Avoiding Drama

March 11, 2012

I participated in an interesting discussion in an online class on teamwork recently. The students were lamenting that drama in the workplace is common and very disruptive to good teamwork. While drama is just part of the human condition, I am sure you have experienced unwanted drama and wished there were ways to reduce it.

First, one precaution; There are various different kinds of drama and many different symptoms and sources. In this article, I am discussing the most common kind of drama in the workplace. This is where a person acts out his or her daily frustrations in ways that create chaos and loss of focus that hurt the productivity, effectiveness, and teamwork of the group. I am not addressing the serious drama caused by mental illness or tragic events.

Let’s take a look at the seeds of this problem to identify some mitigating strategies. Drama is a result of people who feel they are not being heard. If an individual believes his or her opinions are valued and considered in the decision process, then there is less need for drama. If the culture is real, and people are not playing games with each other, then the distractions of drama will be significantly reduced.

It is a function of leaders to establish a culture where people see little need for drama in order to be a vital part of the real action. Here are some tips that leaders can use to reduce drama in their organization:

1. Improve the level of trust. High trust groups respect people, so there is a feeling of inclusiveness that does not require high profile actions to get attention.

2. Anticipate needs. Be proactive at sensing when people need to be heard and provide the opportunity before they become frustrated.

3. Respect outliers. When someone’s view is contrary to the majority, there may be valid points to consider. Do not ignore the valuable insights of all people.

4. Hear people out and consider their input seriously. Positive body language is essential to show respect for all people.

5. Work on your own humility. Climbing down off your pedestal means that you are more willing to be on an equal footing with others.

6. Admit mistakes. You gain respect when you are honest about the blunders that you make. People will feel less like acting out in response to your foibles if they see you willing to be vulnerable.

7. Reinforce people well. Providing sincere praise is one way to show respect. This reduces people’s tendency to say “Hey don’t forget about me over here.”

We must also realize that some people are world class at creating drama. For these people it is a kind of sport. They do it to gain inappropriate attention or just to be disruptive. These people need coaching to let them know their antics are not really helping drive the goals of the organization. The leader needs to provide feedback about the issue and set the expectation of improvement. If the drama continues and is disruptive, then the person may be better off in some other organization doing a different function.

Drama is all around us on a daily basis, but good leadership can mitigate the negative impact and keep bad habits from becoming an organizational albatross.


DUMB Goals

March 4, 2012

We have all heard of SMART Goals. SMART stands for Specific, Measurable, Assignable, Realistic, and Time bound. The term was invented by G.T. Doran way back in 1981 (Management Review, Volume 70, Issue 11(AMA FORUM), pp. 35-36).

I thought it might be a perfect time, 31 years later, to upgrade the thinking and add some DUMB Goals. DUMB stands for Doable, Uncompromising, Manageable, and Beneficial. Here are my thoughts on why DUMB Goals are important in our society today:

Doable – In our global economy, we have stretched resources in nearly every organization beyond the elastic limit. As leaders pull on resources in an ever- intensifying quest for more productivity, more and more people reach a burnout stage or just quit trying to stretch. What is needed is to go for quantum leaps in productivity. The incremental approach or Kaizen has served us well for 30 years, and now we need to find new afterburners to take us to a higher orbit. This additional thrust can be achieved by having a more robust culture based on higher trust. Trust within an organization has been shown to improve productivity by 2-3 times. Leaders need to seek higher levels of trust as a means to achieve seemingly impossible productivity goals.

Uncompromising – As everything has become ultra critical, the tendency is to slack off on some of the basics. We have seen several organizations slip backward on the quality principles that provided improvements through the last 2-3 decades. A classic example of this is Toyota. When they got so wrapped up in being the biggest, they took their eye off the very engine that was powering their rise to stardom. They paid a dear price for that mistake. If organizations are so hell bent on productivity and profits that they forget to invest in the basic building blocks of quality and culture, they are sowing the seeds of their own demise.

