Your Workforce: Expense or Asset?

May 14, 2019

Pay close attention to how managers view the commodity called “labor.” In most organizations, the perspective is that labor is an expense. It is handled on the financial statements as an expense.

In most cases, labor is the highest monthly expense for an operation. It is the payment made in order to secure the resources needed to create the products or services sold by the organization.

As the largest expense for many operations, labor is watched and managed very closely. The profitability of the operation is directly impacted by how many workers there are, so all kinds of techniques are used to keep this variable under tight control.

Managers want to have exactly the right number of people on the roster, so perhaps they utilize temporary workers during peak times to mitigate overtime. They need to be careful because the temporary workers need to be sufficiently trained so there are no safety issues or quality lapses.

In many professional settings, the workers are stretched to the elastic limit and beyond. Managers ask individuals to take on responsibilities that were formerly done by two people or even more. This is done in the pursuit of maximum productivity, which is thought to be the prime governing mechanism for profit.

When budgeting, managers at various levels play games trying to pump up the size of the workforce realizing there will be cuts down the road. Alternatively some managers cut the estimated number of people to the bone in order to show positive yearly trends in productivity. The sequence goes on year after year in many organizations. The charade is well known by managers at all levels, and the posturing or tactics sometimes go beyond annoying to downright fraudulent.

Only in a small percentage of organizations do they view employees not as expense items but as assets. Oh sure, most companies have a value on the plaque in the lobby that states, “People are our most important asset,” but the managers’ daily actions reveal the hypocrisy of that platitude.

If people were the most important asset, then during times of low demand, the managers would be selling inventory or buildings and training the employees for future service. Instead, you inevitably see layoffs or at least furloughs to control labor expenses in slack times.

Try looking through a different lens

What if we really did think of employees as assets rather than expenses? Would that provide some unique and amazing possibilities for profits? I think so. Here are some benefits you might see…

1. People would feel valued

In most organizations, people feel like pawns. The investment is always minimal, and the expectation is that employment is a temporary condition at the whim of management and the vicissitudes of the fickle marketplace.

Treating people as valued assets would bring out the best in people because they would feel more engaged in the business. The magnitude of this effect can only be estimated, but it is a lot larger than most leaders realize.

For example, several studies have shown that the productivity multiplier between low trust groups and high trust groups is two to five times. When people are engaged in the work, they perform significantly better because they feel valued.

2. Development of people would be emphasized

The mindset of treating employees as assets would lead to continual training. When you invest in an asset, you take care of it and make sure it is performing at peak levels. This creates a situation where employees truly want to stay with an organization, which reduces the issue of turnover.

Turnover is often the most controllable expense in an organization, yet the true cost is hidden somewhat. World class organizations achieve turnover rates below 5%, while many organizations habitually live with a 30% or higher turnover rate. Do you know the turnover rate for your organization? Do you have an estimate of the cost for turnover?

3. The culture would be uplifting

When employees are learning and growing, they become more valuable not only for what they can do but for how they influence others. The workplace takes on a feeling of freedom and joy rather than of being an oarsman on a Viking ship. When people are treated like assets, they band together as a strong team or family that is unstoppable. The power of synergy is obvious, and the productivity gained from lack of quarreling is immense.

4. The focus would be on the right stuff

In most organizations, where people are considered expenses, the daily focus is myopic. People are grumbling about each other and trying to protect their turf and future. The atmosphere is one of scarcity where the resources are not there to do what is needed to survive. People are always clamoring for more resources.  I knew one professional who spent about 40% of his time going around grumbling about not having enough resources to do his job.

When people are assets, the atmosphere is one of abundance where there is high value internally. People focus on the customer and on the mission of the unit. Since there is no longer a need to protect your back, you have the ability to move beyond just satisfying the customer or even delighting the customer to actually amazing the customer. That focus becomes a competitive weapon which further entrenches security for the future.

5. Organizations could be flatter

The need for numerous hierarchical levels has to do with control. When people are treated as expense items, they need to be kept in line. That means the span of control for any one manager cannot be too great. There is a lot of accounting work that needs to be done in order to assure the expense of labor is optimized.

