Communicating with Listening Intelligence

February 20, 2019

Verbal communication is a critical skill in every organization, yet rarely do we think beyond the speaking half of what we call communication. Fact is, listening is equally important for effective communication and it is neglected on factory floors as well as in office cubicles, meeting rooms, C-suites, and board rooms. It’s time to raise our listening intelligence.

Many of us fail to provide speakers with the opportunity to fully express themselves—giving them our undivided attention so they feel heard and understood. Listening needs to be more active and more intentional to be truly effective.

According to SIS International Research, 70 percent of small to mid-size businesses claim that ineffective communication is their primary problem. And a business with 100 employees spends an average downtime of 17.5 hours per week clarifying communication, which translates to an annual cost of $524,569.

Listening is a huge component of this since on average we retain just 25% of what we hear due to busyness and lack of effective listening skills.

Cognitive researchers have learned that individuals interpret what they hear based on habits learned over a lifetime. We can all be better listeners, yet there are no “good” or “bad” listeners, just different ways listeners interpret, value and categorize what they hear.

Listening Intelligence

Different people habitually listen to and for different types of information. Once you become aware of your own filters, you can then examine blind spots and start listening for and recognizing an expanded range of input. You can also watch for and speak into other people’s listening preferences to enhance overall communication. This greater awareness and ability is called Listening Intelligence.

The ECHO Listening Profile identifies four styles of listening: connective, reflective, analytical, and conceptual. No one style is better than another, but we all have a preference for one over the others and each style has benefits and drawbacks.

As I wrote in a previous post, connective listening filters what you hear through interests in other people, groups, processes and audiences. This type of listening demonstrates support and empathy, seeks out feelings behind the facts, and orients oneself toward others. On the flip side, these connective listeners may accept information at face value, sacrifice facts and data, and be ruled by emotions.

Reflective listeners filter what they hear through their own interests and purposes. They are able to evaluate what they hear based on direct application, reflect on personal meaning, and easily discard non-useful information. On the other hand, they may miss potential applications, be overly introspective and ignore the meaning for others.

The analytical listener focuses on what the interaction means to an issue or objective situation. For them it’s about results and facts. They are able to critique information for decision-making, listen for the facts beyond the emotions, and are able to control for biases and attitudes. However, they may discard information that could be useful, miss out on others’ feelings, and could shut off complete interactions.

Conceptual listeners are those who focus on ideas and the big picture. Their interest is in concepts and possibilities. They are able to use the information they hear to stimulate ideas, connect ideas together, and understand multiple meanings in messages. Alternatively, they can miss the trees for the forest, lack focus on the present situation, and may read more into the message than is intended.

As you can see, each listening preference has its benefits and drawbacks. Regardless of where you score, it’s important to recognize the strengths and weaknesses of this particular style. It’s equally important to recognize and understand how well those you interact with are able to listen to you.

Listening intelligence will improve your ability to understand others and enhance overall communication. By focusing on listening, you will become more engaged and therefore more effective in the workplace.

Connective Listening is Key

January 28, 2019

At the time of this writing, the US government has been temporarily reopened after being shut down for the longest stretch in history. One reason for being closed so long is due to our elected representatives’ inability to listen effectively to each other. Leaders in politics and business who want to communicate more effectively require connective listening.

First an example of poor communication:

  • Donnie: I want a ball and if I don’t get it, you can’t open the game.
  • Nancy: We’ll talk about the ball after we open the game.
  • Donnie: No ball. No game.
  • Nancy: Game first. Then we’ll talk about the ball.

Clearly, there’s no effective listening in this exchange. Each side is firm in his and her position, which only prevents understanding and connection.

But let’s first make a distinction between listening and hearing. While hearing is the act of perceiving a sound by ear and essentially a passive activity, listening is the act of trying to understand the other person’s point of view and therefore much more active. In fact, passive listening is not listening at all.

Listening is a conscious choice that requires you have purpose in your heart and an interest in your brain. Listening requires focused attention.

In their book “Real Influence: Persuade Without Pushing and Gain Without Giving In,” authors Mark Goulston and John Ullmen call connective listening the type all speakers crave. It is about listening with the intention to fully understand the speaker AND strengthen the connection. Connective listening is listening from their there instead of your here. It means listening without an agenda that is focused entirely on responding or helping.

To gain influence and persuade others requires that you practice connective listening because this is where you are best able to understand the other’s perspective, so they feel heard, and stay connected so they feel respected while negotiating.

Here’s an example of connective listening in communication:

  • Donnie: I want a ball and if I don’t get it, you can’t open the game.
  • Nancy: Tell me more about why you want the ball.
  • Donnie: Well, I told everyone I’d get the ball and it’s important to me.
  • Nancy: I hear you. The ball is important to you and you told people you’d get the ball. I understand and I appreciate you telling me this. Can you tell me why it’s important you get the ball before we open the game?
  • Donnie: Uh. Because I don’t think you’ll give me the ball if we open the game first.
  • Nancy: I can’t promise you will get the ball, but if we don’t open the game, no one can play. You want everyone to play, don’t you?
  • Donnie: Yeah. But I want the ball.
  • Nancy: I understand you want the ball, but everyone wants to play the game and you’re not letting anyone play. Once we open the game, everyone gets to play and then we can talk about the ball. Don’t you think this is in the best interest of everyone?

Okay, so I know this probably won’t entirely resolve the issue of the ball, but it does provide an opening for respectful dialogue to continue and end a stalemate. If one person can seek to actively listen for understanding while remaining connected, it can lead to better communication.

“The purest form of listening is to listen without memory or desire,” said psychoanalyst Wilfred Bion. “When you listen with memory, you have an old agenda. When you listen with desire, you have a new agenda that you’re going to plug into the other person.”

Though it’s hard to conceive of US politicians listening without memory or desire as long as lobbyists and special interests have such influence over them, I am hopeful that progress can be made—both in politics and business. Connective listening is key.

photo credit: verchmarco <a href=”http://www.flickr.com/photos/[email protected]/30882037817″>Kinder spielen mit einem Fußball – Modelfiguren</a> via <a href=”http://photopin.com”>photopin</a> <a href=”https://creativecommons.org/licenses/by/2.0/”>(license)</a>

Lead with Your Intentions

January 9, 2019

Poor communication is the reason for many misunderstandings. This can be due to the person sending the message, the one receiving it, or both sender and receiver. As a leader, to send an effective message, you need to begin by making your intentions clear.

That’s because when you lead with intention, your message is immensely easier to understand. You are stating what you want. You are being direct. And you are being clear.

It’s important when speaking in any conversation to first understand what it is you want. Are you seeking to inform, persuade, disagree, motivate, entertain, or something else? By identifying what it is you want and making this immediately clear to the other person, you are more likely to gain better understanding.

Think about the importance of the words in the subject line of an email message. It can often be the difference between whether the actual message ever gets read or not.

In order to lead with your intentions, you need to alert the receiver of what’s coming. Think of it like the headline in a newspaper article. Or the old adage regarding effective presentations: 1) tell them what you are going to talk about, 2) tell them about it, and 3) tell them what you just told them. Begin with end in mind, as Stephen Covey wrote.

Leading with your intentions means you are able to develop a stronger commitment to move out of your comfort zone. And this, of course, is where the real growth and opportunities begin.

In a recent Forbes magazine article, author Alan Trivedi discusses being mechanical (machine-like, and uninfluenced by the mind or emotions) versus intentional (open-minded regarding ideas and influence) with regard to hearing/listening, seeing/observing, doing/practicing, remembering/reflecting. Intentionality is more active than passive and inevitably leads to new possibilities.

This intentionality also requires that you are in touch with yourself and with what is true for you. It is integral to showing up effectively in the workplace. And finding your inner truths and leading with them are essential to effective leadership, according to Melissa Williams-Gurian in her book How Do You Want To Show Up?

“Every step you can take toward addressing what is true for you directly, rather than indirectly, helps you gain in power and self-confidence,” writes Williams-Gurian. “And the closer you can get to doing that in the moment rather than a week or a month later, the more effective it will be.”

Authenticity is inherently a part of showing up and leading with intention. By embracing who you are and courageously stepping into the vulnerability this requires, means you are able to show up in an authentic manner.

Leading with your intentions means you are able to communicate more effectively and reduce the number of misunderstandings. You demonstrate more commitment to getting outside of your comfort zone, which enables further possibilities. And the authenticity you demonstrate creates greater trust and engagement. All of which demonstrates effective leadership.

Workplace Engagement Follows Appreciation

December 21, 2018

Workplace Engagement Follows Appreciation

Here at the end of another year, my family and I will express and literally record statements of love and appreciation for each other in what has become an annual tradition. This simple exercise compiles what we appreciate about and wish for each other in the coming year—something started nearly ten years ago in order to strengthen the bonds of a blended family.

I now see this act of acknowledging in public (at least within the immediate family) our feelings for each other has helped normalize the expression of appreciation. While this is extremely important in families, I contend there should be a lot more appreciation expressed in the workplace because this will lead to greater engagement.

Though many workplaces today are more open to encourage increased interaction and engagement, this alteration of the environment is not nearly enough.

Fact is most of us are motivated and engaged only when we feel appreciated in a way that is both accurate and personal. And simply throwing a holiday party where the boss says some words of overall appreciation—while important—is not nearly enough.

If every supervisor, manager, director and senior executive were to vocalize what they honestly and personally appreciate about each of those who report to them, I suspect this would increase overall productivity and sustainable engagement.