Manageable – In most organizations today, the goals set out for people are too many and far too complex for human beings to manage. What you get is a watered-down approach to performance rather than the laser-focused and potent enthusiasm of the entire team. The answer here is better focus. I cringe when I see a strategic plan with 18 critical thrusts. It ain’t going to happen folks! For a manageable array of critical result areas, keep the number of thrusts down to three, or four at the most.

Beneficial – It is time for a broader view of organizational output. We have become more environmentally conscious over the past decade, but we are still far off the mark if we are going to save our space ship. We need to dig a lot deeper into our environmental conscience to at least double our efforts to preserve the environment.

Social awareness is lagging environmental activities, although some organizations are starting to gain in this area. We need to encourage more socially-conscious corporate decisions. This means taking a hard look at where products are produced and not supporting socially irresponsible sourcing. That equilibrium may come at the expense of some short term profitability, so it is less popular with the insatiable companies who are intent on squeezing out every last penny. I believe the organizations that are moving in the right direction will ultimately prevail. We need a balance of organizations doing the right things for the right long-term reasons.

It is a totally different world in 2012 than it was in 1981. There is nothing wrong with pursuing SMART Goals, but I think organizations would be well served by also considering the DUMB Goals as well.


Don’t Do A Survey

February 26, 2012

In most organizations, when managers want to know how people are feeling, they do a QWL (Quality of Work Life) survey to find out. I there are more direct ways to identify what people are thinking. By simply discussing the need for a survey, the most insightful data is already spilled all over the table. To mop it up, you need to improve the level of trust in your organization.

Taking an employee engagement survey usually does not reveal trust weaknesses or their causes because in low trust environments people will either not be totally honest or be turned off by yet another survey to gather data.

Most people believe the data will sit in a desk drawer anyway, and it will not provide real change. How many times have you heard employees say, “They keep doing these satisfaction surveys, but nothing ever changes around here”?

Taking a survey feels like progress to a management team with their hearts in the right place. They believe they can dig in and really understand the problems in depth, but I believe there is a far easier and more accurate way to get the data in most cases.

In an environment of high trust, the information about what is working well and what needs to change is as ubiquitous as the air we breathe. People do not need to fill out boxes in a computerized screen to identify the most pressing needs. Improvement opportunities will be offered up continuously, and action can be taken immediately, not after 11 staff meetings to discuss the 27-page summary of the employee satisfaction survey.

The illusion of progress made by taking a survey happens in nearly every organization because managers are not thinking of alternative methods. Besides, the survey gives managers something to talk about and point at to demonstrate they care and are trying to understand.

A better way to make progress is to identify which management behaviors are causing people to hold back the truth out of fear for their job or something else. Rather than contemplating an employee satisfaction survey, Management should be asking themselves questions such as:

1. How can we change the culture to eliminate the need to take surveys in the future?

2. How can we modify the way we interact with people so we always know what is on their minds when problems are small and can be easily resolved?

3. How can we get more time in the workplace to chat with people rather than be cooped up in our offices composing e-mails, or sitting in boring meetings?

4. How can we continually test our understanding of what is happening in the hearts of people by listening and watching their body language?

5. Why do we have an insular management team? When we look around the room, why do we not see more workers in our meetings?

6. Why do the people think our values are not consistently practiced? We say people are our most valuable asset, but do we always make decisions that support that ideal?

7. Why are our goals not fully understood or supported by the people doing the work?

If management energy is focused on creating a real environment where people are not playing games with each other in order to survive, then improvement ideas will flow like water down a mountain stream. If the culture is frozen by fear, the resulting ice makes it necessary to have a blast from a survey in order to move the water, and the data will not be accurate due to fear or apathy.

The survey blast does not change the underlying cause and thaw things out to a more fluid state. It only temporarily provides questionable data so there is an appearance of progress. If managers and leaders would ask questions like the ones above and seek to gain information in those ways, the progress will be far easier to achieve and more robust.


