Body Language is relevant in all aspects of our life. The topic is particularly useful in the field of sales. Highly skilled sales professionals are trained to look for many different body language shifts that indicate the prospect has crossed the mental chasm from skeptical to sold.
This article highlights a few of the signs you can observe in this dynamic.
If a person has been breathing shallow slow breaths and all of a sudden takes in a huge breath and lets it out slowly, that signals a change in mental attitude. It is likely that the person is expressing the lowering of overall tension.
The technique is known as a cleansing breath because the impact is to acknowledge the tension going out of the body.
Feet to Floor
If the buyer is sitting with crossed legs suddenly uncrosses his or her legs and puts both feet on the floor, it is usually a sign the person is ready to sign on the dotted line.
If a man in a business suit that has been buttoned suddenly unbuttons it and pushes it out to the sides, thus exposing the solar plexus, it is a very good sign. You are scoring points.
If a person who has been sitting at a table or desk with closed fists and knuckles on the surface, turns hands over with palms upward, it shows a transition from being resistant to being open.
If you observe the pupils of the person are larger than normal, you have an indication of anticipation that is generally a good indication of a deal. Note, the other person has no way of observing his or her own pupils, so you have a significant advantage by checking for that clue.
Increased Blinking Rate
This signal can go either way, so be careful. If the other person is irritated by the negotiation, the result may be an increase in blinking rate.
However, an increase in blinking rate could also signal anticipation of closing the deal. If you observe increased blinking rate, check for other signs to understand which direction is operational.
If a person who has been sitting back in the chair suddenly leans in, that is a signal that the person is ready to close the deal.
Increased Eye Contact
If a person who has had difficulty maintaining good eye contact, all of a sudden increases eye contact to the level of 60% to 70%, you have likely made the sale.
The Opposite Signal
If a person has his or her notebook open on the table in front of him, then suddenly closes his book and folds his hands on top of it, that gesture means no sale is likely today. The person has just shut down the negotiation for this session.
There are many other body language gestures that can help you identify when a person is ready to make a deal. Many of these have to do with facial expressions, such as skeptical versus a satisfied smile. Stay alert when negotiating for another person over anything, from which food to order to buying a house. Knowing these signals will help you come out with a better result.
This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”
There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Level of Trust
Good leaders create a legacy of trust within their organization. I have written elsewhere on the numerous hallmarks of an organization with trust as opposed to one that has no trust.
Is there a quick and dirty kind of litmus test for trust? Think about how you would know if an organization has high trust.
You can do extensive surveys on the climate or call in an expensive consultant to study every nook and cranny of the organization, but that is not necessary.
All you need to do is walk into a meeting that is going on and observe what you see for about 5 minutes. You can get a very accurate view of the level of trust in what Malcolm Gladwell calls a “thin slice” of a few minutes watching a group.
Look at how the people sit. Are they leaning back with arms crossed and rigid necks, or are they basically leaning either in or toward the other people next to them?
Observe the look on the faces of people in the meeting. Can you see pain and agony, like they do not want to be there but are forced to endure the agony till the boss adjourns?
Listen to how people address each other. Is there a biting sarcasm that seeks to gain personal advantage by making other people in the room look small, or do the people show genuine respect and even affection for each other?
See how individuals interact with the leader. Is it obvious that everyone is trying to help the leader or are they trying to trip him up or catch him in a mistake? Do the participants show a genuine respect for the leader?
Is there a willingness to speak up if there is something not sitting right – for anyone, or is there a cold atmosphere of fear where people know they will get clobbered if they contradict the leader? In other words, is there psychological safety in this group?
If there is work to be done are there eager volunteers or does everyone sit quiet like non bidders at an auction?
Is the spirit of the meeting one of doom and gloom or is the group feeling like masters of their own fate, even when times are rough?
Do the people focus on the vision of what they are trying to accomplish, or do they focus on each other in a negative way. The former is an indication of a high trust group while the latter is how low trust groups interact.
These are just a few signs you can observe in only a few minutes that will tell you the level of trust within the group. That trust level is an accurate reflection of the caliber of the leader.
I used to tell people that I could tell the climate of an organization within 30 seconds of watching a meeting. You can actually see it in the way people interact with each other.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
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.
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.”
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.
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.
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.”