This is another of our recurring themes at Duncan Consulting, Emotional Intelligence, a term coined by Daniel Goleman and the title to one of his best selling books.
One of our goals is to start posting more original articles and thoughts, but this time it really is not worth trying to reinvent the wheel, thus I resort again to the wisdom of Rodger Duncan. Please invest a few minutes and read through the article below this promises to shed new light into how maleable you and your staff can be in managing and improving one of your most valuable assets: EQ.
How's Your Emotional Intelligence?
by Rodger Dean Duncan
Pick up any newspaper and notice the headlines. From day to day it’s pretty much the same cast of characters. In the political and diplomatic arena you see George W. Bush, Colin Powell, Ariel Sharon, Yasser Arafat, Tony Blair. In the technology arena it’s Hewlett-Packard’s Carly Fiorina, eBay’s Meg Whitman and Microsoft’s Bill Gates. In religion, the current spotlight is on Pope John Paul II. In the world of terrorism, Osama bin Laden is in a category all his own.
For good or ill, these people have one thing in common: they are leaders. Whether elected, appointed or self-anointed, they make headlines because they have the ability to influence others to embrace their cause – sometimes even to the point of death.
Leadership – or lack of it – is at the core of most everything good or bad in our world. Yes, of course there’s the issue of individual agency and the right to choose one’s own behavior. But an individual’s choices are closely linked to the kind of leadership to which he’s been exposed.
I’ve spent much of my life studying leadership.
As a young journalist, I covered politics and business and saw examples of both the best and worst of leadership behaviors.
As a university professor, I noticed that the art of "politics" is not confined to Washington or the state capitol. I also noticed that in addition to being fine teachers, the best educators are also great leaders.
As a consultant to people ranging from White House occupants to corporate chieftains, I’ve witnessed the full range of vision, short-sightedness, courage, cowardice, empathy, arrogance and all the other characteristics that make or break a leader.
Because of that mix of experience, I’m often asked the question "Are great leaders made or born?"
My response is, "no!" and "yes!" No, I do not accept the false dichotomy embedded in the question, and yes, I do believe great leaders are both made and born.
Organizations spend billions on leadership development. While some of the training (and follow through) are questionable, I have no quarrel with the motive. Leaders can be made.
Some people are also born with leadership qualities. Just like other human traits, the gifts associated with leadership – vision, imagination, empathy, courage, etc. – come to some people as naturally as freckles and curly hair. And even for these "natural" leaders, improvement is always possible.
Leadership is so much more than conducting meetings and making presentations. Good leadership involves affirmation and encouragement. It involves teaching and correcting and coaching. It involves planning and coordinating and executing. It involves a wide range of skills, all of which are marshaled to bring out the best in others and enable them to produce great results.
It is true, of course, that great leaders tend to make the most of their God-given gifts. It’s also true that the best leaders among us deliberately search for ways to be better and to do better.
Aside from personal integrity, what quality is most critical to effective leadership? In my view, that quality is something called emotional intelligence.
In recent years much has been said and written about emotional intelligence, notably in Daniel Goleman’s best-selling book of that title. Goleman’s latest book, Primal Leadership, addresses the power that emotional intelligence brings to a person’s leadership behaviors.
The importance of emotional intelligence applies to every leadership role. Here’s the way Goleman describes the dimensions of emotional intelligence and the associated competencies. See how relevant you think these are to the style and service of someone who’s assigned to teach, coach and judge you.
Self-Awareness
Emotional self-awareness: Attuned to one’s guiding values, able to see the big picture in a complex situation, able to be candid and authentic, able to speak with conviction about one’s guiding vision.
Accurate self-assessment: Knowing one’s strengths and limits, exhibiting a gracefulness in learning where improvement is needed.
Self-confidence: A sound sense of one’s self-worth and capabilities.
Self-Management
Emotional self-control: Able to stay calm and clear-headed under stress, able to stay unflappable even when confronted by a trying situation.
Transparency: Authentic, open, honest, trustworthy. Willing to admit own mistakes and faults. Willing to confront unethical behavior in others rather than turn a blind eye.
Adaptability: Able to juggle multiple demands without losing focus or energy. Comfortable with ambiguities. Nimble in adjusting to fluid change.
Achievement: The drive to improve performance to meet high standards. Continually learning – and teaching – ways to do better.
Initiative: Ready to act and seize opportunities.
Optimism: Seeing the upside in events and the best in other people.
Social Awareness
Empathy: Able to sense the felt, but sometimes unspoken, emotions in others. Able to understand other people’s perspective.
Organizational awareness: Reading the currents, decision networks and other dynamics at the organizational level.
Service: Recognizing and meeting the needs of others.
Relationship Management
Inspirational leadership: Able to articulate a shared mission in a way that inspires others to follow.
Influence: Persuasive and engaging when addressing others.
Developing others: Adept at cultivating the abilities of their followers in the context of their followers’ goals, strengths, and vulnerabilities.
Change catalyst: Recognize the need for change, challenge the status quo.
Conflict management: Able to draw out all parties, understand the differing perspectives, find a common ideal that everyone can support.
Teamwork and collaboration: Generate an atmosphere of friendly collegiality. Able to draw others into active, enthusiastic commitment to the collective effort while building spirit and identity.
Wow! If a leader can do all that, plus bake bread and make his own clothes, he’s only a step away from perfection. Of course even the most effective leaders acknowledge they have plenty to learn. (In fact, that very acknowledgement is one reason they’re already so effective.)
Continuous learning is a hallmark of great leadership.
The best leaders I’ve observed are very good about providing unvarnished feedback on the performance of others. Their feedback is specific and relevant.
At the same time – and this is a key differentiator – the best leaders I know frequently solicit feedback on their own performance. They are open to critiques of both their ideas and of their leadership. On occasion, they actively seek "negative" feedback, valuing the voice of counter thinking. (By contrast, less effective leaders – if they solicit feedback at all – most often solicit confirming feedback.)
The most effective leaders I know are careful to break through the information quarantine that sometimes surrounds them. They actively seek negative feedback as well as positive. They understand that in order to perform better they need a full range of information – even when the information doesn’t feel good to hear.
Last summer my wife Rean and I were on a drive. It was a hot day and I stopped at a convenience store. I returned to the car with two bottles of cold water and two Snickers candy bars. My wife thanked me for the water and said it was thoughtful of me to be concerned for her thirst.
"And did you notice that I bought your favorite candy bar?" I asked. To which Rean replied: "Honey, Snickers is your favorite candy bar. I never did like Snickers. My favorite candy bar is Milky Way."
So here I was – married to a wonderful woman for 35 years – and I somehow never noticed that her favorite candy bar was not the same as my favorite.
Think how easy it must be to miss the cues and clues from the people we serve. Are we providing what they really need? Are we really reaching them? Are we really lifting them?
If we’re not accustomed to asking, they’re probably not very accustomed to telling. So we need to ask, then ask some more. And listen.
The bad news is that not everyone is born with emotional intelligence competencies. The good news is that the competencies can be learned and practiced.
Sometimes our best coaches are the very people we’ve been asked to serve.
It’s not called "servant leadership" for nothing.
Article from The Duncan Report. For more information please click on their link.
Friday, February 20, 2009
Wednesday, February 11, 2009
Take a breather
With all the commotion around us, remember to make it a point to take a moment, take a step back, observe, practice some deep breathing or simply enjoy being as empty of thought as you want to be. It won't be long until you'll have to give it your all again.
Whether you are in a resting or attention position remember that the most important thing is to be in the moment. 110% in the moment, that is. That is when you get both the best rest and the best results.
Can you hear me now?
Funny, right? Unless it's you who is not being listened to.