When people are treated as assets, trust grows naturally. That dynamic means less supervision is required, so over time the hierarchy can become flatter. The overhead cost savings available to most organizations is staggering.

6. Improved Teamwork

If people are assets, the organization is going to do a lot of cross training, especially during slack times.  That increased capability pays off handsomely when the cycle reverses and there is a need to cover some critical positions based on bench strength.

When workers cross train each other, they form a kind of bond that is intangible but highly valuable in times of high need.

These are just six ways an organization can prosper by considering employees as assets instead of expenses. The operation can be much more profitable in the long run with this kind of mindset. Try it in your organization and experience the difference for yourself.

 

Bob Whipple, MBA, CPLP, 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, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 27 Sitting

May 11, 2019

You can determine a great deal about what a person is feeling by observing his or her sitting position.

As with all body language, you need to take into account cultural differences and also look for clusters of BL to be accurate with the reading.

Here are some tips that can give you some direction.

It is kind of difficult to discuss sitting BL without the impact of how the legs are configured. Let’s start out first with overall posture when sitting and finish up with some general rules about legs.

It is axiomatic that when you are sitting, you are sitting on something. It may be a bean bag chair, in which case you are nearly lying down, or a straight-backed chair with or without arms.

Keep in mind that except for sitting backwards on a chair (very rarely done) there is only one way to sit down. We sit with our butts in the back of the chair with our legs dangling over the front, because there is no practical way to unscrew our legs.

Steven Wright, one of my favorite comedians once asked, “What would a chair look like if your knees bent the other way?” That one always cracked me up.

The first thing to notice is how much slouch there is. A person sitting nearly upright in a chair sends a message of some formality. Some people are very aware of their posture and generally like to sit upright.

Alternatively, it could be the circumstance that calls for a high degree of formality. For example, during a job interview or performance appraisal most people will sit more upright than they would when in the break room listening to a coworker tell a joke.

Most individuals will lean back to some degree, and it becomes a variable to watch. If a person is fairly erect while sitting but becomes slouched over time, the person is showing fatigue or boredom. Also, a person who is experiencing back pain may elect to sit more upright to lower the pressure on the back.

A person squirming a lot in the chair may be nervous, or bored, or it could be just due to an uncomfortable chair. You need to look for other clues before assigning a cause for squirming.

If a person habitually slouches in a nearly horizontal position, it might be an indication of a poor attitude or a signal that the person is patiently waiting for something of note to happen. You might see this kind of posture in a waiting room at the hospital or at a train station, where people are waiting for the next train.

Sitting on the front edge of a chair can be a sign of anxiety and alertness. The person seated wants to be sure not to miss anything that is said or done. It could also be caused by a short person sitting in a chair that is too high so the feet do not touch the floor unless they sit on the edge.

Sitting with one or both legs draped over the arms of a chair is seldom seen in the working world, but it sometimes is evident in the home, especially with adolescents. The connotation is one of relaxation and non-conformity. The pose usually does not last long because it is often uncomfortable on the backs of the legs.

Below is a quick review of a prior article I wrote on crossing of legs.

Leg crossing for women

The most commonly seen leg cross for women is one leg resting on the other knee. This is known as the aristocratic leg cross. When both feet are on the floor, it is a sign of security, while the classic leg cross may be a sign of insecurity.

When women cross their legs at the ankle it is a sign that the woman is secure. It may also be an indication of modesty.

Leg crossing for men

Men generally use the figure four leg cross with the ankle of one leg resting on the opposite knee. Occasionally men will use the aristocratic leg cross, and it can be a sign of high status, as pointed out by Bill Acheson. Also, the aristocratic leg cross is more common in Europe than in the USA.

Link to the entire article on foot tapping and leg crossing.

Pay attention to the way people sit. There is often much information about how they are feeling at the moment. At the very least, you will have fun guessing what might be going on.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 26 The Nose

May 4, 2019

Unless your name is Pinochio, your nose does not contain a lot of body language information by itself, but when you interact with your nose, how you do it can mean a lot of different things.

Of course, the most obvious body language with the nose is when we pinch it between our thumb and index finger. This gesture is always done in response to some situation or action, and it means “this stinks.”

