Talent Development 6 Electronic Communication

August 6, 2020

The very first area of personal capability in the ATD Certification Institute Content Outline is “Communication.” Within that category, the second skill area reads: “Skill in applying verbal, written, and/or nonverbal communication techniques.”

Personally, I would add the concept of electronic communication to that bullet, because we continue to communicate more through electronic means than other ways.

Years ago, I saw many professionals make critical errors when trying to communicate online. That observation caused me to write a book on the topic way back in 2006. The book was titled “Understanding E-Body Language: Building Trust Online.” Most of the content is still valid today.

Here are a few of the key points I made in the book.

Use the right mode of communication

Every time we attempt to transfer information through communication, we have a choice of how to do it. For some topics, a “Town Hall Meeting” format will be best. Other times a phone call is the most appropriate, while for other situations an email would be the best choice.

The first rule in communication is to consider what mode to use for a particular situation. For example, if you are having an “e-grenade” battle with another person going back and forth with escalating rancor and distribution, it is a wise strategy to pick up the phone or walk down the hall to change to a less inflammatory method of communicating.

Email is not conversation

Because of the pattern of entering data and then getting a response before adding more information, we often think of email messages as if they are a conversation. But email communication is far different from conversation.

When we are face to face with another person, we have the opportunity to flex our tone, cadence, content, and message based on the real-time body language we observe on the part of the recipient.

In email, we have no ability to modify the message based on how it is being interpreted by the receiver.

We just take our whole unmodified message and put it in a box and plop in into the lap of the receiver. Never think of email as conversation. It is so much easier to get into trouble in email versus face to face communication.

Less is more in emails

To communicate at all, it is necessary for the recipient to not only open the note but to actually read the whole thing and absorb the meanings you put into it. If you have a reputation for sending long, rambling, poorly-formatted emails, you may think you are communicating, but if people just don’t bother to open your notes, then you are in error.

You probably know someone who when you see their name pop up in your inbox, you say something like, “Oh no, not him again. I don’t even want to open this note because it will be upsetting to me and take me 15 minutes to unscramble.”

You know other people who you welcome in your inbox, because you anticipate their note will be well formatted BRIEF and easy to digest. Make sure you are perceived more like the second person than the first.

I have two rules of thumb to keep out of trouble.

Rule 1 – Your email should be able to be read and interpreted in 15-30 seconds. If there is more detail necessary, consider a different form of communication or use optional attachments.

Rule 2 – Make sure that when the reader opens up your note, he or she can see the signature at the bottom of the FIRST page. The reason is that if the text of a note goes “over the horizon” to more pages to come, it puts the reader off because the person does not know how long this note is going to be.

Subject and first sentence set the tone for a note

Before a person opens your note, the only bits of information are your name and the subject. Make sure the subject is clear and unambiguous.

Then, when the person opens up the note, the very first few words will actually set the tone for the entire note. Make sure you start off on the right foot with the reader.

It is best to avoid having the first word be “You.” Reason: regardless of the content to follow, the tone of the first word puts the reader on the defensive. This is especially true if you would follow the pronoun with an absolute (eg “You always,” or “You never”).

Be cheerful but not banal. For example, “Hi George” is a good start, but if it is followed by “I trust this note finds you and your loved ones feeling well” you have lost credibility. Also, while I am on the topic of banal, please do not write at the end of your note, “and remember we will all get through this together.” It was old several months ago.

Emails are permanent documents

Once you hit the send button, you have lost control of the information. It can go to anyone else at any time in the future. When we speak to others, the half life of the information is a few days to a week, but when it is online, the information is available forever. Try to mostly praise people online but coach them verbally.

If you use electronic means to criticize other people, there will likely be significant damage control necessary, as we witness by the tweets of some famous people.

Accomplish your objective

When you communicate online, you have an objective in mind. You want to obtain a positive reaction to your note. When you proofread your note before sending it (which is always a best practice) ask yourself if this content and format is going to get the reaction you wanted.

Write when you are yourself

We have all made the mistake of flashing out to others in email when we are upset. It is sometimes difficult to hold back, but it is always wise to send out notes only when you are in good control of all your faculties.

These are just a few of the points I make in the book. They seem obvious, but in the hub bub of organizational life we sometimes forget these basic ideas. That habit works to our disadvantage.

The preceding information was adapted from the book, Understanding E-Body Language: Building Trust Online by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Leading with Trust is like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc., a company dedicated to growing leaders.



Body Language 89 Clusters

August 3, 2020

I have been studying body language since my wife bought me a book on it in 1979.
There is still much to learn, and I will never can know it all.

We sometimes get fooled when observing another person’s body language. That can happen for a number of reasons. Here are a few of them:

1. The person may be from a different culture or background from us.
2. We fail to take into account what is happening around the BL signal – the context.
3. We rely on a single gesture to imply full meaning rather than clusters.
4. The gestures we are seeing are not consistent with the words the person is using.