Perhaps you’re thinking that because you don’t get this kind of appreciation from your own supervisor, you shouldn’t offer it to others. This type of thinking only contributes to why so many people feel depleted and unmotivated at work.

Sharing appreciation for another person doesn’t cost you anything. What it demonstrates is your awareness of the value another person provides and your own vulnerability, which enables greater emotional connection.

Often times the deciding factor for why people stay on a job or look elsewhere has to do with whether they feel an emotional connection with leaders. Those who are able to show vulnerability demonstrate honesty, openness and authentic leadership. Employees then feel more connected and are less likely to move on, even for more money or benefits.

No matter your position in the organization, expressing gratitude for others will elevate your aptitude for leadership in their eyes. You will distinguish yourself from others and likely build an engaged group of followers.

If your organization is looking for the simplest, cheapest and best way to increase engagement, look no further than the expression of honest and personal appreciation. And while doing this at the end of annual performance reviews is valuable, it can be much more meaningful if it is done more frequently and when it is unexpected.

Now that my kids are all teenagers, their expressions of appreciation for each other has moved from the simple and often funny to more heartfelt and moving. What I appreciate most is that they don’t always wait until the end of the year to express these feelings.

Lonely in the Workplace

December 7, 2018

Loneliness is on the rise in America. This is a huge health concern and has ramifications in the workplace. The solution is complex yet maybe we can learn something from magpies.

First some facts regarding the impending epidemic. A recent Cigna survey of 20,000 U.S. adults 18 years or older found that:

  • Nearly half of Americans report sometimes or always feeling alone (46 percent) or left out (47 percent).
  • Two in five Americans sometimes or always feel that their relationships are not meaningful (43 percent) and that they are isolated from others (43 percent).
  • One in five people report they rarely or never feel close to people (20 percent) or feel like there are people they can talk to (18 percent).
  • Only about half of Americans (53 percent) have meaningful in-person social interactions, such as having an extended conversation with a friend or spending quality time with family, on a daily basis.
  • Generation Z (adults ages 18-22) is the loneliest generation and claims to be in worse health than older generations.
  • Social media use alone is not a predictor of loneliness; respondents defined as very heavy users of social media have a loneliness score (43.5) that is not markedly different from the score of those who never use social media (41.7).

Turns out loneliness can be as big a health risk as obesity. The American Psychological Association released a study concluding lonely people are at a greater risk for premature death. And according to John Cacioppo and William Patrick in their book Loneliness: Human Nature and the Need for Social Connection, studies suggest that one lonely day can exact roughly the same toll on the body as smoking an entire pack of cigarettes!

Many of us are not sleeping enough, and sleep deprivation can increase loneliness because it takes a lot of energy to engage with others. Despite the fact that the “open office” environment was designed to bring about more interaction, this has yet to be proven effective.

Using Slack, social media and your company’s intranet are no substitute for face-to-face water cooler—err, espresso bar—conversations. Interacting with co-workers in real time and in person enables connection unlike any other method.

Now about those magpies: Research by Ben Ashton from the University of Western Australia found that cooperatively breeding Australian magpies living in large groups showed increased cognitive performance. Repeated cognitive testing of juveniles at different ages showed that the correlation between group size and cognition emerged in early life, suggesting that living in larger groups promotes cognitive development.

“Our results suggest that the social environment plays a key role in the development of cognition,” says Ashton, though the findings are considered contentious.

Nevertheless, if magpies can benefit cognitively from social interaction, shouldn’t humans—considered the most social animals—find ways to interact face-to-face more often?

Bright spots in the Cigna survey found:

  • People who engage in frequent meaningful in-person interactions have much lower loneliness scores and report better health than those who rarely interact with others face-to-face.
  • Getting the right balance of sleep, work, socializing with friends, family and “me time” is connected to lower loneliness scores. However, balance is critical, as those who get too little or too much of these activities have higher loneliness scores.

“There is an inherent link between loneliness and the workplace, with employers in a unique position to be a critical part of the solution,” said Douglas Nemecek, M.D., chief medical officer for Behavioral Health at Cigna. “Fortunately, these results clearly point to the benefits meaningful in-person connections can have on loneliness, including those in the workplace and the one that takes place in your doctor’s office as a part of the annual checkup.”

We shouldn’t look to our workplace to keep us from being lonely, of course, but we could all benefit by choosing to meet with our colleagues and discuss things face-to-face more often. To enable time for this will require getting out of those many meetings we currently attend. But that’s a topic for another post.

Being Heard

The Gift of Being Heard

March 1, 2018

In this age of extraordinary technological advances and accelerating change, our ability to effectively communicate has diminished severely. This is partly because we are not equally focused on sending and receiving messages. And we don’t listen in a way that demonstrates that the other is being heard.

Despite the many powerful ways we have to connect, our ability to do this well has suffered. Think about how often you text when you really should talk. Or you choose email when you should call because your message requires some back and forth discussion.

Every new technology has to find its ideal purpose and this usually takes some trial and error. Remember when people faxed in their pizza orders? Just because we can text or email, doesn’t mean we should use them constantly and expect success in our communication.

As I wrote in a previous post, these “asynchronous communication vehicles have become the default way for far too many of us to interact with others.” Texting, emailing, and tweeting are all very effective for sending information. But when it comes to topics that are sensitive, require establishing trust or back-and-forth discussion, using the phone or meeting face-to-face is best.

We have become so focused on sending our perspectives, thoughts, feelings, selfies and the latest emojis that we are no longer as receptive to the other side of the communication equation: receiving. While we may feel confident that the content of our message was received, perhaps not the full sentiment.

However, when we can equally focus on the receiving end of a message, we can begin to engage in meaningful dialogue. We can enable true reciprocity. We can immediately see and/or hear the impact our message had on the receiver. And we can immediately respond in a way that effectively continues to move the conversation forward.

When you experience a communication breakdown in a message you initiate, it could be due to the receiver being confused or misunderstanding your intention because you’ve chosen the incorrect medium. If the receiver of your message can’t accurately interpret what you intended, the communication can fail—often miserably.

One reason is that we make a lot of assumptions in our interactions with others, and these assumptions often get in the way of successful communication. With texting and emailing, assumptions are more challenging to combat due to the fact that verifying them requires more back and forth that can seem to slow down the conversation. The nuance of effective communication—even for the most gifted writers—is often missing in text-only communication.

Being a good receiver in communication means you provide the sender with the gift of being heard—very difficult to do via text and email.  And this gift is all too rare these days. If you are able to give it to others, you will be appreciated and likely gain respect from your colleagues and affection from your family and friends.

One of the benefits of calling or talking face-to-face is you can immediately check on assumptions in order to eliminate any anxiety or confusion. You are also likely to pick up non-verbal clues based on tone of voice, facial expressions and body language that can help you determine whether there is congruence between what is being said and how they look and act when saying it.

Don’t underestimate your intuitive power of reading the sender of the message. You are able to pick up many things above and beyond the words. And this is missing in your texts and emails—no matter how many emojis and photo attachments may be included.

Communicating better requires you to become a better listener. This means really focusing on what the other person is trying to communicate. Whenever possible, ensure discussions that warrant it are face-to-face or by phone, and then provide the other person the gift of being heard.

Success in Difficult Conversations

February 8, 2018

In our work lives as in our personal lives we encounter situations that demand initiating difficult conversations. These conversations are not easy, but shouldn’t be avoided because that can often make things worse.

As much as the conflict avoider in us may want to run in the other direction, those who are able to courageously confront the situation are likely to push through the discomfort and grow from it. In addition, the relationship that is demanding the difficult conversation will most likely move forward.

A difficult conversation results when two or more people have: 1) a difference of opinion, perspective, needs or wants; 2) feelings or emotions are strong; 3) consequences or the stakes are high for at least one person. When you’re in a difficult conversation, you may find:

  • There is little safety between participants
  • Emotions are defining the conversation
  • Very little listening is taking place
  • Participants are aiming for a win/lose scenario
  • Participants may be playing a role: victim, aggressor, martyr, etc.

Obviously, this can result in a highly stressful environment. But it doesn’t have to be that way. Use the following steps to be at your best when initiating a difficult conversation:

Stay Calm
Breathe. Try to be present of what you are feeling and what it is you want. If possible, try to determine what the other person may be feeling and wanting. And when you begin the conversation, be certain to communicate your intent up front in order to provide safety for the other person.

Shift Your Perspective
Rather than focus on how difficult the conversation is going to be, try to think of it as a constructive conversation. By initiating this constructive conversation, you are demonstrating the value the relationship has for you. Keep in mind that this is an investment of your time and emotional energy that will benefit you as well as the relationship.

Make a Plan
Have a clear idea of the points you want to make, but don’t write out a script. You should be able to summarize both your perspective as well as the other’s. If you are uncertain of the former, you need to figure it out before initiating the conversation. If you are uncertain of the latter, you should provide ample opportunity at the beginning of the conversation to better understand this. Be careful of assumptions you are making as these can so often derail any conversation, and are especially dangerous when emotions are high.

Prepare to Actively Listen
This means listening to the other person in a way that ensures he or she feels heard. Being an active listener means you make a conscious effort to truly hear what the other person is saying—in their words as well as their body language. Practice holding off thinking about how to respond or interrupting until you have thoroughly heard what they are saying.

Be Compassionate and Demonstrate Empathy
Consider how it may feel to be on the other end of this conversation. Be respectful while they take in what may be very difficult for them to hear. Convey in your words, tone and body language that you truly care for how the other person feels about what it is you are saying. Try to get comfortable with the awkward silence that may result.

