SciencesPo

What made SciencesPo decide to include soft skills in their MBA program?

Posted on by Denise

It is with great enthusiasm that I am launching the first full 24-hour course in soft skills for the SciencesPo Management and Sustainability MBA program.

“Perform at Your Best: Be the Team Member You Want To Have” begins next week.

This course is inspired by a training program I lead (in French) for 1st time managers in startups: “Boost Team Trust: Be the Manager You Dream of Having” (“Devenir le Manager que Vous Avez Rêvé d’Avoir”)

As you may know, SciencesPo is a French institution and prides itself in the quality of its education.  The  training is essentially oriented towards hard skills: mastery of finances, excellence in measuring market trends, and more.

Soft skills – the capabilities of collaborating effectively as a team, of engaging colleagues and influencing decision, of negotiating win-win agreements – are, well, soft.  How does one verify mastery?  How does one grade such a topic?

It’s a question that managers ask too. How does one measure the benefits of relationship skills?

How does one measure the benefits of relationship skills?

I do not pretend to read the minds of the SciencesPo leadership team. I can, however, share three elements that helped convinced them to invest in building these skills for their upcoming graduates.

1. Graduates are unprepared without soft skills

Managers (and studies) attest that graduates from top schools are insufficiently prepared for the working world. They know what to do…not how. This gap creates inefficiencies.

I remember my first job out of Harvard Business School.

Following my love for fashion, I landed an internship with a children’s clothes manufacturer.  My mission: to identify market trends and to help division managers integrate these findings into their upcoming collections.

Completing the research and analyzing the findings was the easy part.

The challenge lay in facing these seasoned-worked-my-way-up-the-ladder managers, with a you-are-book-smart-but-we-are-street-smart-and-everyone-knows-that-is-what-counts attitude.  No matter what I presented as numbers, they were committed to doing their own thing.

I felt disarmed. 

I would mount an argument around facts.  They purposefully played on a different field which deflated the power of my conclusions.

The challenge lay in facing these seasoned-worked-my-way-up-the-ladder managers, with a you-are-book-smart-but-we-are-street-smart attitude.

It is like my wings were clipped.  I was prepared to soar like an eagle with my asset of a great education.  Instead, I was reduced to walking.  Every see an eagle march?  Not often.  Not effective.

New graduates face similar circumstances.  The quality of their technical skills are less appreciated without the people skills to engage with their colleagues (internal clients) or customers.

2. People skills are SKILLS and can be learned

Advances in neuroscience, behavioral sciences, psychology all point to the fact that relationship skills can be taught.

You have heard (or even said), “That’s the way I am.  Deal with it.”

It is true that we are each uniquely made.  It is also true that we are each on a life journey.  Movement.

Think back to last year.  Back then, kids thought a mask was a Halloween costume.  In September 2019, how many of us realized that it took courage to work in a grocery store?  Our grocers rank among the first to affront exposure to Covid-19.

Are you the same person you were last fall?  Of course not.  Let me guess.  Did you grow in empathy upon seeing the children’s toys behind your colleague during the Zoom meeting?!

You know from your own experience that behavorial skills can be learned. Like reading, writing, and arithmetic.

And, as with academics, a framework for learning acts like a coat rack, a series of hooks upon which we organize our knowledge.  We can easily access them to apply them out in the real world.

Science-Inspired Framework

What is my framework, the one that convinced SciencesPo?

Inspired by Dr. Carol Dweck from Stanford (who researches about growth and fixed mindset) and Julie Zhuo (previously VP Design at Facebook and author of Making of a Manager), I build my course on four categories of relationship-related tools:

  • Purpose-building
  • People-developing
  • Process-optimizing
  • Mindset

Our mindset determines which tools we will pick from the 3P’s.  To learn more about these, I regularly share on the topic so follow me for details.

The point here is that there is no one right way to behave.  Appropriate communication skills are context driven.

Self-Awareness Building

We learned from John Newton that every action creates an equal and opposite reaction.  This also applies in relationships.

Newton’s Third Law of Motion:
For every action, there is an equal and opposite reaction. 

My course helps learners build self-awareness.  They identify which Purpose, People, Process, and Mindset tools they currently use (their actions) and how others react to them (the reactions).

(By the way, people often take their behaviors for granted.  It’s the other person initiating the disturbance, not them reacting to us.)

Class participants realize their Behavior A instigates Response Z in the other person.  If, however, they seek Response Y, they could tweak their Purpose, People, Process, or Mindset actions in order to invite a different response.

Change might not happen exactly as we hoped it would.  Humans are…humans after all.  And that is exciting.

Yet, learners in my program learn and master tools which foster responsibility for our part in relationships.

We can tweak our actions to keep aiming for connection and collaboration and positive outcomes with others.  Yes, we can.

3. This is a concrete approach to building soft skills

I present a concrete approach to building soft skills.

One of the criteria for a reputable university is to provide a measuring system for learning.  Are the essentials merely understood…or are they mastered?

It matters to future employers too.  How did this person rank within his/her class?  Are they someone who just gets by or do they truly invest themselves in the pursuit of excellence?

My challenge lay in providing an assurance of transformation results.  There would be a “before” and “after” the class.

Here is what I proposed to SciencesPo (and what I propose for managers and team members too).

Experiential learning stimulates change

Through interactive exercises inspired by neuroscience and psychology participants grow.  These activities include collective brainstorming, 1:1 discussions, individual reflexion, role plays, and more.

These experiential activities generate “Aha! Moments” of self-discovery.  Participants realize on their own the impact of their behavior on others.

I love how this photo catches their expressions when they discovered that they come across as bossy.  😨 They thought they were merely giving instructions, but it came across as controlling.  They KNOW this kind of speech is unpleasant and demotivating because they experienced it.

impact of experiential activity
Response to role play, “Is THAT what I sound like?!”

Participants now WANT to change.

Class members learn techniques to give clear instructions without being directive.  Find out more here.

Learning is based on actual business cases

The collective intelligence sessions for overcoming relationship challenges are particularly appreciated.  A participant presents a sticky situation she/he currently faces and we uncover solutions together.

Each of us, when under pressure, lose the ability to step back and gain fresh perspective. Our confidence also petters out…like a balloon with a tiny puncture.

In the class, I lead the group through a structured collective intelligence process which assures psychological safety.

  • We clarify the issue
  • We initiate a role play where the person with the relationship challenge takes on the role of the person with whom they have difficulty
  • We embark in a collective search for alternative ways to handle the situation
  • The person chooses which solution suits her/his style, context, and confidence level
  • We practice implementing the solution with another role play

Everyone comes away enriched.

The person with the challenges gains fresh perspective.

Those contributing solutions also grow in confidence. They realize they already have elements of answers.  They know where to go for more. They feel equiped.

Young professionals feel equiped to handle relationship challenges with confidence.