Most of us listen to about 25% of what is being communicated to us. I know, I know, listening and communication are common threads in this blog, but there never was a more pressing time to start working on our listening skills (afterall, we do want to keep our jobs and progress in our careers, right?). So do what you can, and if you feel you are not meeting your own expectations try again, try harder and try smarter.
I have a good friend whom I always thought had the touch for changing people's mood around. The type who, after a sales person has been openly rude to him, replies "How is your day going?" Not in a sarcastic way but in the most caring and compassionate tone possible. It always amazes me to watch the results: even the rudest most abrasive people make eye contact (sometimes for the first time) and then the magic happens: that moment when an frustrated associate actually sees the person in front of him as a human being.
Besides the obvious results my friend always gets (things done right the first time, a more pleasant person to do business with, quicker service, a discount, etc.) the most everlasting result is that he's likely to have made a positive impact on that person's day and attitude.
So go ahead laugh at the cartoon. Remember all the jerks who mistreated you and vent about it.
But also remember that a graceful human being helps situations by showing, not by telling.
If your listening and empathy skills leave something to be desired, read a book on the subject, ask friends and coworkers to be honest with you and provide you feedback, practice deliberately not interrupting or thinking about what you are going to say next while your spouse, friend or coworker is talking to you, take a class (Rollins College has a fantastic class on the subject)...and most of all, when you think you are done learning...well, then it's time to start all over again.
And remember, the fact that most of us run at 25% capacity that doesn't mean that's the way it has to be. Not if you want to achieve exceptional results anyway.
Monday, January 12, 2009
During a recent conversation with a former colleague about the staggering decline in customer service, as well as employee & customer satisfaction many businesses are experiencing, we found ourselves using feel words. Yes, two mature, objective, career- oriented, type-A business folks using feel words.
We were most amazed by the palpable loss of pride and passion for one’s work. Particularly in these tough times and in spite of this clearly being in an employers market. We exchanged ideas about my prior post (“You can’t fire me!”) and agreed that ignorance is not really bliss.
Ignorance is what propels, otherwise cognitively-aware adults, to overspending money, resources and time. Ignorance has entire populations ‘nurturing’ their bodies with what, in places like Europe, would be banned foods and a host of Genetically Modified Organisms whose consequences nobody seems to know and we remain oblivious to. Ignorance, more times than not, is at the root of wars. And ignorance is the currency poorly performing employees are banking on to keep sucking the life and profitability out of your business.
I cannot tell you what to eat, what to think, how to spend your money, resources, and time. But I can remind you the importance of two key areas for the health of your business:
1. Knowledge of at least the basics of HR Law in your state
2. Knowledge of how your good employees feel about changes and your company’s mission, vision, and long-term direction
In fact, you will notice as you browse through the blog that these are recurring themes for us. And for good reason. We’ve seen businesses hurt their bottom line due to lack of basic prevention, knowledge and simple good use of empathy. We’ll dissect these issues and share some ideas on how to shed some light on them in upcoming posts.
Meanwhile, read, learn, and if you have no time to do either, be sure to contact an HR specialist to hold your hand through the ins and outs of the HR world.
We were most amazed by the palpable loss of pride and passion for one’s work. Particularly in these tough times and in spite of this clearly being in an employers market. We exchanged ideas about my prior post (“You can’t fire me!”) and agreed that ignorance is not really bliss.
Ignorance is what propels, otherwise cognitively-aware adults, to overspending money, resources and time. Ignorance has entire populations ‘nurturing’ their bodies with what, in places like Europe, would be banned foods and a host of Genetically Modified Organisms whose consequences nobody seems to know and we remain oblivious to. Ignorance, more times than not, is at the root of wars. And ignorance is the currency poorly performing employees are banking on to keep sucking the life and profitability out of your business.
I cannot tell you what to eat, what to think, how to spend your money, resources, and time. But I can remind you the importance of two key areas for the health of your business:
1. Knowledge of at least the basics of HR Law in your state
2. Knowledge of how your good employees feel about changes and your company’s mission, vision, and long-term direction
In fact, you will notice as you browse through the blog that these are recurring themes for us. And for good reason. We’ve seen businesses hurt their bottom line due to lack of basic prevention, knowledge and simple good use of empathy. We’ll dissect these issues and share some ideas on how to shed some light on them in upcoming posts.
Meanwhile, read, learn, and if you have no time to do either, be sure to contact an HR specialist to hold your hand through the ins and outs of the HR world.
Tuesday, January 6, 2009
You Can't Fire Me!
One of the great things about working with a new client is learning the background of their employees and discovering some of the reasons behind the culture.
Recently, I was conducting a job analysis for a client in order to put together a strategic plan for utilizing her team members more productively when during an interview one employee told me that he could never be fired. He said that he knew the laws of the state (this was Florida) and that it would take something more than poor performance for him to be fired. Well, I assured him that I was not there to fire him or cause him to be fired. He insisted on trying to convince me that although he was not a top performer, there was no way he was losing his job.
I try to keep the employee interviews that I do confidential so I asked the client who her top performers were and who were some of the team members she thought needed improvement. As I suspected, the employee who assured me he could not be fired turned out to be not only one of the poor performers, but was at the bottom of the list and was a problem employee.
The client showed me a file with a history of documented performance issues for the man who could not be fired. The client was hesitant to fire this employee because of the threats he had made stating that he has attorney friends and that the law is on his side. I volunteered to review the employee's file and made the recommendation that he be terminated immediately.
What from the outside appears to be an open and shut case to most of us is a fearful and confusing one for the employer. It is sad that a small business owner cannot concentrate on planning and producing to create a profitable business to provide for their families, provide income and security for employees, and contribute to the local economy because some knuckle-headed employee is determined to take a free ride at the company's expense. Most employment laws are needed to protect both the employee and employer, but there are some, (most often mis-understood), laws that scare the daylight out of employers and are commonly used by employees, armed with only a touch of the correct interpretation of the law, to threaten the very person who gave them a job with "I will do as I please and you can't fire me!"
Recently, I was conducting a job analysis for a client in order to put together a strategic plan for utilizing her team members more productively when during an interview one employee told me that he could never be fired. He said that he knew the laws of the state (this was Florida) and that it would take something more than poor performance for him to be fired. Well, I assured him that I was not there to fire him or cause him to be fired. He insisted on trying to convince me that although he was not a top performer, there was no way he was losing his job.
I try to keep the employee interviews that I do confidential so I asked the client who her top performers were and who were some of the team members she thought needed improvement. As I suspected, the employee who assured me he could not be fired turned out to be not only one of the poor performers, but was at the bottom of the list and was a problem employee.
The client showed me a file with a history of documented performance issues for the man who could not be fired. The client was hesitant to fire this employee because of the threats he had made stating that he has attorney friends and that the law is on his side. I volunteered to review the employee's file and made the recommendation that he be terminated immediately.
What from the outside appears to be an open and shut case to most of us is a fearful and confusing one for the employer. It is sad that a small business owner cannot concentrate on planning and producing to create a profitable business to provide for their families, provide income and security for employees, and contribute to the local economy because some knuckle-headed employee is determined to take a free ride at the company's expense. Most employment laws are needed to protect both the employee and employer, but there are some, (most often mis-understood), laws that scare the daylight out of employers and are commonly used by employees, armed with only a touch of the correct interpretation of the law, to threaten the very person who gave them a job with "I will do as I please and you can't fire me!"
Wednesday, December 17, 2008
We need a hard recession...
...Or so I the staff at Dillard's would have me believe.
Last week I went to buy some shoes. Once I stepped into the shoe department at Dillard's everything about me screamed 'buyer.' Not potential buyer. I was a sure bet, yet the three staff members kept discussing something much more important, ignoring me, hidden under an imaginary tent in plain sight.