The third point is the topic of this article. Looking at a single gesture and applying meaning has a significant danger for misinterpretation.

If you are observing another person making three or more gestures that are all consistent, then your chances of accurately decoding the emotion being conveyed are greatly increased.

For example, If I see a person with raised eyebrows, I might interpret it as worry or anxiety. That may or may not be true. People raise their eyebrows for a number of reasons.

However, if I witness a person who is shuffling weight from one foot to the other while putting a finger in his collar and moving it back and forth while simultaneously showing a frown with the mouth and raised eyebrows, I can be quite certain this person is experiencing anxiety.

Let’s look at another example. Suppose I see a woman whose eyebrows are furrowed. I may assume she is angry, and that could be the case. But, if I also witness her with flared nostrils, hands on her hips, shoulders back, chin jutting forward, I had better get ready to do some serious groveling.

Another trick is to observe the fleeting gestures, also called “micro expressions.” These gestures happen so quickly we might miss them if we are not on the alert.

A micro expression may be as short as 1/30th of a second. Observing a series of micro expressions that all point in the same direction is a great way to improve the accuracy of reading the body language signals.

I will share an example of a micro expression using myself as the guinea pig. Here is a link to a short (10 minute) video I once did on “Planting a Seed of Trust in the First 10 Seconds.

Note: The material on shaking hands in this video no longer applies until conditions with COVID-19 change, but you can see a great example of a micro expression at 4 minutes and 46 seconds into the video.

At that point in the video, I am talking about ways to show your eagerness to meet the other person.

I first describe your body language if you are really positive and have a good feeling when approaching the other person. I then go on to explain the negative side, if you are not particularly happy about meeting this person.

Just before going with the negative side, I pull my mouth tight and to the side. It is only for a fraction of a second, but that gesture is a micro expression that signals that I am moving from a positive frame of mind to a negative one.

When I was making the video, I had no knowledge that I was making a micro expression. It was only when I reviewed the video later that I saw the gesture.

It is typical that we are conscious of only a tiny fraction of the body language signals we are sending to others. Observing all of the body language signals that are coming in, including the micro expressions will enhance your ability to detect a cluster.

You also need to consider that a person can be experiencing multiple emotions at the same time. For example, a person may be feeling embarrassed with a hint or regret or even grief. That would allow for multiple signals to be sent simultaneously. The permutations are countless.

Get in the habit of looking for auxiliary clues when witnessing emotions expressed through body language. If you make a conscious effort to look for multiple signals, you will gain strength in this important life skill.


This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 60 Creating a Brilliant Vision

July 31, 2020

Without a well-defined vision, the organization has no true direction. It is like a ship without a rudder, sailing around at the mercy of the wind, hoping to find a safe port with little chance of reaching one. Creating vision is absolutely essential for any group because it gives a common direction and provides a focus for energy.

Not all vision statements are helpful. Some are relegated to plaques on the wall and ignored. This is a tragedy because an uninspiring vision breeds apathy and is worse than no vision at all. If people point to the vision statement on the wall and say, “that is where we are supposed to be going but they don’t act that way,” you are in trouble.

Joel Barker made video and wrote a book titled “The Power of Vision.” I recommend it to all leaders who wish to generate a great vision. He presents four conditions necessary to create a powerful vision. According to Barker:

Good visions are:

1. Initiated by leaders – vision starts at the top.
2. Shared and supported by all – vision is supported by the “vision community.”
3. Comprehensive and detailed – vision includes how, when, why, and what, so that everyone can see their part.
4. Positive and inspiring – vision has “reach” and is worth the effort.

If you close your eyes and envision the ideal future state for yourself and your area, what does it look like? This is a first glimpse at your vision for the organization.

If you are not in a leadership position, your vision will be just for yourself. It is a powerful statement of your goals boiled down into a simple focused phrase. It should be inspiring enough to elicit your best, sustained efforts.

If you are in a leadership position, spend some quality time with your team, identifying possible vision statements and weeding out all but one. Work on it with your key leaders.

Get input from all stakeholders. It is critical for each person in the organization to make a connection with the vision: to own it. They must see themselves as partners in order to make it a sustainable reality.

This is not a 15-minute exercise. Some groups spend months working on developing a good vision statement. The process can get convoluted and burdensome if not handled correctly.

If you are adept at facilitating group discussions, you may conduct this yourself. If not, a professional facilitator would be worth the investment.

As the leader, even if you feel qualified to lead the discussion, you still may want to hire an outside person so you can become one of the people developing this material. The danger if you lead the discussion is that you could influence it too heavily.

In general, if a leader brings in a consultant to facilitate a discussion or to assist with a particular instrument or skill set, there is usually a high value.

If the consultant is brought in to get into the trenches and do the dirty work of leadership, it is often a disaster because the consultant can undermine the leader.