 

My personal mission is to invest in the next generation of leaders.  To help them make a living and have a life.  It is an honor and a delight to do so through this first soft skills class for the MBA program at SciencesPo. Thank you for the opportunity.

Ask intimidating boss about priorities

How to Ask Your Boss About His Priorities without Sounding Disrespectful

Posted on by Denise

In this time of confinement, we are each more aware of our limited resources: finances, time, energy, focus, humor, patience, and more.

Knowing our priorities helps us invest these personal and professional resources more wisely.

Our work priorities depend upon those of our boss.

Do you really know what three numbers keep our managers up at night? What are they measuring?

They be looking at different issues during confinement than in “normal” times

  • Cash
  • Sales pipeline
  • Employee health
  • Access to technology
  • Employee morale
  • Team communication
  • Employee autonomy
  • Interruptions during a workday
  • …

Especially during a crisis mode, it is vital to (re)align our efforts with our boss’ imperatives.

YOU and YOUR BOSS

How is your relationship with your manager?  Do you know there are 150 Million responses to “I hate my boss” on Google?!  (FYI 670 Million search “I hate my job.”)

Few of us are at ease calling our boss to ask about her priorities.  Coaching clients tell me this:

  • “It’s not my job to ask my boss about his priorities. My job is to follow his directives. He chooses. I act.”
  • “It would not make a difference if I asked my boss about her priorities. I still must do the same work.”
  • “We don’t have that kind of relationship. I am not her confidant. She asks us what is going on in the field. We don’t ask her what is going on in the board room. I think she’s a great boss because she listens to US!”

Employees expect the boss to take the lead.

And yet, you have the most to lose by not being aligned with your boss’ prioirities.  Your peace of mind, energy, and possibly job security depend upon it. 

How can YOU take this positive initiative and ask your boss about his priorities with utmost respect?

Prepare both the PEOPLE and the Content

Often preparation for a meeting focuses on getting the content right.

This process prepares the people too.

Prepare Yourself

The first person to prepare is YOU (and me!).  Mindset matters.

We all have some degree of the imposter syndrome. The underlying questions are, “What gives me the right (validity) to …?” “Should I ask my boss about his priorities?”

Try reframing the situation slightly to focus on results. You’ll discover empowering questions.

  • “How can I ask my boss about priorities in a way that makes her want to share them and even appreciative of the opportunity to do so?”
  • “How can I better help my boss perform well during these times of stress?”

Here, we focus on overcoming obstacles. Merely formulating these questions helps us to birth an action plan.

Prepare Your Boss

It is more the exception than the rule to enjoy strategic exchanges with our manager. He might be taken by surprise by your request.

Consider a two-step process to help him adjust.

  1. Tell him you want to ask about priorities
  2. Ask him

Prepare the Discussion Content & Process

I like to have a basic structure when engaging in open-ended discussions. Sounds counter-intuitive?!
Structure provides safety when venturing into less certain territory.

The following steps guides us in launching and closing the discussion with confidence. You will also gain pointers on how to stimulate the exchange if your first attempt does not generate the hoped-for response.

1. Explain the trigger for the discussion

Your boss might be wondering what makes you act “oddly.”

As humans, we fill in knowledge gaps with our own interpretation. And oftentimes with negative news!
Let her know from the onset this is a forward-thinking exchange. 😊

When you explain the trigger for the discussion, point out your motivation to grow professionally.

2. Confirm your objective to support your boss in her/his priorities

Products and services that sell well are those that satisfy a need. Your boss has needs too, among which performance criteria. Assure him that you are committed to those as well.

It sounds obvious, yet we can get caught up “doing our work” and forget the reason for it. The purpose of your discussion is to add purpose to your work!

3. Present the context which depicts the relevance of your question

As we work in increasingly complex organizational structures….and as we work from home during confinement (!)…your boss might not know exactly what you do.

He might be oblivious to the fact that you spend HOURS on projects that get dropped and that your motivation has taken a toll.

This is your opportunity to provide a succinct glimpse into your preoccupations. You can present these concerns in ways that reinforce the interest of the company or of the department.

  • To best use your time and focus
  • To maximize learning for the department
  • To best reach our quarterly objectives
  • To fully tap into collaborative teamwork
  • …

4. Make your ask

Your boss is the person who knows her priorities better than you do. There is a time for you to ask that she express them.

Directly.

Expecting an answer.

It’s O.K to leave a few seconds of silence. They might feel like hours (!). Your closed mouth puts the onus on your boss to speak.

It’s O.K to leave a few seconds of silence. They might feel like hours (!). Your closed mouth puts the onus on your boss to speak.

Many of my coaching clients fall into the trap of filling in silence. It makes them uncomfortable, so they speak.

Change your mindset about silence. Remember that when you ask a question and pause, your silence communicates loudly. It speaks of

  • Intent
  • Confidence
  • Self-Control
  • Interest

And more.

I was recently on a videoconference meeting where the decision-maker had been avoiding making a choice about when to kick-in an emergency plan. One of the participants finally presented the issue as a direct question.

“What is the minimum level of cash that triggers the emergency plan?” Silence.

His silence kept us quiet.

Finally, the manager responded. “I guess I have to make a decision.”

The participants remained silence still.

“Ok…” and we FINALLY got an answer!

Be serious about asking your boss about her priorities…and you will be taken seriously.

5. Prepare to listen MORE

Have you noticed how it is easier to listen when topics are relevant to us?!

The more we understand how our boss’ priorities relate to our work, the more fruitful the discussion will be for you or me.

You can guide the discussion with well thought-out queries.

  • If _____(such and such happened) what impact do you see that having on our work?
  • What might maximize our chances of success?
  • Where are the risks higher and where are the stakes lower?

6. Have a back-up plan

I teach a class on resilience. One of the keys to being able to pick up and get back into the game is to have a Plan B.

Think of professional soccer players. They fall all the time. And get back up again. They even have training sessions on how to fall so that they can rise up again quickly.

A Plan B gives room for margin.  You and I don’t have to be perfect on the first attempt.

A back-up plan is like a life vest. When we swim out of our comfort zone and into deep waters, we have something to keep us afloat.

As a Plan B, anticipate several of your boss’ priorities and ask her to comment on those and even to rank them in order of importance.

You could even present potentially conflicting priorities and explore how your manager evaluates and compares them.

7. Link strategies to actions

In the interactive story mentioned above, The Calamities of Jade, Jade had been previously assigned a Project A. She brings it up during this strategic discussion with her boss. “How does Project A fit in with your priorities? “

(We don’t know the answer yet. In fact, it’s YOUR vote that determines it! Click here to vote on #SafePlaceToTalkAboutWork.)

Our companies thrive because ideas get implemented. Your boss’ priorities impact decisions about how you and I spend our time, energy, attention, affection, and finances.

In the end, it comes to “Just doing it.”

Gain clarity on what needs to be done!

8. Close with thanks

Thank YOU!