People cringe every time I say that we need a good recession or even a depression. But if the current state of affairs has not made people value their jobs I don't know what will. I sent all the right signals, yet nobody came to assist me. Once I approached them they seemed slightly annoyed at my presence, yet one of the sales people finally handed me ONE shoe on my size. "I am sorry, I was born like this, with two feet," I blurted sarcastically as I extended my hand for the other shoe.
Is it a lack on the leadership side?
Perhaps poor benefits or wages?
A manager with poor people and communication skills?
Or, could it be, that employers still hiring the wrong people?
In my consulting business, one of the most common inquires I get from small business owners is about finding ways to fire (why beat around the bush with kinder verbiage?) poorly performing employees without facing a lawsuit. That is why I consider taking the time to hire above average employees & using all available resources to do so, is one of the biggest investments an employer should make. Thankfully, it is one of the highest yielding ones as well.
One would thing that what would follow such a diatribe would be key points to take into consideration prior to extending your handshake and employment offer to a potential candidate.
Well, not exactly. Not in this case. Why? The info is out there online, in magazines, in books, for everyone to benefit from it.
If they really wanted to.
I believe that if we only try to follow a guideline to hire the best we’d be taking a simplistic stance on this matter. I also believe we might be making the cardinal mistake of omission by forgetting to ask ourselves the following seven questions:
1. Do we really want to hire the best?
2. When looking at our current balance sheet, are we in the red or are we in the black profitable pool perhaps due to not paying top dollar to hire and keep the best?
3. Would the prodigious employee, seemingly experienced beyond his years, fit in with our current team or will his presence stir things up to the dreaded point of profitability losses?
4. Are our managers prepared to manage someone who may outshine them?
5. Are we conscioiusly or unconsciously trying to maintain the status quo by enjoying our marginally profitable mediocrity?
6. Are we planning ahead and taking the time needed to hire the best, or are we simply taking the stance of worrying about the urgent while ignoring the important?
7. Do we care more about the way we can market and present our team’s accomplishments, even if a thick makeup layer is needed to create the desired perception, or do we truly embrace hiring someone who might shake things up?
For some companies, in their own narrow, horse-blinder wearing view, it might not be as profitable to hire the best employees they possibly could.
In the end, it truly boils down to the fact we sometimes simply lack the cojones (pardon my Spanish) to surround ourselves by the best.
And the main reason is simply fear.
Last week I went to buy some shoes. Once I stepped into the shoe department at Dillard's everything about me screamed 'buyer.' Not potential buyer. I was a sure bet, yet the three staff members kept discussing something much more important, ignoring me, hidden under an imaginary tent in plain sight.
People cringe every time I say that we need a good recession or even a depression. But if the current state of affairs has not made people value their jobs I don't know what will. I sent all the right signals, yet nobody came to assist me. Once I approached them they seemed slightly annoyed at my presence, yet one of the sales people finally handed me ONE shoe on my size. "I am sorry, I was born like this, with two feet," I blurted sarcastically as I extended my hand for the other shoe.
What will it take for us to proactively offer the two shoes in everything we do?
Is it a lack on the leadership side?
Perhaps poor benefits or wages?
A manager with poor people and communication skills?
Or, could it be, that employers still hiring the wrong people?
In my consulting business, one of the most common inquires I get from small business owners is about finding ways to fire (why beat around the bush with kinder verbiage?) poorly performing employees without facing a lawsuit. That is why I consider taking the time to hire above average employees & using all available resources to do so, is one of the biggest investments an employer should make. Thankfully, it is one of the highest yielding ones as well.
One would thing that what would follow such a diatribe would be key points to take into consideration prior to extending your handshake and employment offer to a potential candidate.
Well, not exactly. Not in this case. Why? The info is out there online, in magazines, in books, for everyone to benefit from it.
If they really wanted to.
I believe that if we only try to follow a guideline to hire the best we’d be taking a simplistic stance on this matter. I also believe we might be making the cardinal mistake of omission by forgetting to ask ourselves the following seven questions:
1. Do we really want to hire the best?
2. When looking at our current balance sheet, are we in the red or are we in the black profitable pool perhaps due to not paying top dollar to hire and keep the best?
3. Would the prodigious employee, seemingly experienced beyond his years, fit in with our current team or will his presence stir things up to the dreaded point of profitability losses?
4. Are our managers prepared to manage someone who may outshine them?
5. Are we conscioiusly or unconsciously trying to maintain the status quo by enjoying our marginally profitable mediocrity?
6. Are we planning ahead and taking the time needed to hire the best, or are we simply taking the stance of worrying about the urgent while ignoring the important?
7. Do we care more about the way we can market and present our team’s accomplishments, even if a thick makeup layer is needed to create the desired perception, or do we truly embrace hiring someone who might shake things up?
For some companies, in their own narrow, horse-blinder wearing view, it might not be as profitable to hire the best employees they possibly could.
In the end, it truly boils down to the fact we sometimes simply lack the cojones (pardon my Spanish) to surround ourselves by the best.
And the main reason is simply fear.
Monday, November 10, 2008
Why?
Why? That is a powerful question. However, as important as it is to ask questions, as we grow up, we simply forget to make the simplest inquiries, and instead assume we know the answers and make costly mistakes.
Take a moment to read the article below and as your week progresses make it a habit to ask probing questions and carefully listen to the answers. You might be surprised at the doors this dialogue may open.
The Power of Smart Questions
by Rodger D. Duncan
Few things are as delightful – and thought-provoking – as the innocent questions of a child:
“What color is thunder?”
“Do cows get bored? Do they care?”
“Does the Fairy Princess know she’s not real?”
“How old is dirt?”
Good questions are the sign of a fertile mind, and we should cultivate our own question-asking skills as adults.
Good questions stimulate thinking.
When we get stuck in a particular pattern of thinking, it’s often because we keep asking ourselves the same questions. Change the question and you’re more likely to come up with a more practical answer.
Sixty years ago, Edwin Land was walking along the beach with his young daughter. He stopped to snap a few photos with his Brownie camera. Impatient for the results, his little girl asked an intriguing question: “Daddy, why can’t we see the pictures right now?” It was a problem in search of a solution, and from that innocent question came the development of the Polaroid Land camera and the ability to see a completed photograph only seconds after it was taken.
Decades later, Arthur Fry was singing in his church and noticed that fellow choir members marked their places in the hymnbooks with small strips of paper. When they opened their books to a new page, the slips of paper often fell to the floor. Fry, who worked for the 3M Corporation, had a colleague who had developed a high quality adhesive that adhered instantly but less tightly than other adhesives. It was a solution in search of a problem. And it was just the answer for Fry’s question “How can I make a bookmark that will stick to the page but won’t tear the paper when I move it somewhere else?” The result was the ubiquitous Post-It¨ Note.
In some ways, we live in the age of the reluctant thinker. Original thinking is not always rewarded. Despite a lot of lip service about the value (and necessity) of frequent change, many corporate cultures cling tenaciously to the status quo. People who question “the way things have always been done” are often branded as troublemakers rather than as innovators.
In our “just do it” society, thinking is often viewed as unproductive. When economic times get tough, one of the first budget items to go is training. Good training involves good questions and good answers, which lead to good thinking, which leads to productive people. But many short-sighted managers don’t have the big picture. So they cut the training and development, then wonder why their people seem stuck in the old ruts. It’s sort of like “I don’t have time to stop and get gas because I’m too busy driving!”
Good questions lead to valuable information.
Truly effective people tend to be questioning detectives. Remember Columbo, the television cop who always solved the crime by asking (in his famously offhand manner) just one more question? We should be more like Columbo, asking that extra question to probe and clarify until we’re sure we understand what we need to know or do.
