of third grade children a mental imagery strategy to help them remember stories and were shown slides depicting good examples of images for the passages. The other group did not see the slide show and were told to do whatever they could do to remember the story. Both groups read a 950 word story with alternating printed and blank pages. The imagery group was reminded at regular intervals to form images on the blank pages while the other group were told to do whatever they could do to remember when they saw the blank pages. Although there was no difference in the reading performance on a 24 item short answer test, the imagery group outperformed the control group. Sadoski sighted other studies from Gambreel 1982, Anderson and Kulavy 1972, Steingart and Glock 1979, Gambell and Bales 1986 and Gambell and Jawitz 1993 who all found students learning and memory performance improved through the use of induced imagery when reading text.
Therefore, these studies seem to suggest that imagery can play an important role in the process of learning & development for all age groups as an effective process for storing fresh memories, accelerating the learning and maintaining long term retention of information. So from these studies we know that we can create a more effective learning experience through using imagery but what about learning styles. It has been argued that a presenter, trainer or teacher should apply a combination of visual, auditory and kinaesthetic styles to ensure they appeal to everyone's learn style. Although everyone has one preferred learning or communication style research suggests that the visual sense becomes the most dominant sense when in conflict with our other senses.
Close you eyes
This is not surprising when you consider that most of the back of the brain is devoted to visual processing and half of the cortex is involved in sight. By just closing our eyes we can alter the way in which we taste food or hear sounds like the voice of a ventriloquist. In fact our visual sense can deceive us if there is a conflict with clues from another sense which was well demonstrated by James Gibson in the late 1930's. He gave a subject a straight metal rod and asked him to feel it with his eyes closed. He feels the rod is straight; then the rod is taken away then is asked to open his eyes and look down at the rod. Unknown to him the rod has a wedge prism which distorts the shape of the rod so that the rod now appears to be curved rather than straight. Not surprisingly when the subject looked down at the rod he saw a curved rod but what was surprising when he touched the rod at the same time he felt the rod was curved and reported nothing usual or rivalry between the senses. This brief example demonstrates that visual stimulating learning programmes may provide a very powerful learning process.
Another important aspect to improved learning performance is to create an effective learning environment. Through medical research guided imagery can have a positive impact on reducing stress, anxiety, pain and blood pressure. Therefore it is likely that using imagery in a learning process will encourage a more relaxed atmosphere encouraging a receptive approach to learning.
Experimentation
Image Dynamics has approached the development of new learning technologies through research on imagery, visual processing and feedback from delegates who have been exposed to our animation techniques in corporate training. We first experimented with clients who wanted a more effective process for breaking through self-limiting beliefs. By allowing the client to reflect on an image and relate it to their situation they were able to develop new solutions - it seemed to trigger their imagination and kick start the creative process.
The next stage was to link questions with images. I found that by using an image as a background with a question on top, it reinforced the meaning of the question and the images allowed the client to explore their imagination and develop new solutions much more easily than if I was just using questioning techniques. After using card based systems with success we decided to project powerful and interesting imagery with empathic questions and keywords through a variety of animation sequences. We found that when delegates viewed the animations they were able to develop clarity of focus and create a mindset shift, encouraging them to look at a business challenge from a fresh perspective.
Based on our experience we believe that delegates maybe able to change their mindset due to the effects of the imagery and animation through possible changes in electroencephalogram waveforms. When we are awake, active, even stressed we experience the Beta wave which is12 Hz+. However as we relax and drift into the first stages of sleep, the cycle per second activity of the brain slows down to Alpha - the second level of sleep is the Theta rhythm (4-8Hz). Although both Alpha and Theta mind states can be accessed through, meditation, hypnosis or through self-reflection, it is interesting to note that children under 13 years naturally experience the Theta rhythm when they are wide awake. Based on this evidence the Image Dynamics process could also accelerate the learning process in the classroom reinforcing learning outputs in the long term memory.
Stimulation
The animation sequences can also be linked to music therefore combining common learning styles Visual, Auditory and Kinaesthetic. The process also integrates well with the key concepts of accelerated learning from creating an effective learning environment and state setting, while the academic studies in imagery and memory demonstrate an effective method of remembering information. Over stimulation is another benefit and can be controlled through the speed, quantity of images, questions and keywords. While the animation sequences can be adapted to suit pattern spotting, learning in broad strokes and chunking, as each animation lasts between 30 seconds to five minutes long. The animation programmes even cut across the theory of multiple intelligences, impacting the following categories of intelligence interpersonal (social interaction), interpersonal (self-reflection), linguistic (words), spatial (images), music and logic due to delegates analysing their journalised thoughts after viewing the animation sequences.
