There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Demonstrate Integrity
Lou Holtz, the famous football coach had a remarkably simple philosophy of doing business. It consisted of three simple little rules: 1) Do Right, 2) Do the best you can, and 3) Treat other people like you would like to be treated.
The basic Do Right Rule means acting with integrity. If doing what is right is such a basic and easy thing, why am I even bothering to write about it?
It’s simple; most leaders have a hard time figuring out what the right thing is. That is a stunning indictment to make, but I really believe it is true on occasion. Reason: in the melee of everyday challenges, it is so easy to make a judgment that seems right under the circumstances, but when extrapolated to its logical conclusion it is really not ethical, or moral, or it is just plain dumb.
Rationalization
For a leader, it is easy to rationalize the particular situation and convince yourself that something marginal is really OK to do “all things considered.” There must be a safeguard for this common problem. There is, and I will reveal it later in this article.
The Problem Escalation
I believe that most of the huge organizational scandals of the past started out as subtle value judgments by leaders in their organizations. There was a decision point where they could have taken path A or path B. While path B was “squeaky clean” in terms of the ethics involved, path A was also perfectly logical and acceptable based on the rules in place at the time and was also somewhat more profitable than Path B.
The problem is that if path A was acceptable today, then A+ would be fine the next day, and A++ the next. Other people would get involved, and the practice would get more embedded into the culture.
Eventually, after a few years, it was clear that rules were being bent all over the place in order for the organization to look good to investors. There was no convenient way to roll back the ethical clock, nor was there any impetus. They seemed to be “getting away with it.”
Ultimately the practice, whether it was Enron’s disappearing assets or Bernie Madoff’s Ponzi Scheme, became too big to hide and things blew up.
My contention is that these people were not intending to do bad things originally, they just got caught up in what Alan Greenspan called irrational exuberance and had no way to quit the abuse. Of course, by that time they really were evil people doing evil things, but I believe it did not start out with those intentions.
At the start I believe these leaders were truly blind to the origin of corruption that brought down their empires and bankrupt thousands of individuals in the process.
The Antidote
How can leaders protect themselves from getting caught up in a web of deception if they were originally blind to the problem? It’s simple; they needed to create a culture of transparency and trust whereby being whistle blower was considered good because it protected the organization from going down the wrong path.
Imagine if the culture in an organization was such that when someone (anyone) in the company was concerned about the ethics of current practice and he or she brought that concern to light, there would have been a reward rather than punishment.
To accomplish this, leaders need to reinforce candor, in every phase of operations. It has to be a recognized policy that seeing something amiss brings with it an obligation to speak up, but that is OK because speaking up will bring rewards.
When leaders at all levels reward the whistle blower, it sets up a culture of high trust because it drives out fear. One of my favorite quotes is, “The absence of fear is the incubator of trust.”
The concept or rewarding candor creates opportunities for leaders to see things that would otherwise be hidden and take corrective action before the tsunami gets started.
It also allows leaders to be fallible human beings and make mistakes without having them become a reason for them to spend the rest of their life in jail.
So here is a good test of your leadership ability. How transparent is your organization? Do you truly reward employees when they bring up things that do not seem right to them, or are they put down and punished?
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
Leadership Barometer 71 Demonstrate Integrity
November 11, 2020
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Talent Development 16 Surveys That Work
November 8, 2020
Section 2.8 in the CPTD Certification program for ATD is Evaluating Impact. Section B reads, “Skill in creating data collection tools, for example questionnaires, surveys, and structured interviews.”
For about 5 years, I taught a graduate course called Experimental Design. The course was part of a curriculum leading to a Masters Degree in Organization Learning and Human Resources Development.
In preparation for writing this brief article, I went back and reviewed my slide deck for the course. It was 200 slides long, and many of the slides were heavy with statistical techniques. Obviously, I will need to skim the surface in this short summary article.
In the course, we studied how well-intended surveys often miss the mark and produce bogus results. We also studied the antidotes.
Why Surveys Fail
There are many reasons why surveys fail. I will list some of the more common reasons here and then describe the typical antidotes.
1. Survey too long and complex – one reason for poor data is because people get turned off by too burdensome and too many surveys. When people are angry about too many surveys, they give responses that do not reflect their true feelings.
2. Changes made are not evident – if leaders do not stress that a change is being made because of an employee survey, people will believe their input was ignored. The common misconception sounds like this, “They make us fill out all these ridiculous surveys, but nothing ever changes.”