Working with a Challenging Boss

How is your relationship with your boss?

I help managers and high potentials manage themselves and their bosses with confidence.

You spend most of your hours at work.  If your manager is a source of discouragement, you carry that with you in all facets of your life.  You used to have the commute ride home to unwind.  With confinement, that discouragement enters your own home.

Let’s (re)build your confidence and your positive impact.

Send me an email to share your goals and the obstacles that keep you from reaching them.  Let’s connect to see if my online training and coaching is the right solution for you to boost your confidence and your career.

Cover photo by Matthew Henry from Burst

team leader

How to be a team leader, even in a competitive workplace?

Posted on by Denise

Do you too find yourself managing colleagues?  It’s not just the boss who is the one to redirect a team member and give feedback on the quality of work.  It’s also you!

You might be working in an Agile team, or you have several bosses, or you are recently (or hope to be) promoted.  You were hired for your specific expertise and discover that managing people and their performance is expected from you…and it feels overwhelming, especially since you did not have the training!

If this resonates with you, read to the end of this (long !) post.

Loving work and life

“Denise, how do you simultaneously tell people they are doing the wrong thing and get them motivated to perform positively instead?

It’s novel, and I want to do it too.”

Comments like these help me realize how far I have come…and the (long and lonely)  journey traveled to become a “go-to person” to resolve relationship conflicts and to work effectively as a team leader.

What makes a great team leader?

What would it take to be your team’s most valuable player?  What does it look and sound like to be the person that bosses and colleagues WANT to work with?!

Is she/he the Superstar?

Many professionals enter the workforce wanting to prove their value.  (Who doesn’t?) It often translates into showing cohorts who is “better.”  Who works harder, longer, and attends more meetings.  

It’s a game of comparison and one-upmanship.  Not to one’s best potential self, but to others in the team.

Superstar Motto:
I am great by being better than you.
Admit my superiority.

As stellar celebrity, it is hard to celebrate colleagues’ contribution to the group’s performance.  Their success diminishes our stardom.

Yet star players still need to progress or be replaced.  To whom do they turn to grow and improve?

Not many folks.

Who sticks around to be reminded of their “lesser” status?

It’s exhausting, lonely, and, in our fast-paced world, vowed for failure.

When I graduated from Harvard Business School, I did not know of any other option than competition.  Of course, I had heard of win-win solutions but, in my entourage, where there was a winner, one would also find a loser.

Seeking superstardom often harms the team.  We talked about teamwork, yet we performed as individuals.

Are they born leaders?

Students I teach in business school ask me whether leaders are born or made.

by Dr Seuss
The superior Sneetches are born with stars on their bellies. Woe to the plain-bellied Sneetches! from “Sneetches on the Beaches” by Dr. Seuss

You have surely heard it said, “He’s a born leader.” (Hopefully you also heard, “SHE is a born leader” too!)

That is relegating people-management skills to characteristics like height or hair color.  You or I cannot change them.  We have them or we don’t.  Period.

Born Leader Motto:
I am a leader for life. Not you…ever.

But how does that function in our complex world and global economy?  How does it work for the American or French “born leader” when integrating Indians, Chinese, and Nigerians in her team?

Humm.  Awkward.

Our definition of “valuable team member” has evolved as technology rendered borders fluid.  When working with similar folk (all engineers, all of the same nationality or race…) we could imagine “one best process.”

Today, we face diversity and the most valuable employees are those that can connect with a wide variety of people, bring out the best in each, and integrate these differences into building ONE. TOP. PERFORMING. RESULT.

Team Leaders Build Strength
– theirs & others’

Studies now show that teamwork is like a muscle.  The more you use it, the stronger your collaboration skills.

Muscle Builder Motto:
What does not kill you or me
makes US stronger.

It sounds sooooo easy, yet this kind of teamwork requires humility, courage … over and over again.

Humility to admit a relationship challenge exists.  Courage to bring up and resolve the sensitive issue with the other person. Belief in the other person’s positive intent and in the possibility of an alternative outcome.

Here is an example.  A mentor of mine was honored to introduce a prominent female politician for a speech on gender equality.  After exposing her credentials, he closed his presentation saying, “She is with us today speaking about a subject close to her heart: opportunities for women.”

“If it is a worthy topic, should it not be close to men’s hearts too?” I wondered.

This one comment is no big deal.  Why not let it slide.

And yet…many such comments over days and months become demotivating.  Additionally, if I was bothered by the remark, others probably reacted to it as well.

Teamwork muscle-builders nip relationship challenges in the bud. (Scroll to the end of this post to find out what I did 😊)  They respectfully address vulnerable topics to gain clarity for all to move ahead.

How to become a TEAM LEADER?
Be the Most Valuable TEAM Player

Today, to get promoted, you need to know your expertise AND master teamwork skills (often called soft skills).

That’s quite a challenge when many of us face some these obstacles at work:

  • When a colleagues does not complete his work and it negatively impacts our performance
  • When we question our boss’s support. When you or I take initiatives (and therefore risks), would the boss have our back, or will we get the blame?
  • When we receive negative retributions (condescending comments during a meeting or being removed from the interesting projects)
  • When we have to sit through ineffective meetings where too many people attend, and previous decisions are called into question
  • When we walk on eggshells in anticipation of colleague’s or bosses’ rampant emotions
  • When our work is not recognized…or when someone else takes the recognition for our work
  • …

These situations invite competition, not collaboration.

Today, because of the fast-changing business climate facilitated by the Internet, organizations succeed by their capacity to learn and adapt quickly.  The most valued employees are those who can transform challenging situations into opportunities for teamwork.

M.V.P. (Most Valuable Player) Motto:
Transform challenges into opportunities
to learn & grow.

And it is transformative for oneself and for the team.  Wouldn’t you want these?

  • To give and get helpful and constructive feedback
  • To know where you stand and to ask for support
  • To be a contributor, not an order-taker
  • To have work recognized…and be motivated to take more initiatives
  • To manage emotions instead of being controlled by them
  • To have your time respected

When we can turn around a tense situation and bring collaboration and solutions as a team, it’s ENEGIZING for all.

It’s the thrill of leading a life of impact.  It’s the satisfaction of making a positive difference and creating a virtuous circle of enthusiasm among colleagues.

 

HOW to be a team player in a competitive work?

Yes, it is possible.  Yes, it is transformative.

Yes, there are skills to learn.  Yes, it’s confusing at the start.

Yes, it takes practice.  Yes, it takes getting back up after we fail.

And yes, it can be lonely.

What makes it soooooo hard to be a Most Valuable Team Leader at work?

Let’s look at how skills are built.

The Traditional (and less effective) Approach

Here is what often happens:

An employee with high-potential is sent off-campus for training in teamwork and leadership skills.  They learn about positive mindset, emotions management, active listening, delegation, connecting before correcting, effective meeting management, and more.   They leave the training INVIGORATED and ready to apply new communication tools.