Trust Interview This Week

February 20, 2012

I rarely use my blog for notification purposes, but this week there is an opportunity I know some of you will want to catch.

I am doing an interview for an Executive Leadership Tele-Seminar on Thursday February 23  from 4-5 pm EST. The title is “To Build More Trust, Leaders Must Reinforce Candor.”

There is no charge for the session, and it will not contain any marketing or sales pitches. It is strictly to share information from my content base on how leaders can improve the level of trust in their organizations.

If you are interested in tuning in, simply go to this site to register.  http://www.executiveleadershiptelesummit.com/


Your Attitude

February 19, 2012

The one thing you really can control in life is your attitude, yet most people view their attitude as the result of external things happening to them rather than a conscious decision they make every minute of every day. In this brief article, I would like to explore some ideas that can help make your choice more intentional. These ideas are not new or unique; they have been expressed by numerous authors or scientists, and yet they are easily forgotten by anyone in the heat of the moment.

When you react to a stimulus, an emotion is created in the limbic system (right side) of your brain. That emotion will translate into a “feeling” about the stimulus immediately. The reaction is a chemical one that you have no control over at all. Instantly you are caught by the emotion, and this will form into an attitude if you let it.

For example, if someone cuts in front of you in heavy traffic, causing you to slam on the brakes to avoid an accident, you instantly have the emotion of fear, realizing this might be the last conscious moment in your life. You are decidedly unhappy about this. The fear quickly gives way to rage as the stimulus crosses over to the rational (left) side of your brain. That idiot nearly killed you!

Now comes the part where you have a choice. Up to this point, the entire sequence was automatic, and it happened in less than a second. As you decide whether to honk your horn at the other driver, or even tailgate to teach him a lesson, now you are using your rational brain to translate your current attitude into actions. The actions can either be good for you, or they could lead to making a bad situation considerably worse. The choice is up to you. How can you grab on to a choice that is in your long term best interest?

The moment of truth is just after you recognize the situation in the conscious side of your brain. Before taking action, if you can program in a little self talk, that slows the process down enough for you to make a rational decision, you have the opportunity to make a good rather than poor choice. To do this, you need to suspend judgment about how you will react until there is enough time to think about alternatives and consequences. Even though the temptation is to blast the jerk with a heavy dose of your horn, if in that split second you can suspend the action, it gives you a chance to change your attitude.

One simple technique is to try to envision the best possible intent on the part of others who provide unhappy stimuli for you. In our example, you might envision that the person who cut you off might really be a victim of something else that happened to him. Perhaps he spotted a loose tire iron in the road and swerved to prevent hitting it and sending it airborne to crash through your, or someone else’s, windshield. Even though the scenario might seem far-fetched, taking the time to envision the best possible intent does slow down the urge to take action simply based on your rage. It prevents the flash point reaction.

Now you have the opportunity to think through two or three options and focus on the alternatives and potential consequences. It only takes a second or two. You have the opportunity to consciously manage your attitude, and that is truly liberating. When you train your brain to slow down just long enough to think through some options, it puts you in control of your attitudes rather than the other way around. That analysis can save you from making some serious judgment errors that you will regret later.


Improving E-mail: Avoid the Quicksand

February 12, 2012

Sometimes e-mail feels like steroids for communication; other times it feels more like quicksand. A key problem is trying to figure out which notes among the hundreds received each day must be opened and read. This article describes an idea that will accelerate the flow of notes through your inbox and other tips to make your e-mail sparkle. It will help you write notes that people actually read.