We now have developed the process into miniature learning modules called Nano-Learner™ which can be tailor-made to a specific training programme or coaching methodology. Interest from corporations has been to integrate the process into miniaturised modules for e-learning, personal leadership growth, effective goal setting, developing creativity and problem-solving skills. We also believe this process would also be very effective in education making courses more interesting to children and students. The miniaturised modules would also be ideal as a learning aid for revision.
The process has been described "as a unique sensory and learning experience" by Dr. Mike Bagshaw, an organisational psychologist and director of Trans4mation Ltd who has designed leadership programmes for clients including Bank of Scotland, HSBC, Pfizer, QinetiQ, Shell, he added. "This is a revolutionary innovative perspective in organisational learning which will add a new dimension to e-learning globally. Overall the process reflects a unique orientation and contribution to learning & development.”
Explore the nano-learning approach at http://www.keithbound.com/Nano_Coaching/Nano_Coaching.html
References:
Sadoski, Mark Mental Imagery in Reading: A Sample of Some Significant Studies, Department of EDCI, Texas A&M University, College Station, TX 777843-4232, USA, Source: Reading Online, www.readingonline.org
Hamann Stephen, Dr Emory University, Atlanta, Georgia
Source: Nature Neuroscience 1999;2:289-293
Vilayanur S. Ramachandran and Diane Rogers- Ramachandran University of California, San Diego
Source: Scientific Amercian Mind Vol 17, number 2, April/May 2006
Tusek, Diane, R.N., B.S.N. Cleveland Clinic Foundation Study of Cardiac surgery patients
Source: Cath-Lab Digest: May 1999, Vol 7, Number 5.
SHRM Conference Videos and Pictures
Chris Russell, a recruiting blogger who runs RecruitingFly.com, has just published several videos, pictures and podcasts from the recent SHRM expo in Las Vegas.
Click here to view his SHRM coverage http://recruitingfly.blogspot.com/search/label/SHRM.
There are several videos from the expo floor as well as interviews with a lot of the vendors who made some news during the annual HR event.
RecruitingFly.com http://www.recruitingfly.com is a directory of recruiting blogs as well as a vertical search engine for searching the online recruiting industry. Enter a query and get results from all the top recruiting sites including hr.com, ere.net and recruiting.com.
Click here to view his SHRM coverage http://recruitingfly.blogspot.com/search/label/SHRM.
There are several videos from the expo floor as well as interviews with a lot of the vendors who made some news during the annual HR event.
RecruitingFly.com http://www.recruitingfly.com is a directory of recruiting blogs as well as a vertical search engine for searching the online recruiting industry. Enter a query and get results from all the top recruiting sites including hr.com, ere.net and recruiting.com.
No wizardry in doing the basic silo breakdown.
Had something happen to me on Friday night. My kids wanted me to go to a Harry Potter night in town. At night the main roads were closed and the town turned into Hogwarts. I was pleasantly surprised at how wonderfully planned the event was, considering I was under the impression that this was an add hock event. I think my town is similar to many places these days, a dying downtown due to the 4-lane highway that seems to be sprouting up fast food locations, big box stores and a flagship Wal-Mart. With a few thousand people showing up, it just seemed to have a feel of community.
Arriving at the train station that has been declared an historical site and honestly been on the chopping block for the last 30 years depending on town funding. We were handed a nice 3-fold brochure with 15 destinations to find clues in a scavenger hunt. I walked into these 15 stores, offered a free hot chocolate, read our clue and stamped our card, thumbed through books, waited outside other stores talking to friends and recognizable faces really just shooting the proverbial cooler talk, as my wife and kids looked over rack after rack of clothing. I walked into these stores recognized many faces, shook many hands and really got a chance to see what these “faces” are do for a living and no doubt what keeps them up at night. One of the stops was a candy store, the store was packed the owner actually had to ask her 70 year old father to do crowd control, letting people in as people left the store… to avoid being sardines. I made my way to the cash and I said you are having a good week today and she replied with a huge smile. I am having a GREAT month today and I really needed it things have been really slow lately.