Seek a Win-Win Conclusion When Possible
In most cases a successful difficult conversation doesn’t result in a winner and a loser. Therefore, seek out an amicable resolution to the conflict in a way that is satisfying to both parties. This is not always possible, of course, but even when you have to convey bad news such as a job dismissal, see if there is a way to soften the news. Perhaps it is simply providing information about out-placement services, severance package, a solid reference, etc.

Reflect & Learn
When the conversation is over, take a moment to reflect on what went well and what not so well. What could you have said better or differently? There are certainly things outside of your control in a heated conversation and you will need to maintain your boundaries. Don’t take on guilt for the other person’s negative reaction to your news. This requires courage and you will likely be fortified the next time you need to have a difficult conversation.

In order to have a constructive difficult conversation, the steps above should help you navigate them more successfully. In most cases, your efforts are likely to improve the relationship and build your skill at navigating future difficult conversations.

“Twenty years of research involving more than 100,000 people reveals that the key skill of effective leaders, teammates, parents and loved ones is the capacity to skillfully address emotionally and politically risky issues,” according to the authors of Crucial Conversations: Tools for Talking When Stakes are High.

Start by rethinking your difficult conversation as more of a constructive conversation. Remember that whether it is with your family members, friends or co-workers you are directly confronting an issue that has stifled the relationship. Though it is not easy to do, the result of your efforts—in most cases—will move the relationship forward and build-up a powerful skill in you as a leader.

Medium Makes the Message Meaningful

January 26, 2018

The popularity of texting and social media has enabled quicker and wider distribution of our thoughts and ideas, but at what cost? When these methods become the default medium for how we interact with others, receivers may make false assumptions, misunderstand our intent and become less rather than more clear on the message.

This is because so much is lost when we remove the opportunity for the receiver to look into the eyes of the sender, hear the tone of their voice, and feel a physical presence that is either congruent or incongruent with what is being stated. All of these elements are vital to clear communication, yet missing when reduced to text and emoticons.

When we email, text, tweet or post we are choosing asynchronous communication. This electronically mediated form of communication occurs when participants are not necessarily interacting concurrently. One person can send a message and receivers can reply when they choose. This can be especially valuable in some situations and extremely problematic in others.

The trouble is these asynchronous communication vehicles have become the default way for far too many of us to interact with others. And this is creating a crisis in our communication.

One of the reasons for this is that we all instinctively need warmth to convey difficult truths, and this warmth won’t happen if you can’t see the other person’s face or hear the inflection in that person’s voice.

Communicating face-to-face or even via video (Skype, Slack, FaceTime, etc.) is much better suited in most cases. This synchronous communication is how we first learned to interact with other humans and became vital to our survival. In synchronous communication, you say something to another person and you receive immediate feedback both from what he or she says and from the extremely valuable non-verbal messages conveyed.

When conveying any message, it is important to choose the appropriate medium rather than simply default to one alone. With that I offer the following suggestions.

Email

Using email is a great way to convey information to others, but it’s not great in every case. Here are some suggestions regarding email guidelines:

  • Include a clear and direct Subject line.
  • Think twice before hitting “Reply All.”
  • Be cautious regarding humor.
  • Reply to your emails—even those sent to you by mistake.
  • Proofread your message before hitting Send.
  • Keep tabs on your tone to ensure the message won’t be misinterpreted.
  • If message may require back and forth discussion, choose face-to-face or phone call instead.

Text

Here’s a subset from a list from the Emily Post Institute regarding texting guidelines that I think are appropriate:

  • Don’t text to inform someone of sad news or to end a relationship.
  • Keep your message brief. If it runs on and on, make a phone call instead.
  • Don’t text anything confidential, private or potentially embarrassing.
  • Don’t be upset if your text doesn’t get an immediate response—you can’t know for sure when the recipient will read the message.
  • Just as you shouldn’t answer your phone during a conversation, you shouldn’t text when you’re engaged with someone else. If you are with someone who won’t stop texting during your conversation, feel free to excuse yourself until they have concluded their messaging.
  • Don’t text and drive.

In an article in Psychology Today, Douglas Van Praet recommends the following to improve all text-based communication:

  1. Play it straight. Strive for being clear over being clever. Less will be lost in the translation between what is written and what is read.
  2. Close the loop. Acknowledging a message is as simple as nodding your head or saying “uh-huh” when you are face-to-face. With text-based communications, you can be courteous with a quick return message to acknowledge receipt.
  3. Respond quickly. It is much more difficult to build and maintain trust without face-to-face interactions. Based on research, a general rule of thumb indicates that a quick response will lead to greater respect, even when the answer may not be what they want.
  4. Move the conversation offline. Bottom line: If the conversation is important, do it in person or at least via video where you can see each other.

Tweet

Twitter’s Terms of Service make it extremely clear and simple regarding proper etiquette: Be genuine and non-deceptive and provide value. Other things to keep in mind:

  • Like all social media, remember it is a public forum.
  • It is meant for engagement, so prepare to genuinely engage with your followers.
  • Be polite.
  • For every promotional link regarding you or your business, send out at least five tweets that inform, engage and converse.

Face-to-face is usually the most effective way to convey information to another person, especially with a sensitive or difficult message and where there is a need for back and forth questions and answers.

It seems that building and maintaining trust, perhaps more than anything else, is when it is most important to communicate face-to-face. Therefore, if you have any concern regarding trust with whomever you are trying to communicate, engage directly rather than digitally.

More (Positive) Feedback Please

January 11, 2018

Feedback. We all want it and perhaps those in the Millennial generation crave it more than most. But is anything less than positive feedback really appreciated and effective at bringing out our best performance?

Years ago I wrote a blog post titled Six Tips to Successfully Deliver Employee Feedback where I suggested “. . . if we are doing something not so well, we want to know what this is and especially how to correct it. Don’t underestimate a person’s level of resilience because such feedback loops are vital to their continued growth.”

But in the current issue of the Harvard Business Review, an article titled Negative Feedback Rarely Leads to Improvement by Paul Green, a doctoral candidate at Harvard Business School, found that critical feedback from coworkers drove employees to adjust their roles to be around people who would provide more positive reviews. That is, when feedback was what they term “disconfirming,” the test subjects would seek others to provide “confirming feedback.”

Further, he found that when the relationship was discretionary—people didn’t have to work together—the person getting the negative feedback would just move away from that person or group. When the employees had to work together, however, the recipient of the negative feedback would look to connect with other people in the company in what they termed “shopping for confirmation.”

Negative feedback doesn’t provide the sustenance we need to enable us to maintain a positive view of ourselves, according to Green.

“The idea behind performance appraisals, and feedback in general, is that to grow and improve, we must have a light shined on the things we can’t see about ourselves,” says Green. “There’s an assumption that what motivates people to improve is the realization that they’re not as good as they think they are. But in fact, it just makes them go find people who will not shine that light on them. It may not be having the intended effect at all.”

What it comes down to is whether when receiving this critical feedback, the employee feels valued or not. Delivering the feedback sandwich of “here’s what you do well, here’s what you do not so well and keep up the good work” isn’t necessarily helpful. Instead, it should be about ensuring that employees first and foremost feel secure knowing that they provide value and their contributions are generally positive. Then the employee is able to hear and respond appropriately to the critical information.

In my work as a consultant and leadership coach, I find so often it is not the salary, job title, or other external expressions of worth, but whether or not the person feels they are valued by their manager, by their peers and by the company as a whole. And, ironically, conveying this appreciation of value to an employee costs the company nothing.

In some ways, this seems to further the argument that we should focus on maximizing strengths rather than minimizing weaknesses. But I think that would be short-sighted and reduce our ability to continue to grow and learn as we advance in our careers.

Regularly acknowledging and emphasizing the value employees provide means they may be much more open to hearing critical feedback. They may then be able to separate their job performance from who they are as individuals. Then they will be able to act on the feedback with a foundation of security that enables the courage to make necessary changes.

The Value of Organizational Values

July 6, 2017

In personal relationships we tend to choose others who share our values—regardless of whether they are friends or romantic interests. This is because values help define who we are and what we stand for. When this is shared between yourself and another, it provides the foundation to maintain a solid relationship both can depend on.

In politics, Democrats and Republicans might make a lot more progress if they were to identify and build upon what values they share in common. Our representatives in congress should seek out and build upon what their constituents share in common with the constituents of other representatives in order to make progress. The process of differentiating oneself from one’s opponent may work well in campaigning, but it is detrimental to effective governing.

In any organization, values define what it stands for, how it makes decisions, conducts business and the type of people it seeks to attract—customers, partners and employees.

All too often I see an organization’s corporate values clearly displayed on a website, but not truly embraced in the way its people function. This is not only bad for the bottom line, it’s bad for attracting the right talent.

Core values should support the company’s vision and shape the culture. That’s because values are the very essence of a company’s identity, its principles and beliefs. These values should not be defined in haste nor should they be so generic or fluffy that they don’t really mean anything.

The best values are those that are unique and demonstrated so often that they are embodied rather than simply memorized.

Core values can be an important differentiator and build a more solid brand. They can:

  • Enable better decision-making with regard to partnerships, employee engagement, quality standards, customer satisfaction, etc. The more values are integrated into the decision-making process, the easier it is to make hard choices.
  • Educate partners and customers so they are able to invest in an organization that is aligned with their own values. Social media is building brand awareness like never before and, with so many options, today’s consumers will choose products and services from those companies who they can identify with most closely.
  • Help recruit the right employees because they can see that these corporate values are congruent with who they are as individuals. This alignment is becoming increasingly important as Millennials are seeking much more than a paycheck in their careers.