One of my students relayed a method used by a Major General in the Air Force to help organize the inbox clutter. The idea is to establish a kind of code that goes upfront on the subject line of all e-mails within a unit. No, I am not talking about the famous military acronyms. These code words are so simple that everyone knows what they mean. Here are the prefaces the senior officer required on each note in his unit:

ACTION:
INFORM:
REQUEST:
QUESTION:
COORDINATE:
RESPOND:

If an entire unit took up this convention, it would be possible to set up files for the incoming e-mails to go directly to one of the above categories and not sit in the main inbox of notes. This would allow an individual to go directly to the ACTION folder if time was short, or browse the INFORM folder when a more leisurely pace was possible.

It would still be possible to mark certain notes as “urgent” so that method of giving priority is still available as well. One caution on the use of “urgent” is to not abuse the designation. When an individual uses “urgent” as a means to give routine requests higher priority, it defeats the purpose and labels the abuser as a poor online communicator.

Another tip for the subject line is to actually compress the entire e-mail message onto the subject, then type EOM (End Of Message) at the end. The subject would look like this: “Meeting for Tuesday at 10 am cancelled: EOM.” This saves readers the time to open the note, and they still get the essential information. Clearly not all e-mail messages can fit into a subject line, but if 10% of them actually could, why not use this time-saving technique?

There are many methods of managing the inbox for optimal efficiency. It is a matter of personal choice what works for you. One habit that works for me is to try to get the inbox down to zero notes at least once a day. I am not always successful at getting to zero, but roughly half of my days I can see an empty inbox. I rarely let the inbox get to more than one page long, so all of the notes waiting for my attention can be viewed in one frame. That practice gives me the ability to have very rapid turnaround time on all incoming requests. It is a good way of building higher trust online. I receive over 150 notes on an average day, so having an uncluttered inbox saves a lot of search time.

When writing notes, make most of them short enough to fit entirely on one display pane. The reason is psychological. When the reader opens the note, he or she will see at a glance that the note ends right there in the first pane, because the signature block will be visible at the bottom of the screen. That puts the reader in a happy place regarding how much time will be required to read the note. This realization will go a long way toward having the reader pay attention and absorb the meaning.

If a note goes beyond the first pane (I call it “over the horizon”), then the reader is in a more grumpy mood while diving into the content. Psychologically, he or she is distracted by wondering how long the note really is and pays less attention to the content. The person may not even tackle the note and put it back in the inbox to read later, if at all.

These tips are easy to accomplish, if people are trained to use them and the expectation is made clear. Your work environment will be significantly more efficient and you will stay out of e-mail quicksand if you use these ideas every day and teach them to others.


Motivation Mistakes

February 4, 2012

How many times a week do you hear, “We’ve got to motivate our people?” This is usually followed by an idea or two to try to entice people to be more productive. Seeking to motivate employees is a thought pattern leaders use every day, so what’s wrong with it?

Trying to motivate workers shows a lack of understanding about what motivation is and how it is achieved. Leaders who think this way rarely get the increased motivation they seek. Reason: Motivation is an intrinsic phenomenon rather than something to be impressed upon people.

The only person who can motivate you is you. The role of leaders is not to motivate workers, rather it is to create the kind of culture and environment where workers are inspired and choose to motivate themselves. An example is when a leader sets a vision and goals, then allows people to use their initiative to get the job done as they see fit.

Why do many leaders try to motivate people by using either incentives (like bonuses) or threats (like penalties)?

1. Poor understanding of motivation – The notion that by adding perks to the workplace we somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors” is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation. Why? – because goodies like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier at work, but they do little to impact the underlying reasons they are motivated to do their best work.

2. Taking the easy way out – Many leaders believe that by heaping nice things on top of people, it will feel like a better culture. The most direct way to improve the culture is to build trust. By focusing on a better environment, managers enable people to motivate themselves.

3. Using the wrong approach – It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation; it is fear. You can bribe a person into feeling happy, but that’s not motivation; it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Focusing on perks – Individuals are willing to accept any kind of treat the boss is willing to dish up, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the carrot.

A better approach to create motivation is to work on the culture to build trust first. Improving the motivating factors, such as authority, reinforcement, growth, and responsibility creates the right environment for motivation to grow within people.