Back in the office, reality hits.

She needs a colleague’s input in order to finish a project on time.  He gives her five reasons why he was not able to execute the task. She responds by countering each of the excuses.  The discussion focuses on the past.  She is frustrated because she cannot advance on the project because of another person’s fault.  He feels judged and not appreciated.

Wait!  What happened to the skills learned during the training?  Was there “connection before correction”?  Who practiced active listening?!

An opportunity to strengthen teamwork muscle just passed by…and no one noticed!!!  Everyone fell into habitual behaviors.

The Novel & Impactful Way

Learn 🤔🤓

Practice 😨🙃🙂

Grow 😃😍

As I look back on my career, I noted the turning points in becoming proficient in team building, overcoming conflicts, and developing mutually positive relationships.

  1. To realize I did not know how to motivate others

I began noticing moments when I was annoyed at others or myself, or when I was in the middle of a power play.  When I began naming these feelings, I realized there must be ways to prosper at work.  But how?

  1. To discover constructive communication tools

As I became interested in working more effectively and enjoyably with my colleagues, I became attentive to how we communicated.  I realized we used tools…like impatience, critique, or questions.  Some of these create connection while others result in distance and misunderstanding.

Learning constructive communication tools is foundational in building mutually respectful and fulfilling professional relations.

  1. To test and try the tools at work

The biggest step in the journey to a positive work environment is taking that first step of trying out a different approach to a recurring challenge.

That too was a process.  At first, I recognized missed opportunities.  “I could have managed that situation differently!”  It took weeks before I could recognize a negative relationship pattern and plan an alternative strategy.

I was alone trying to identify unhelpful habits and what triggered my responses.

It took stepping back from the day-to-day and a full agenda!  Introspection is WORK!  It is what Steven Covey describes as vitally important but not urgent.

Ah! I wished for a colleague with whom to review my actions and others’ reactions.  Even more, I wished for a sparring partner:  someone who could share a fresh perspective with me and that I could help too.

  1. To try again when the first attempt did not work

People are humans, not robots.  We do not have an “off/on” button for bad humor or for trust-building.  In other words, the same approach might not work at every time.

Abraham Maslow said,
“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Creating a virtuous relationship cycle does not mean picking up a velvet cloth (in place of Maslow’s hammer) and treating every challenge as if it needed a good rub.

Not quite.

We each go through a process of trying to connect in a situation which had previously created stress.  And we use different tools according to the situation and the people involved.

Sometimes we recognize their emotions and manage ours.  Other times we listen and ask questions with a goal for understanding.  Some moments we might even admit that we may have contributed to a misunderstanding.

With practice we learn how to handle various instances.  Until then, we test and try.

When we resolve an issue, it feels AWESOME.  When our attempt failed to get the desired result, we feel discouraged…and even vulnerable.

  1. To get support…to keep on trying again & again

Don’t follow the Lone Ranger.  Be a Beatles groupie instead.

“Get by with a little help from my friends.” – The Beatles

I love this video of the beginner martial artist.  He made it, thanks to the insistence of his coach and the encouragement of his buddies!!!

We need that too.  Folk who tell us we can do it when we barely believe in ourselves and fall back into critique or judgement.  A team to celebrate with us when we succeed in being the team leader we want to be.

Become Your Team’s Most Valuable Player

This is the program I am now developing.

Learn

Online Training – 24/7 access

The online training modules (24/7 access) teach you the mindset, self-awareness, communication & soft skills, and insights to become your team’s Most Valuable Player.

Practice 

Weekly Group Coachings

Every week, we gather online for a group coaching to resolve together a workplace challenge:

  • A colleague who lags behind on his commitments
  • A person to whom we repeat, repeat, and repeat the same request
  • Someone who makes demotivating comments…maybe without even realizing it
  • A request for a raise
  • …

It’s a collective intelligence activity that boosts novel thinking and results in creative solutions.  We all gain in confidence and energy!

Grow

1-on-1 Progress check up – every 2 months

We’ll set YOUR own growth objectives to be the leader YOU want to be in YOUR organization.

Secret Facebook Group – 24/7 access

We are an online community meeting through a secret Facebook group.  You can join anonymously.  This is a safe space to talk about work.  (Your “toxic” colleagues won’t know what you think of them!)

It’s our space to ask questions, share insights, and get encouragement as we test, try, and grow.

Wanted: Super-motivated pilot testers

The program is still in finalization stage of the personalized follow-through and coaching program.  As a believer in collective intelligence, I want to build with pilot users.

If this is your situation:

  1. You were recently promoted and realize the need for leadership skills
  2. You have a new boss and are trying to find your place
  3. You are working in an Agile team and want to collaborate better
  4. You have been in the same position for several years and seek a promotion

…AND:

  1. You are super motivated
  2. You are ready to make changes in your life within the next 4 months (or now)
  3. You would like to be coached as you as you apply new skills and turn them into positive habits

Please connect by filling out the form below.

I look forward to speaking together (and if you are in Paris to even meeting in person).

Si vous êtes francophone, SVP écrivez-moi en français.  Je le considérerais comme un signe de respect.  Vous me respectez en m’accordant la liberté d’écrire dans ma langue natale … et je souhaite vous rendre la même considération.

Maybe this program is not for you but you have someone with high potential in mind.  Please forward them this email!

P.S. How did I respond to the presenter who introduced the woman speaker talking about gender initiatives?

I SHOT UP my arm during the Q & A period and asked, “You introduced our speaker by saying that gender intiatives are an issue close to her heart.  She has devoted much of her talk to the proven benefits of diversity in the workforce.  Shouldn’t this be a topic on the hearts of men too?!”

He smiled and responded, “Point well taken.  Thank you.”

Trust Gratitude Inspiration Fun

TGIF – The POWER of Vulnerability at Work

Posted on by Denise

Hi folks,

Last week was intense as I led four days of training You get the insights through our TGIF:  Trust – Gratitude – Inspiration – and Fun.

Trust

I’m trusting in the power of vulnerability.  Yes, even at work.

I’m still on a “high” from the feedback of last week’s training groups.  Folk shared how much they learned about themselves and how this stimulates them to change attitudes and behaviors.  Wow!

It happened by creating an environment of trust which paved the way for authentic exchange over both strengths and weaknesses.  Vulnerability was given and received.

Team meeting

People realized they are not imposters; they have strengths that are recognized and visible to others!  They also learned that challenges present opportunities for learning.  Bye, bye to “I’m a failure.”  Hello to “I can grow.”

Here are some feedback highlights:

“I realized that I was not invisible.  It was empowering to learn how my example of doing my job with dedication and a goal of excellence has inspired others.”

“I learned that I am already brave and strong.”

“I don’t just want money.  I really want a LIFE.”

“I should stop telling myself that I’m not confident.  I discovered this is not what people think when they meet me.  It’s time for me to stop degrading myself.”