3. Survey not valid – incorrectly designed surveys often do not measure the thing they are trying to measure. Surveys must be statistically validated to be useful.
4. Survey not reliable – If you would repeat the survey a second time, you would get a different result?
5. Questionable anonymity – If people believe there is some secret way management can find out who said what, then the instrument will not give accurate results. People will respond in ways they think management wants to hear.
6. No clear objective – When people are asked to fill out a survey, they need to know ahead of time why they are being asked to participate and what to expect.
7. Questions not clear – Often the wording of questions leaves people wondering what is really meant by the questions. In this case, you will get guesswork rather than valid data.
8. Leading Questions – Sometimes the way questions are worded leads to skewed data. For example, a political survey might ask, “Are you frustrated by the lies being spread by my opponent?”
Antidotes
I will list the antidotes to the problems in the same order.
1. Make sure your survey is user friendly. Take the survey yourself and ask if you would take the time to do this instrument justice on your most busy day. A good rule of thumb is to be able to fill out the information in less than 10 minutes.
2. Make sure you get back to everyone who responded with the results of the survey. Also, tie all changes made to the survey results, so people are aware of the connection.
3. Test if the survey is valid. The only way you can tell is a survey is measuring what you are trying to measure is to use a statistical analysis of the data. There are five different types of validity (Content, Construct, Concurrent, Criterion, and Predictive). Get help from someone qualified to measure validity. Don’t just wing it.
4. Test if the survey is reliable. This involves trial runs of the survey with different groups under different conditions. The survey needs to produce consistent information to be reliable. Another method is to use a split-half technique. Again, get help if you are not an expert in this area.
5. Insuring anonymity is tricky – The best method I have found to get people to really believe the survey is anonymous is to select a skeptical person from the population to help reduce the data into usable form. The skeptic will let others know that there was no secret means by which management knew who said what.
6. Clarity of Objective – This is a matter of good survey design. It is not just a simple matter of generating some questions and handing out the survey. It must be done with care and solid logic. The way the survey is introduced (typically with an email or letter) is critical. Otherwise you have garbage in garbage out.
7. Test your questions for understandability – This is usually done in the final design phase. You ask people how they interpreted the question. It is not uncommon for many people to be baffled by the wording. Check it out carefully.
8. Avoid leading questions – do not telegraph the requested answer by the way a question is worded. Like don’t ask “Would you like a yummy pizza?”
These areas are general, but they do show how generating a survey is not so simple as most people believe. If a survey is going to generate valuable information for the organization, it needs to be constructed well and administered correctly.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
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Body Language 99 Overacting
November 6, 2020
Ideally, body language should be a natural form of communication that is mostly unconscious. Some people put too much energy into their body language, and it comes across as insincere and phony.
When you try to impress people with overt gestures, they will often become suspicious, and it lowers trust between yourself and other people. I will describe how overdone body language impacts us in a couple areas, starting with the entertainment world.
Entertainment
Consider the movie, “Dumb and Dumber.” The two principle characters (played by Jim Carrey and Jeff Daniels) constantly overdid their gestures and body language to the point where it became laughable. Actually, by the time the movie was half over, I was already tired of the humor.
When you think about it, many comedians make their living out of exaggerating gestures to the point of absurdity. A good example would be Kramer on the Jerry Seinfeld program. The phenomenon is not confined to the entertainment industry, it can occur in our professional and family lives.
Professional and Family
In the real world, overacting will get you into trouble because whenever you are forcing gestures, you are subject to sending mixed signals. Even if you try to have all your body language in the same direction, you run a high risk of confusing people. In doing so, trust is compromised.
You know some people in your professional circles who have broad sweeping gestures trying to make an impact. We also can experience some family members that use exaggerated body movements to punctuate drama. This tendency is also seen in some meeting environments where the stakes are particularly high.
Be your authentic self as much of the time as you can and let your body language flow naturally. Trying to force gestures in order to impress others or create some specific reaction in them, you inevitably sacrifice your own credibility.
How to Improve
One way you can hone your skill at using only natural and free-flowing gestures is to be a conscious observer of other people at all times. Look for signs of inconsistency in body language. As you become more adept at spotting the problem in others, you will naturally tend to do it less in your own case.
Try to catch yourself in the act of putting on a show in order to drive a specific reaction. Then block yourself from making the false signal. If you do it well and prevent yourself from sending mixed signals, then praise yourself for the growth you are experiencing.