Placing an emphasis on core values will improve every aspect of business, but only if these values are meaningful, fully demonstrated and embraced by every employee. Make an effort to ensure your organization’s values are the right ones and that they are more than mere words on a website.

Leader as Listener

June 21, 2017

Boilerplate copy on resumes typically include the phrase “excellent communication skills.” But how many people really have them?

Communication is so often thought of as speaking and writing well. While these are certainly important, it is not only the clear dissemination of thoughts and ideas, but also the receptivity and complete understanding of other people’s thoughts and ideas.

Excellent communication skills include the ability to listen really well, and leaders need to do this is order to be successful.

In a previous post, I wrote about the importance of connective listening. In their book Real Influence: Persuade Without Pushing and Gain Without Giving In, authors Mark Goulston and John Ullmen describe this as listening with the intention to fully understand the speaker and strengthen the connection. Connective listening is about listening from their there instead of your here.

Listening is a lot more than hearing the words that are spoken. Body language, tone of voice, inflection and other factors can either amplify, distract or totally contradict the words that are spoken and this needs to be incorporated into effective listening. To become an excellent listener means being able to go to different levels in order to fully understand.

In their book Own the Room: Discover Your Signature Voice to Master Your Leadership Presence, authors Amy Jen Su and Muriel Maignan Wilkins write that in order to improve the ability to listen and engage, a leader needs to master three levels of listening: surface, issues-based and emotions-based.

Level One: Surface Listening

This is listening to hear what is actually being said and taking the words at face value. You do this by making eye contact, nodding your head, and repeating back what you hear. The speaker is then confident that you are following along and engaged in a way that enables the effective transfer of thoughts and ideas.

Level Two: Issues-based Listening

This is the ability to focus intentionally on what really matters. Rather than listening only to the basic facts, you are looking for the underlying message. Reading between the lines, so to speak. This may require asking clarifying questions to get the speaker to expand his or her thinking and say more. The underlying issues are what you are seeking to fully understand.

Level Three: Emotions-based Listening

This is the deepest level of listening that enables you to uncover the real agenda at play. Leaders who listen at this level are able to sense the underlying emotions and motivation behind the issues. They listen to the nonverbal cues, such as the speaker’s body language, tone of voice, and overall mood. You discover the assumptions the speaker is making. Once you understand what’s going on under the surface, you are then able to name and acknowledge it. You can paraphrase what you hear and perhaps add what you sense the speaker is feeling as well. This type of listening requires you to be objective, open and curious. It takes a great deal of effort to be this present. And it takes the courage to name and say aloud the emotions being felt.

Each of these levels is essential for leaders to be effective listeners. The important thing is to practice each so that you can deploy the appropriate level when the situation requires it.

With social media’s focus on “selfies,” “likes” and “followers,” your leadership will stand out if you are able to make the most of interpersonal one-on-one, real-time communications. This means truly engaging by listening more effectively using these three levels.

STEM Alone Won’t Be Enough

May 21, 2017

In education today there is a focus to deliver qualified graduates to take on careers in science, technology, engineering and math (STEM). Not only is this where the opportunities are today and likely in the future, but there is a tremendous shortage of qualified Americans to fill the number of STEM jobs currently available.

But a bachelor’s or master’s degree in a STEM field alone may not be enough. That’s because the ability to thrive in the workplace is more often dependent on interpersonal skills that have nothing to do with STEM. These soft skills may include things like cooperation, collaboration, communication, flexibility and empathy.

“Most good middle-class jobs today—the ones that cannot be outsourced, automated, roboticized, or digitized—are likely to be what I would call stempathy jobs,” writes Thomas L. Friedman in his book Thank You for Being Late: An Optimist’s Guide to Thriving in a World of Accelerations. “These are jobs that require and reward the ability to leverage technical and interpersonal skills—to blend calculus with human (or animal) psychology, to hold a conversation with Watson to make a cancer diagnosis and hold the hand of a patient to deliver it, to have a robot milk your cows but also to properly care for those cows in need of extra care with a gentle touch.”

These social skills may have been taught or modeled at home, yet are sorely missing in many workers with STEM careers. Whether people have forgotten these skills or simply choose to no longer demonstrate them in the workplace, it is a problem.

As a consultant and coach working with a variety of people in STEM organizations, I can attest that it is not technical competency or business aptitude that is often missing in many workers. In fact, it is the interpersonal skills that are often frustrating directs, coworkers and supervisors, and hampering the careers of these professionals.

According to a 2013 research study by Oxford’s Martin School, 47 percent of American jobs are at high risk of being taken by computers within the next two decades.

“Nobody cares what you know, because the Google machine knows everything,” Friedman said. The future, he argues, is about what we can do with what we know. It is our humanity and our empathy that make us uniquely different from computers.

This humanity is something we should embrace and use to our advantage rather than downplay as insignificant. It is also the very best way to protect your livelihood from being shortcut by a computer taking over your job.

Showing up in the workplace not only with our technical expertise, but also with compassion for one another is important in order to thrive individually and collectively. This means actively demonstrating cooperation, collaboration, communication, flexibility and empathy. Only in this way can STEM professionals truly reach their full potential.

One Boomer’s Advice to Millennials

April 7, 2017

With the Millennial Generation now representing nearly 45% of the U.S. workforce, it’s clear we are experiencing a huge cultural shift. And while these younger workers may report to other Millennials, Generation Xers or Baby Boomers, there are certain protocols they should consider as they navigate their careers.

The Baby Boomer generation was largely responsible for launching the technological age we now take for granted. This required that Boomers continually adapted to change in order to stay relevant as the workplace became more technologically mechanized.

Millennials, on the other hand, don’t know life without computers and the Internet. But that doesn’t mean they don’t also need to continually adapt to change. In fact, it may be that their generation has experienced and will continue to experience more and more rapid change than those who preceded them.

Adapting to change should ultimately be seen as a way of being. This is not only true with regard to technological skills, but also business processes and the skills of interpersonal relationships, leadership development, and other soft skills. Lifelong learning requires maintaining curiosity and a beginner’s mind.

With that, I offer a few thoughts on what may be helpful to Millennials as they navigate the workplace not only with outgoing Baby Boomers, but also Generation Xers and their fellow Millennials.

Communication

Communicating effectively requires choosing the appropriate medium and using the correct message. Don’t assume that an emoji-ridden text message will be appropriate when in fact a face-to-face conversation is necessary. And a true conversation requires listening as well as speaking. It demands your full attention to be most effective. While everyone lists “excellent communication skills” on the resume, very few people are truly excellent at it. Make it a practice to continually hone your ability to write, speak and listen effectively.

Collaboration

Unlike previous generations, Millennials have been taught from early on to work and learn in groups. Collaboration is especially valuable in today’s workplace because most of the work is completed by groups of people. These groups are also more diverse and your ability to get along with your coworkers will determine how effective the group is at accomplishing its goals. This will require shared respect, trust, and effective communication. Make it a practice to continually learn how to navigate these relationships effectively.

Accountability

The modern workplace requires more self-reliance and therefore it’s important for you to take responsibility for your career. Accept that no one is going to determine your success or failure more than you are. While you will likely always have a boss, it is up to you to determine the level of direction and support you need in order to succeed at what you do. You need to take responsibility for continually communicating this to your boss. And understand that though you may be used to and feel you require constant feedback for how you’re doing, that may not be a priority or general practice of your boss. Be accountable for what you need to do your job and to advance your career.

Finally, as I’ve learned in my nearly 40 years of work, it is vitally important to stay authentic and live your values. There may be a time when you will need to make a change because where you work or what you do comes in conflict with who you are. Life is short and therefore you should do whatever you need to do to align who you are with what you do. And remember: Love people and use things. Because the opposite never works.

Social Media’s Impact on Workplace Communication

March 24, 2017

The Internet age has led to enormous changes in the way we communicate in virtually every aspect of our lives. Social media lets us connect with others in a way that was previously unheard of. With a smart phone in hand, we can now access anyone and anything around the world at any time.

But do these technology innovations mean we are experiencing improved communication?

Wael Ghonim, aka the “Google guy,” who used Facebook to help launch the revolution against the Egyptian government in 2011, said that “if you want to liberate a society, all you need is the Internet.” Years later he explained that while the Arab Spring revealed social media’s greatest potential, it also exposed its greatest shortcomings. “The same tool that united us to topple dictators eventually tore us apart.”

In his TED Talk, Ghonim discussed five critical challenges facing today’s social media in the political arena. He explained the most critical of these is that our social media experiences are designed in a way that favors broadcasting over engagements, posting over discussions, and shallow comments over deep conversations.

“It’s as if we agreed to talk at each other instead of talking with each other,” Ghonim said.

While emailing, texting, posting, blogging, and tweeting enable us to send out messages, they don’t necessarily enable the opportunity for give-and-take conversations. Today’s social media doesn’t encourage meaningful dialogue where we engage enough to bring about greater understanding. It’s still, for the most part, one-way communication: sender to receiver.

Not that this is necessarily bad in and of itself, but it is limited and may undermine our ability to truly connect and understand one another.

Workplace Communication

Today’s social media experiences can’t help but spill over from our personal and political lives into the workplace, and this is where I am concerned. Without the exchange of meaningful dialogue, we are unable to maximize our ability to collaboratively solve problems and innovate with new products and services. Sending messages only in one direction isn’t effective communication.