Gratitude

Thank you to my clients who trust me.  It is a real privilege to be welcomed into their offices and given the opportunity to challenge employees out of their comfort zone…and to come out stronger together 😊!

Inspiration

One of this past week’s clients is an up-and-coming startup, WeMaintain, and their daring talent strategy inspires me.

They hire for potential…which can differ from past achievement. 

Laughter at work

We met the expert on Internet of Things who learned his skill by making connected skateboards as a hobby.  A previous journalist joined them as a front-end coder.  The list goes on.

The team overflows with mutual respect.  Here is what they say about each other:

“I have such admiration for each person in this team who fully invests in the work and is ready to grow further together.”

“I feel a sense of fullness as I admire the richness of the team.  We can go far together.”

Fun

During my trainings, I use scenarios to stimulate aha-moments of learning.  The goal of one of these scenes is for participants to realize that they cannot change other people’s behavior.  They can change their own…. which then will produce a different response from the other person.

We change first.

In one of last week’s training, the role play ended up being particularly hilarious.  The principle I had hoped participants would grasp did not come through. ☹  And yet, the scene generated roaring laughter which woke us all up after lunch. 😊

Fun at work

To paraphrase the authors of Fail Fast, Fail Often (Ryan Babineaux, PhD and John Krumboltz, PhD),

Fail fast.  Tweak often. Laugh as you learn.

 

Wishing you a great week.

A bientôt, Denise

Neat & New Stuff

Enjoy these posts inspired by my father’s wisdom:

“Aging isn’t for sissies!”

What’s YOUR Focus Word?

Boy looking through telescope. Searching Focus word!

As life passes, one realizes time is…limited.  That’s a focusing thought!  Read on…

 

When It’s Urgent to Reflect

Man reflecting in parkI wrote this post after a hearing a professor speak on leadership and reflexion at a Harvard Business School reunion.  My father had encouraged me to attend the school and the place holds a soft spot for us.   Read on…

Serenity.  To Accept the Things We Cannot Change

Serenity of lighthouseWe cannot change the passage of time and the impact it has on our bodies and our relationships.  But discover what we can do about it!  Read on…

Interview with Elizabeth Moreno, CEO of Lenovo France

Jumping across rocks. Risk taking.Lenovo speaks of taking risks:  how she learned how to embrace risk-taking with confidence and thrive.  Read on…

Denise Dampierre in workshop

What Motivates More: Encouragement or Complements?

Posted on by Denise

Today, on the Day of Compliments, we may hear a few more, “Great Job!”

It’s like candy to the soul.

Question: Should we be feeding compliments and candy to our employees?! 

Answer: YES and NO!!

Yes, Encourage Team Members!

People succeed better when they feel better.

This principle motivates many corporate happiness initiatives.  Research asserts that a positive mindset

  • increases creativity (easier to find solutions to challenges),
  • communication (better listening), and
  • productivity (more energy).

Employees, like every human being, thrive when their needs for belonging and contribution to a meaningful purpose are met.

Research demonstrates that there is a positive and a destructive way of encouraging people.

Encourage by Noticing Progress

The research of Teresa Amabile of Harvard Business School indicates that progress ranks among the highest motivating factors for employees, whether it be advancement on small tasks or passing thresholds on major projects.

It’s easy to mark the moment when we sign on a new client.  What kept the team motivated throughout the months preceding the closing of the deal?  Noticing progress throughout the modest stages of the sales cycle feeds motivation too.

The “small” progress steps often go unnoticed.  There is work ahead!  Baby steps can seem insignificant.

And yet, Amabile asserts the positive impact on motivation that comes from recognizing progress.

Why not redefine complex projects into a series of quick wins?

Don’t Compliment.  Use Encouragement.

Encourage by Focusing on Growth

Carol Dweck of Stanford University unearthed the notions of fixed and growth mindset.  The way we interact with our team members can orient them towards the fixed or the growth mindset.

What are these mindsets?

Tall fixed mindset
Strong growth mindset
  1. The fixed mindset asserts that people have innate capabilities. Either you are good in math or you are not.  Either you are creative or too bad.
    Liken it to growing to a certain height.  Once we have reached our adult height, we don’t get taller.
  2. The growth mindset asserts that people can learn. All the time. No matter how much we already know.
    Think of building muscle.  We can always get stronger.  Strength builds through regular exercise of multiple muscles in various ways.

What’s your mindset?

Try this quiz.  For the six statements below, what mindset do they encourage?  (Scroll to the end for results)

  • I’m so proud of you!
  • You really put a lot of effort into that!
  • I trust your judgement.
  • You did it the right way!
  • You are so talented!
  • You must be proud of yourself!

All of the above may sound positive.  What’s the difference?

The fixed mindset comments provide extrinsic motivation (dependence upon an outside push).

On the other hand, the growth mindset ones generate intrinsic motivation (self-impulse).

Compliments vs. Encouragement

Jane Nelsen, doctor in education and founder of Positive Discipline, differentiates these as compliments (extrinsic motivation) vs. encouragement (intrinsic motivation). Nelsen likens compliments to candy.

  • Delightful as a treat. Unhealthy as a meal.
  • Addictive like sugar. Gives a quick rush…followed by need for more.

These semantics resonate with me in that compliments are given to people for having reached a result.  Encouragement applies for people in work-in-progress…folk like ME!!!!

Our choice of words matters.  Carol Dweck shares tips to encourage (vs. compliment) students.  They apply to learners of all ages throughout life.  Enjoy 😊

Encouragement that Works

One of my most memorable encouraging situations was during a training for ex-prisoners to gain emotional intelligent skills to take responsibility for their life.

At the close of our seven-week training (we met weekly for ½ day), my colleague and I wrote encouragement notes to each of the participants.

We carved out time to generate progress-centered, growth-focused encouragements.  What does one say to someone who sits through each session with arms folded and barely speaks?  How to respond to someone who repeats, “Everything is fine.  Nothing to change.” when he is wearing an electronic bracelet and involved in a recovery program?

To be honest, the easiest response is critique: “Get real.” “Do something.”

These men (and you and I to a lesser extent) have been judged all their lives.  Further criticism merely reinforces the status quo.  We wanted to help them take one (or more) step forward.

Below are some of the encouragements we gave them.  These life-roughened men were so to touched; they insisted on reading them all out loud.  One man responded for the entire group, ”No one has ever spoken to us in this way!”

We noticed your ambition to start your own business and we encourage you in that goal. You can choose what kind of boss to be … and if you want it, you have the capabilities to be both firm and humane simultaneously.

We noticed your courage and your desire to change your life and we encourage you to take a first step towards professional training in preparation for your return to your family.

We noticed and appreciated your growing contribution to the group and hope you become aware of what you bring to others through your personality and ideas.

We appreciate your sense of responsibility that you demonstrated through your attentiveness to our groups’ comfort, your regular attendance, and the job you held in prison. We are confident you can put this skill to use as you embark on your job search.