So… for the people that have managed to still be reading this, you are probably asking. What the heck does this have to do with Human Resources. I think what happened to me was a great example on how to break down the silo’s. What I was introduced to stores and services in my town. I see them as really no different than departments in a large company. Both the stores (or departments) have roles to do in order to make the town (or company) work better. Idealistically they share the share many of the same goals. They want to be respected, do something really well…. And perhaps make a decent buck for their efforts. I had a chance to see these store keepers (department heads) show what they do best. HR talks about having a high performance workplace, sharing goals, aligning efforts for to help the company bottom line. (or a strong town) But it wasn’t until I entered these stores (departments) that I appreciated what they do and how they are good for the town. In my prior job I would often have to sit with the Accounts Receivable manager to discuss plans for a delinquent accounts it wasn’t until I understood that what that department goes through to run a 43 day AR. Or a visit to purchasing to blast them for having an A product on back order only to find that the supplier has the widget on backorder and purchasing has sourced an alternative product and the problem stemmed from a hurricane offering a poor yield months ago. Over time I got to know most of the departments (ironically hr was the only department I never visited on my weekly visits to the office). It wasn’t until I had the time to learn what the “goal” was that make me understand the passion. It wasn’t long before I would start to think about how each department in a company interweaves with the other department. Yet very few organizations take the time to understand what those departments do on a daily basis and how they help us reach our business goals.
So my idea to break down the silos would be to have each department head to create a 10-15 minute overview of what duties and responsibilities of that department…. Maybe a few metrics they track and 5 minutes on the metrics that might directly relate to that department. I can think of all the times I walked from department to department with a list of my concerns. Wouldn’t it have been great to be able to say. Cathy back from holidays, hope that you didn’t lose to many days on that 43 day AR. Or Lisa how many inventory turns last month… it seemed busy. Is it possible that in the right organizations a few minutes tacked on to a meeting might be the fundamental step towards conversation and breaking down some silos.
What have you done to help breakdown those silos…. Send them to me… or better yet post them yourself.
David Whitmarsh
dwhitmarsh@hr.com
Arriving at the train station that has been declared an historical site and honestly been on the chopping block for the last 30 years depending on town funding. We were handed a nice 3-fold brochure with 15 destinations to find clues in a scavenger hunt. I walked into these 15 stores, offered a free hot chocolate, read our clue and stamped our card, thumbed through books, waited outside other stores talking to friends and recognizable faces really just shooting the proverbial cooler talk, as my wife and kids looked over rack after rack of clothing. I walked into these stores recognized many faces, shook many hands and really got a chance to see what these “faces” are do for a living and no doubt what keeps them up at night. One of the stops was a candy store, the store was packed the owner actually had to ask her 70 year old father to do crowd control, letting people in as people left the store… to avoid being sardines. I made my way to the cash and I said you are having a good week today and she replied with a huge smile. I am having a GREAT month today and I really needed it things have been really slow lately.
So… for the people that have managed to still be reading this, you are probably asking. What the heck does this have to do with Human Resources. I think what happened to me was a great example on how to break down the silo’s. What I was introduced to stores and services in my town. I see them as really no different than departments in a large company. Both the stores (or departments) have roles to do in order to make the town (or company) work better. Idealistically they share the share many of the same goals. They want to be respected, do something really well…. And perhaps make a decent buck for their efforts. I had a chance to see these store keepers (department heads) show what they do best. HR talks about having a high performance workplace, sharing goals, aligning efforts for to help the company bottom line. (or a strong town) But it wasn’t until I entered these stores (departments) that I appreciated what they do and how they are good for the town. In my prior job I would often have to sit with the Accounts Receivable manager to discuss plans for a delinquent accounts it wasn’t until I understood that what that department goes through to run a 43 day AR. Or a visit to purchasing to blast them for having an A product on back order only to find that the supplier has the widget on backorder and purchasing has sourced an alternative product and the problem stemmed from a hurricane offering a poor yield months ago. Over time I got to know most of the departments (ironically hr was the only department I never visited on my weekly visits to the office). It wasn’t until I had the time to learn what the “goal” was that make me understand the passion. It wasn’t long before I would start to think about how each department in a company interweaves with the other department. Yet very few organizations take the time to understand what those departments do on a daily basis and how they help us reach our business goals.
