Gargle Before Making an Important Call

January 20, 2013

GargleHave you heard the old adage that people can see a smile over the telephone? I am not talking about Skype, I’m talking about the attitude we project through our tone of voice and choice of words on the phone.

I take the subject of body language very seriously and have been studying it for a couple decades. My second book was on the topic of body language when we write electronic notes such as e-mail or texting. I believe there’s a form of body language in all forms of communication, and we need to be aware of subtle signals that are being sent whenever we’re interfacing with another person in any mode of communication.

The other day, I had an important business phone call that I was making from my home office, and I found myself changing into a more upscale business attire and brushing my teeth and gargling before making the call. It seems really odd to get prepared as if we were going to be meeting someone face to face just to have a phone call. I think what happens when we take the time and energy to be presentable physically, even though the person cannot see or smell us, we approach the conversation with a slightly different point of view or attitude that can be interpreted on a subliminal level.

Since I work out of my home office on many days, it would be easy to just keep my informal appearance when making calls, and I have to admit most times I do that. For a call with a new acquaintance or call that has really important implications for a business deal, I often find myself sprucing up my appearance just so that I get that extra edge and more professional feeling. I believe that diligence somehow projects into my tone of voice.

Of course, I cannot see through the phone lines to identify if the other party has his hair combed, but I am probably picking up some information about his feelings about himself and his appearance as we are chatting. It is an interesting study, and I don’t know if anyone has done an organized research study on this aspect of communication. Clearly, we can discern if a person is mildly upset, proud, depressed, anxious, joyful, or any other mood by listening to the words and tone of voice. Shouldn’t we also be able to tell how the person is feeling about his own physical appearance?

I suspect the accuracy of reading this kind of vicarious body language is not nearly as high as when we can actually see the other person. Obviously, there are far more visual cues that are available for reading emotions, so it becomes a real challenge to listen with enough depth to pick up a thread of attitude that the other person may be trying to hide from us. With a lot of practice in fact-to-face communication, we may be able to pick up several visual cues from a person’s body language and be right most of the time (like maybe 85% of the time). We probably would never get that good at reading body language over the phone, but it is likely we could do better than random chance (like maybe 65%).

The next time you are on the phone with someone, try to guess more about what is going on with the other person than just the words that are being used. I believe the ability to read remote body language is a learned skill. We need to continually be alert to signals, and if we catch a thread of incongruency between the words and the body language, we can probe a little deeper to find out if our guess is correct.

By being alert for these subtle signals and testing the validity when possible, we have the ability to sharpen our skill at reading remote body language over the phone. Conversely, if we prepare ourselves mentally and physically before an important phone call, we will usually project a more professional image and communicate our ideas with greater clarity.


2012 in review

January 3, 2013

The WordPress.com stats helper monkeys prepared a 2012 annual report for this blog.

Here’s an excerpt:

4,329 films were submitted to the 2012 Cannes Film Festival. This blog had 31,000 views in 2012. If each view were a film, this blog would power 7 Film Festivals

Click here to see the complete report.


Interview with Lauren Dixon on Trust Across America

November 30, 2012

laurenDixon Cropped 2008I had the pleasure of interviewing Lauren Dixon on national radio this week. It was on The Voice America Radio Network in a program called “Trust Across America.”

If you are interested in a benchmark for a group that has the right idea about trust and is reaping huge benefits, then you should carve out the time to listen to this interview. It will inspire you! Here is the link…

http://www.voiceamerica.com/episode/65149/building-an-award-winning-company-culture

 


The e-mails of David Petraeus

November 14, 2012

I try to steer away from politics in my bolg, but sometimes I just need to vent on things.

Whether you believe David Petraeus is a hero or a monster, the undisputed revelations of this past week have revealed two interesting facts about him. First, he is a human being who is capable of getting into compromised situations. Second, his indiscretions were not just poor judgment, they demonstrated a lack of intelligence, which is odd for the head of the CIA.

I get a kick out of how the press describes his voluntary resignation as the “honorable thing to do.” Hello? If you are Petraeus, the honorable thing to do is to resign long before getting caught with your pants down. It baffles me how the word honor can be associated with his ouster. Let’s just hypothesize that if his affair had not been revealed, he would still hold the most trusted position in the USA? Hello? Something is more seriously wrong than a simple lack of good judgment.

The thing that reveals his lack of intelligence is that he used e-mail to communicate with his lover. I have written guidelines for e-mail excellence and teach courses on it from undergraduates to CEOs. The rules are so simple, it is sometimes embarrassing to teach them. Here are the seven major points I use to simply start the conversation about using e-mail.

1. Always use the right mode of communication
2. E-mail is completely different from conversation
3. Less is more when writing e-mails
4. The subject and first sentence set the tone
5. E-mails are permanent documents – never write what could hang you
6. Make sure your note is consistent with your real objectives
7. Write only when you are reflecting your true self and not in a compromised situation

A quick scan of these obvious principles reveals that David was unaware or chose to ignore six out of seven of these most basic rules. I cannot tell if he violated rule four because I have not read any of his notes. One could argue that he was actually following rule number seven, but the true self he was masquerading as was not in the room when he wrote his notes.

It is particularly scary that the person who was entrusted with America’s most closely guarded information would act in a way that revealed him to be not at all intelligent. We might as well not have any secret documents at all and save the money spent on the CIA. If we put our faith in a man who was that flawed on the inside while we believed his integrity based on his outside behaviors, how can we ever believe in the security of information?

I realize that people are human beings and that the animal nature of hormones can sometimes cause totally illogical things to occur, but if that is so, then how do we ever know who to trust? The dilemma is beyond comprehension. I am not prejudging any criminal culpability here; I will let history play out and watch, like the rest of us, in utter amazement. The central question now is “whom do we trust?”