Good journalists, good detectives, good thinkers focus on five W’s and an H – Who, Where, What, When, Why and How. They ask questions that march them down the path to the information or understanding they seek. They know that not everyone volunteers information, so they ask. They know that some people speak in generalities, so they ask for specifics. They know that assumptions can be faulty, so they question assumptions – beginning with their own. They know that effects have many masquerades, so they dig for root causes. They know that words and phrases can mean different things to different people, so they seek for clarity and common ground.
Even in this age of Internet search engines and other means of instant information, we can never know everything. And even when we do find answers, we only generate more questions. For generations, scientists struggled with the question “How can we prolong life?” Today we have the technology to keep people alive long after their bodies cease to function on their own. So now one of the questions has become “Should we prolong life?”
Good questions help us gain control.
Just like there’s bad cholesterol and good cholesterol, there’s bad control and good control. The bad kind of control has to do with manipulation of others. The good kind of control has to do with managing a situation and, especially, managing ourselves.
We can help manage our own physical vitality by asking the right kind of questions of our doctors, dentists, pharmacists and other health care providers. We can manage our own financial health by asking the right questions of our brokers, accountants, attorneys, insurance people and financial planners. We can manage our own home maintenance by asking the right questions of the plumber, the electrician, the landscaper and the guy at the hardware store.
The best conversationalists are usually people who ask good questions. They don’t interrogate, they simply ask meaningful questions that other people are willing to answer. People who seem to do best in job interviews are those who come prepared with questions of their own.
Good questions, coupled with genuine listening, enable us to be in control without appearing to be controlling, to be assertive without being aggressive.
Although effective communication usually has a spontaneous feel to it, a bit of planning is often in order.
Lewis Carroll’s book Alice in Wonderland offers some pertinent lessons. You may recall the exchange between Alice and the Cheshire Cat about the importance of setting goals. Consider this passage in which Alice asks the Cheshire Cat for advice on which direction to go.
“Would you tell me please, which way I ought to go from here?”
“That depends a good deal on where you want to go,” said the Cat.
“I don’t much care where—” said Alice .
“Then it doesn’t matter which way you go,” said the Cat. “—so long as I get somewhere,” Alice added as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”
It really takes no effort to get somewhere. Just do nothing, and you’re there. If you want to get somewhere meaningful, however, you must know where you want to go. Then you need to make plans on how to get there. Thoughtful questions can provide a good roadmap.
Good questions stir people to open up.
Ask routine questions and you’ll likely get routine, minimalist responses.
“How was your day?
“Fine.”
“Was the traffic any better?”
“About the same.”
“Did your presentation go okay?”
“Pretty much.”
I practice my questioning habits with my granddaughters. Why? Because they’re among my all-time favorite people and because their answers usually lead to delightful, self-revealing conversations.
The questions that jump-start these great dialogues are designed to provoke thought and are not conducive to routine answers. Some of them don’t even end with a question mark.
“What was the funniest thing that happened to you today?”
“What part of today would you like to happen again tomorrow?”
“Tell me how participating in the spelling bee can help you in other subjects.”
“What important thing have you learned since we last talked?”
“How can you help me be smarter?”
“In what ways were you a good friend today?”
“Who are the characters in the book you’re reading? What do you like about them?”
There’s really nothing complicated about thought-provoking questions. They simply require thought – your thought in asking them, and the respondent’s thought in answering them. And they are appropriate in any venue.
Rather than ask a client to tell me generally what’s going on in his company, I may ask “What kind of day-to-day business situation has the power to keep you awake at night?” Or “If you could wave a magic wand over your business, what would you change? Why?” Or, “Whose leadership style do you most admire? How is your own style different or similar?”
While good questions can stir others to open up, it’s our own genuine listening that helps persuade them to stay open with us. A comic once said that authentic communication is 50 per cent sincerity, and then you just fake the rest of it. That line may get a chuckle, but it’s a dangerous practice. Genuine listening is much, much more than eye contact and an occasional “uh-huh.” Genuine listening involves connecting heart to heart and working to understand the other person’s viewpoint even if you don’t agree with it. Good questions can pave the way.
Good questions cause people to persuade themselves.
A secret to persuasion is to encourage or enable people to come up with their own solutions to problems. Said another way, we can persuade others by helping them persuade themselves.
It’s a fact of human nature that many people have more confidence in what they say than in what you say. When people come up with their own answers and when they say something in their own voice, they’re much more likely to take ownership of the idea.
The best coaches I know – athletic coaches, speech coaches, music coaches, business coaches – invest most of their time and effort in asking pertinent questions that result in focused feedback.
For example, let’s say a speech coach is helping a business executive prepare for an important presentation to employees. Rather than simply prescribe a step-by-step approach to drafting and rehearsing the presentation, the coach is likely to ask a series of targeted questions:
“Specifically who are your audience members?”
“Based on the feedback you receive, what seems to be their view of your own performance?”
“In what ways can you help your people ‘catch the vision’ of the company’s possibilities?”
“How can you genuinely differentiate your business from your competitors?”
“What kind of data will meet the information needs of your audience, and how can you package the data in a fresh, compelling way?”
“How can you show your audience the linkage between the company’s success and their own personal best interests?”
“How can your presentation come across as a friend-to-friend chat on subjects of mutual interest rather than as a hollow pronouncement from the big guy in the corner office?”
These are pertinent questions, and the answers have a lot more influence when they come from the person being coached.
Self coaching.
Of course the coaching that’s always available to us is self coaching. Self coaching requires the willingness to seek honest feedback from others and the discipline to translate that feedback into deliberate improvement. Unfortunately, many people have fallen into the “been there, done that” rut. They forget that self criticism – when it’s honest and balanced – is a critical ingredient in personal improvement. Effective people tend to ask themselves questions like these:
What went well yesterday that’s worth repeating today? How can I make it happen?
How can I prepare for this meeting so my participation will add real value?
This interesting solution doesn’t quite fit the problem. Can it be applied to another problem? (Remember the story of the Post-It¨ Notes.)
What things is my spouse, child, colleague or friend genuinely interested in? What questions are most likely to trigger an interesting conversation?
What specific activities – right now – are most likely to advance me toward my goal? (Yard by yard it’s hard, but inch by inch it’s a cinch.)
What have I learned from a recent mistake or missed opportunity? How can I put that learning to good use?
Smart questions are not complicated. In fact, they’re deceptively simple. And using smart questions to make yourself even smarter is a practice that’s – well, it’s as old as dirt.
Article from The Duncan Report. For more information please click on their link.
Take a moment to read the article below and as your week progresses make it a habit to ask probing questions and carefully listen to the answers. You might be surprised at the doors this dialogue may open.
The Power of Smart Questions
by Rodger D. Duncan
Few things are as delightful – and thought-provoking – as the innocent questions of a child:
“What color is thunder?”
“Do cows get bored? Do they care?”
“Does the Fairy Princess know she’s not real?”
“How old is dirt?”
Good questions are the sign of a fertile mind, and we should cultivate our own question-asking skills as adults.
Good questions stimulate thinking.
When we get stuck in a particular pattern of thinking, it’s often because we keep asking ourselves the same questions. Change the question and you’re more likely to come up with a more practical answer.
Sixty years ago, Edwin Land was walking along the beach with his young daughter. He stopped to snap a few photos with his Brownie camera. Impatient for the results, his little girl asked an intriguing question: “Daddy, why can’t we see the pictures right now?” It was a problem in search of a solution, and from that innocent question came the development of the Polaroid Land camera and the ability to see a completed photograph only seconds after it was taken.