Another way to grow in this dimension is to ask someone who is close to you to point out when you are being incongruent. Be sure to reinforce the person for sharing his or her reaction so you encourage more of that kind of candor in the future.
Studying Emotional Intelligence is another way to become more consistent. As we gain more knowledge of our own feelings and emotions, we can begin to see opportunities to modify our appearance to be indicative of how we are really feeling.
Overacting is a common problem in our society at all levels. Work to become more aware of any possible mixed signals you might be sending, and you will enhance the level of trust you experience with others.
This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”
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Leadership Barometer 70 Lead by Example
November 3, 2020
There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Lead by Example
Leading by example sounds like a simple concept, yet many leaders struggle to do it in day to day operations. Reason: it is easy to fall into a trap of “do as I say, not as I do.”
Leaders have a tendency to rationalize their current actions based on the particular situation. Of course, this is a deadly sin for any leader. Most leaders would deny having a problem in this area, yet many of them really do not see how they are compromising their position. Here is an extreme example of a Plant Manager to illustrate.
I once worked for a Plant Manager who was world class at this flaw. He would rant and rave about following the “do not walk inside the barrier” signs when construction was happening in the plant. He wanted managers to consider firing any employee caught crossing a barrier.
Yet, I saw him coming to work one day and park in his “special spot” next the building. He then stepped over a safety cone and chain to get to the door of the building. He was aware of the fact that no work was going on at the time, and he was in a rush, but he was unaware that anybody saw his transgression.
This same manager insisted in having a shutdown and review any time there was a safety incident within the plant. That was laudable. During one such inspection following a safety incident, he was standing in the production area twirling the safety glasses we had given him around next to his face. I politely told him to please put on his safety glasses, and he did so but gave me a dirty look.
A third incident with this leader that really upset me was when we had a rather serious incident that could have caused a fatality. I ordered the operation shut down for a full investigation. This was a large conveyor system for heavy materials that needed to be operated in complete darkness because the product being moved was photographic movie film.
One of the interlocks to keep product separated had failed, and an operator went in to clear a jam. He successfully cleared the jam but nearly got crushed by the incoming product afterward.
The team reviewed the accident report with me and indicated they were ready to start up again. I asked if they could guarantee the same problem would not happen again in the future. Not receiving a suitable answer, I ordered a complete stand down of the operation until further fail-safe measures were in place. This was not popular with the employees, who figured they could just be more careful.
After wrestling with the issues for a full day, the operations and maintenance personnel came up with a solution that really would guarantee the problem never happened again. I called a special meeting with the production people and the Plant Manager to go over the problem and the resolution.
We had the meeting, but the Plant Manager never showed up, even though his administrative person said he was available at that time. What an awful signal to send the troops.
After I wrote a blistering e-mail, I was on his blackball list for the rest of the time until he was fired by upper management for insubordination and lying.
The point of these examples is that people really do notice what leaders do. When they say one thing and then do something more expedient, there is no way to command respect. It should be grounds for termination of any manager.
However, lowly employees do not have the power to actually fire their leader, so they just do it mentally and write him off as a lost cause. By the way, if you asked this Plant Manager if he has ever sent mixed signals on safety, he would firmly deny it. He was honestly unaware of his stupid actions, as is the case with most managers who are duplicitous.
Beyond these obvious atrocities, there are many positive things leaders can do. When you go out of your own comfort zone to do something positive, people notice that as well. If a leader cuts her vacation short by 2 days in order to support an important plant tour with a new customer, that really registers with people.
If a manager goes out and buys a gift certificate with his own money to thank an employee who went way beyond the expected performance, word of it gets around.
When a manager helps clean up a conference room after a long meeting, it sends a signal.
In the book “Good to Great” by Jim Collins, he described what he called “Level 5 Leaders.” They were passionate people, but they were also humble. They were “more plowhorse than showhorse.”
These ideas are not rocket science, yet many managers fail at this basic stuff. You need to seek out ways to go above and beyond what people expect of you and never, ever violate a rule you expect others to follow.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
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Talent Development 15 Coaching Supervisors
November 1, 2020
Section 2.7 in the CPTD Certification program for ATD is Coaching. Section B reads, “Skill in coaching supervisors and managers on methods and approaches for supporting employee development.”
I have always had a keen interest in coaching of supervisors and managers. I believe their role is pivotal, and their situation is often challenging. Throughout my career, I spent roughly 40% of my time actually working with supervisors in groups and individually to develop and sharpen their skills.