The leader calls in a consultant and says, “Things are a mess around here and I’m under a lot of pressure. Performance is horrible recently and morale is way down.

I haven’t got time to fix the problem because I am overloaded just trying to run the business, and I have to attend all these management meetings. I need you to assess what is wrong and recommend a program to get back on track. If my team buys into your recommendations, we will let you handle the program.”

This leader probably has lost the ability to lead the organization effectively. As the consultant mucks around trying to understand problems, significant negative energy is unearthed but the consultant doesn’t have the authority to fix these issues.

Meanwhile, the leader is “busy running the business,” and being micro-managed by superiors. Morale and performance go down even further until, finally, the leader is simply forced out.

This is why it is important for the leader to be the driving force in creating a vision for the organization. It cannot be delegated to a consultant or even a high-ranking lieutenant. The leader is responsible for making sure the vision statement is clear, compelling, memorable, actionable, and real.

Key ideas for developing a good vision statement:

Most importantly, make sure your vision tells everyone where the organization is going. A nice sounding phrase that doesn’t have pull makes a poor vision. For a football team “We will be number one in the league within 3 years” is a better vision than “We will improve our position in the rankings every year until we become the top team in the league.”

Avoid grandiose sweeping statements that are too broad. “We will become the best in the world at computer technology” would be too general and vast for a good vision statement. A better example might be “Our superior microchips will gain 90% market share with computer manufacturers in 5 years.”

Make sure people can connect their everyday activities to the vision. “Every interface is a chance to bestow great customer service” would allow everyone to view daily activities with customer service getting top billing.

Keep it short and powerful. Avoid long lists of items that sound good but don’t create a picture. For example, being “trustworthy, loyal, helpful, friendly, courteous, kind, obedient, cheerful, thrifty, brave, clean, and reverent” may be a good motto for the Boy Scouts, but it would make a terrible vision statement.

Select colorful words that inspire rather than describe. “Our greeting cards melt the heart and transform the soul” would be superior to “Our greeting cards are better because they make people feel great.”

Keep it short. The fewer words the better. “Absolutely, positively overnight” is better than “Our packages are guaranteed to arrive by the next day or your money back.”

Use special words to emphasize your most significant point. “We will never, ever, run out of stock” is better than “We promise to keep our customers’ needs met by always having stock on hand.”

Don’t try to be abstract or cute in order to grab attention. “We have the softest software in the nation” might be a slogan helpful on Madison Avenue, but it makes a lousy vision. Instead try “Software delivered on time, every time!”

The initial thoughts often contain the seeds of the eventual finished product. Craft these thoughts into words and images. Sometimes a picture or logo can be enough to communicate a vision, like the Rock of Gibraltar for Prudential Insurance.

Communicate the organization’s values and vision to everyone in it. Do this well and often, as it forms the basis of everything to come. Frequently demonstrate your alignment with the vision by naturally working it into conversations.
You might say, “Well, let’s call the customer and tell them about this situation. After all, our vision is to put the customer first.”

James Kouzes and Barry Posner state in “The Leadership Challenge”:

“In some ways, leaders live their lives backwards. They see pictures in their minds’ eyes of what the results will look like even before they have started their projects, much as an architect draws a blueprint or an engineer builds a model. Their clear image of the future pulls them forward.”

Some leaders are so busy they don’t want to spend time doing this kind of work. That is a huge mistake. This activity cannot be delegated, and it is actually the most important thing the leader should be doing while restarting an enterprise.

Being too preoccupied with the business to develop a clear vision shows the leader does not understand the power of vision.

As a leader, you need to make sure people understand your passion for the vision. Do this with both words and actions. Let people know you put your whole self behind the words.

Once when we were trying to instill a vision of significantly improved product quality, one of our parts failed to fit into our customer’s equipment. They complained and we “fixed” the problem. Everyone pledged it would never happen again, but a similar problem recurred a couple years later because everyone did not follow the “fix.” Somehow, people needed to get past the rhetoric about improving quality and realize a permanent improvement was required.

I wrote my resignation from the company without a date and put a copy in my desk drawer. I announced that the resignation would be pulled out, signed, dated and submitted the next time a part of ours failed to work in customer equipment. I told every group about the letter and even showed it to some people. Although not explicitly stated, most people extrapolated if the boss was to lose his job over poor quality, others would be similarly affected. We never had that kind of problem again. The vision sank in and registered.

Look at the policies and procedures of your organization and test them against the new vision. Often you will need to modify them to be consistent. Ignoring this step will result in confusion and lack of commitment to the vision.

Warren Bennis writes:

“The only way a leader is going to translate vision into reality – an ability that is the essence of leadership – is to anchor and implement and execute that vision through a variety of policies, practices, procedures, and systems that will bring in people and empower them to implement the vision.”