Decades later, Arthur Fry was singing in his church and noticed that fellow choir members marked their places in the hymnbooks with small strips of paper. When they opened their books to a new page, the slips of paper often fell to the floor. Fry, who worked for the 3M Corporation, had a colleague who had developed a high quality adhesive that adhered instantly but less tightly than other adhesives. It was a solution in search of a problem. And it was just the answer for Fry’s question “How can I make a bookmark that will stick to the page but won’t tear the paper when I move it somewhere else?” The result was the ubiquitous Post-It¨ Note.
In some ways, we live in the age of the reluctant thinker. Original thinking is not always rewarded. Despite a lot of lip service about the value (and necessity) of frequent change, many corporate cultures cling tenaciously to the status quo. People who question “the way things have always been done” are often branded as troublemakers rather than as innovators.
In our “just do it” society, thinking is often viewed as unproductive. When economic times get tough, one of the first budget items to go is training. Good training involves good questions and good answers, which lead to good thinking, which leads to productive people. But many short-sighted managers don’t have the big picture. So they cut the training and development, then wonder why their people seem stuck in the old ruts. It’s sort of like “I don’t have time to stop and get gas because I’m too busy driving!”
Good questions lead to valuable information.
Truly effective people tend to be questioning detectives. Remember Columbo, the television cop who always solved the crime by asking (in his famously offhand manner) just one more question? We should be more like Columbo, asking that extra question to probe and clarify until we’re sure we understand what we need to know or do.
Good journalists, good detectives, good thinkers focus on five W’s and an H – Who, Where, What, When, Why and How. They ask questions that march them down the path to the information or understanding they seek. They know that not everyone volunteers information, so they ask. They know that some people speak in generalities, so they ask for specifics. They know that assumptions can be faulty, so they question assumptions – beginning with their own. They know that effects have many masquerades, so they dig for root causes. They know that words and phrases can mean different things to different people, so they seek for clarity and common ground.
Even in this age of Internet search engines and other means of instant information, we can never know everything. And even when we do find answers, we only generate more questions. For generations, scientists struggled with the question “How can we prolong life?” Today we have the technology to keep people alive long after their bodies cease to function on their own. So now one of the questions has become “Should we prolong life?”
Good questions help us gain control.
Just like there’s bad cholesterol and good cholesterol, there’s bad control and good control. The bad kind of control has to do with manipulation of others. The good kind of control has to do with managing a situation and, especially, managing ourselves.
We can help manage our own physical vitality by asking the right kind of questions of our doctors, dentists, pharmacists and other health care providers. We can manage our own financial health by asking the right questions of our brokers, accountants, attorneys, insurance people and financial planners. We can manage our own home maintenance by asking the right questions of the plumber, the electrician, the landscaper and the guy at the hardware store.
The best conversationalists are usually people who ask good questions. They don’t interrogate, they simply ask meaningful questions that other people are willing to answer. People who seem to do best in job interviews are those who come prepared with questions of their own.
Good questions, coupled with genuine listening, enable us to be in control without appearing to be controlling, to be assertive without being aggressive.
Although effective communication usually has a spontaneous feel to it, a bit of planning is often in order.
Lewis Carroll’s book Alice in Wonderland offers some pertinent lessons. You may recall the exchange between Alice and the Cheshire Cat about the importance of setting goals. Consider this passage in which Alice asks the Cheshire Cat for advice on which direction to go.
“Would you tell me please, which way I ought to go from here?”
“That depends a good deal on where you want to go,” said the Cat.
“I don’t much care where—” said Alice .
“Then it doesn’t matter which way you go,” said the Cat. “—so long as I get somewhere,” Alice added as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”
It really takes no effort to get somewhere. Just do nothing, and you’re there. If you want to get somewhere meaningful, however, you must know where you want to go. Then you need to make plans on how to get there. Thoughtful questions can provide a good roadmap.
Good questions stir people to open up.
Ask routine questions and you’ll likely get routine, minimalist responses.
“How was your day?
“Fine.”
“Was the traffic any better?”
“About the same.”
“Did your presentation go okay?”
“Pretty much.”
I practice my questioning habits with my granddaughters. Why? Because they’re among my all-time favorite people and because their answers usually lead to delightful, self-revealing conversations.
The questions that jump-start these great dialogues are designed to provoke thought and are not conducive to routine answers. Some of them don’t even end with a question mark.
“What was the funniest thing that happened to you today?”
“What part of today would you like to happen again tomorrow?”
“Tell me how participating in the spelling bee can help you in other subjects.”
“What important thing have you learned since we last talked?”
“How can you help me be smarter?”
“In what ways were you a good friend today?”
“Who are the characters in the book you’re reading? What do you like about them?”
There’s really nothing complicated about thought-provoking questions. They simply require thought – your thought in asking them, and the respondent’s thought in answering them. And they are appropriate in any venue.
Rather than ask a client to tell me generally what’s going on in his company, I may ask “What kind of day-to-day business situation has the power to keep you awake at night?” Or “If you could wave a magic wand over your business, what would you change? Why?” Or, “Whose leadership style do you most admire? How is your own style different or similar?”
While good questions can stir others to open up, it’s our own genuine listening that helps persuade them to stay open with us. A comic once said that authentic communication is 50 per cent sincerity, and then you just fake the rest of it. That line may get a chuckle, but it’s a dangerous practice. Genuine listening is much, much more than eye contact and an occasional “uh-huh.” Genuine listening involves connecting heart to heart and working to understand the other person’s viewpoint even if you don’t agree with it. Good questions can pave the way.
Good questions cause people to persuade themselves.
A secret to persuasion is to encourage or enable people to come up with their own solutions to problems. Said another way, we can persuade others by helping them persuade themselves.
It’s a fact of human nature that many people have more confidence in what they say than in what you say. When people come up with their own answers and when they say something in their own voice, they’re much more likely to take ownership of the idea.
The best coaches I know – athletic coaches, speech coaches, music coaches, business coaches – invest most of their time and effort in asking pertinent questions that result in focused feedback.
For example, let’s say a speech coach is helping a business executive prepare for an important presentation to employees. Rather than simply prescribe a step-by-step approach to drafting and rehearsing the presentation, the coach is likely to ask a series of targeted questions:
“Specifically who are your audience members?”
“Based on the feedback you receive, what seems to be their view of your own performance?”
“In what ways can you help your people ‘catch the vision’ of the company’s possibilities?”
“How can you genuinely differentiate your business from your competitors?”
“What kind of data will meet the information needs of your audience, and how can you package the data in a fresh, compelling way?”
“How can you show your audience the linkage between the company’s success and their own personal best interests?”
“How can your presentation come across as a friend-to-friend chat on subjects of mutual interest rather than as a hollow pronouncement from the big guy in the corner office?”
These are pertinent questions, and the answers have a lot more influence when they come from the person being coached.
Self coaching.
Of course the coaching that’s always available to us is self coaching. Self coaching requires the willingness to seek honest feedback from others and the discipline to translate that feedback into deliberate improvement. Unfortunately, many people have fallen into the “been there, done that” rut. They forget that self criticism – when it’s honest and balanced – is a critical ingredient in personal improvement. Effective people tend to ask themselves questions like these:
What went well yesterday that’s worth repeating today? How can I make it happen?
How can I prepare for this meeting so my participation will add real value?
This interesting solution doesn’t quite fit the problem. Can it be applied to another problem? (Remember the story of the Post-It¨ Notes.)
What things is my spouse, child, colleague or friend genuinely interested in? What questions are most likely to trigger an interesting conversation?
What specific activities – right now – are most likely to advance me toward my goal? (Yard by yard it’s hard, but inch by inch it’s a cinch.)
What have I learned from a recent mistake or missed opportunity? How can I put that learning to good use?
Smart questions are not complicated. In fact, they’re deceptively simple. And using smart questions to make yourself even smarter is a practice that’s – well, it’s as old as dirt.