This degradation in communicating can show up every aspect of our lives, including the workplace. Examples include:

  • Failure to actively listening when the other person is speaking
  • Being too concerned with what we want to say rather than fully hearing and understanding what the other person says, and what is left unspoken
  • Not ensuring our overall physical behavior that includes tone of voice, facial expressions, eye contact, etc. are congruent with and supportive of our message
  • Not making our intention clear so there is no misunderstanding in what we say
  • Using the wrong medium to communicate our message (e.g., using email instead of face-to-face; using the phone when video conferencing would be better; using text messaging instead of a phone call, etc.)
  • Demonstrating that we are listening, yet not ensuring the other person is feeling heard

Some research suggests that only 7 percent of communication is conveyed by the spoken words. The other 93 percent is conveyed by tone, inflexion, and other elements of voice as well as by body language, movements, eye contact, etc. When communicating is conducted by any other method than face-to-face, a serious drop-off in understanding and learning will result.

Knowing how little the words alone can enable true communication should be a warning sign that the medium really does impact the effectiveness of the message.

Workgroup Effectiveness

Researchers from Google’s Project Aristotle concluded that understanding and influencing group norms were the keys to improving Google teams. They determined that the right norms could raise a group’s collective intelligence, whereas the wrong norms could hobble a team, even if all the individual members were exceptionally bright.

The two behaviors all good teams generally shared were: 1) members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking,” and 2) members had high ‘‘average social sensitivity’’ or they were skilled at intuiting how others felt based on their tone of voice, facial expressions and other nonverbal cues.

This means the group norms of taking turns speaking and listening with empathy were the most important factors for improving team outcomes. These are also fundamental to successful communication.

While social media continues to influence every aspect of our lives, it’s important to remember the limitations of it with regard to effective communication. In the workplace, this means choosing the right medium to convey the message, ensuring there is an appropriate feedback loop, and responding to the feedback in a way that results in true understanding.

With that, I encourage your thoughts on social media’s impact in your workplace.

Communicating with Millennials in Mind

March 10, 2017

As the American workplace shifts from being filled with Baby Boomers and Generation Xers to dominated by Millennials, this generational shift also creates a cultural shift—one with younger workers who have different expectations and values than their predecessors. This is not your father’s cubicle.

While technology, globalization, diversity and many other factors continue to impact the modern workplace, Millennials are also directly influencing how, where and when we work.

The U.S. workforce is currently represented by Baby Boomers (27%), Generation Xers (27%) and Millennials (44%) with another 2% represented by those born before Boomers and after Millennials. And this shift to majority Millennials has created a dramatic shift in workplace culture that demands we redefine how to best manage people.

According to Bruce Tulgan of Rainmaker Thinking in a white paper titled “The Great Generational Shift,”  this radical shift in numbers is accompanied by a profound transformation

in the norms, values, attitudes, expectations and behaviors of the emerging post-Boomer workforce.

“Today’s generation gap, in contrast, is about much more than a clash of styles and preferences; much more than the creative energy of youth challenging the cautious wisdom of experience; more than the new butting up against the old,” writes Tulgan. “The ‘Generational Shift’ unfolding today is of historic significance, defined by the confluence of macro forces driving change at an extraordinary magnitude and pace.”

This dynamic has made it particularly difficult for managers as they are being asked to do more with less, operate with increasing ambiguity, supervise workers in diverse locations, and rely a lot more on interdependence with other departments and workgroups. All the while, the Millennials they are managing have a different level of expectations than their predecessors.

For example, Millennials may very well expect that:

  • Relationships are less hierarchical and more situational;
  • Learning and training programs are less directed and facilitated with a defined curriculum and specific goal-orientation than they are self-directed, collaborative, on-going, open-ended and multiple sourced;
  • Communication style is less formal and about going through proper channels as it is about being more constant, on-going, high-tech and high touch;
  • Attitude about life and career is less about building a life around their career as it is building a career around the kind of life they want to have;
  • What they are looking for in a manager can be summarized as “Please help me do my job . . . Give me guidance, support and feedback every step of the way;”
  • The performance evaluation should not be annual or semi-annual, but regular and frequent, ideally daily;
  • What Millennials are looking for first and foremost in employment is not so much job security, but flexibility.

While some may complain that these Millennials are too high-maintenance and that we shouldn’t have to bend so far to meet their preferences. The reality is that Millennials are bringing on this cultural shift that is both natural and necessary in order to assimilate their unique contributions in the workplace.

And what makes managers successful in this environment is the ability to deliver clear, consistent and constant communication to these younger workers.

In their research to measure the effectiveness of successful managers, Tulgan and his associates found that all of them had employees who consistently delivered the highest productivity and quality along with higher morale, team spirit and the best business outcomes. And their direct reports were more likely to describe them as “one of the best managers I’ve ever had.”

The common denominator among these successful managers was in the high-quality communication they consistently engaged in with every direct-report in ongoing, content-rich dialogue about the work. And things went best when managers consistently made expectations clear and provided candid feedback for each employee at every step.

This more involved, more present manager may rub some the wrong way, yet for younger workers, it may be exactly what they are looking for in order to be most productive. While some may see it as “telling me how to do my job” Millennials may instead receive it as “give me direction and support as well as immediate feedback so that I can do it on my own.”

And perhaps this deliberate hand-holding is necessary for the younger generation to learn before putting their unique spin on the work and then taking it to new heights.

The manager’s role will continue to evolve but the notion of clear, consistent and constant communication will prove especially effective as our generations continue to shift.

Leader as Storyteller

December 12, 2016

Let me tell you a story. Nothing perks up an audience like those few words because we are wired for story. It is in our very DNA as we have told and listened to oral stories from the very beginning of human history.

Stories are also the most entertaining and effective way to convey information and persuade others in business because they create an emotional as well as an intellectual connection. This emotional component is important because it is what stimulates us and keeps our attention.

Although we may think we are purely rational in all our business dealings, the truth is we regularly make decisions based on our feelings and only justify them through logical explanations. Advertising has long relied on the fact that we rely more on our emotions than information in order to make brand decisions. One could certainly argue we increasingly choose our elected officials based on emotion rather than factual information.

Without an effective story that has both an intellectual as well as an emotional component, it’s difficult to stand out or make a lasting impression.

Think about the number of times you’ve been in a conference room where the speaker runs through a slide deck with numbers, words, images, data, charts and graphs in order to convince you of something. Does it make you sleepy just thinking about it? No wonder so many welcome the distraction of our cellphones.

If instead the speaker would begin by telling a compelling story that appealed to our emotions and also drive the main message, the slides could merely be used as a way to further justify the point. In this way, the story engages the audience in both the head and heart.

Consider how effective storytelling is used elsewhere:

  • Newspaper, television and radio news stories so often begin with an individual’s story to explain a larger issue and demonstrate its effect.
  • TED Talks would not be nearly as effective were it not for storytelling because the speakers draw us in by telling a personal story to convey a universal truth.
  • Every U.S. President since Ronald Reagan has highlighted an individual citizen’s story and included him or her in his State of the Union address in order to put a face to an important issue or policy.
  • Think about any great speaker you have heard and how, more than likely, the speaker told a compelling story that pulled so effectively at your heart-strings.

“This is because stories do much more than entertain,” says Paul Smith, author of Lead with a Story. “They actually engage your audience’s brains, creating an experience in which they learn a lesson, share a belief, and envision results as if they were there.”

In his book, Smith provides 21 of the toughest leadership challenges with stories to help navigate each of them. The book also identifies six key elements that are integral to help turn a good story into a great one. These elements are metaphors, emotion, realism, surprise, style, and how to put your audience into your story.

As a leader, you need to use storytelling as a way to rally the troops and convince others of your ideas. Stories enable your audience to relax and be entertained while you persuade them. Stories enable the speaker to connect with others, building trust and establishing rapport. And effective stories have a way of leaving a positive impression on the speaker and on the speaker’s message.

In Tell to Win, author Peter Gruber says the ability to tell a purposeful story that can truly be heard is increasingly in demand. “Moreover, in this age of acute economic uncertainty and rapid technological change, it’s not the 0’s and 1’s of the digital revolution, but rather the oohs and aahs of telling to win that offer the best chance of overcoming fear or compelling listeners to act on behalf of a worthy goal.”

No wonder some forward-thinking business schools like Notre Dame and DePaul University have added storytelling classes to their management curriculum. And companies such as Kimberly-Clark have held two-day seminars to teach its 13-step program for crafting a story. 3M is now using “strategic narratives” rather than bullet points. Procter & Gamble hired Hollywood movie directors to train senior executives on storytelling techniques.

So rather than fill your slide deck with emotionless data, tell a story that begins with a compelling challenge, then engage your audience with a struggle to overcome, and finally provide an eye-opening resolution that calls them to action.  As a leader, the more you are able to incorporate good storytelling into your communication, the more effective you will be at convincing, inspiring and motivating your people.

 

Passive-Aggressive Behavior at Work

November 26, 2016

Effective communication is important to every successful organization because it enables the dissemination of information needed by employees to get things done and it builds relationships based on trust and commitment. Both are equally important.

In the workplace, effective communication can increase efficiency and productivity, enhance employee engagement, and decrease turnover. Conversely, ineffective communication can undermine efficiency and productivity, decrease engagement, and increase absenteeism and turnover.

As an organization development consultant and leadership coach, the challenges presented to me by clients very often come in the form of ineffective communication, and more often than not this has to do with some passive-aggressive behavior. It seems this is all too common in the workplace and is undermining our ability to communicate effectively.