According to M. Farouk Radwan, touching the nose is often a sign of a person having a negative reaction or feeling. It is often done without the person even being aware of it, since the gesture is done subconsciously.

When a person touches his or her nose while making a response to a question, it is usually a sign that the person is exaggerating or lying. Lawyers in the court room are quick to pick up on this signal if they see someone on the witness stand touch his nose while answering a specific question.

I never realized the connection myself until I once viewed a video tape of myself giving a presentation. All of a sudden, I was touching my nose as I answered a question from a participant.

Looking objectively at my response, while I was not telling a lie, I was not totally transparent with my answer either. There was another aspect that I could have discussed but chose to withhold in order to avoid going off on a tangent. I was pressed for time.

The curious thing is that I had no recollection of touching my nose at all. It was only when I reviewed the video that I saw myself making the gesture. Even though I gave myself a pass on truncating my reply because of the time constraint, my body knew there was more to the story.

As a general rule, only a small fraction of the body language signals we make are done consciously. That is why it is difficult to conceal emotions. Other people can see the small gestures that we are not conscious of making. Of course, most people are not well schooled on the various meanings of gestures.

That is why this series of articles can be a big benefit to you. The more you know, the more accurately you can interpret the signals other people make and the more you can be conscious of your own signals.

Sometimes you will encounter a person showing flared nostrils. This is an obvious gesture of displeasure. Physiologically, the person is trying to increase the air flow into the lungs. He may be preparing for either fight or flight.

Wrinkling of the nose is another gesture that signifies a negative reaction. It may be that what was just said does not pass the smell test, or it may be your reaction upon viewing your child’s poor report card. The implication is “this stinks.”

If you do not have a cold, sniffing is another nose gesture that has a negative connotation. You may be trying to “sniff out the truth,” or you may be on a fishing expedition to see what the other person knows.

It is dangerous to ascribe meaning to a single gesture of the nose. The mucus membranes inside the nostrils are highly sensitive, and there is no way you will be able to feel what is going on inside of another person’s nose. The best way to interpret meaning from gestures that include the nose is to look for patterns or clusters of different signals that all point in one direction.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 25 Ears and Hearing

April 27, 2019

Interpreting the body language associated with ears is challenging activity. For the most part, ears are receivers of information rather than providers. Ears rarely move; they are just stuck on the side of the head to enable listening. However, if you know how to observe them, ears can send some strong signals about what is going on with a person.

You can wiggle your ears by contracting the muscles on the back of your head. Other than that, ears do not move much. One exception was my father, who could actually wiggle his ears without moving his facial muscles. I could never figure out how he did that.

If you observe someone who is wiggling his ears while listening or speaking, he may have an uncontrollable tick or other nervous disorder. How else, other than movement, might we gain insight from observing the ears? The answer is color.

Normally the ears are the same color as the cheeks, but there are several situations that can cause the ears to blush or become red. Let’s examine some of these conditions.

Anger

When a person becomes enraged, the blood naturally flows to the ears and they will become much redder than the surrounding body parts. Of course, to read this type of body language, one must be able to see the tops of the ears. Women or men with hair covering up the tips of their ears have the ability to hide this condition under most circumstances.

Arousal

The ears become reddened when a person is aroused. Anything from a mild desire to raw passion will affect the color of the ears. I have not seen a study to indicate that the exact shade of the ear correlates with the level of passion. I would be interested in knowing this if anyone knows of such a study.

Embarrassment

The ears may also become red if a person is feeling embarrassed. However, usually when this occurs, the rest of the face will turn red as well.

Stress

Extreme stress can also cause the ears to become red for some people.

Temperature

Just as very cold temperatures can cause the ears to appear slightly blue, very hot conditions or intense exercise can create red ears. In this case you would know the reason because the face would be red and the forehead would be showing perspiration. Other conditions causing ears to become red rarely cause the sweat glands to secrete as well.

Sound Modulation

When a person cups his hand behind his ear, it is a call for more volume. Likewise, hands over the ears means too much volume, or it might be an indication the person is just not wanting to hear what is being said.