Article from The Duncan Report. For more information please click on their link.
Thursday, October 23, 2008
Listening--Why Bother?
Below is an article that summarizes some key points to help us understand why listening is so important for success. Listening, communication, core values & principles are key aspects of HR Remedies's true North. That is why you will continue to see these as recurring themes in our blog.
The article was written by Bruce Wilson, executive coach & trainer and featured on the business listening site.
Practical Benefits of Better Listening for Leaders and Teams
Besides the deep implications of listening for leadership explored in decades of leadership models, listening has a number of direct, practical benefits for executives, managers, and team members.
Experienced management trainer Madelyn Burley-Allen identifies the following immediate tangible benefits from listening in the work place:
A Bond of Respect. Genuine listening generates respect, rapport and trust between talker and listener. In particular, employees like, and respond better to, supervisors who they think are listening to them.
Productivity. Productivity will be higher and problems solved more rapidly if people working to solve problems are encouraged to explain problems and start working though solutions out loud before "advice-giving" begins
Cooler Heads. Focusing on listening helps both the talker and the listener stay cool--and helps them cool down--when dealing with a crisis or discussing an emotionally charged topic.
Confidence. A supervisor who listens well will tend to have better self-esteem and self-image because they will get along better with others.
Accuracy. Better listening leads to better recollection of important facts and issues later on, resulting in fewer miscommunications and fewer mistakes. Thus, attention to good listening technique is even more important when complex issues are involved.
Parts of this section were inspired by the book Madelyn Burley-Allen, Listening, The Forgotten Skill. A Self-Teaching Guide (Fireside (Simon and Schuster), 1995 (Second Edition)) (>Amazon.com), with interpretation and analysis by Bruce Wilson.
Other motivational benefits of listening in the work place:
Innovative solutions to problems and new production methods are incubated by listening. When a leader tells someone exactly how to do something, or tells them to stop thinking and just keep doing it the way it's always been done, the organization misses out on any improvements that someone might discover by applying their fresh eyes and unique background to solving the problem.
From a different perspective, by not listening to the people who have to get the job done a leader not only chills innovation but also de-motivates by reducing feelings of responsibility, control, and importance.
Finally, it bears noting that Six Sigma, the latest system for total quality management, explicitly recognizes not only the value of the employee viewpoint, but the value to the employee of being listened to. Listening makes employees feel better about themselves and the problems they are working on seem more within their control.
Aren't some of us just too darn effective already to rely much on listening? Even General George S. Patton, the flamboyantly egocentric but highly effective U.S. Army tank commander during World War II, once said:
"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
Cultivating the Work Environment. At IDEO, the company's leaders seek out the creative voice of team members and encourage team members to listen to one another in order to build an office environment that promotes cooperative teamwork and inspired problem-solving.- IDEO uses empathic listening to discover ways to make the work environment comfortable and attractive in order to recruit and retain top people.- IDEO treats the work environment as one of its product development projects. They brainstorm, prototype, and take feedback from team members to zero in on what works.- This approach to work environment encourages a flow of creativity and problem solving rather than focusing team members on barriers and obstacles in their path, such as "who's getting a window office."
Encourage Prototyping. Like brainstorming, prototyping is a way to solicit input from team members and develop empathy with customers. Prototyping is the process of creating and experiencing multiple early versions of your products of services, perhaps with alternative features, before your "final" version is ready for sale.
For example, when facing a one month deadline, try to come up with 5 different flavors of primitive outlines or prototypes after the first week and get feedback from team members about the prototypes to see what directions look most promising. Then prepare a final version. Don't begin by preparing a final version of "best guess" for completion and delivery on day 30, then get feedback after its too late.
Prototyping early and often breaks log jams, builds momentum, and allows course changes before smacking straight into obstacles.
The article was written by Bruce Wilson, executive coach & trainer and featured on the business listening site.
Practical Benefits of Better Listening for Leaders and Teams
Besides the deep implications of listening for leadership explored in decades of leadership models, listening has a number of direct, practical benefits for executives, managers, and team members.
Experienced management trainer Madelyn Burley-Allen identifies the following immediate tangible benefits from listening in the work place:
A Bond of Respect. Genuine listening generates respect, rapport and trust between talker and listener. In particular, employees like, and respond better to, supervisors who they think are listening to them.
Productivity. Productivity will be higher and problems solved more rapidly if people working to solve problems are encouraged to explain problems and start working though solutions out loud before "advice-giving" begins
Cooler Heads. Focusing on listening helps both the talker and the listener stay cool--and helps them cool down--when dealing with a crisis or discussing an emotionally charged topic.
Confidence. A supervisor who listens well will tend to have better self-esteem and self-image because they will get along better with others.
Accuracy. Better listening leads to better recollection of important facts and issues later on, resulting in fewer miscommunications and fewer mistakes. Thus, attention to good listening technique is even more important when complex issues are involved.
Parts of this section were inspired by the book Madelyn Burley-Allen, Listening, The Forgotten Skill. A Self-Teaching Guide (Fireside (Simon and Schuster), 1995 (Second Edition)) (>Amazon.com), with interpretation and analysis by Bruce Wilson.
Other motivational benefits of listening in the work place:
Innovative solutions to problems and new production methods are incubated by listening. When a leader tells someone exactly how to do something, or tells them to stop thinking and just keep doing it the way it's always been done, the organization misses out on any improvements that someone might discover by applying their fresh eyes and unique background to solving the problem.
From a different perspective, by not listening to the people who have to get the job done a leader not only chills innovation but also de-motivates by reducing feelings of responsibility, control, and importance.
Finally, it bears noting that Six Sigma, the latest system for total quality management, explicitly recognizes not only the value of the employee viewpoint, but the value to the employee of being listened to. Listening makes employees feel better about themselves and the problems they are working on seem more within their control.
Aren't some of us just too darn effective already to rely much on listening? Even General George S. Patton, the flamboyantly egocentric but highly effective U.S. Army tank commander during World War II, once said:
"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
Cultivating the Work Environment. At IDEO, the company's leaders seek out the creative voice of team members and encourage team members to listen to one another in order to build an office environment that promotes cooperative teamwork and inspired problem-solving.- IDEO uses empathic listening to discover ways to make the work environment comfortable and attractive in order to recruit and retain top people.- IDEO treats the work environment as one of its product development projects. They brainstorm, prototype, and take feedback from team members to zero in on what works.- This approach to work environment encourages a flow of creativity and problem solving rather than focusing team members on barriers and obstacles in their path, such as "who's getting a window office."
Encourage Prototyping. Like brainstorming, prototyping is a way to solicit input from team members and develop empathy with customers. Prototyping is the process of creating and experiencing multiple early versions of your products of services, perhaps with alternative features, before your "final" version is ready for sale.
For example, when facing a one month deadline, try to come up with 5 different flavors of primitive outlines or prototypes after the first week and get feedback from team members about the prototypes to see what directions look most promising. Then prepare a final version. Don't begin by preparing a final version of "best guess" for completion and delivery on day 30, then get feedback after its too late.
Prototyping early and often breaks log jams, builds momentum, and allows course changes before smacking straight into obstacles.
Wednesday, October 1, 2008
Dealing with adversity as a true leader
The following is part of the Listening Leaders Newsletter sent by Dr. Lyman K. Steil & Dr. Richard K. Bommelje. If you'd like to subscribe or check past newsletters please visit their Listening Leaders site.
"Listening Leaders® regularly face the two-edged challenge of simultaneously attempting to accept and address adversity that enters every listener’s life. Adversity resides around every corner in a period filled with worldwide financial turmoil, a downturn in the world economy, excessive unemployment, real-estate foreclosures, health care challenges, international armed conflict, terrorist threats, energy shortages, excessive individual and national debt, and a contentious political season. Danger lurks everywhere, and Listening Leaders® must learn to accept and address adverse moments as they find them.