We noticed your ability to assimilate the concepts and tools of Positive Discipline and constructive communication. We have every confidence that you will be able to implement them and be a good example for the people around you.

You have demonstrated a strong sense of belonging through your family life, your trade and your company. This gives us great confidence in you since a sense of belonging is a fundamental sign of a healthy life.

How do you speak to your employees?  Especially those whose motivation you want to boost.

Click here to discover workshops to communicate constructively in your team.

Experts’ Research on Encouragement

Quiz Results

Compliments

Extrinsic motivation that points towards fixed mindset

  • I’m so proud of you! (Have to please the other person)
  • You did it the right way! (Only one correct way.  Where is room for experimentation?)
  • You are so talented! (An inate quality)

Encouragements

Intrinsic motivaton that stimulates the growth mindset

  • You really put a lot of effort into that! (Focus on effort)
  • I trust your judgement. (Allows room for error and exploration)
  • You must be proud of yourself! (Focus on self-motivation)
Paris in the snow

3 Managerial Insights from Snow in Paris

Posted on by Denise

With the recent snowstorm in Paris, folk talk about other people’s responsibilities, especially what the governement should have done.

Today, I’m focusing on what I can do differently and what I learned about management from the 20 cm of snow in our garden.

Our decorative bushes usually stand proudly 1 meter high.  Laden with snow, they barely rise above the ground.

Commuting to work means schlepping through the snow and slush.  If it’s not cleared out, in the evening we’re slipping and sliding.  (I love the above photo by Christophe Jacrot taken in front of the Samaritaine.  Check out more of his beautiful pictures of Paris in the snow here.)

In dealing with our plants and path here is what I (re)learned about management.

1. Remove Needless Burdens

Laden and frozen branches approached their breaking point.  Removing the mounds of snow gives them a chance to survive.

They barely needed much help:  a bit of shaking off and retrieving the branches buried in the flakes.

Bushes laden with snow Burdened.

What are some of the burdens dumped on employees at work?

  • Negative criticism
  • Gossip
  • Expected 24/7 availability
  • …

Let’s take a closer look at the impact of negativity and how to lighten the load.

Negative Critique

Each snowflake numbs with cold and weighs down minutely.  It’s the culmination that damages.  Like most of the criticism we give and take.

“Late, again?” publicly announced.

“Why did you do it this way?  (regarding the format for the presentation or the homework in purple pen or the baked instead of fried chicken…)
Questions beginning with “Why” often put people on the defensive.  The intent behind the question is often, “Why did you not do it my way?”

“You didn’t do _____?”
The twenty major accomplishments slip by without a remark.  The one item remaining on the list gets highlighted.

“Yes, but ______” which really means, “No.  And I won’t listen.”

Taken individually, each of these comments seems innocuous.  “You are over-reacting!”

It’s a different story when you’ve heard a hundred of them in less than a week.

Take the Critique Test

Find out if YOU are the one inflicting minor chills on an ongoing basis!

Invite a colleague, friend, or family member to listen to you and to note both your reproving and your encouraging comments.  When we receive their feedback graciously (without being defensive), we discover a lot about ourself and our relationship grows in trust.

If you tend towards demotivating fault-finding, it’s more comfortable to find it out from a person of your chosing than during a formal review session!

Shake Off Negative Critique

Be quick to learn and to be flexible with others.

Avoid Taking Critique too Personally

When I shook the flexible branches, they easily dropped their burden of snow.  The rigid tree limbs held onto the piles of snow.

Are you insisting on being right?  That your viewpoint is THE ONLY VALID perspective?  Be flexible.  Be curious.

“Help me understand.  What would an excellent report look like?”

“If I were to do ______ and ______, would that be satisfactory?  If not, what is missing?”

“I hear that you are dissatisfied.  On a scale of 1 (very bad) to 10 (excellent) how would you esteem the quality of this work?”

Seek Benevolent yet Straight-Forward Feedback

There might be truth in the critique.  Does your reputation lean towards tardiness rather than timeliness?  Do you hide your work until the last minute so colleagues are not aware of your choices along the way?

Find out.  Seek feedback directly from someone you know appreciates you as a person.

Those branches did need some shaking up for the snow to fall off.

When a friend told me to arrive 10 minutes early, not right on time, I knew punctuality ranked among my needed areas for improvement!

2. Use the Available Resources

Since Paris is rarely under snow, we don’t own the equipment to shovel the walk and dig out the car.

The work still need to be done.

Out came the rake, the broom, and the metal dustbin.  These hardly classify as the ideal snow clearing tools, yet their availability rendered them optimal for me.

Years ago, upon graduating from Harvard Business School, a group of students and I spent two weeks in Peru on a humanitarian trip to build a sidewalk for a school teaching technical skills to polio survivors. In this jungle town of dirt roads, our sidewalk would enable students to access their classes during the rainy season.

The construction manager, a leathery-skinned man who looked ancient to me and was probably forty-years-old and prematurely aged by challenging conditions, instructed me to level the ground.  Which tool would generate the optimal results: the short-handled flat-edged shovel, the rusty round-edged shovel, or the stick?  THE ELBOW GREASE!

A tool makes A difference.  How we use it makes ALL the difference.

3. Work in Layers

Armed with imperfect tools, I discovered the most effective tactic lay in working in layers: first raking off, then hand shoveling, and finally brushing away snow as needed.  Each step made the next one possible. I tried beginning with the hand shovel, but cutting corners simply broke my back!

On a professional front, I focus on layering in my training classes too.  Teaching a concept with theory, then sharing an example, introducing multiple perspectives through a role play or activity, and inviting each participant to share a take-away and thus to take ownership of their learning.

It’s like tiramisu: a combination of different and complimentary layers that get repeated.  Together they create a delicacy.

Try layers in personal as well as professional relationships too.  When a child resists homework, parents often address the challenge in the same way again and again.  Voice.  More Voice.  DO IT NOW.

That’s re-investing in the losing strategy.

Consider additional tools and layers:

  • Break down the work into smaller chunks
  • Sit beside your child with your work as he does his
  • Engage in a conversation (veritable exchange) regarding his view of the value of school.  Try these discussion-inviting questions:
    • “Describe what life would be like if you dropped out now….”How would it be different if you graduated from high school…or college?”
    • “What bothers you the most about homework?”
    • “What is one benefit about doing your work for school?”
    • “If you were not to do homework, how would you use this time and energy?”
  • Frame grades to celebrate successes
  • …

 

This Paris snow storm got me inspired .  Read here about insights on diversity.

What do you think of these life lessons taken from current events?  Let me know in the comments.

Cover photo by Christophe Jacrot from his site, Tiramisu from LaBombacha

 

Father and son spending time together

Give the Gift of Time

Posted on by Denise

The holidays are just around the corner.  Will you celebrate with loved ones?  I hope you can.