The preceding information was adapted from the book The TRUST Factor: Advanced Leadership for Professionals, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of Leading with Trust is like Sailing Downwind and, Understanding E-Body Language: Building Trust Online. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.


Talent Development 5 Role Play

July 28, 2020

One of the capability areas in the ATD CPTD certification model is “Instructional Design.” I get a lot of mileage out of doing role plays with groups, whether the training is in person or virtual.

I find that the ability to work on a problem situation with another person in an unscripted format is a great mental break, so I insert several of these into my courses. People really love them and have a great time doing the role plays.

Here is an example of a brief video I shot in Jamaica when I was doing some leadership training for a group of talent development professionals a few years ago. Notice how the participants are having a rollicking good time while learning a significant point about trust.

The trick in designing role plays is to have a twist in the scene that is known by only one of the people involved and that the person is sworn to not divulge. The other person knows there is an elephant in the room, but that is not being shared for some unknown reason.

In this particular role play I pair up someone playing a middle manager with a quality group leader reporting to that manager. Each person gets a write up of roughly 200 words that explains the situation.

In this case, the manager has just promoted a different group leader to the manager level. The person promoted is inferior to the group leader who was passed over, but she is very attractive. The passed-over group leader is furious and wants to pin down the manager for playing favorites.

What she does not know is that the manager was instructed to promote the other person by the CEO and instructed to not divulge this to the disgruntled group leader who was passed over.

What follows is an exercise in what to say when your actions made no sense, but you must defend it on instructions from your boss. Of course, the debrief reveals that the real problem is that the CEO is the one who is playing favorites but he wants his role in the selection to remain hidden. That underscores a problem of integrity and accountability, which destroys trust.

Role plays seem to work to break up the instructional pattern, so people remain fresh for the major part of the content. I also use body sculptures, stories, magic illusions, physical demonstrations, and visual aids to add more spice.

Another technique is to post a photograph or cartoon and ask each individual to write a funny caption. Then they can read their captions to each other.

My rule of thumb, whether in person or virtual, is to not have more than about 15 minutes of content without giving the group a mental break of some kind. This makes the time fly by and keeps the group fresh, because they never know what is coming up next.

One precaution is that there needs to be a significant learning or point in each activity. The activity matters to the entire learning experience. Even though it is fun, it is not just for fun. During the debrief, you point out the main lesson and discuss the significance. For the participants, this allows experiential learning to occur in an atmosphere that is fun and lively.


The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.


Body Language 88 Does Our Body Language Reveal Conscious or Unconscious Prejudices?

July 24, 2020

The social upheaval in 2020 triggered by the murder of George Floyd, and amplified by many other tragic situations, has changed the way we approach racial injustice as a society.

While some progress has been made over the decades, it is clear that more progress is urgently needed. As an older white male, I realize that I am caught in my own world view.

I am becoming more aware that many marginalized groups have a vastly different set of experiences about the impact of prejudice. I am seeking to learn more.

As a longtime student of body language, I have concluded that our gestures and other body language do reveal hidden feelings of prejudice.

When teaching body language, I stress that cultural differences are really important when interpreting signals from another person. You cannot assume you are interpreting a signal from someone of another culture is what you are used to in yours.

There is a wonderful resource book on this topic entitled “Kiss. Bow, or Shake Hands” by Terri Morrison, Wayne Conaway, and George Borden. My copy is a few decades old, but they have been issuing new editions; the most recent version was written in 2015.

It is important to keep things up to date, because customs tend to change with time. The book is a great way to read up on the culture of another part of the world when you travel internationally.

Even within a particular nation there can be large differences in body language signals depending on the differences that occur between groups of people.

For example, I am sure there are numerous issues where body language signals are different from one race to another. I have not found a lot of studies on this aspect, although there was a documented study at the University of Pittsburgh in 2016 relative to doctors being less empathetic with their body language when treating terminally ill black patients versus white patients.

The majority of the physicians were white men, so the team could not make any statistically significant conclusions about whether the physician’s race impacted his or her actions.

In a Tufts University study reported in Science Daily, “Subtle patterns of nonverbal behavior that appear on popular television programs influence racial bias among viewers. Black characters elicit especially negative nonverbal responses, such as facial expressions and body language, from other characters, and viewers exhibit more racial bias after exposure to such negative responses.”

The study found that characters on the shows exhibited more negative nonverbal behavior toward black characters than to white characters of the same status.

I also found an interesting study indicating “Some evidence for the nonverbal contagion of racial bias.” The study was done in 2015 by Willard (Harvard), Isaac (Princeton), and Carney (UC Berkeley). “Four experiments provide evidence for the hypothesis that we can ‘‘catch’’ racial bias from others by merely observing subtle nonverbal cues.”

The implications of this study are that it is likely we unconsciously pass on judgmental feelings about another group of people by our nonverbal behaviors.