Obviously, different people deal with moments of adversity in different ways. However, all listeners will be wise to remember the wisdom of the Roman philosopher Lucretius who wrote, “Look at a man, in the midst of doubts and danger, and you will learn in his hour of adversity what he really is. It is then that true utterances are wrung from the recesses of his breast. The mask is torn off; the reality remains.” The ultimate test of listening may reside in how well one listens when the world around them seems to be falling apart in front of their eyes and ears. As we know, it is easy to listen when one is coasting downhill with the wind at our back and the sun in our face. The greater challenge is meeting the task of readiness for the moments when the road turns steep and rocky, and the wind and the rain are in our face. For it is in these moments when Listening Leaders® multitude of honed skills of listening truly pay-off.
Accepting and addressing all moments of adversity becomes easier if one listens with planned preparation, an understanding of relevant listening principles, and practiced listening skills. Preparation is critical as adverse events often appear when one may least expect them. Simply put, wise listeners plan and are prepared for the unexpected. They project negative possibilities and create strategies for rational processing and responding. In the process, Listening Leader’s® build solid foundations from which they can address adverse events.
In addition, the challenges of dealing with adversity require a deep understanding and application of Listening Leader® Principles. Assuming “Primary Responsibility” for effective listening becomes heightened in all adverse moments. Moreover, difficult times demand that listeners “Find and Align the Purpose” of every communication. One cannot run from, or ignore, any significant challenge of the moment.
Finally, listeners will find it easier to address any adverse issue if they develop their skills of effective listening through extensive Practice of “Identifying and Using Structures, and Identifying and Controlling Distractions and Emotions.” The adage, “perfect practice makes perfect” holds great significance in moments of adversity. Prepared listeners who have developed practiced skills will always trump the unprepared and un-practiced listeners. For as the Irish poet, W. B. Yeats observed, “We begin to live when we have conceived life as a tragedy.”
In times of adversity, Listening Leaders® will profit by accepting and adopting the simple observation of the Australian poet, Adam Lindsay Gordon, who wrote: “Life is mostly froth and bubble. Two things stand like stone, Kindness in another’s trouble, Courage in your own.”
So as we continue our quest of “Advancing listening leadership throughout the world,” we challenge all Listening Leaders® to accept and address adversity where you find it.
LISTENING LEADER® KNOWLEDGE NUGGET: Listening Leaders® accept and address adversity.
In the Winter of 1776-1777, Thomas Paine endured the travails of adversity in the dark hours of the Revolutionary War. Conditions were brutal, yet Paine established an invaluable and timely road map for all Listening Leaders® facing moments of adversity.
Paine wrote: “These are the times that try men’s souls. The summer soldier and the sunshine patriot will, in this crisis, shrink from the service of their country; but he that stands it now, deserves the love and thanks of man and woman. Tyranny, like hell, is not easily conquered; yet we have this consolation with us, that the harder the conflict, the more glorious the triumph. What we obtain too cheap, we esteem too lightly: it is dearness only that gives every thing its value.
I call not upon a few, but upon all: not on this state or that state, but on every state: up and help us; lay your shoulders to the wheel; better have too much force than too little, when so great an object is at stake.
Let it be told to the future world, that in the depth of winter, when nothing but hope and virtue could survive, that the city and the country, alarmed at one common danger, came forth to meet and repulse it. Say not that thousands are gone, turn out your tens of thousands; throw not the burden of the day upon Providence, but ‘show your faith by your works,’ that God may bless you.
It matters not where you live, or what rank of life you hold, the evil or the blessing will reach you all. The far and the near, the home counties and the back, the rich and the poor, will suffer or rejoice alike. The heart that feels not now, is dead: the blood of his children will curse his cowardice, who shrinks back at a time when a little might have saved the whole, and made them happy. I love the man who can smile in trouble that can gather strength from distress, and grow brave by reflection. ‘Tis the business of little minds to shrink; but he whose heart is firm, and whose conscience approves his conduct, will pursue his principles unto death.”
Two hundred and thirty-two years later, Thomas Paine’s invitation continues to hold value for present day distressed Listening Leaders® everywhere.
LISTENING LEADER TIP OF THE WEEK: Embrace moments of adversity.
GOLDEN CIRCLE LISTENING LEADERS QUOTES OF THE WEEK:
Adversity introduces a man to himself ~ Anonymous
It never rains but it pours ~ Proverb
Prosperity doth best discover vice: but adversity doth best discover virtue ~ Bacon
When sorrows come, the come not single spies, but in battalions ~ Shakespeare
We are all strong enough to bear the misfortunes of others ~ Duc de la Rochefoucauld
We are always in the forge or on the anvil ~ Henry Ward Beecher
The gem cannot be polished without friction, nor man perfected without trials ~ Chinese Proverb
"Listening Leaders® regularly face the two-edged challenge of simultaneously attempting to accept and address adversity that enters every listener’s life. Adversity resides around every corner in a period filled with worldwide financial turmoil, a downturn in the world economy, excessive unemployment, real-estate foreclosures, health care challenges, international armed conflict, terrorist threats, energy shortages, excessive individual and national debt, and a contentious political season. Danger lurks everywhere, and Listening Leaders® must learn to accept and address adverse moments as they find them.
Obviously, different people deal with moments of adversity in different ways. However, all listeners will be wise to remember the wisdom of the Roman philosopher Lucretius who wrote, “Look at a man, in the midst of doubts and danger, and you will learn in his hour of adversity what he really is. It is then that true utterances are wrung from the recesses of his breast. The mask is torn off; the reality remains.” The ultimate test of listening may reside in how well one listens when the world around them seems to be falling apart in front of their eyes and ears. As we know, it is easy to listen when one is coasting downhill with the wind at our back and the sun in our face. The greater challenge is meeting the task of readiness for the moments when the road turns steep and rocky, and the wind and the rain are in our face. For it is in these moments when Listening Leaders® multitude of honed skills of listening truly pay-off.
Accepting and addressing all moments of adversity becomes easier if one listens with planned preparation, an understanding of relevant listening principles, and practiced listening skills. Preparation is critical as adverse events often appear when one may least expect them. Simply put, wise listeners plan and are prepared for the unexpected. They project negative possibilities and create strategies for rational processing and responding. In the process, Listening Leader’s® build solid foundations from which they can address adverse events.
In addition, the challenges of dealing with adversity require a deep understanding and application of Listening Leader® Principles. Assuming “Primary Responsibility” for effective listening becomes heightened in all adverse moments. Moreover, difficult times demand that listeners “Find and Align the Purpose” of every communication. One cannot run from, or ignore, any significant challenge of the moment.
Finally, listeners will find it easier to address any adverse issue if they develop their skills of effective listening through extensive Practice of “Identifying and Using Structures, and Identifying and Controlling Distractions and Emotions.” The adage, “perfect practice makes perfect” holds great significance in moments of adversity. Prepared listeners who have developed practiced skills will always trump the unprepared and un-practiced listeners. For as the Irish poet, W. B. Yeats observed, “We begin to live when we have conceived life as a tragedy.”
In times of adversity, Listening Leaders® will profit by accepting and adopting the simple observation of the Australian poet, Adam Lindsay Gordon, who wrote: “Life is mostly froth and bubble. Two things stand like stone, Kindness in another’s trouble, Courage in your own.”
So as we continue our quest of “Advancing listening leadership throughout the world,” we challenge all Listening Leaders® to accept and address adversity where you find it.
LISTENING LEADER® KNOWLEDGE NUGGET: Listening Leaders® accept and address adversity.