When communicating with another person audibly, make sure your volume is adequate for the other person to really hear the input. It is best to be in the same room with a person you want to communicate with, because that allows the other person the ability to view your entire body language and even read your lips as you speak.

The relation of complete hearing to trust is simple.  With incomplete information, people will make assumptions (sometimes incorrect) about your meaning.  They may believe that accurate communication has happened when it has not.

If a person has a hearing condition, such as tinnitus (ringing or hum in the ears), you need to take that into account to provide enough volume for the person to really hear you. Sometimes hearing loss is so subtle that the person is unaware of a problem. The antidote for this is to get a periodic hearing test.

Make sure there is not another source of sound closer to the listener than you. For example, if I am standing next to a molding machine you need to raise your voice or I am not going to hear your input. This situation is intuitively obvious, but it is often a source of poor communication at work and in the home.

If you have a particular person who often does not receive the full message, he or she may have a hearing condition or you may be communicating in a way that does not allow the person to hear you accurately. It could be that audio input is not the preferred channel of communication for the person. Check it out and modify your speaking pattern accordingly.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Ten Concrete Steps to Rebuild Trust

April 23, 2019

Several authors (including Stephen M.R. Covey) have suggested that trust between people is like a bank account. The balance is what determines the level of trust at any point in time, and it is directional.

I might trust you today more than you trust me. We make deposits and withdrawals in the trust account nearly every day with the things we say and do. Usually the deposits are made in small steps that add up to a large balance over time.

Unfortunately, withdrawals can be massive due to what I call “The Ratchet Effect.” All prior trust may be wiped out quickly. Nobody is happy when trust is lost.

I believe trust withdrawals can lead to a long term higher level of trust if they are handled well. Just as in a marriage when there is a major falling out, if the situation is handled well by both parties in a cooperative spirit, the problem can lead to an even stronger relationship in the long term.

Let’s investigate ten steps that can allow the speedy rebuilding of trust.

1. Act Swiftly

Major trust withdrawals can be devastating, and the trauma needs to be treated as quickly as possible. Just as a severe bodily injury requires immediate emergency care, so does the bleeding of emotional capital need to be stopped after a major letdown. The situation is not going to heal by itself, so both parties need to set aside normal routines in order to focus significant energy on regaining equilibrium.

2. Verify care

Both people should spend some time remembering what the relationship felt like before the problem. In most cases there is a true caring for the other person, even if it is eclipsed by the current hurt and anger. It may be a stretch for some people to mentally set aside the issue, but it would be helpful to do that, if just as an exercise.

If the problem had never happened, would these people care about each other? If one person cannot recognize at least the potential for future care, then the remedial process is blocked until that happens.

3. Establish a desire to do something about it

If reparations are to be made, both people must cooperate. If there was high value in the relationship before the breach, then it should be possible to visualize a return to the same level or higher level of trust.

It may seem out of reach if the problem was a major let down, but it is critical that both parties really want the hurt to be resolved.

4. Admit fault and accept blame

The person who made the breach needs to admit what happened to the other person. If there is total denial of what occurred, then no progress can be made. Try to do this without trying to justify the action.

Focus on what happened, even if it was an innocent gaffe. Often there is an element of fault on the part of both parties, but even if one person is the only one who did anything wrong, an understanding of fault is needed in this step.

Sometimes neither party did anything particularly wrong, but the circumstances led to trust being lost.

5. Disagree without being disagreeable

If both parties cannot agree on exactly what happened, it is not the end of trust forever.  The first rule is to disagree with a constructive spirit while assuming the best intent on the part of the other person.

Suspend judgment on culpability, if necessary, to keep the investigation on the positive side. This is a part of caring for the other person and the relationship.

6. Ask for forgiveness

It sounds so simple, but many people find it impossible to verbalize the request for forgiveness, yet a pardon is exactly what has to happen to enable the healing process.

The problem is that saying “I forgive you” is easy to say but might be hard to do when emotions are raw. True and full forgiveness is not likely to happen until the final healing process has occurred. At this point it is important to affirm that forgiveness is at least possible.

7. Determine the cause

This is a kind of investigative phase where it is important to know what happened in order to make progress. It is a challenge to remain calm and be as objective with the facts as possible.