Successful Supervisor Series
From 2016 to 2018 I wrote a series of 100 blog articles specifically aimed at creating more successful supervisors. I am sharing an index of the entire program here so you can view the topics covered. The index has a link to each article on my blog in case you may be interested in reading up on certain topics. Note: After you call up the document, you will need to click on “enable editing” at the top of the page in order to open the links below.
Use for Training
You may wish to select articles at random or as a function of your interest, or an alternative would be to view one article a day for 100 days. You could use the series as a training program for supervisors.
In that case, I recommend having periodic review sessions to have open discussion on the points that are made. There will likely be counter points to some of my ideas that apply to your situation.
Some examples relating to Employee Development
Most of this series deals with the development of the supervisors themselves, but many of the articles deal with supervisors supporting employee development. I will share links to 10 specific articles here as examples from the series:
9. Motivation
40. Engaging People
47. Coaching People on Money Problems
57. Building a High Performance Team
70. Reduce Drama
78. Trust and the Development of People
82. Trust Improves Productivity
88. Better Team Building
89. Repairing Damaged Trust
93. Creating Your Own Development Plan
I hope this information has been helpful to you. Best of luck on your journey toward outstanding Supervision and Leadership.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
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Body Language 98 Head Shaking While Talking
October 30, 2020
There is an interesting form of body language that some people do while they are talking. It is moving their head from side to side. I am not sure what the origin is, but I see it in some commercials where people are advertising a healthcare service.
My guess is that the gesture is intended to make the person speaking seem to be more believable or genuine. It may be interpreted as being sincere, as in saying, “We are going to take good care of your mother.”
The gesture can also be observed when people eat particularly delicious food. I suppose the meaning is, “I can’t believe how good this Key Lime Pie tastes.”
You also see the gesture used in politics, particularly by female politicians. Two people I have seen do this on numerous occasions are Elizabeth Warren and Hillary Clinton. It seems incongruous because, for most people, moving the head from side to side is thought to mean “no,” but these women use it to appear more credible.
The gesture is also commonly used to convey disbelief. If someone is telling you a tall tale about how he ate two gallons of ice cream in one sitting, you might be shaking your head slowly from side to side in disbelief. Remember the old adage, “never eat anything bigger than your head.”
The gesture, as with many other parts of body language, is culture specific.There are some cultures where the gesture is seen much more often than in the USA and with a different meaning. For example, in some southern European Countries such as Albania or Bulgaria, the gesture means “yes” rather than “no.”
Another interesting observation is that when babies are hungry for breast milk, they nod their heads up and down, but when they want to reject the breast milk they move their heads from side to side. Of course, babies do not have the cultural programming for gestures that come along later in life.
Another variant of the side to side head gesture is the Indian or South Asian Head Bobble. Here the head does move from side to side but it sort of rocks or tilts back and forth on top of the neck. In these cultures, the gesture is very common, and it can mean different things based on the context. One common meaning is, “I understand.” Another meaning can be, “Thank you.” If done slowly and with a slight frown, it often means, “I respectfully decline.”
Look for the head shaking gesture, and when you see it, look for other clues, such as the configuration of the mouth or the position of the eyebrows. These secondary clues can help you determine the true meaning of the gesture in that instance. Of course, the context of what is going on also will give you valuable insights.
This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”
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Leadership Barometer 69 Admitting a Mistake
October 27, 2020
There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Admit Mistakes
All leaders make mistakes. Few leaders relish the opportunity to publicly admit them. I think that is wrong thinking.
For many types of mistakes, a public “mia culpa” is a huge deposit in the trust account. Sure, there are types of mistakes that should not be flaunted before the general population.
For example, if a mistake is similar to one that a leader has made several times in the past, it is not a good idea to stand up in front of a group and say, “well folks, I did it again.”
Likewise, if a mistake is such a bonehead move it brings into question the sanity of a leader, it is not a good idea to admit it. But barring those kinds of issues, if an honest mistake was made, getting up and admitting it, apologizing, and asking for forgiveness is cathartic.
I once had the opportunity to call people together and admit a mistake I had made in a budget meeting the previous day. People were not happy to hear the news that I inadvertently gave away $10K, but I did have a steady stream of people come to my office later to tell me my apology was accepted and that my little speech hit a home run on the shop floor.
Reason: people do not expect leaders to apologize because it is almost never done. You catch people off guard when you do it, and it has a major impact on trust.