I grew up in the Chicago area and I’ve now lived in Seattle for more than 30 years. While I have fully adapted and embraced my life in Seattle, I am continually confounded by the often polite yet oftentimes insincere behavior of people I encounter. It may be of little surprise then that three of my closest friends are also transplants from the Midwest where direct and blunt communication is more common.

Seattleites are often referred to as nice, but not necessarily friendly. A driver will sometimes come to a four-way stop at the same time as others and not simply yield to the driver on the right, but insist on waiting for the other person to go—regardless of their position. Then they complain about traffic congestion. Or people who agree to join you on a hike or other activity decline at the last-minute knowing full well they didn’t want to go in the first place, but wouldn’t say so.

In the workplace, passive-aggressive behavior shows up in many forms such as: committing to action items and then not following through; acting friendly with coworkers and then speaking about them negatively behind their backs; speaking publicly about the benefits of collaboration across the organization yet covertly maintaining a silo mentality.

Passive-aggressive behavior is often a way for people to get their emotional point across without having healthy conflict, according to Annie McKee, founder of the Teleos Leadership Institute and coauthor of Primal Leadership. It can also be due to their inability to communicate or deal with conflict effectively.

McKee suggests recounting how some of your previous interactions have played out and explaining the impact they have had on you and perhaps others. If it’s feasible, show how that behavior is working against what he or she cares about, such as achieving the organization’s goals. However, whatever you do, don’t accuse the person of being passive-aggressive as this will only make him or her defensive.

Specifically, McKee suggests the following for how you can deal effectively with passive-aggressive behavior:

  1. Consider what’s motivating the behavior – Ensure that their assumptions are accurate.
  2. Own your part – You likely share some aspect of the blame, so admit it.
  3. Focus on the content, not the delivery – Don’t get caught up in the emotion.
  4. Acknowledge the underlying issue – Read between the lines; all is not what it seems.
  5. Watch your language – Do not label or judge, but explain the impact their behavior is having on you.
  6. Find safety in numbers – Inquire how others’ comments may have impacted them.
  7. Set guidelines for everyone – Make it clear about who’s responsible for what and maintain accountability.
  8. Get help in extreme situations – When necessary, recruit others to help you move forward with someone in a position of greater power.
  9. Protect yourself – Don’t disregard your own work and avoid contact with this person if at all possible.

Both the person behaving passive-aggressively and the person responding to it ineffectively can be viewed through the lens of emotional intelligence. Navigating relationships effectively when under stress requires maintaining an understanding of what one thinks, wants and feels in relation to the other, along with being able regulate one’s behavior and demonstrate empathy while in those situations.

Dealing effectively with someone who behaves passive-aggressively, therefore, requires you to rely on your ability to really know and control yourself while also showing concern for the other person.

Passive-aggressive behavior is at odds with the effective communication necessary for trust and commitment in successful relationships. You can do your part to lessen the spread and severity of those who behave this way. When more of us engage in a healthy response to passive-aggressive behavior, the less we will feel and see its impact. And this will result in helping to raise effective communication in the workplace.

5 Steps to Behavioral Change

October 13, 2016

Whether you are trying to lose weight, run a marathon, secure a new job, or change your behavior to be more effective in the workplace, you are the primary driver of your success. As Henry Ford put it: If you think you can or you think you can’t, you are right!

I believe reaching any goal takes motivation, perseverance and discipline. A growth mindset is paramount to bring about goals that include behavioral change. And behavioral change requires the courage to step out of one’s comfort zone and deliberately practice new behaviors.

As a leadership coach, my passion is to help people reach their individual goals to become more effective leaders. These goals are often related to soft skills that require behavioral change.

Soft skills are the personal attributes that enable you to interact effectively and harmoniously with other people. They show up in areas such as self-awareness, interpersonal communication, empathy, managing conflict, executive presence, and generally being a good team player. Your aptitude in each of these may not have hindered your ability to secure a job, but they may be holding you back from moving forward in your career.

Often you may be unaware that these soft skills are even a problem—until you see them continually surface in your annual reviews, 360-feedback or comments from your supervisor. When they do, and when you are ready to deal with them to move your career forward, it is worth creating goals and taking the necessary steps to achieve them.

The first step is to focus your attention on the specific goal you are looking to achieve and make it SMART (Specific, Measurable, Achievable, Relevant, Time bound). Once you have this, I recommend these 5 Steps:

  1. Write it down. Unless you commit your SMART goal to paper or at least digital display and keep it in front of you, it will not remain top of mind. Find a way to remind yourself of your goal at the beginning of each day and you are more likely to make progress.
  2. Develop a plan. Decide how you will go about reaching your new behavior by determining the specific steps to take along with a timeline. Record what resources and encouragement you will need to assist you along the way. And monitor your progress.
  3. Enlist support. It is much easier to reach your goal with the assistance of others who can provide feedback regarding the way you show up with your new behavior. This could be your immediate supervisor, workplace colleague, or a coach. Regardless who you choose, be deliberate and actively seek their comments—good or bad.
  4. Practice, practice, practice. Nothing will enable you to master your desired behavior more than deliberate practice. And forget the myth of 21 days to form a new habit. In the case of behavioral change, establishing new behavior is likely to take anywhere from 8 weeks to 8 months. Don’t let this discourage you, and accept that this is a process, which requires adequate time to really become habitual.
  5. Continue learning. Demonstrating a true change in behavior requires that you continually make adjustments to what works and in what situations. Rarely will a specific behavioral skill work in every situation. Evaluate your performance regularly and make adjustments to reinforce or modify what you’re doing.

Recognize that as human beings, we are all perfectly imperfect. We are continually evolving and therefore shouldn’t expect to really ever be completed. This is part of lifelong learning and embraced that we are still growing—as opposed to dying.

With regard to behavioral change, you are the only one who can enable or impede your progress. Your beliefs, emotions and mindsets are your biggest assets or limitations. Once these are in your favor, create a SMART goal, follow the 5 Steps above, and you will attain your new behavior to move you forward in your career.

The Value of Thought Diversity

September 29, 2016

As much as we have learned the importance of diversity in the workplace, it is often focused on gender, race and ethnicity. Thought diversity is more subtle, but just as important. That’s because our thoughts are guided by where we focus our attention and, all too often, we seek the comfort of confirmation rather than the anxiety of challenging our assumptions.

This deficit in thought diversity is limiting our overall understanding, undermining the ability to truly connect and collaborate with others, and detrimental to the creativity necessary for solving the most challenging problems.

Think about how:

  • Our family, friends and acquaintances are made up primarily of people who share and reaffirm our individual identity of who we are and what we believe.
  • Our neighbors likely share a socio-economic demographic that continually reinforces our perspectives directly based on our geographic point of reference.
  • Our individual news feeds are chosen to maintain rather than challenge our perspectives on the economy, politics, entertainment, environment, and other subjects.
  • Our social networks are filled with those who align with our unique views and opinions, enabling more “follows,” “likes,” and “shares.”
  • Our entire digital footprint is making it so advertisers can provide us with information tailored to what they believe we want and limit our attention from going elsewhere.
  • Our workplace, though there may be some diversity in race, gender, ethnicity, age, ability and/or sexuality, it may not be a place that encourages diversity of thoughts, opinions or perspectives.

Too often a hiring manager and HR partner—after first singling out candidates who possess the necessary skills and experience—look for the one who fits the corporate culture, which may unfortunately lead to groupthink. This cultural fit may actually undermine the ability to bring about diversity of thought.

The Difference

In his book The Difference, University of Michigan economist Scott Page describes a unique way to hire people to maximize diversity of thought within an organization. In the study, three candidates interviewed for two vacant positions on a research team. All candidates were asked the same 10 questions: Jeff correctly answered 7 of 10, Rose 6 of 10, and Spencer 5 of 10.

table

Many organizations would hire Jeff and Rose because these two candidates garnered the highest cumulative score. Another reason is that HR managers spend a lot of time and money-making sure that their people all think the same. They value “consistency and efficiency over individual flair.”

If the hiring manager and HR manager, however, spend time examining which questions each candidate answered correctly, they will notice that Spencer, the lowest overall scorer, correctly answered every question that Jeff, the highest scorer, incorrectly answered. As such, Spencer presumably brings a different way of thinking to the organization—and quite possibly more value.

Thought diversity at work is vital as it enables out-of-the-box thinking to bring about creative solutions to 21st century challenges.

Some companies use the Meyers-Briggs Type Indicator, four-color personality test or other 4-grid assessment in order to identify and differentiate employees as this helps each person to understand the benefits and drawbacks in each type. The larger lesson is that there is wisdom when all four types or colors are represented as it can help bring about diversity in thought to arrive at the best solutions.

Encouraging Thought Diversity

Diversity of thought can come in many forms, and it needs to be encouraged in the way organizations both hire and manage their workers.

Thought diversity places the focus on an individual’s mind, which is influenced by his or her experiences, culture, background and personality. It is not rooted in opinions, but in thought processes and problem solving abilities.

The primary benefits of thought diversity include:

  • Reduction in groupthink because different perspectives encourage everyone to bring their own perspective based on their unique background and personality.
  • Creative tension that enables fresh ideas and out-of-the-box thinking, which can sometimes be messy, but ultimately leads to new insights.
  • Increased employee engagement as everyone feels that their opinion and ideas matter, and that they have value in reaching the best solutions.
  • Attracting Millennials who are looking to join those organizations that foster an inclusive culture where they can be most successful.

Thought diversity should be included in every organization’s diversity initiatives. It makes sense when choosing who to hire and it makes sense in how to manage employees. When people are actively encouraged to present different perspectives and ideas to challenge assumptions and the status quo, that’s when you’ll see new insights, innovation, collaboration, and the very best of teamwork.