Normally, the main emotion is one of pain, but anger will often accompany the pain. Both people need to describe what happened, because the view from one side will be significantly different from the opposite view.

Go beyond describing what happened, and discuss how you felt about what happened. Do not cut this discussion off until both parties have exhausted their descriptions of what occurred and how they felt about it.

Sometimes it helps in this stage to do some reverse role playing where each person tries to verbalize the situation from the perspective of the other.

8. Develop a positive path forward

The next step is the mutual problem solving process. Often two individuals try to do this without the preparatory work done above, which is more difficult.

The thing to ask in this phase is “what would have to happen to restore your trust in me to at least the level where it was before.” Here, some creativity can really help.

You are looking for a win-win solution where each party feels some real improvement has been made. Do not stop looking for solutions just because it is difficult to find them.

If you have gotten this far, there is going to be some set of things that can begin the healing process. Develop a path forward together. What new behaviors are you both going to exhibit with each other to start fresh.

9. Agree to take action

There needs to be a formal agreement to take corrective action. Usually this agreement requires modified behaviors on the part of both people.

Be as specific as possible about what you and the other person are going to do differently. The only way to hold each other accountable for progress is to have a clear understanding of what will be different.

10. Check back on progress

Keep verifying that the new behaviors are working and modify them, if needed, to make positive steps every day.

As the progress continues, it will start getting easier, and the momentum will increase. Make sure to smell the roses along the way. It is important to celebrate progress as it occurs, because that reinforcement will encourage continued progress.

If there is a another set-back, it is time to cycle back on the steps above and not give up on the relationship just because the healing process is a challenging one.

In many cases, it is possible to restore trust to a higher level than existed before the breach. This method is highly dependent on the sincerity with which each person really does want the benefits of a high trust relationship with the other person.

That outcome is really good news because it allows a significant trust withdrawal to become an opportunity instead of a disaster.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Difference Between Micromanagement and Harrassment?

April 16, 2019

Two words that get used a lot these days are micromanagement and harassment. If you are being micromanaged, you will usually experience feelings of being harassed.

Conversely, if you are experiencing harassment, most of the time it is not due to micromanagement.

This article dissects the two concepts and provides some guidance for managers who, despite their good intentions, often end up doing more harm than good.

Harassment

Harassment is the abusive behavior toward another person that has its roots in a desire to annoy or hurt the other individual in some way. The practice is normally intentional, although it is possible for a person to harass other people without being aware it is happening. Harassment is close to the concept of bullying, and it is becoming more prevalent with electronic communication, especially among adolescents.

Except in the rare extreme cases, the manifestation of harassment exists first in the opinion of the person who is being harassed. If I will not let you get to me no matter what you do, then you are not going to be very successful at harassing me.

In fact, I may get a perverse pleasure out of thwarting your attempts to bother me: a kind of reverse harassment.

On the other hand, you may be such a sensitive individual that the mere thought of a certain person walking into the room sends you into a flight of panic: a kind of self harassment called paranoia.

We are all aware of the destructive nature of harassment that evokes anything from mild discomfort all the way to suicide. The distress is always amplified if the person being harassed believes he or she cannot escape and has to endure continual suffering.

Micromanagement

Micromanagement usually doesn’t stem from sinister motives. To the contrary, it is normally the desire of a manager, or person in charge of getting things done, who wants things to go well but is misguided in the best way to accomplish the task.

It reminds me of my favorite Star Trek Quote when Mr. Spock says,

“It is curious how often you humans manage to obtain that which you do not want.” (TOH Charlie Green).

The micromanager is not trying to annoy the victim (usually) but only trying to get things done according to his or her warped definition of how to accomplish the objective. In the process, of course, the victim has to endure the constant meddling that feels very much like harassment.

We are all aware of the antidote for micromanagement, which is for the manager to set the objective and some broad guidelines and then back off to let the individual figure out the details on how to get the job done.  The manager might say, “I’m not going to hover over you while you get this done, but I’m available if you need me.”

Unfortunately, a little concept called “trust” is missing, so the manager does not believe the individual is capable of getting the job done without constant supervision. This lack of trust is the root cause of most micromanagement.