How can we tell when a leader has the wrong understanding about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” If we seek to change other people’s attitude about work with perks, we are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team the ability to choose their own methods to achieve the goal.”

For an organization, “culture” means how people interact, what they believe, and how they create. If you could peel off the roof of an organization, you would see the manifestations of the culture in the physical world. The actual culture is more esoteric because it resides in the hearts and minds of the society. It is the impetus for observable behaviors.

Achieving a state where all people are fully motivated is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons or when you have special meetings. It is not generated by giving out turkeys at Thanksgiving. Describe motivation as a new way of life rather than a program or event. You should see evidence of motivation based on trust in every nook and cranny of the organization. Focus on improving the culture rather than using carrots or sticks to create true motivation.


Fail More Often

January 29, 2012

In our society, it is considered a bad thing to fail. From our earliest memory, we are all taught to succeed at what we try. It does not matter if it is taking a few steps on wobbly legs or negotiating an international merger of two huge organizations, we are conditioned that success is the goal and failure is anathema. Through this conditioning, we are taught to feel great when we have a success and to feel awful when we fail.

Take away the stigma of the word, and a failure is simply an attempt to do something that did not work out as planned. In the learning process, we obtain more information, momentum, resolve, inspiration, insight, and knowledge when we fail than when we succeed. To succeed is to get something done, but we have not learned very much. For example, without the corrective adjustments by ourselves and our parents, we would never learn to walk or talk. It is the constant reshaping of past tries that cause our forward progress.

I think it is time to embrace failure and to stop feeling bad about it. What we need in life is more at-bats rather than more home runs. Each time we go for something new, we risk failure, but not taking that risk is a bigger problem, because we block our own advancement.

The most often-quoted example of this theory is the story of Thomas Edison, who found that carbonized bamboo filaments worked well for his light bulb. His most famous quotation is, “I have not failed, I’ve just found 10,000 things that won’t work.” He also acknowledged that by being creative while simultaneously inventive, he was able to develop things that seemed like serendipity, but they were really the culmination of a lot of hard work and numerous failures. He once said, “Just because something doesn’t do what you planned it to doesn’t mean it’s useless.”

The key to embracing failure is to let go of the stigma and seek out the learning potential in every activity. They ought to teach a course on failing in grammar school. Kids should be introduced to the theory that to fail, as long as something was learned, is the route to eventual success. Instead, we hammer home the idea that to fail is to not live up to expectations. Children learn to fear rather than embrace failure. That attitude permeates our society, and it has a crippling effect on every organization.

Another aspect of failure is the idea that we never really fail until we quit trying. As long as we are stretching to achieve a goal, we have the potential for success. I love the quotation from Vince Lombardi who said, “We never lost a game, but sometimes we just ran out of quarters.”

I believe there needs to be good judgment when deciding how long to persevere. I do not think Winston Churchill was right when he said “Never, never, never, quit.” At some point, it is time to learn a lesson and leave the battlefield. It is okay to have a discarded scheme or to recognize a blind alley and cut your losses. It is important to recognize when we have run out of quarters, but it is wrong to quit trying prematurely. I think the difference between those two mindsets is the difference between genius and mediocrity.

I am not advocating that we fail on purpose. Doing things right should always be the objective. What I want to champion is that the only thing to avoid is making the same mistake over and over again. Some people focus on being busy just to have something to do. Thomas Edison had a quote for that too. He said, “Being busy does not always mean real work.”

Try having a “Experience Award” at work for daring to risk. Honor people who stretch and try but fail, as long as they learn from the experience. Doing this will seem unorthodox and “over the top” to many stuffy managers who will not tolerate things that are irregular. Too bad these managers are leaving real creativity off the table.


Getting Outside Your Box

January 22, 2012

If I hear the phrase “think outside the box” one more time, I’m going to blow. That old saw has been around for decades and is so hoary the cardboard has all rotted away. For purposes of trying to make a point, I am going to use the analogy one more time as it applies to people rather than ideas, then try to forget the phrase ever existed.