So my idea to break down the silos would be to have each department head to create a 10-15 minute overview of what duties and responsibilities of that department…. Maybe a few metrics they track and 5 minutes on the metrics that might directly relate to that department. I can think of all the times I walked from department to department with a list of my concerns. Wouldn’t it have been great to be able to say. Cathy back from holidays, hope that you didn’t lose to many days on that 43 day AR. Or Lisa how many inventory turns last month… it seemed busy. Is it possible that in the right organizations a few minutes tacked on to a meeting might be the fundamental step towards conversation and breaking down some silos.
What have you done to help breakdown those silos…. Send them to me… or better yet post them yourself.
David Whitmarsh
dwhitmarsh@hr.com
The Magic of Building Relationships... One Person at a Time
By Jennifer Webb
Let’s assume you’re very successful at what you do, but with constantly changing rules and regulations, juggling priorities and a lot more on your plate lately, you could use a few ideas to continue taking your department to the next level.
As a speaker and consultant I am always researching smarter ways to be effective, and something I discovered years ago still seems to hold true, no matter how many new paradigms and business models are out there, when we’re looking at how to take departments to the next level it’s all about the relationships we build. These relationships are the foundation that enable us to build rapport, handle differences and work more effectively with others.
I’ve seen some people soar in business and others fail dismally, and the successful ones seem to ALWAYS start with the understanding that it’s the relationships that matter. Author Harvey McKay once said people don’t care how much you know when they know how much you care. And as we empower others and take time to build relationships, we know this is what ultimately enables us to be effective.
There’s a current statistic that says we think 60,000 thoughts a day, and 90% of these thoughts are repeats. Doesn’t take a rocket scientist to figure out we’re only using 10% of our creativity. And William James, the father of modern psychology, said that very often when we think we’re thinking, we’re just rearranging our prejudices.
So what’s my point? If we are looking for ways to do more with less, handle constant change and continue to balance multiple priorities effectively, then we must start thinking differently, focusing on techniques to create new solutions, new answers to old problems. In today’s business culture the ones who are the most flexible win, and the winners are those who are most willing to step outside comfort zones and look at the myriad of other alternatives. Here are some ideas that reinforce these philosophies:
Idea Number 1: Speak Their Language: So often we can’t build the relationships we need to work more efficiently with people because we’re not speaking their language. If we were trying to build rapport with a Russian colleague, we wouldn’t be speaking Japanese to him. Yet every day we go into offices talking to each other in a foreign language. Let me give you an example. If you have a manager or colleague who is a no nonsense, cut-to-the-chase kind of person, you would NEVER go in and chat about your weekend and give her a 10 minute rundown on a current personal problem. This would be highly ineffective and probably increase frustration all the way around. And if someone reports to you who is garrulous and always wants to talk about his weekend and asks about yours, if you’re too abrupt he will start to resent you big time, which will get in the way of morale and productivity. Obviously there’s a fine line, but the more you know about how people want to be treated and the language they prefer to speak in, the more effective you’ll be.
Idea Number 2: Visualize the results you want. It’s essential to have a clear picture of what you want and need, an understanding of what it’s going to take to make it happen and an ability to help others see your vision, if it’s going to be something that everyone on the team buys into. It’s just not possible to create what you want within your office, to really take business to the next level, unless you have a very clear picture of what that is. What seems to happen however is that as we “see” ourselves, much of the time we’re looking at what isn’t working, what we seem to be failing at or struggling with. How and what we think about ourselves usually becomes our reality.
We become what we focus our energy on, good or bad. If you hear yourself saying “I’ll never get this done” “He’s always such a micro manager” “It’s not possible to finish all this before the day’s over, so why bother” we’re talking ourselves out of creating the results we want. It’s been said we have a dialogue of 600 to 800 words per minute with ourselves, and most of the time we’re worrying about what we don’t want to happen. Since we’re the most influential people we will talk to all day long, it’s time to be aware of these dialogues and start to change the message!
See where you want to be, then add emotion (get excited, feel the thrill of getting compliance from a difficult colleague or the satisfaction of success in handling a challenging customer) in order for the subconscious mind to kick in, get involved, and make your vision a reality. This stuff works. Let me give you an example. A man named James Nesbitt played golf at a certain course, where his scores were documented. When he became a prisoner of war during the Vietnam conflict he was put in a tiger cage, which didn’t allow him to fully stand up. He was incarcerated there for the better part of seven years, and in order to keep his sanity, he visualized playing golf (perfect game, of course) four hours every day. When released, and in lousy physical shape he went back to the same course where he had played. He had not held a golf club in seven years, yet because of his visualization, he dropped 20 strokes off his game. Use this philosophy, it works. Many of our greatest athletes “see” themselves being successful before they ever begin to play. (Can you imagine what a clear vision Tour de France cyclist Lance Armstrong had in his mind during every leg of his journey?) And in interviewing Muhammad Ali years ago, he “saw” every fight, what round he was going to win in. This technique will enable you to start focusing on what you want out of your day, not what you don’t want. And since others learn by being led, not told, then the clearer our vision, the easier it will be for others to “see” it and follow.