Listening Your Way to Success

May 31, 2016

How often do you struggle to get people to buy what you’re selling?

I’m not suggesting you are a sales person, per se. However, all of us are selling something whether it’s seeking the boss’s permission to proceed on a project, persuading a co-worker to do something in a particular way, convincing your spouse to vacation in a certain location, or cajoling the kids to do their homework and clean their rooms.

This form of persuasion takes place in each of our lives every single day, and some of us are more successful at it than others.

In this age of message bombardment, it’s important to recognize that people selectively tune out the noise in order to hear what’s important to them. Because they are inundated with both wanted and unwanted to information, they fortify themselves to listen selectively.

So given this resistance, how do you get your message across?

Persuasion Cycle

In Mark Goulston’s book, Just Listen: Discover the Secret to Getting Through to Absolutely Anyone, he explains the importance of successful communication through the Persuasion Cycle, illustrated above. Goulston says all persuasion moves through the steps of this cycle and therefore it’s important to to speak to people in a manner that moves them from:

  • Resisting to Listening
  • Listening to Considering
  • Considering to Willing to Do
  • Willing to Do to Doing
  • Doing to Glad They Did and Continue Doing

The secret to getting through to anyone is by having them buy in. This occurs only when you are able to get people to stop “resisting” to “listening” to “considering” what you are saying.

“Ironically, the key to gaining ‘buy-in’ and then moving people through the rest of the cycle is not what you tell them, but what you get them to tell you—and what happens in their minds in the process,” says Goulston.

As the title to his book implies, listening is a huge part of successfully persuading others. And effective listening requires seeking to understand before being understood as Stephen R. Covey described in his seminal book The 7 Habits of Highly Effective People.

It also requires hearing what is unspoken yet conveyed through tone of voice, eye contact and other body language. This requires you to be curious, and using all of your senses to truly tune into the other person.

Listen Better by Asking Right Questions

Getting people to reveal their resistance involves not only listening, but asking the right questions. No matter how many facts and details you share about your perspective, until you ask the right questions to uncover resistance you will fall on deaf ears. And learning to ask good questions is perhaps the most important leadership tool you can master.

You can also help persuade others by exercising your empathy muscle to make the other person feel heard. The gift of being heard is all too rare and goes a long way towards successfully connecting with other people. When they feel heard, they are much more willing to open up and reveal what’s most important to them.

Though most of us will say we are good listeners, the reality is we are not. If we are truly honest with ourselves, we will admit that instead of actively listening, we are distracted or thinking about what to say next. This is counterproductive to moving through the Persuasion Cycle.

If you really want to enhance your ability to persuade others to buy what you’re selling, follow the steps in the Persuasion Cycle and improve your ability to truly listen.

Virtually Connected Yet Digitally Distracted

May 13, 2016

Our reliance on smartphones not only enables us to connect with each other at any time and any place, it has also changed the nature of our connections in a profound way. Because we have a phone that connects us to our families, friends, bosses, co-workers, acquaintances, and just about everything else, it has almost become an extension of our bodies.

I remember I used to get so upset while waiting in line for something because when I finally got to the front, the clerk took a phone call and provided immediate service to that person instead of me. Once alerted to this, everyone began calling while they were waiting in line.

Today, two people can be having a very serious conversation, yet when someone’s phone beeps with a text or other alert, the conversation is interrupted (whether or not someone looks) and no longer are the two fully engaged. Our connections are no longer as in-depth because research has shown that even having a phone within sight keeps people from venturing as deep. Knowing that at any moment what you say can be interrupted, keeps you from making yourself vulnerable.

According to Sherry Turkle, author of the new book Reclaiming Conversation: The Power of Talk in a Digital Age, this age of technological innovation enables us to always communicate, yet we sacrifice conversation for mere connection. We have become distracted so much that we can’t be with others without turning to our phones. Research found that each of us look at our phones on average every 6.5 minutes. I suspect it’s an even lower number with younger people.

Loosely Connected vs. Fully Present

Rather than be fully present with the person physically before us, we are choosing to stay loosely connected to those in our wider circle for fear we may miss out on something or not respond quickly enough to their request. Why have we become such slaves to our technology?

“Technology gives us the illusion of companionship without the demands of friendship,” writes Turkle. We choose to connect minimally with lots of people at the expense of losing the ability to connect deeply with someone. And this decrease in real conversation is leading to a serious lack of empathy.

How does this translate to the workplace?

Ben Waber and Alex Pentland from the MIT Media Lab developed a tool called a “sociometric badge” that allows researchers to track employees’ movements as well as a range of measures about their conversations: who they talk to, for how long, on what topic, with what pace of speech, with what tone of voice, and how often they interrupt each other. This badge can analyze intimate aspects of conversation such as body language, interest and excitement, and the amount of influence people have on each other.

This helped quantify what was previously unquantifiable and the results were as follows:

  • Face-to-face conversation leads to higher productivity and is also associated with reduced stress;
  • Call centers are more productive when people take breaks together;
  • Software teams produce programs with fewer bugs when they talk more;
  • The conversation effect doesn’t work the same way for online encounters.

“We think of productivity as . . . sitting in front of the computer and banging out emails, scheduling things; and that’s what makes us productive, but it’s not,” Waber says. What makes you productive is “your interactions with other people—you know, you give them new ideas, you get new ideas from them; and . . . if you even make five people a little bit more productive every day, those conversations are worth it.”

Unitasking vs. Multitasking

It’s hard to think of a meeting where people aren’t looking at their phones at the expense of conversation and paying attention. We have all accepted this practice because it is a sign of multitasking, which is still widely viewed as a good thing. I suspect there will be a renaissance of unitasking in the same way that mindfulness is gaining momentum. You can’t multitask and be mindful.

Perhaps our current fascination with smartphones is due to their still being relatively new and one day we will see them simply as the tools that they are meant to be. The phone will then be put back in our pocket or purse until we see the need to access it when we are good and ready for it. And while smartwatches and other wearables are on the market to further distract us, I hope we don’t forget that in the end it is the individuals in our lives who matter most. And fully connecting with each of them is much more meaningful than virtually connecting with many others.

Managing Millennials

February 17, 2016

The largest generation in the U.S. workforce today is composed of people born after 1980, and they represent Generation Y or Millennials. These 54 million workers are often called digital natives because they do not know of a world without computers and the Internet.

And while they may not fully appreciate that FAX machines and interoffice memos were once essential, it’s important to see the value of their unique perspectives and contributions.

Millennials were educated working in groups and therefore may be more accepting and effective in work teams than others. They are likely to be more technically savvy and connected. And while they may want regular feedback acknowledging their contribution, they also want to be challenged in the work they do.

Previously I wrote about Millennials as Managers with regard to how these younger workers show up as leaders and how they can best manage others. In this post, I’d like to address how those of older generations can best manage Millennials.

The generations are roughly sorted as: Traditionalists (1927-1945), Baby Boomers (1946-1963), Generation X (1964-1979) and Millennials (1980-1999). The values and work ethic of each can vary immensely, and this impacts how to best manage them.

One methodology for managing will not necessarily work for an entire generation of people, of course. Workers are individuals and a method that works for one person, won’t necessarily work for another—even if they happen to be born within a similar timeframe.

Nevertheless, there are some common characteristics Millennials may share due to the timeframe in which they were raised, and it is therefore useful to consider how this shared perspective may require managing them differently than those who were born earlier.

Millennial workers may be misunderstood by those of other generations. According to research discussed in their book Managing the Millennials, authors Chip Espinoza, Mick Ukleja and Craig Rusch found the perceptions managers have working with Millennial employees can also be viewed as the Millennial’s intrinsic values. For example:

Manager’s PerceptionMillennial’s Intrinsic Value
AutonomousWork-life fusion – It’s about getting work done; not punching a clock to satisfy office processes.
EntitledReward – Being recognized and rewarded for their contribution; Millennials want more than just an opportunity. They want a guarantee their performance will count for something.
ImaginativeSelf-expression – Offering a fresh perspective that they want to be heard and their ideas taken into consideration.
Self-absorbedAttention – In search of trust, encouragement and praise for how they individually are contributing to the whole of the group.
DefensiveAchievement – They are more interested in how to focus on building their strengths than having their weaknesses pointed out.
AbrasiveInformality – Though their behavior may be interpreted as disrespectful, their casual communication style is simply how they grew up learning to express themselves.
MyopicSimplicity – They may see their own individual task as essential without fully appreciating other tasks around it.
UnfocusedMultitasking – If they have always juggled several tasks at a time, they may find it difficult to really appreciate the benefit of full focused attention on one thing at a time.
IndifferentMeaning – They can’t care about their contribution unless they know the meaning behind it.

This difference between a manager’s perception and the Millennial worker’s intrinsic values can lead to a great deal of conflict unless the manager is aware of it. This doesn’t mean managers should abdicate all responsibility from workers because they hold these intrinsic values. Instead, they could seek to find mutual understanding in the difference.

Ideally, this would take place in the normal course of working together and not held off until that dreaded and often detrimental annual performance review. By then, it is often too late.

Authors Espinoza, Ukleja and Rusch further outlined nine managerial competencies that can be essential to managing Millennials effectively. These competencies may both reduce tension and create an environment in which both the manager and the employee can thrive.