The concept I wanted to share is the question, “How can you know when you are operating in a box, and what steps can you take to get out of it?” Perhaps a corollary question might be, “Why would you want to get outside your box?” These questions sound innocent and easy enough to address, but the more you think about them, the more intriguing they become. To begin with, let’s define what being “in a box” means, in the context of this article.

You are in a box when you are imposing some kind of walls or barriers that contain you and prevent the freedom to do things that would enrich your life in some way. With that broad definition, I doubt there is a person alive who is not in some kind of a box every day of his or her life.

Here are some tips for recognizing the boxes you are creating for yourself and getting out of them.

Take Personal Responsibility

It is easy to blame circumstance, luck, situations, other people, low IQ, lack of money, and a host of other external factors for a feeling of helplessness. Blaming external factors is really taking the easy way out. The cold reality is that you almost always have the ability to at least influence external factors, and you always have the opportunity to choose your reaction to them. If you step up to the personal power that is built into every human being, you can find creative ways to eventually burrow through the sides of the boxes that constrain you.

Learn to Recognize Your Boxes

If you have a blind spot about the box that contains you, it is impossible to feel the anticipation of what it might be like to get rid of it. My grandfather made a plaque when he was a boy that now hangs in my shop. It reads, “Success comes in cans…failures in can’ts.” Whenever we think we cannot do something, that is a signal that we are in some kind of box. That may be a good or bad thing, but at least we need to be conscious of it.

Look For Creative Solutions

Looking for alternative solutions to the blockages that hold us back can be a kind of game that really pays off. The logical approach to take may be only one of numerous ways to break out of your box.

Let me try an example. Suppose I wanted to know what it is like to be a ballet dancer. If you could look at me, you would immediately giggle, because my build is the opposite of what is required. The straightforward approach would be to buy some of those tie-on slippers and sign up for ballet lessons. Just the thought of me trying to do a pirouette in tights causes me to hide under the bed.

Am I blocked from experiencing that aspect of life? Not at all! There are dozens of ways I can become more aware of what it is like to be a ballet dancer. Reading, watching documentaries, corresponding with dancers, going to the ballet, etc., are all alternative ways to have that life experience.

Listen To Your Inner Voice

If you have an inkling that you would like to try painting, why not give it a shot? My father was a businessman for his career. He was always on the road trying to make a living selling wire forms. It never occurred to him that he might like to paint. In his mid-50s he decided to give it a try and found that he loved to paint. When he retired at 70, he had many years of joy as a professional artist and painted over 2000 excellent watercolor paintings that kept him active and enjoying life until he lost his sight at 95. He is still going strong at 99 and enjoys the memories of a full life pursuing his passion.

Document Your Goals

If you have not documented what you would like to do, how can you tell what other boxes you might like to sit in for a while? Lou Holtz tells a cute story about how he lost his job one time and was really depressed being out of work. His wife bought him a book on setting goals. Without ambitious goals, the spark of life is missing, so Lou started writing down some goals. He wanted to go to the White House for dinner, he wanted to be on The Tonight Show, he wanted to coach at Notre Dame, he wanted to be Coach of the Year. After he got done writing down all his goals, he was pretty excited. He went to his wife and said, “Look at these goals, I’ve got 107 of those suckers and we’re going to do every one of them.” His wife replied, “Gee, that’s nice. Why don’t you add ‘get a job’?” So they made it 108. He said his whole life changed.

Just Do It

Too many people are living on a desert island called “Someday Isle.” Do you know how many people have started a book but never finished it? I know dozens of people in that circumstance. I also know others who say “I’ve got a book in me, and someday I am going to get to it.” Or someone else might say, “Someday I am going to take a cruise.” I think we need to be careful with the phrase “someday I’ll,” because it means we are content to sit in our box and perpetually dream about some other experience. What a tragedy to be lying on your death bed and regret not doing things that you always dreamed of doing. If you can no longer climb your mountain, at least you can go to the mountain, see it, and smell the fresh air.