Idea Number 3: When people act out, a need has not been met. One of the most challenging tasks is dealing with difficult people, which can be a catch-all for all sorts of frustrating situations. Keep in mind anytime a person is acting out, a need is not being met. Imagine a pause button in the center of your hand, and when the next annoying situation presents itself, press that button and ask yourself what’s the need that is driving this behavior. Knowledge is power, and with the knowledge of what’s really being communicated to you, you have tremendous power to build a smarter relationship with the person.
As an example, I was talking to attendees at a recent conference in Iowa, and a woman mentioned she had worked with a challenging supervisor; he was always arrogant and never liked her suggestions. He had to be right. Assessing his needs, possibly coming from insecurities, we discussed it was imperative to get his input, help him think ideas were from him and make him look good. You might never want to invite this person to dinner, but the whole idea is the more you can help people feel safe—even the obnoxious ones—and realize what their needs are, the more effective and efficient you’ll be in running your office. And a side benefit, much less stress for you!
Idea Number 4: Ask yourself how you’re limiting your own success. We all set limits on our greatness. Analyze where and how you are blocking your own success. There’s an old story of a little girl who was helping her dad water the yard, and suddenly she called out “Help, there’s no more water” Her dad looked down at her and said “then get your foot off the hose.” Let’s look at ways we may need to lift our feet and get out of our own way.
In taking charge of a situation do you doubt your ability to command respect? In prioritizing or delegating or any other task do you second guess your abilities? Look at your beliefs and where you believe you aren’t as capable or as effective as you’d like to be. Then look at where those beliefs come from, and how they are just limiting thoughts and nothing more.
Model excellence in others, those who have the abilities you’d like to create. Since we know 90% of initial communication is nonverbal, it is essential to command the visual and tonal qualities as well as the verbal ones if we’re really planning to create different habits to break old patterns.
Idea Number 5: Ask for advice, and listen to what you hear. You don’t have to take it, but when you respect someone in the industry, ask him or her for feedback/input, and then don’t close your ears to what you hear. Years ago I remember being backstage with illusionist David Copperfield after a performance, and the first thing he asked was “What didn’t you like?” At his level of excellence he was still asking what could be done differently, how things could improve. So often I’ve seen people run a meeting or handle a problem and then wait for the compliment, never once looking to see how and where there could be improvements.
Be a sponge in gathering information from others in all walks of life. Obviously you don’t (and shouldn’t) take everyone’s advice, but there’s often a lot to learn by being open, and especially by going outside your own industry.
Idea Number 6: Commit. Over the years I’ve noticed the main difference between greatness and mediocrity is really quite simple, the great ones keep on until they get where they want to be, and they still continue to learn and grow. It doesn’t matter your degree of talent or skill, if you’re determined you’ll find a way; if you’re not determined you’ll make a million excuses. I remember a conversation I once had with a client. I was new in the business, kept her in my data base, and from time to time would check in with her, sometimes sharing information I thought she would find pertinent. Eventually we worked together and when I asked her what prompted her to hire me she responded “You just kept calling.” I’m not suggesting we become pests, but realize there are so many solutions to specific issues; we just need to keep on searching.
Idea Number 7: Start Now. Knowledge without action is useless and knowledge with action gets us results. Start today. Many people wear a “Do Not Disturb” sign on their foreheads. So often the reason we don’t start is because we are waiting, waiting until we have more time, until we finish a project, until we get promoted, until we get some help in the department, and the list is endless. A little Zulu boy, Nikosi Johnson, who was born HIV positive and knew he would never live to reach adolescents, became an international spokesperson for Aids. He reminded us that we should do what we can, with what we’ve got, where we are, right now. That says it all, doesn’t it? It’s not about the waiting, it’s about the doing with whatever we’ve got, wherever we are now.
Finally, humorist Will Rogers said even if you’re on the right track, you’ll get run over if you just sit there. Assuming no one wants to get run over, our job is to focus on what we need to change, keep our sense of humor and our flexibility, and dare to create what we want, right now.