For the lovers among you, scroll down to the end of this post for your gift. 🙂

For the parents among you, why not make this an opportunity to teach your children about leadership by letting them take the lead with you!!

You offer your time. The children choose how to spend it.

Children (of all ages) spell love: T.I.M.E.

Children (of all ages) spell love: T.I.M.E.

Time as a present to offer

Money cannot buy time.  Not when it comes to time spent with kids.

Play-together-time often misses the Christmas list…AND yet, it’s the gift kids crave.

How does one “give” time?  How can one make it feel like a present?

That’s why we created these Gift Certificates.  Personalize with your child’s name and you signature, et voilà!  You have a valuable stocking stuffer you and your children will cherish.

Gift Certificates for Your Time, Their Way

  • Gift-Certificate-Boys-1
  • Gift-Certificate-Boys-2
  • Gift-Certificate-Girls-1
  • Gift-Certificate-Girls-2

Click here to download Gift Certificates.

Kids and Parents Learn Through Play

Play teaches children how to overcome boredom, to set and follow rules, to win and lose with respect.  Those are leadership skills!

Let kids direct the play (that’s your gift). You’ll discover them WHILE helping your child learn to thrive….even with challenging team members (you?).

You thought your daughter was impatient? She spends ½ hour dressing and undressing a doll! That will stretch the fortitude of many adults.

One Mom’s Story

The first year I offered these gifts to my sons they all invited me to play their favorite video game. “Oh, no! Wrong gift!” I thought.

These shared screen times taught me so much.  This time was “extra video time” for the children and since the intent was to share a moment together, they willingly spent 30 minutes teaching me why they like this particular game, what makes it exciting, and how to win.

I observed their skills (or lack of) in anticipation, in strategizing, in concentration, and more.

And the following week when they struggled with homework, we applied ideas from the game to help concentration. “Let’s create levels.  When you finish your first math problem, you reach level 2!”

The next year, I gave each child two gifts of time. One could be used for games on screens. The other was for something else of their choice.  One child wanted to learn more about his bank statement.  Another wanted to go shopping.

I kept doing this for years, even when our eldest was in high school.  He asked for a visit to the ophthalmologist to see about contact lenses!

You Don’t Feel Like It

Screen games or doll dressing isn’t your cup of tea? Is homework theirs?

Look to the bigger picture.  Model leadership and balance long term gains with short term costs.

You’re creating memories, proving their importance, and connecting on their level!  You’ll be amazed how that encourages them to seek to connect on issues of importance to you…like picking up their bags and coats in the front hallway.  Seriously.

The Children Don’t Feel Like It

Kids might act like they don’t want to play with you.

“Children often resist love when they need it the most.”

“Children often resist love when they need it the most,” assert Dr. Scott Turansky and nurse Joan Miller, authors of Parenting is Heart Work. Be creative and kindly insistent. They might be testing the sincerity of your offer.

If the kids don’t want to play, consider admiring them for 15 minutes. No words. No judgement.  Simply seeking to understand them in their environment.

Say “Thank You”

That magic word for all ages concludes your time together on a positive note.

The Biggest Kid of Them All

How about playing with your spouse……! We’ve got a gift certificate for them too!

Gift Certificate for couple's romance
Gift Certificate for couple's romance

To receive Gift Certificates click here.

Photo by Caroline Hernandez on Unsplash.com

Man reflecting in park

When It’s Urgent to Reflect

Posted on by Denise

For many of us reflection seems like a luxury in our over-packed schedules and high-efficiency mindset.

We feel a need to respond immediately.

To respond!

In our world of disruptive innovation and fast change, don’t we really need to initiate?

Proactivity requires reflection.  Overcoming recurring stumbling blocks demands new solutions.  In the words of Albert Einstein, “We cannot solve our problems with the same level of thinking that created them.”

Reflection gets us thinking at another level.

“We cannot solve our problems with the same level of thinking that created them.”
– Albert Einstein

Here are five situations when deeper level thinking is vital.

1. When Faced with Failure

  • The deal you were about to close fell through at the last minute.
  • You expected a positive response from a colleague and met a very different reaction.
  • An employee left the company or is in burnout.

Step back

We could be too close to the problem.

Try stepping back using space.   Using Post-It notes, write one element of your challenge on each note and place them in order on a wall.  Step back and discover the pattern.  Where is the breaking point?

Try stepping back or forward with time.  Two weeks ago, what was the situation like?  Two weeks from now, what would you like to happen?

2. When Your Body “Complains”

  • You cannot sleep at night.
  • You have gained or lost weight.
  • You get sick.
  • Your digestion has gone havoc; gurgling sounds interrupt your meetings (!)

“If I knew I would live this long I would have taken better care of myself.”
– 90 year-old Al McDonald, previous Managing Director (CEO) of McKinsey & Company

Your and my energy is finite.  With exercise, nutrition, self-care, and planning we can increase our productivity … to a limit.

Re-Prioritize

Physical signs point to a need for change.  It’s time to re-evaluate the distribution of work.  Are you accepting too many projects?  Is it difficult to say, “No”?

Seeking recognition is a common goal.  All humans experience the fundamental need to belong and to contribute to a meaningful community.  Colleagues and neighbors may admire superhumans from afar.  It’s people we come alongside.  It’s relationships with fellow humans that bring meaning to work and life.

Review your investments in time and energy to identify tasks to delegate… and offer others a chance to grow and contribute too.

3. When Bored or Feeling Blasé

When all you see is 10 000 shades of grey, mental fatigue may be blinding you to life in full color spectrum.

Re-Connect

Consider these color images.  The first lacks greens.  The second is without red.  Without these hues, one can miss out on the obvious.

Numbers for Color Blind. No green
No green => confusing!
Numbers for Color Blind. No red
No red => confusing too.
Color blind numbers vector
Even with all the color, reading the numbers takes effort. Similarly, additional perspectives makes reflection easier.

When life appears color blind, it’s an invitation to reflect.  Easier said than done when we are in the blues.  Connecting with another person can add the clarity of perception we may have temporarily lost.  (That’s what coaches like me do.)

We have been given life in technicolor.  It’s urgent to re-assess when life appears monochromatic.

4. When Your Calendar is Always Full

I read of a foreigner learning English who integrated phrases she heard spoken around herShe learned to respond to, “How are you?” with, “I’m so busy.”

Many of us live with little margin.  We plan flexibility out of our lives.

Think of Yourself

Have you travelled on an airplane recently?  The flight attendants remind us to put on our oxygen mask BEFORE we help others.

Many people postpone self-care, prioritize working for others over taking time for oneself.   If you don’t invest in yourself, why should anyone else?

Self-care is a way to express your worth to your entourage.  Again, if you don’t believe in yourself, why should your boss, colleague, spouse, or child?

5. When You are Bitter or Jealous

We all look at the world through a filter.  The lens of envy focuses on faults … and since we are all humans, imperfections in each of us will be found.