I found several examples of specific scripted studies such as the ones above, but I have not found a meta-analysis or extensive controlled experiment reported in the literature.

I have a growing interest in the subject of the links between bias and body language. If anyone knows of a book, additional academic study, or video on this specific topic, let me know.

I find myself reading more on this topic and trying to learn how to become an “antiracist.”

I am currently reading the book “How to Be An Antiracist” by Ibram Kendi on this topic. He is a New York Times bestselling author and is Director of the Antiracist Research and Policy Center at American University.

He makes the point that “racism is steeped in denial.” He also points out that when a person says “I am not a racist,” it is an indication that the person likely is a racist.

Before this summer, I was not thinking about these issues as much as I should have. I thought of myself as unbiased and have volunteered in dozens of ways to help try to level the playing field, particularly for black folks in our community.

I now see my actions in a different light and feel that by not being more proactive in pursuing inclusive excellence, I was likely part of the problem rather than part of the solution.

I am attempting to remedy this situation by redoubling my efforts to become more educated about the issues and more active in fighting all forms of bias by reading and attending numerous programs on the topic.

It is an interesting area, because if you have unconscious biases, you are not aware of them, by definition. I think it is wise to explore in what ways you can become more aware of any unconscious biases you have.

We need to recognize that everyone is biased.

Discussions of this topic are challenging, because it is easy to offend a person who is different from you. Well-intended conversations can quickly become a minefield of potential problems.

Someone said that in order to make progress, we need to become more comfortable with being uncomfortable. There are many things we need to “unlearn” and learn in a different way.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”



Leadership Barometer 59 Reinforcement Done Well

July 21, 2020

The most effective way to get people to perform in a certain way is to reward performance that is in the direction you wish to go.

Two other important concepts are to establish an environment of trust up front, and gently shape impending wrong behavior toward some activity that can be positively reinforced. These concepts are documented Ken Blanchard’s book, Whale Done, published in 2002.

When people are properly reinforced, they develop habits of doing the right things because it makes them feel good. The reinforcement becomes intrinsic. People are doing their best at all times, not just when the boss has a chance to witness it.

Of all the tools at a leader’s command, positive reinforcement is by far the most powerful. Yet reinforcement can be a minefield of potential problems, and many leaders, after getting burnt, become reluctant to use it.

By avoiding reinforcement, they ignore the most powerful correcting force available to them.

A good analogy is when a military pilot flies a fighter jet. The way to get a fighter jet to do what you want is to carefully control the stick at all times.

Reinforcement at work is like the stick of a fighter jet. If we are not skillful at using it, the results can be destabilizing or even disastrous, but that’s no reason to let go of the stick.

We simply need to train everyone to use reinforcement often, learn from any mistakes along the way, and use reinforcement to enhance intrinsic motivation.

It is sad that many attempts at positive reinforcement actually lower motivation. You have probably experienced this yourself, either on the sending or receiving end, and it can be very frustrating.

There are four reasons why positive reinforcement can have a negative impact.

1. Overdone Tangible Reinforcement

The over use of trinkets, buttons, T-shirts, or stickers to reinforce every positive action gets old quickly. When using tangible rewards, keep the volume and variety to a reasonable level to maintain their impact.

Check to see if people are rolling their eyes when given a trinket.

2. Insincere Reinforcing

Insincerity is transparent. When a manager says nice things about you that do not come from the heart, you know it instantly. It reduces his or her credibility.

When reinforcing others, don’t say something because it sounds good, say it because it feels true.

3. Not Perceived as Reinforcing

What people find reinforcing is a matter of individual taste. When leaders reinforce using their own frame of reference rather than that of the recipient, it often ends in frustration.

Find out what would really reinforce the other person by asking. Don’t give a doughnut to a person on a strict diet.

That sounds obvious, but that kind of mistake happens all the time.

4. Reinforcement Perceived as Unfair – Of all the reasons for not reinforcing well, the issue of fairness spreads out like a nuclear cloud after a bomb blast.

Leaders get burnt on this issue once, and it colors reinforcing patterns from then on.

If they reinforce Sally publicly, it makes her feel good, but tends to turn off Joe and Mark, who believe they did more than she did.

Fairness is why the “employee of the month” concept often backfires. It sets up a kind of implied competition where one person is singled out for attention. That person is perceived to “win” at the expense of others who think they “lose.”

How do you fight the issue of perceived unfair reinforcement?

Create a win-win atmosphere rather than win-lose. Focus more on group performance, where the whole group is reinforced with special mention to some key players.

Have the employees themselves nominate people singled out for attention. Group nomination feels better than having the boss “play God,” trying to figure out who made the biggest contribution. It is a tricky area.

You can never overdo sincere reinforcement in an organization. The best reinforcement approach is to make it ubiquitous and continuous.