Model the excellence in others (saves us a lot of time, not having to reinvent as much as we go along), be open to new ideas from any direction, and you’ll be absolutely amazed at your results!
www.magiccomm.com
Let’s assume you’re very successful at what you do, but with constantly changing rules and regulations, juggling priorities and a lot more on your plate lately, you could use a few ideas to continue taking your department to the next level.
As a speaker and consultant I am always researching smarter ways to be effective, and something I discovered years ago still seems to hold true, no matter how many new paradigms and business models are out there, when we’re looking at how to take departments to the next level it’s all about the relationships we build. These relationships are the foundation that enable us to build rapport, handle differences and work more effectively with others.
I’ve seen some people soar in business and others fail dismally, and the successful ones seem to ALWAYS start with the understanding that it’s the relationships that matter. Author Harvey McKay once said people don’t care how much you know when they know how much you care. And as we empower others and take time to build relationships, we know this is what ultimately enables us to be effective.
There’s a current statistic that says we think 60,000 thoughts a day, and 90% of these thoughts are repeats. Doesn’t take a rocket scientist to figure out we’re only using 10% of our creativity. And William James, the father of modern psychology, said that very often when we think we’re thinking, we’re just rearranging our prejudices.
So what’s my point? If we are looking for ways to do more with less, handle constant change and continue to balance multiple priorities effectively, then we must start thinking differently, focusing on techniques to create new solutions, new answers to old problems. In today’s business culture the ones who are the most flexible win, and the winners are those who are most willing to step outside comfort zones and look at the myriad of other alternatives. Here are some ideas that reinforce these philosophies:
Idea Number 1: Speak Their Language: So often we can’t build the relationships we need to work more efficiently with people because we’re not speaking their language. If we were trying to build rapport with a Russian colleague, we wouldn’t be speaking Japanese to him. Yet every day we go into offices talking to each other in a foreign language. Let me give you an example. If you have a manager or colleague who is a no nonsense, cut-to-the-chase kind of person, you would NEVER go in and chat about your weekend and give her a 10 minute rundown on a current personal problem. This would be highly ineffective and probably increase frustration all the way around. And if someone reports to you who is garrulous and always wants to talk about his weekend and asks about yours, if you’re too abrupt he will start to resent you big time, which will get in the way of morale and productivity. Obviously there’s a fine line, but the more you know about how people want to be treated and the language they prefer to speak in, the more effective you’ll be.
Idea Number 2: Visualize the results you want. It’s essential to have a clear picture of what you want and need, an understanding of what it’s going to take to make it happen and an ability to help others see your vision, if it’s going to be something that everyone on the team buys into. It’s just not possible to create what you want within your office, to really take business to the next level, unless you have a very clear picture of what that is. What seems to happen however is that as we “see” ourselves, much of the time we’re looking at what isn’t working, what we seem to be failing at or struggling with. How and what we think about ourselves usually becomes our reality.
We become what we focus our energy on, good or bad. If you hear yourself saying “I’ll never get this done” “He’s always such a micro manager” “It’s not possible to finish all this before the day’s over, so why bother” we’re talking ourselves out of creating the results we want. It’s been said we have a dialogue of 600 to 800 words per minute with ourselves, and most of the time we’re worrying about what we don’t want to happen. Since we’re the most influential people we will talk to all day long, it’s time to be aware of these dialogues and start to change the message!
See where you want to be, then add emotion (get excited, feel the thrill of getting compliance from a difficult colleague or the satisfaction of success in handling a challenging customer) in order for the subconscious mind to kick in, get involved, and make your vision a reality. This stuff works. Let me give you an example. A man named James Nesbitt played golf at a certain course, where his scores were documented. When he became a prisoner of war during the Vietnam conflict he was put in a tiger cage, which didn’t allow him to fully stand up. He was incarcerated there for the better part of seven years, and in order to keep his sanity, he visualized playing golf (perfect game, of course) four hours every day. When released, and in lousy physical shape he went back to the same course where he had played. He had not held a golf club in seven years, yet because of his visualization, he dropped 20 strokes off his game. Use this philosophy, it works. Many of our greatest athletes “see” themselves being successful before they ever begin to play. (Can you imagine what a clear vision Tour de France cyclist Lance Armstrong had in his mind during every leg of his journey?) And in interviewing Muhammad Ali years ago, he “saw” every fight, what round he was going to win in. This technique will enable you to start focusing on what you want out of your day, not what you don’t want. And since others learn by being led, not told, then the clearer our vision, the easier it will be for others to “see” it and follow.