As a post script, I loved the title of an article by Michael Hirsh in National Journal on November 13. It read “Two Generals, Two Women and the FBI: What Could Possibly Go Wrong?”


9 Ways to Improve Online Communication

October 28, 2012

Are you becoming a digital junkie? Between e-mail, texting, or social networking, the nature of communication is becoming ever more digital and less verbal. With the brevity and acronyms used in Twitter messages, we may be heading back toward some form of cave drawings to communicate. At least if we are going to be communicating online all the time, we should all do it as skillfully at it as possible.

The rules for communicating efficiently and effectively online are not complex; unfortunately many people do not remember to use the rules on a daily basis. Here are nine specific points that can improve your communication online:

1. Understand online text is different from conversation – When we use the old fashioned method of communicating (with the mouth and ears) we have the opportunity to modify everything we say, the pace, the tone, the content, the inflection, everything, based on the visual feedback we are getting real time from the other person. Instantaneous feedback is not in play with digital communication, so the potential to make corrections and stay out of trouble is just not there.

2. Use the right mode of communication – For many applications, a digital note may be the expedient way to communicate, but it may well not be the best way. Consider whether having a face-to-face discussion or a phone call might be the more efficient route in the long run. Having your cell phone or ipad in your hand is not a reason to use the wrong mode of communication for important notes.

3. Get the right tone at the start – In any message, even a tweet, you need to set the tone at the very start so the other person understands your frame of reference. If not, the message can be read in a way that is totally opposite to your intention. With longer e-mail messages, this is a critical element.

4. Don’t play one upmanship – Escalating e-mails in an organizational context are familiar long strings of increasing rancor and expanding distribution. I call these diatribes “e-grenade battles.” The antidote here is to refrain from taking the bait. Simply do not reply in kind to a message that gets under your skin. Instead, pick up the phone or walk down the hall to clear up any misunderstanding.

5. Keep the content brief – Twitter helps us in that regard, but the side effect is that sometimes the true intent can be lost in the extreme brevity. With social networking and e-mail, less is more, because people do not take the time to wade through mountains of text to get the meat.

6. Avoid Absolutes – If I write that you are “always late for meetings,” it is not likely an accurate statement. “You never call me,” is usually proven to be incorrect. Even if an absolute word is technically correct, it is an accusatory term that sets up a negative vibe in the mind of the reader who will try to prove the writer is incorrect.

7. Read before sending – Depending on the gravity of the message, you should reread it at least twice before sending. With social networking this is also true. Make sure you attempt to put yourself in the place of the reader. Think how the information might be misinterpreted, and make sure you spell things correctly, at least most of the time.

8. Recognize you cannot get them back – Most digital messages are permanent data. They do not atrophy with time like verbal communication does. You can apologize all you want, but the other person can demonstrate that you said this or that. Make sure you write what you mean to communicate. Emails never go away.

9. Understand you lose control of the distribution – Once you push the send button, it is all over. You cannot get the message back or delete it. It is out there for the intended recipient and potentially any other person in the world to view. That includes your harshest critics or worst enemies!

There are numerous other ways to improve digital communication, but if you keep these nine concepts firmly in your mind, you will have a much more fruitful interface with other people online in the long run.


Off to National Speakers Association

July 10, 2012

I will be attending the NSA Annual Convention this weekend in Indianapolis. Hope to bring back some interesting ideas to share.


Time Out

March 25, 2012

Imagine that you had a way to tell the leader of a meeting that you were bored with the current discussion and wished the conversation could move on to a more helpful topic.  Now imagine you could share your thought with others to test if they agreed without getting them or the leader upset with you.  If that seems like a utopia, just read on; this article has the solution to many hours of wasted time spent in meetings.

I advocate that each team should have some kind of Charter that allows the participants of team meetings to establish a set of ground rules to be as efficient as possible. At any time in its existence, a team can establish a few rules that will save everyone an amazing amount of frustration.

What is required is that the team be a group of mature individuals who all have their mutual best interest at heart. It helps a lot of there is real trust within the team.  Then just a quick brainstorm can generate a few basic rules.  For example, here are three rules that can lead to a more effective group process:

  1. We will start and end our meetings on time.
  2. We will listen to each other’s input and not grandstand.
  3. We will not make jokes at the expense of any team member.

One incredibly powerful team rule is the use of the “Time Out” signal.  The hand signal is the familiar one from football, where the referee puts the tips of the fingers of one hand to the palm of the other hand to form the letter “T.” Once a group has established that it is safe to do this, something magic happens.

Each member of the team is now empowered to let his or her thoughts be known when the group appears to be spinning wheels.  The time out sign is merely calling the question by letting the leader know that at least one individual thinks the team would be better off moving to a different topic.  Because of the agreement that the individual will not be punished for making the gesture, team members are free to use it when the situation arises.

The team leader should now say something like this, “I see Jake is signaling that he wants to move on, are the rest of you in agreement?”  If most of the team members show affirmative body language or verbal response, then the subject can immediately be changed to something more valuable. Imagine how refreshing this method would be in those all-day meetings that seem to drag on forever.

Just this one hand signal can save a team hours of tedious repetition or arguments, once a team agrees to use it.  I advocate that you encourage your team at work to discuss and approve the use of the “time out” gesture and other basic rules. These rules can significantly improve the productivity and empowerment of any team.


Don’t Do A Survey

February 26, 2012

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


Trust Interview This Week

February 20, 2012

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

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

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

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


Improving E-mail: Avoid the Quicksand

February 12, 2012

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

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

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

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

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

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

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

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

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

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