Have the resolve to be some of the things that you have imagined in your dreams. If you are creative, there are ways to rip open the side of your box and perhaps create a bigger box or leave entirely for some period of time. What fun, and isn’t that what life is supposed to be all about?


Boost Your Emotional Intelligence

January 14, 2012

Can you improve your Emotional Intelligence by plowing your driveway? I think so, and I will explain a fascinating analogy later in this article. I read a recent book on Emotional Intelligence by Travis Bradberry and Jean Greaves entitled Emotional Intelligence 2.0. If you have not been exposed to this book, perhaps my article will whet your appetite to purchase it.

The authors start out by giving a single sentence definition of Emotional Intelligence (which is abbreviated as EQ rather than EI, and proves that whoever invented the acronym did not have a high IQ). Emotional Intelligence is “your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships.” This leads to a description of the four quadrants of EQ as described by Daniel Goleman in 1995.

1. Self Awareness – Ability to recognize your own emotions
2. Self Management – Ability to manage your emotions
3. Social Awareness – Ability to understand emotions in others
4. Relationship Management – Ability to manage interactions

The book contains a link to an online survey that lets you measure your own EQ. This is an interesting exercise, but it lacks validity, because people with low EQ have blind spots as described by Goleman. You might rate yourself highly in EQ when the truth, in the absence of blind spots, is somewhat lower. Still it is nice to have a number so you can compare current perceptions to a future state after you have made improvements.

Most of the book consists of potential strategies for improving Emotional Intelligence in any of the four quadrants described above. You get to pick the quadrant to work on and which strategies (about 17 suggestions for each quadrant) you think would work best for you. The approach is to work on only one quadrant, using three strategies at a time for the most impact. The authors also suggest getting an EQ Mentor whom you select. The idea is to work on your EQ for six months and retest for progress, then select a different quadrant and three appropriate strategies.

The most helpful and hopeful part of the book for me is where the authors discuss the three main influences on performance: Intelligence, Personality, and Emotional Intelligence. The observation is that it is impossible to change your IQ (Intelligence) and very difficult to change your Personality, but without too much effort, you can make huge progress in your EQ.

The trick is to train your brain to work slightly differently by creating new neural pathways from the emotional side of the brain to the rational side of the brain. This is where plowing your driveway comes in. We are bombarded by stimuli every day. These stimuli enter our brain through the spinal cord and go immediately to the limbic system, which is the emotional side of the brain. That is why we first have an emotional reaction to any stimulus. The signals have to travel to the rational side of the brain for us to have a conscious reaction and decide on our course of action. To do this, the electrical signal has to navigate through a kind of driveway in our brain called the Corpus Callosum.

The Corpus Callosum is a fibrous flat belt of tissue in the brain that connects the right and left hemispheres. How easily and quickly the signals can move through the Corpus Callosum determines how effective we will be at controlling our emotions. This is a critical part of the Personal Competency model as described by Goleman. Now the good news: whenever we are thinking about, reading about, working on, teaching others, etc. about EQ, what we are doing is plowing the snow out of the way in the Corpus Callosum so the signals can transfer more easily. Translated, working with the concept of EQ is an effective way to improve our effectiveness in this critical skill.

After reading the book, my awareness of my own emotions has been heightened dramatically. I can almost feel the ZAP of thoughts going from the emotional side of my brain to the rational side. Oops, there goes one now!

Given that roughly 60% of performance is a function of Emotional Intelligence, we now have an easy and almost-free mechanism to improve our interpersonal skills. I hope you will go out and purchase this little book, particularly if you are a leader. For leaders, EQ is the most consistent way to improve performance and be more successful.


Follow

Get every new post delivered to your Inbox.

Join 198 other followers