The word ubiquitous comes from the Latin root, ubiqe, which means everywhere. It was originally a theological expression used to describe the omnipresence of Christ. In this context, it means that reinforcement should exist everywhere in an organization and be encountered constantly.

Developing a Reinforcing Culture

Thus far, we have discussed personal reinforcements for a job well done. This is important, but it pales compared with the power of developing a reinforcing culture at all levels.

That culture is a social norm that encourages everyone to honestly appreciate each other and say so as often as possible.

Many groups struggle in a kind of hell where people hate and try to undermine one another at every turn. They snipe at each other and “blow people in,” just to see them suffer or to get even for some perceived sin done to them.

What an awful environment to live and work in, yet it is far too common.

Contrast this with a group where individuals build each other up and delight in each other’s successes. These groups have much more fun. They enjoy interfacing with their comrades at work.

They are also about twice as productive! You see them together outside work for social events, and there are close family-type relationships in evidence.

As a leader, you want to develop this second kind of atmosphere, but how? A good place to start is with yourself. Make sure you are practicing positive reinforcement in a way that others see and recognize.

Create an atmosphere where everyone understands and places high value on effective reinforcement. Become a model of reinforcement, and praise those in your organization who excel at it.

One helpful technique is to have the leader encourage reinforcing notes within the organization and ask to receive a copy of each note. By reviewing the notes and publicly giving praise to both the sender and receivers, the method will quickly spread and perpetuate itself.

The speed and ease of e-mail facilitates these notes of praise.

At the same time, leaders need to encourage verbal reinforcement that is not documented. Any time someone sees another person doing something right, she should be encouraged to offer praise.

Especially important are the “thank yous” any time a person goes out of his or her way to help someone. The key is to create the culture at all levels. It isn’t enough for just the boss or a few supervisors to reinforce people. Teach everyone to do it. That multiplies the impact by however many people you have.

As the culture develops, you’ll see it spreading to other parts of the organization. People will begin to notice your area is much more positive and productive than before. It will sparkle, and upper management will start asking how you did it.

A reinforcing culture transforms an organization from a “what’s wrong” mindset to one of “what’s right.” The positive energy benefits everyone as the quality of work life is significantly enhanced.

In addition, the quality and quantity of work increases dramatically because you have harnessed energy previously lost in bickering and put it into positive work toward the vision. What an uplifting way to increase productivity!

Instead of beating on people and constantly dwelling on the negative, you’ll be generating good feelings and loyalty while you drive productivity to new heights. That is worth doing and easy to accomplish!

Don’t get discouraged if you make a mistake in reinforcing. Sometimes you will. It is an area of significant peril, but its power is immense.

Continually monitor your success level with reinforcement. Talk about it openly, and work to improve the culture. Consider every mistake a learning event for everyone, especially yourself. Often these are comical in nature – like throwing another pizza party when everyone is sick of pizza.

Let your reinforcement be joyous and spontaneous. Let people help you make it special. Reinforcement is the most powerful elixir available to a leader. Don’t shy away from it because it’s difficult or you’ve made mistakes in the past.


The preceding information was adapted from the book The TRUST Factor: Advanced Leadership for Professionals, by Robert Whipple. It is available on http://www.leadergrow.com.

Bob is also the author of Leading with Trust is like Sailing Downwind, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.




Talent Development 4 Identify Goals, Gaps, and Opportunities

July 19, 2020

A major area in talent development is titled “performance improvement.”

Leaders need to hone the skill of performance analysis to identify the goals, gaps, and opportunities that will allow the culture to advance.

I do a lot of leadership development work in organizations of all types and sizes. A typical scenario has me meet with a CEO who laments that things are not going very well.

The organization is lagging behind in performance, and the CEO wants me to come in and train the supervisors and managers on how to do a better job of leading.

I explain that no two of my development efforts are the same. Each one is a custom effort designed to fit this particular situation and group of people.

Many leadership development consultants have their vinyl notebooks already made up when they walk in the door. They offer cookie-cutter programs that sort of fit a general population. Unfortunately these are not very effective.

Instead, I sit with several of the leaders and managers as well as some of the front-line workers to get a first-hand view of what has been going on. I have them all fill out a questionnaire containing roughly 80 different areas where we might consider some development work.

A few examples of the areas are:
• Reducing conflict
• Effective change leadership
• Building a culture of trust
• Improving teamwork
• Better listening skills

Each person has to rate each item on a scale of zero to three. 0 = no need, 1= routine need, 2= important now, and 3= urgent to improve now. The sum of all the opinions gives me a start to know which development areas would be most helpful.

Then I meet with the HR Manager and ask to see any extant data the organization has such as recent quality of worklife surveys, turnover rates, discipline patterns, leadership evaluations, etc.

In some cases where there appears to be trust issues, I have a separate trust survey that not only tells me the level of trust by area, but also what parts of the trust equation need the most work in each area.