Bitterness jettisons us into a vicious cycle of hurt and retaliation. It’s a lose-lose situation, and the one who harbors bitterness suffers most of all.

Lack of forgiveness is like drinking the poison you wish for someone else, reminds us Nelson Mandela.  Riddled with venom we perish; our joy dies, our ability to contribute constructively dwindles, and our sense of belonging withers.

“Resentment is like drinking poison and then hoping it will kill your enemies.”
– Nelson Mandela

Focus on Long Term Benefits

Numerous studies report how the elderly look back on their life.  Men and women lament the energy they wasted on insisting that they were right, even at the cost of a relationship.  The wise in years wish for strong rapport with folk who know their imperfections AND respect them still.

You may not desire nor need to reconnect in a hurtful relationship.  Do reconnect with yourself and your values.  (Often this does imply some kind of gesture in relationship recovery.)

It takes some stepping back to recognize our own responsibility in a relationship rift.

  • The 10 additional critical words to make SURE the reprimand got across
  • The 10 additional decibels in our tone of voice so that the entire floor could hear the negative feedback

As we realize and express our responsibility in the conflict, we free ourselves from a victim mentality and from reactivity.

Do you use a mirror to pluck out an ingrown hair?  Consider getting a coach or a sparring partner to bring to focus behaviors which could be aggravating an already delicate situation.

 

Reflection Becomes a Habit of the Mind

Reflection becomes a habit.

Try this activity from Positive Discipline that we do in my workshops:

  • Put your hands together and interlace your fingers
  • Straighten your fingers and move them down one notch. If your right index was on top before, the left one will be on top now.
  • How does it feel? What do you want to do?
    One participant shared, “The new hand position felt weird.  I wanted to go back to the previous way, and without thinking did so.  Then I tried the new hand position again.  It still felt unfamiliar, but less uncomfortable.  I realized that with practice, I could do this.”

Neuroscience corroborates this phenomenon.  When we activate our brain (as in through reflection) neurons create a pathway of connections from one part of the brain to another.  As we rethink similar thoughts, those same pathways get utilized, like a path a well-worn path that becomes easier and easier to follow.

Phew!

Action Step

Schedule a free trial coaching call.  Get in touch.

 

 

 

Disconnect of listeners. Confusion

Avoid these Pitfalls that Create Disconnect with Listeners

Posted on by Denise

This week I heard Muriel Penicaud, the French Minister of Labour, speak on gender equality.  The man who introduced her commented that “gender equality is a topic close to her heart.”

Penicaud went on to expose the business case for this issue of global concern.  She cited French government initiatives to encourage women in leadership positions and to reduce the pay gap between men and women.  She shared examples of corporations that had implemented pay equality and the resulting vitality and engagement on the part of all employees.

So why did my hand shoot up during the Q & A ?!

Here was my question:

“In the introduction, gender equality was presented as a subject close to Ms. Penicaud’s heart.  For such a global issue with a strong economic case, shouldn’t it be a subject close to men’s hearts too?”

“Point well taken,” responded the male MC, and the discussion moved on.

You, me, and anyone can demean our arguments and distance listeners with well-intentioned, yet un-considered words.

We’ll look at three verbal faux-pas and how a slight reframing transforms these degrading snippets into opportunities to collaborate and reinforce.

Disconnect Trap – Labels

Do NOT:  Talk about other’s opinions

“Samira, who is particularly concerned about religious discrimination….”

“Meet Jeanne, our advocate for non-violent communication….”

These comments undermine the person taking a stand AND they don’t make the one saying it look good either.  They create disconnect.

The speaker positions him or herself as someone who is not concerned about issues like gender equality, liberty in beliefs, or constructive communication.  It invites the question:  are they more concerned about themselves than about others?

The person of whom it is spoken is put in a box.  Samira and Jeanne may be the savviest financial analysts or most astute marketers in the office, yet the above statements have stripped them of professional qualities and labelled them as “activists.”

DO:  Own your opinion

For the talk with the Labour Minister, I would have liked to hear: “Our fourth topic is gender equality, a topic close to Mme Penicaud and to my heart.”

Take a personal stand. 

“I respect Samira for her outspokenness regarding religious discrimination.”

“We should all be aware of our unconscious biases, and I have learned much from Jeanne when she calls me to account.”

Owning your opinion keeps gossip down.  Instead of talking just about Samira and Jeanne behind their back, now you have a stake in the discussion.

It trains you in leadership.  Great managers have their team members’ back.  A culture of trust is built as much in the daily interactions as it is in the strategic decisions.

Disconnect Trap – Discrediting Yourself

DO NOT:  Introduce your ideas with “I believe”

“I believe we should…“

“In my opinion,…”

If you are saying it, you should believe it.

The personalization of your opinion invites others to transform the topic at hand into an issue with YOU. That’s a disconnection with the business at hand.  Stick to the topic.

DO: Speak what you know

If you have facts and observations which lead to a conclusion, you are bringing value to a discussion.  Share it.

If you have a creative and helpful idea, share it.  Share it with confidence that you are a contributing member of a team. It’s what they hired you to do.

Here are ways to create connection in a group discussion

  • State the facts
    “Joe said __________.  Jane said __________.  A common point is _______.”
  • Clarify the perspective
    “We have not yet looked at the situation from the customer service angle…”
  • Test your ideas in a smaller group or an informal setting first. Ideas build on each other.  The more they are shared, the fuller they become.
    Over lunch:  “What do you think about (your idea)?”
  • Muster courage and state your belief or opinion without an introduction
    “Here is an opportunity: _________”

Alternatively, stay quiet and listen.  Really listen.  That brings value.

Disconnect Trap – Shirking Responsibility

Do NOT: Transform responsibilities into favors

“I’ll do it for you when I finish what I’m doing.”

Is this person doing a favor for his boss or colleague?!

I experienced this situation in personal life this week.  Full grocery bags sat on the counter and I asked for help to put the food away.

“Let me finish this and I’ll help with your bags after.”  Who’s bags?  We have five men in our household.  Who will be eating most of this food?

Whether your team is at work or in family, everyone benefits.  Everyone GETS to (vs. has to) participate in the work.  We contribute together for each other.

DO: Own your part of the responsibility

Stick to the task.

“I’ll do it when I finish.”

Play your part willingly.

“What can I do to help?  What do you need from me?”

Put it into practice

In my trainings, participants experience “Aha moments” when they discover how their communication creates disconnect.  We build these opportunities for self-discovery through interactive activities such as this listening exercise:

Two people face each other standing three meters (yards) apart.  Person A reads off statements and Person B responds solely by moving forward (he is motivated to cooperate with Person A) or by stepping back (he disengages).

Some of the statements generate disconnection and Person B steps away from Person A.  Others bring them closer together. The entire group pictures how some responses push people away while others build connection.

Want more cooperation in your communication?  Drop me a note and we’ll get the conversation flowing.