We deal with the manifestations of micromanagement to some degree in most work settings. It is only the most extreme high trust environments where managers are willing to actually stand by and let subordinates do things wrong in order to learn what does not work.

We learn more from our mistakes than we do from our successes.

They would rather intervene and at least suggest that holding the soldering iron by the pointed end might not be the best method. I use that extreme case because the motive of the manager in this case is to prevent the employee from doing bodily harm. What could be more noble than that?

Often what feels like micromanagement to the employee is done for the benefit of the employee.

The grey area between good intentions and oppressive hovering is playing out in the workplace every hour of every day. Managers find their own equilibrium, and employees either complain (or not) behind the break room doors. Eventually a good employee will get tired of the intrusion and simply leave the organization. This reaction is a prime cause of the disruptive and expensive problem called turnover.

The extreme case, where managers tell people how to do their work for the sport of always getting it done their way, crosses the line into harassment. Even if the conscious objective is to get the job “done right,” the spirit with which the manager directs every movement is debilitating.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 23 Micro Expressions

April 13, 2019

Of all the different types of body language gestures, I find the topic of Micro Expressions to be the most fascinating.

Let me first define the concept and why it contains so much information, then I will follow with some examples and references so you can appreciate this intriguing area of body language.

A micro expression is a very quick departure from the ambient body language, and it is usually in response to a reaction inside the person to something said or something going on in his mind.

The duration of a micro expression is usually about 1/30 of a second. It is faster than a blink, yet it contains all kinds of information about the mental state of the person.

The scary part about micro expressions is that the person doing it is almost never aware of doing it. It happens so fast and is part of the total mental state of the person that there is no cognition of it happening.

However, and this is the dangerous part, the gesture is very evident to the other person, either on a conscious or subconscious level.

Let me share an example so you can see how fleeting these expressions are. Here is a video of me talking about “Planting a Seed of Trust in the First 10 seconds.” I give several tips to enhance trust when first meeting another person. The first one is to watch your attitude.

I discuss how if you have positive mental self-talk prior to meeting another person, it shows all over your body. Then I switch from the positive to the negative and say “on the other hand if your mindset is negative, that is going to show as well.”

Just before I say “on the other hand” you can see a micro expression as I pull my mouth sideways to indicate I am about to go negative. In case you want to view just the expression, it occurs at 4:47 into the video.

I had no knowledge of doing this micro expression when I was making the video. It was only upon viewing it that I saw myself telegraphing my change of state from positive to negative. I did not know it, but anyone looking at me would have an indication that I was about to change state

Politicians

Micro expressions are frequent for politicians, and once you know how to read them you can tell when a politician is feeling less confident about what he or she is saying. A good example is John Kasich of Ohio. He has a non-contorted facial expression when he is comfortable, but when he is trying to answer a difficult question he pulls back the corners of his mouth in a micro expression. He will continue to do this roughly every 10 seconds or so as long as the topic makes him nervous.

Donald Trump projects discomfort by increasing his blinking rate whether in a one on one discussion or in a speech. If you just follow the number of times he blinks in a sentence it is easy to spot when he is stretching the truth or making something up. I suspect he is aware of the habit but really has no control over it.

Another interesting pattern with Trump is to watch how he shakes hands. With most people he shakes hands with his palm down, which represents a dominant position. It was interesting to watch his first meeting with Vladimir Putin, because Donald reached across the table with his palm up. This is generally thought to be a submissive gesture that was obvious for all the world to see.

Mitt Romney makes an interesting study in Micro Expressions. In speeches, he is normally quite steady on his feet with excellent eye contact. When the topic gets into the financial areas or taxes, he immediately starts to look down and shifts his weight back and forth. Both of these micro expressions show discomfort with the topic.

When gauging the validity of a micro expression, you need to determine if it is just part of a visual tick the person has or if it is actually in response to some thought or input. Just because someone twitches his lip does not necessarily mean he is reacting to something. It may be a personal tick that happens for no detectable reason. Try to observe the ambient body language before ascribing a quick irregular motion as a signal that the person is reacting to a stimulus.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763