Apologizing upward is another tricky area that can have a profound impact. The same caveats for apologizing downward apply here; if a mistake was plain stupid or it is the same one you have made before, best not admit it to the boss unless some serious damage would result. But if you have made an honest mistake, admitting this to the boss can be a big trust builder. This is especially true if the boss would never know unless you told him.
I recall a situation in my career where I had inadvertently divulged some company information while on a business trip in Japan. Nobody in my company would ever know I had slipped in my deportment, but it bothered me. I took some special action to mitigate the mistake and went hat in hand to my boss.
I said, “Dick, I need to talk to you. I made a mistake when I was in Japan last week. You would never know this unless I told you, but here is what happened…” I then described how I let a magazine be copied where I had written some notes in the margin. I described how I retrieved the copy and was given assurances that other copies had not been made.
My boss said “Well, Bob, you’re right, that is not the smartest thing you ever did, the smartest thing you ever did was to tell me about it.”
That short meeting with my boss increased his trust in me substantially, and I received several promotions over the next few years that I can trace to his confidence in me.
Granted, his confidence was influenced by numerous good things I had done, but by admitting something that I did not need to do, the relationship was strengthened rather than weakened. This is powerful stuff, but it must be used in the right way at the right time for the right reason.
After making a mistake most leaders try to hide it, downplay the importance, blame others, or use some other method to try to weasel out of it. Often these actions serve to lower trust. Consider taking the opportunity to apologize publicly. Often it is a great way to build trust. Use this technique carefully and infrequently, and it can be a positive influence on the quality of your leadership.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
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Talent Development 14 Organization Development and Culture
October 24, 2020
Section 3.3 in the CPTD Certification program for ATD is Organization Development and Culture. Section F reads, “Skill in designing and implementing employee engagement strategy.”
I have seen many engagement efforts that were highly effective. I have also witnessed some that were complete failures. In this brief article I will describe the things that cause success or failure.
I appreciate the way this item is worded, because ATD has avoided calling it an “Engagement Program.” When you use the name “Program” to describe an effort to create higher engagement, it shows a poor understanding of how engagement is created, maintained, and improved.
I once inherited a production department of about 150 people. The incumbent Department Manager was an ex-Industrial Engineer who had a reputation of being a “people oriented” manager.
As I got to know the people and the manager, I was impressed that they had an “Engagement Room” where various teams would meet to work on their “Program.” There were fancy charts all over the walls and there was a facilitator hired to run the “Program.”
They had slogans and symbols for the effort. After a while I got the impression that this effort was a text book application to Organization Development that was done by the book. All the trappings were there, but I sensed something phony about the whole deal.
I recall meeting one of the senior employees in the hallway one day, and when I asked him about how the “Engagement Program” was going, his body language was not good.
I took the time to sit with this employee, and he told me in confidence, “To tell you the truth, Bob, we all think it is a bunch of B.S. We do a bunch of mickey mouse exercises and the entire effort is all hat and no cattle.”
As I looked into the situation more closely, I realized this was an effort by the Department Manager and the facilitator to drive “Engagement,” whether the real people wanted it or not. The effort was costing money rather than having the impact the manager desired, and it was doing more harm than good.
I searched for a different manager for the department and found an excellent people-oriented woman who had a better track record. I explained to her that the mechanical approach was not working and suggested she work to develop a culture of high trust and scrap the “Engagement Program.”
She went to work on this and gained substantial stake from the production workers, who were happy to participate in an effort to change the culture permanently to one of much higher trust. The new Department Head worked on creating Psychological Safety in the department and got rid of the signage and slogans.
Within six months the manager had turned the situation completely around. Productivity had doubled, and the entire group of employees were as engaged as I have ever seen a group. The contrast between a mechanical approach and a genuine shift in the culture was simply amazing.
Never think of employee engagement as something you can “do to” the workforce. Instead think of engagement as an outcome of a brilliant culture. Work on trust and building an honest environment where it is safe to voice your truth, and the workforce will choose to become engaged.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
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Body Language 97 Twelve Layers
October 20, 2020
For the final few articles in this series on body language, I am highlighting some of the excellent content in a program entitled “Advanced Body Language” by Bill Acheson of the University of Pittsburgh.
In this article, I will summarize his Thinking on how we pick up twelve layers of information when we interface with another person. Most of the time the signals are processed by us unconsciously, but that does not mean they don’t matter to us.
The body language is most important when we are meeting someone for the first time. According to Bill, what we can observe in the other person is ten times more important than what we say.