Idea Number 3: When people act out, a need has not been met. One of the most challenging tasks is dealing with difficult people, which can be a catch-all for all sorts of frustrating situations. Keep in mind anytime a person is acting out, a need is not being met. Imagine a pause button in the center of your hand, and when the next annoying situation presents itself, press that button and ask yourself what’s the need that is driving this behavior. Knowledge is power, and with the knowledge of what’s really being communicated to you, you have tremendous power to build a smarter relationship with the person.
As an example, I was talking to attendees at a recent conference in Iowa, and a woman mentioned she had worked with a challenging supervisor; he was always arrogant and never liked her suggestions. He had to be right. Assessing his needs, possibly coming from insecurities, we discussed it was imperative to get his input, help him think ideas were from him and make him look good. You might never want to invite this person to dinner, but the whole idea is the more you can help people feel safe—even the obnoxious ones—and realize what their needs are, the more effective and efficient you’ll be in running your office. And a side benefit, much less stress for you!
Idea Number 4: Ask yourself how you’re limiting your own success. We all set limits on our greatness. Analyze where and how you are blocking your own success. There’s an old story of a little girl who was helping her dad water the yard, and suddenly she called out “Help, there’s no more water” Her dad looked down at her and said “then get your foot off the hose.” Let’s look at ways we may need to lift our feet and get out of our own way.
In taking charge of a situation do you doubt your ability to command respect? In prioritizing or delegating or any other task do you second guess your abilities? Look at your beliefs and where you believe you aren’t as capable or as effective as you’d like to be. Then look at where those beliefs come from, and how they are just limiting thoughts and nothing more.
Model excellence in others, those who have the abilities you’d like to create. Since we know 90% of initial communication is nonverbal, it is essential to command the visual and tonal qualities as well as the verbal ones if we’re really planning to create different habits to break old patterns.
Idea Number 5: Ask for advice, and listen to what you hear. You don’t have to take it, but when you respect someone in the industry, ask him or her for feedback/input, and then don’t close your ears to what you hear. Years ago I remember being backstage with illusionist David Copperfield after a performance, and the first thing he asked was “What didn’t you like?” At his level of excellence he was still asking what could be done differently, how things could improve. So often I’ve seen people run a meeting or handle a problem and then wait for the compliment, never once looking to see how and where there could be improvements.
Be a sponge in gathering information from others in all walks of life. Obviously you don’t (and shouldn’t) take everyone’s advice, but there’s often a lot to learn by being open, and especially by going outside your own industry.
Idea Number 6: Commit. Over the years I’ve noticed the main difference between greatness and mediocrity is really quite simple, the great ones keep on until they get where they want to be, and they still continue to learn and grow. It doesn’t matter your degree of talent or skill, if you’re determined you’ll find a way; if you’re not determined you’ll make a million excuses. I remember a conversation I once had with a client. I was new in the business, kept her in my data base, and from time to time would check in with her, sometimes sharing information I thought she would find pertinent. Eventually we worked together and when I asked her what prompted her to hire me she responded “You just kept calling.” I’m not suggesting we become pests, but realize there are so many solutions to specific issues; we just need to keep on searching.
Idea Number 7: Start Now. Knowledge without action is useless and knowledge with action gets us results. Start today. Many people wear a “Do Not Disturb” sign on their foreheads. So often the reason we don’t start is because we are waiting, waiting until we have more time, until we finish a project, until we get promoted, until we get some help in the department, and the list is endless. A little Zulu boy, Nikosi Johnson, who was born HIV positive and knew he would never live to reach adolescents, became an international spokesperson for Aids. He reminded us that we should do what we can, with what we’ve got, where we are, right now. That says it all, doesn’t it? It’s not about the waiting, it’s about the doing with whatever we’ve got, wherever we are now.
Finally, humorist Will Rogers said even if you’re on the right track, you’ll get run over if you just sit there. Assuming no one wants to get run over, our job is to focus on what we need to change, keep our sense of humor and our flexibility, and dare to create what we want, right now.
Model the excellence in others (saves us a lot of time, not having to reinvent as much as we go along), be open to new ideas from any direction, and you’ll be absolutely amazed at your results!
www.magiccomm.com
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