  1. Be Flexible – to enable the autonomous, work-life fusion
  2. Create the Right Rewards – to engage them; often simply through verbal recognition
  3. Put Their Imagination to Work – allow for their self-expression to be incorporated
  4. Build a Relationship – listen to what they have to say and encourage their development
  5. Be Positive When Correcting – focus on strengths to build up their confidence
  6. Don’t Take Things Personally – don’t mistake their informality as an affront to you
  7. Show the Big Picture – help them see how their contribution connects to others
  8. Include the Details – spell out expectations until you are certain they are clear
  9. Make it Matter to Them – connect their aspirations to the organization’s objectives

None of these are necessarily revolutionary nor would they be less useful when managing Gen Xers or Boomers. However, it is important to consider that the Millennial worker may be especially predisposed to function at a higher level when working in an environment where these competencies are demonstrated by those who manage them.

And managers who seek to fully appreciate their workers’ unique perspectives will find a way to engage them and bring out their best.

10 Tips to Improve Your Relationship with Your Boss

January 8, 2016

People use Google to search for information on everything from local weather to “what happened in Paris” shortly after the terrorist attack. And sometimes people search random things they’re currently thinking about with the hope they’ll find help.

“I hate my boss” is currently typed into Google’s search engine about 1,600 times each month in the United States. This must represent only a fraction of those who say this out loud to their spouse or friends each month.

In fact, a Gallup survey of more than 7,000 US workers found that half of them had left a job at some point in their careers solely because they could no longer put up with their manager, thus proving the adage that people join a company based on its reputation and leave it due to a boss.

No matter where you work, your boss has a great deal of control over your destiny and it’s important that you do all you can to nurture this relationship. The idea of managing one’s boss should be taken very seriously.

Communication is often at the heart of a poor relationship between a boss and subordinate as this can quickly lead to a lack of respect and trust. But it could also be due to many other factors that are both within and outside of your control.

The most successful relationships are those where bosses and employees really get to know one another, says Piera Palazzo, senior vice president of Dale Carnegie Training.

“That’s different from years ago, when you weren’t supposed to ask any personal questions,” says Palazzo. “Those lines are blurred now, people want you to care about them, particularly if there’s something going on in their lives that might affect their performance.”

In my work coaching individuals, the discontented relationship with a boss is a common concern. So often my help begins with working on communication—both speaking and listening. This includes clearly stating what you need from your boss in order to be successful, and actively listening to what is said and not said, or reading between the lines with written messages.

Like so many challenging relationships both in our personal and professional lives, poor communication often takes center stage. And if you put the cause of the problem entirely on the other person, you are clearly not taking responsibility for your role in the challenge.

So what can you do to improve this? Here are 10 ways to improve your relationship with your boss:

  1. Ensure clear expectations. Nothing can derail a boss-employee relationship more quickly than unclear expectations. You should drive your one-on-one meetings and be certain you are crystal clear on what you are expected to do.
  2. Know how to best communicate. Don’t assume your boss has your same communication style. Determine the best time of day, day of week, email, etc. to communicate. Keep your boss informed well in advance to minimize surprises.
  3. Demonstrate your value. Don’t be afraid to challenge assumptions and offer your own ideas, but do it respectfully. And when you are in conflict, take it as a sign that one of you knows something the other doesn’t, or that one of you is looking at the situation from a different perspective. Then bring that to the surface to bridge the gap.
  4. Get to know your boss personally. Sometimes it’s easy to forget that your boss has friends, family, and a personal life with passions just as you do. Be curious and show an interest just as you would with your other co-workers.
  5. Make your boss look good. Don’t suck up, but don’t push back either. This doesn’t mean you should be disingenuous; instead be authentic, respectful and professional. The level of professionalism you demonstrate not only benefits you, but also reflects highly on your boss as a leader of others.
  6. Put yourself in your boss’s shoes. A little empathy goes a long way and it shouldn’t be discarded when it comes to those above us in the organization. Try to see things from his or her perspective when you don’t agree with a decision.
  7. Ask for feedback. If something is not going especially well or you feel you aren’t clear on how your performance stacks up, ask about it. Don’t wait to be surprised in the annual performance review.
  8. Ask for help and advice. Determine whether you need direction, support, both or neither, and let your boss know. This is one of the most important aspects of managing and being managed by someone. And like all of us, your boss will appreciate being asked for his or her opinion.
  9. Stay above gossip. This is detrimental to employee engagement and especially your career advancement. Stay clear of those who engage in it.
  10. Know when it’s time to move on. You can learn a great deal from a bad boss, but if he or she is derailing your morale that’s impacting your performance, it may be time to look for a new job either inside or outside of the company.

And if it is time to look for a new job, be sure you know what it is you’re looking for in an ideal boss. Then learn all you can about your potential new boss during the interview. You don’t want to leave a bad boss and then run into another one, or you may have to take a lot more responsibility for it not working out this next time.

I recently learned that when choosing where to attend college, high school seniors should spend a lot more time interviewing professors in their field of study rather than relying on the university’s reputation alone. This relationship with the professors is often a better indicator of the true value you will derive from your educational experience. The same could be said for your boss in the workplace.

It’s ultimately about building a strong relationship just like any other. It takes time to establish rapport, instill trust, and find a common understanding for how to work together well. And this is your responsibility. It’s vital to work on this so you can be fully engaged and bring your best self to the workplace.

Futility in Infrequent Feedback

July 16, 2015

Most annual reviews are dreaded both by those giving and those receiving them, yet they are a mainstay in the corporate world. This is because annual reviews can help people stay on track to meet individual, workgroup and corporate goals.

One of the problems is that annual reviews often feel contrived. Typically too much is riding on them because the feedback is focused on past failures, shortcomings and mistakes rather than corrective actions, training opportunities and future success.

As a result, it’s difficult to deliver constructive feedback on performance without the recipient taking it personally.

In many cases, an annual review is the only communication between a supervisor and an employee specifically related to performance. There in lies the problem. Communication about performance should be given much more often, and it should be given in ways that are supportive and instructive.

Feedback in the form of a 360 report can be helpful as it provides a more balanced perspective that includes the boss but other leaders, peers, direct reports and sometimes clients or customers. The sum of this report can make it easier to receive feedback because it represents how you show up in the workplace.

The great leadership coach and best-selling author Marshall Goldsmith in his book What Got You Here Won’t Get You There suggests getting four commitments from those providing feedback for a 360 report. These four commitments are:

  1. Let go of the past
  2. Tell the truth
  3. Be supportive and helpful—not cynical or negative
  4. Pick something to improve yourself—so everyone is focused more on “improving” than “judging”

When these commitments are kept, 360 results provide an accurate and objective perspective of the individual from which he or she can use as a guide to confidently continue doing what they do well and initiate behavioral change where necessary.

The biggest problem with feedback, however, is that it focuses on the past and rarely on the present or future.

In addition to feedback, we should also provide feedforward to encourage a more positive and dynamic focus on performance improvement. Feedforward is different from feedback in the following ways:

Feedback                                                      Feedforward
Past                                                                Future
Revisit failure                                                Envision success
Who you are (or were)                                 Who you can become
Can be difficult to give                                 Easier and satisfying to offer
Often taken personally                                 Received as supportive and instructive

Goldsmith offered many leaders the opportunity to participate in feedforward sessions where they were asked to play two roles: one who provides feedforward and one who receives feedforward. This was an experiential exercise where the participants did not even need to know each other because it was based on specific behaviors all of us can relate to.

Here’s how his Feedforward Sessions work:

  • Pick one behavior you would like to change, a change that will make a significant and positive difference in your life.
  • Describe the behavior to a fellow participant. This is done face-to-face. Example: “I want to become a better listener.”
  • Ask the participant for feedforward. Specifically, two ideas to help you achieve the change you seek in your behavior. (If participant knows you, he or she should not give any feedback about the past. It should be focused entirely on the future.)
  • Your job is to then listen attentively and take notes. Do not comment on, critique or even praise the suggestions in any way. Just pay attention.
  • Thank the participant no matter how good, bad, redundant or unhelpful the suggestions may be.
  • Ask the other participant what he or she would like to change. Repeat the process with you now providing feedforward suggestions.
  • Repeat this process with as many others as possible.

Participants report this exercise to be very positive and even fun. What’s truly great about it is that people feel as if everyone is in service of helping everyone else. It is not competitive, but truly collaborative. Goldsmith describes feedforward and the value of it in this article.

A similar idea is in clearness committees from the Quaker tradition, which provide a process of discernment whereby members assist one who has a difficult concern or dilemma by simply asking honest and open-ended questions. These questions are not leading questions or meant to challenge assumptions, but simply to help the individual find clarity in his or her own answers from within.

It can be difficult to ask such simple questions because we are wired to focus on offering advice and solutions. However, what we often need is simply someone to truly listen and help us in finding our own answers.

Feedforward sessions like clearness committees offer the opportunity for active listening and truly supportive attention. They provide a safe and helpful setting in which people can often gain insight into what they want to change or answer.

Regardless of the process, don’t wait for an annual review to best manage your direct reports. While feedback can be helpful, be mindful of the fact that focusing on the past and on failures or mistakes can only go so far. And don’t save it all up for a once a year opportunity.

Don’t let the futility of infrequent feedback undermine your ability to help your employees improve their performance.

Instead, help them achieve performance goals by being more proactive: take corrective action in the moment, catch them doing things well and acknowledge it, support them as they take on new challenges, and regularly communicate with them to ensure there are no surprises at the annual review.

photo credit: <a href=”http://www.flickr.com/photos/[email protected]/1752089487″>Success is ours!! :-)</a> via <a href=”http://photopin.com”>photopin</a> <a href=”https://creativecommons.org/licenses/by-nd/2.0/”>(license)</a>