The 12 layers are the management of:
1. Time
2. Space
3. Appearance
4. Posture
5. Gesture
6. Voice
7. Eye Contact
8. Facial Expression
9. Breathing
10. Touch
11. Smell
12. Congruence
Actually, in his recording he left off the 12th item, so I added the concept of congruence, because when one part of body language is out of step with the others, it sends a warning signal that something is wrong here, even if we cannot put our finger on it consciously.
When we see conflicting signals, the caution flag goes up in our mind, and we have a much more difficult time establishing a relationship of trust. That caution flag, even if it is subconscious means it will take substantially longer to trust the other person than if all signals were consistent.
According to Malcolm Gladwell in the book “Blink,” human beings have a remarkable ability to size each other up in a heartbeat. He estimates that we form a first impression of another person within the first three seconds. He calls the phenomenon “thin slices” after the analogy that if you slice something, like a cucumber, thin enough, you can actually see through it.
Near the start of his program, Bill shares some data he took when working with a group of 600 business woman. His question was, “In a business setting, how do you know when a man cheats on his wife?” The top 7 responses were all body language.
In the video Bill shares the top two responses. The first was if a man wears too much cologne or aftershave. The second giveaway, mentioned by 70% of the women, is if the man is wearing a pinky ring. What male would have guessed those two responses?
Another fascinating statistic has to do with trust. The research shows that 97% of the women he polled said they do not trust a man who wears more jewelry than they do. I suppose that one seems pretty obvious.
In his program, he makes several general observations comparing men and women. Bill is always careful to point out that these observations do not hold in every case, but there is enough of a trend to make them a valuable tool.
For example, he has measured that of out of all the emotions, there is only one emotion that men project with far greater accuracy than women. That emotion is guilt. He suggests that if women experience guilt, they usually do it to themselves.
I hope you have enjoyed these few articles summarizing the entertaining and sometimes startling research of Bill Acheson. I hope that you are interested enough to pick up a copy of his program. You will find it fun, entertaining, and insightful.
This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”
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Leadership Barometer 68 Firm but Fair
October 18, 2020
There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership. There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Firm but Fair
The book “Triple Crown Leadership” was coauthored by my friends Bob Vanourek and his son, Gregg. In the book, they stress that great leaders have the ability to flex between “steel” and “velvet.”
They are firm and unyielding on matters of principle or values, but they also display a softer more human side when dealing with some people issues.
Great leaders have this ability to flex, and they also know when to do it. If an issue has to do with certain characteristics (like integrity, safety, ethics, honesty) it is a mistake to bend the rules, even just a little. But, if the issue has to do with showing people you care and want to be fair to people, then on those issues you can flex to show you value these things too.
It is a mistake to take a hard line on every decision and always go “by the book.” Some leaders feel it is essential to maintain control by having a firm hand on the tiller. They often lose the respect of people because they show no human side.
It is also a mistake to be too soft and basically ignore important principles or rules. This posture will also cause a loss of respect.
To get the right balance, great leaders let people know they will be steel on some things and velvet on other things. This causes higher respect and also leads to higher trust within the organization.
One important caution on this philosophy is that you need to establish a predictable pattern for when to flex. If you do something for one person and not another, then you will be tagged as playing favorites, which always lowers trust. If it is unclear to people why you are being hard on one issue and soft on another, then you are going to confuse people, which also lowers trust.
I always found it helpful to explain to people why I am taking a hard line on some visible issue. For example, I might say, “We cannot allow this slitter to run with this safety interlock compromised. Even though we really need the production right now, we will never jeopardize the safety of our workers.”
Once you have established a track record for making the right choices, it is not as important to explain your rationale for each one. The way to tell is to watch the body language of people. If they look confused when you make a decision, then always explain your rationale.
If there is ever any push back on a hard or soft decision, listen to the input carefully before proceeding. Keep in mind that your perspective is not the entire story. There may be other worthy opinions.
Show by your consistent actions over time that you stand for certain things, but always be willing to listen to and consider contrary opinions. Then when you make a final decision, let people know why you went that direction. If you do that, you will grow trust consistently.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
Leave a Comment » | Candor creates trust, Communications, Enabling Actions, HR, leadership, Teamwork, Transparency, Trust, Trust and motivation, Trust and respect | Tagged: Assessment, balance, bend the rules, by the book, confuse, consistent, contrary, Ethics, favorites, flex, hard line, honesty, integrity, leadership, opinions, predictable, principle, safety, steel, Triple Crown Leadership, Values, Vanourek, velvet | Permalink
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