For example, the issue of accountability often shows up as an issue that is impacting trust.

I then take all of that data and go back to my office where I have about 120 possible modules of training that could be done. Based on the data I just assembled, I run a “comb” through all of those modules.

Out pops a subset of gaps and opportunities for improvement efforts. It takes me only a couple hours to do this analysis, and I never charge the customer for this service. I go back with the CEO and show him or her the analysis I just completed.

Then I reveal a program that is targeted specifically for that organization and the people in it. By that time, I have a good idea how many sessions will be needed and how much calendar time will be required, so I can give a rough quote for how much it will cost. I share the custom outline of a program with the CEO.

Most times the CEO is flabbergasted with how perfect a fit the development effort is for that particular group. I recall one CEO listening intently as I reviewed a page with seven recommendations for training. He looked at the page and wrote BINGO next to my list.

By this time, the CEO is totally sold on the training, so I give a final quote and begin the specific design work. I customize all the material in the modules for the specific industry so the training is done in their “language.”

I design the various experiential activities such as role plays, body sculpture, games, stories, illusions etc. to fit with this specific group (for example, a training program for a hospital will be different from one for a financial service group).

I then get the materials assembled and go back to discuss how to schedule the training to be most user-friendly to that group. Then we proceed to do the development program I have designed.

My track record using this method is quite high, because I have listened to the client carefully and designed the specific interface that is laser-focused on their needs.



The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.



Body Language 83 Handshakes Post COVID-19

July 16, 2020

I am having to modify my leadership training material as a result of COVID-19. I do a section on the impact of Body Language on trust between people.

Historically, I have discussed the handshake at length, because how you do it impacts the first impression people have about you, which has a huge impact on the trust you can achieve with the other person.

We may get back to shaking hands post COVID-19, but it will likely be quite a while before people are comfortable doing it. I believe we will abstain until there is a proven vaccine.

Every culture has some form of touch ritual for people when they first meet. I suspect they will all be impacted by the pandemic we have experienced in 2020. In western cultures, and several others, the handshake is the preferred method of greeting a person we are just meeting. What are the options now, and how will they impact the ability to bond with the other person?

Fist bumps

The fist bump is assumed to be far less contaminating than a full handshake for two reasons. First the contact area is much less, and second the duration of the contact is far less. Still, if I am going to be uncomfortable with a full hand shake, I am also going to be a bit leery of a fist bump for quite some time.

Elbow bumps

Having the elbows touch is suggested as an alternative, but it is a really poor one because it is difficult to maintain eye contact when doing it, and the intimacy is destroyed by the awkward position required to do it. When watching two people try to do an elbow bump, I usually see it followed by an awkward kind of laugh as if the whole thing is some kind of joke. This could become less of an issue in the future, but I really doubt it.


Thumbs up

Here you can maintain a good distance from the other person. It is a positive and friendly gesture that sends a good signal. There is no touching at all, so the possibility of contamination is greatly reduced. Unfortunately most of the intimacy of the handshake is lost with a thumbs up.

Wave

A cheerful wave may be as good as a thumbs up gesture. Here you can combine a facial expression of gratitude for being able to meet the other person. That is the most important ingredient that made the handshake so valuable in the past.

We have to modify our habitual touch ritual that we learned as children and have been using all our life up to this point.

That’s too bad, because the handshake was a powerful way to show your eagerness to meet the other person. In my programs, I stress that it is possible to plant a seed of trust in the first 10 seconds, and a large part of doing that was a proper handshake.

The substitute greeting gestures are never going to replace the value of a handshake as a way to have two people bond when first meeting. That is an unfortunate reality, which means we will need to work extra hard to demonstrate our emotions without touching in the future, at least for a while.

Pay attention to how you greet new acquaintances in the future and select a method that you feel conveys the right spirit and that you can apply consistently.

We may return to the handshake someday in the future based on some kind of immunization program, but I believe the scars left by this huge disruption of COVID-19 will have a long memory in the minds of most people.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”



Leadership Barometer 58 12 Rules for Success

July 13, 2020

Several years ago I generated a list of rules for success. It is important to write down a set of rules for yourself, just as it is to document your values.

Having a list of rules gives you something to hang on to when there is too much confusion. Another benefit of a list like this is that it helps other people know how you operate much quicker.

I would review this list and my passion for each item whenever inheriting a new group. People appreciated that I made a special effort for them get to know me in this way.

1. The most important word that determines your success is “attitude” – how you react to what happens in your life. The magic learning here is that you control your attitude, therefore, you can control your success.

2. Engagement of people is the only way to business success.

3. Credibility allows freedom to manage in an “appropriate” way (which means if you are not credible, you will be micro-managed).

4. Build a “real” environment – maximize trust – This requires honesty and transparency.

5. Create winners – help people realize their dreams of success (which means, grow other leaders).

6. Recognize and reward results at all levels (reinforcement governs performance).

7. Operate ahead of the power curve (which means, be organized and get things done well ahead of the deadline).

8. Don’t get mired down in bureaucratic mumbo jumbo, negotiate the best position possible, out flank the Sahara. However, feed the animal when necessary (which means pick your political battles carefully).

9. Enjoy the ride – when it is no longer fun – leave.

10. Admit when you are wrong and do it with great delight. Beg people to let you know when you sap them and thank them for it (which means Reinforce Candor).

11. Provide “real” reinforcement that is perceived as reinforcing by the receiver. Build an environment of reinforcement.

12. Keep trying and never give up. You will succeed.

There are many other things that could be mentioned, but if you can master the things above, most other things become subcategories of them.

For example, another bullet might be “Treat people as adults and always demonstrate respect.” That is really a sub item of the second bullet.

Or another bullet might be “Always walk your talk.” That is one thing (among many) you need to do for bullet four to happen.

I believe every leader should have a documented set of beliefs such as the one above. I am not advocating that you adopt my list. Think about it and develop your own list.

Don’t worry about being complete, just start an electronic file and add to it over the years as you grow and encounter new ideas. You will be amazed how this simple task enables you to operate with congruence and grow in your leadership skill.


The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals and, Understanding E-Body Language: Building Trust Online. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.


Talent Development 3 Reduce Conflict

July 10, 2020

One of the skill areas listed in the Detailed Content Outline for the Certified Professional in Talent Development CPTD by ATD is “knowledge of conflict management techniques.”

Several years ago, I created a list of twelve tips to reduce conflict. I present these as a discussion starter. What techniques would you add to my list?

Reverse Roles

When people take opposing sides in an argument, they become blind to the alternate way of thinking. This polarization causes people to become intransigent, and the rancor escalates. A simple fix is to get each party to verbalize the points being made by the other person. To accomplish this, each person must truly understand the other person’s perspective, which is why the technique is effective.

Don’t Sweat the Small Stuff

Most of the things that drive you crazy about a co-worker are things that you won’t remember by the end of the day or certainly not later in the week. Recognize that the things annoying you about another person are really insignificant when considering the bigger picture and the numerous things both of you have in common.

Live and Let Live

The other person’s personal habits are just the way he or she is built. Don’t fixate on trying to change the person to conform to what you think should happen. Focus your attention on the things you like to do.

Take a Vacation

When pressure builds up, just take a brief vacation in your mind. Close your eyes, take a deep breath, and visualize a happier place and time. You can take a vicarious trip to the beach anytime you wish. One trick with this technique is to get as many senses involved as possible; feel the warm air on your cheek, taste the salt water on your lips, hear the gentle lapping of the waves, smell the seaweed by your feet, touch the warm sand on which you are sitting, see the beautiful sunset over the water.

Be Nice

Kindness begets kindness. Share a treat, say something soothing, compliment the other person, do something helpful. These things make it more difficult for the ill feelings to spread.

Extend Trust

Ernest Hemingway said, “The best way to find out if you can trust somebody is to trust them.” We’ll forgive the flawed grammar, since Ernest is already in the grave, and also since his meaning is powerfully true. Trust is bilateral, and you can usually increase trust by extending more of it to others. I call this “The First Law of Trust.”

Don’t Talk Behind their Back

When you spread gossip about people, a little of it eventually leaks back to them, and it will destroy the relationship. If there is an issue, handle it directly, just as you would have that person do with you.

Don’t Regress to Childish Behavior

It is easy for adults in the work setting to act like children. You can witness it every day. Get off the playground, and remember to act like an adult. Work is not a place to have tantrums, sulk, pout, have a food fight, undermine, or any number of common tactics used by people who are short on coping mechanisms because of their immaturity.

Care About the Person

It is hard to be upset with someone you really care about. Recognize that the load other people carry is equal or heavier than your own. Show empathy and try to help them in every way possible. This mindset is the route to real gratitude.

Listen More Than You Speak

When you are talking or otherwise expounding, it is impossible to be sensitive to the feelings of the other person. Take the time to listen to the other person. Practice reflective listening and keep the ratio of talking to listening well below 50%.

Create Your Development Plan

Most individuals have a long list of what other people need to do to shape up but a rather short list of the things they need to improve upon. Make sure you identify the things in your own behavior that need to change, and you will take the focus off the shortcomings of others.

Follow the Golden Rule

The famous Golden Rule will cure most strife in any organization. We tend to forget to apply it to our everyday battles at work.

If we would all follow these 12 simple rules, there would be a lot less conflict in the work place. It takes some effort, but it is really worth it because we spend so much time working with other people.

Following these rules also means leading by example. If just a few people in an organization model these ideas, other people will see the impact and start to abide by them as well. That initiative can form a trend that will change an entire culture in a short period of time.


The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.