In the Winter of 1776-1777, Thomas Paine endured the travails of adversity in the dark hours of the Revolutionary War. Conditions were brutal, yet Paine established an invaluable and timely road map for all Listening Leaders® facing moments of adversity.
Paine wrote: “These are the times that try men’s souls. The summer soldier and the sunshine patriot will, in this crisis, shrink from the service of their country; but he that stands it now, deserves the love and thanks of man and woman. Tyranny, like hell, is not easily conquered; yet we have this consolation with us, that the harder the conflict, the more glorious the triumph. What we obtain too cheap, we esteem too lightly: it is dearness only that gives every thing its value.
I call not upon a few, but upon all: not on this state or that state, but on every state: up and help us; lay your shoulders to the wheel; better have too much force than too little, when so great an object is at stake.
Let it be told to the future world, that in the depth of winter, when nothing but hope and virtue could survive, that the city and the country, alarmed at one common danger, came forth to meet and repulse it. Say not that thousands are gone, turn out your tens of thousands; throw not the burden of the day upon Providence, but ‘show your faith by your works,’ that God may bless you.
It matters not where you live, or what rank of life you hold, the evil or the blessing will reach you all. The far and the near, the home counties and the back, the rich and the poor, will suffer or rejoice alike. The heart that feels not now, is dead: the blood of his children will curse his cowardice, who shrinks back at a time when a little might have saved the whole, and made them happy. I love the man who can smile in trouble that can gather strength from distress, and grow brave by reflection. ‘Tis the business of little minds to shrink; but he whose heart is firm, and whose conscience approves his conduct, will pursue his principles unto death.”
Two hundred and thirty-two years later, Thomas Paine’s invitation continues to hold value for present day distressed Listening Leaders® everywhere.
LISTENING LEADER TIP OF THE WEEK: Embrace moments of adversity.
GOLDEN CIRCLE LISTENING LEADERS QUOTES OF THE WEEK:
Adversity introduces a man to himself ~ Anonymous
It never rains but it pours ~ Proverb
Prosperity doth best discover vice: but adversity doth best discover virtue ~ Bacon
When sorrows come, the come not single spies, but in battalions ~ Shakespeare
We are all strong enough to bear the misfortunes of others ~ Duc de la Rochefoucauld
We are always in the forge or on the anvil ~ Henry Ward Beecher
The gem cannot be polished without friction, nor man perfected without trials ~ Chinese Proverb
Wednesday, September 17, 2008
Being Accountable for Accountability
By Rodger Dean Duncan
Everywhere I go in my consulting practice, performance "accountability" is among the top two or three concerns of senior executives.
Accountability has various definitions, but the word is usually used to denote personal responsibility for getting desired results. It's an admirable idea, and all good managers and leaders want their people to be "accountable."
Of course accountability doesn't apply only to rank and file employees. Managers and leaders should be accountable for holding others accountable. After all, isn't getting good results with and through other people the very reason we have managers and leaders?
I recently visited a client organization that employs about 1,300 people. By some standards, an employee population of only 1,300 isn’t a big company. But in this particular highly specialized, highly technical industry, 1,300 is about average.
I was called in to work with the senior management team on “communication” issues. At dinner one evening, I asked one of the top executives a pointed question:
“Last year, how many of your 1,300 employees received a ‘Needs Improvement’ performance appraisal rating?”
“Six,” my friend answered.
“I’m sorry,” I said. “My question must not have been clear. Of all of your 1,300 employees, how many of them …”
My friend interrupted me in mid-sentence. “Your question was painfully clear,” he said. “Last year, only six of our people received a ‘Needs Improvement’ rating.”
He went on to describe his organization as similar to Garrison Keeler’s mythical Lake Wobegone community where all the men are handsome, all the women are beautiful, and all the children are above average.
“We’re good with technology,” he said, “but we’re not at all good at the straight talk that’s necessary for consistently high performance. Sometimes we dance around or even ignore issues that cry out for attention.”
My friend’s assessment of his organization was right on target. And it underscored the common need (1) to define what accountability really means and then (2) to engage people in ways that win their hearts, minds and commitment.
Some of my clients address the matter with something called the Ladder of Accountability.
At the lowest rung on the ladder, people are simply “Unaware” or “Unconscious.” They don’t even know there’s a situation that needs attention.
The next rung on the ladder is the “Blame Others” level. Here’s where we see a lot of finger pointing. When something goes wrong, or fails to go right, people at this level are quick to censure their colleagues. This is the behavior we frequently see on “The Apprentice,” Donald Trump’s television show in which young professionals fight it out for a big job opportunity. Rather than fixing problems, most of the contestants invest their energy in fixing blame.
Just above the “Blame Others” rung on the Ladder of Accountability are the “Personal Excuses” and “I Can’t” levels. The behavior we see here is sort of an adult version of “the dog ate my homework” syndrome. People talk themselves into believing, for a wide range of imaginative reasons, that they are simply unable to accomplish the task at hand. It’s never their fault, of course, because (they genuinely believe) they are controlled by circumstances.
Next we have the “Wait and Hope” level. Although waiting and hoping are better than blaming and making excuses, this is still a mind set that places the obligation for results on someone else. In fact, all of behaviors on these lower rungs on the Ladder of Accountability are victim behaviors. People who languish at these levels of performance (or non-performance) seem to believe that things happen to them.
So let’s consider the more productive rungs on the Ladder of Accountability.
At the “Acknowledge Reality” level, people at least have their heads out of the sand. They see the situation for what it is, sort the facts from the fiction, and accept the certainty that something needs to be changed.
An even higher rung on the ladder is the “Own It!” level. People operating at this level admit their own role in the problem, then accept ownership of the situation. People who psychologically “own” a problem are much more likely to solve it than people who merely acknowledge that a problem exists. The symptoms of psychological ownership are intense interest, passion, determination, and the persistent investment of energy. Psychological ownership reminds us of the old joke about ham and eggs. The chicken is merely involved, the pig is truly committed.
Just above the “Own It! level is the “Find a Solution!” rung on the Ladder of Accountability. Solutions are spawned by commitment to results.
And the highest rung on the Ladder of Accountability is the “Make It Happen!” level. People who operate at this level don’t just talk about results, they get results. Their commitment is relentless (I didn’t say ruthless, I said relentless.)
These “Make It Happen!” people sometimes make the hand-wringers uncomfortable. They not only tend to think outside the box, they often refuse to accept the notion that “the box” even exists. They don’t take no for an answer. They gain special satisfaction in solving problems that others regard as impossible or just too difficult. They’re worth their weight in gold because they know that things happen because of them, not to them.
This is not to suggest that “Make It Happen!” people are renegades or organizational vigilantes. They not only feel accountable for results, they also feel accountability to their colleagues. Good “Make It Happen!” people are very big on mutual respect and mutual purpose.
Of course with mutual respect and mutual purpose comes a willingness to account for one’s own performance. This includes accepting responsibility for personal performance shortfalls as well as accepting credit for personal performance triumphs.
In an earlier column I talked about how top performers deliberately seek feedback, and not just the pat-on-the-back variety. (See ”Feedback: Breakfast of Champions”.)
The notion of feedback highlights a key component of performance accountability: dialogue.
In Crucial Conversations, a best-selling book by four of my colleagues, dialogue is defined as the free flow of meaning between two or more people. Notice that the definition doesn’t mention agreement. It focuses on the free flow of meaning. My version of good performance may not square with yours. So if we are to work together productively, both of us must be comfortable enough to put our own meaning into the shared pool. Only then can we make each other smarter, concur on mutual purpose, and produce a result that satisfies us both.
A “crucial conversation” is defined here as an interaction with high stakes, varied opinions, and at least the potential for strong emotion. What could fit that definition more closely than a conversation about someone’s performance?
All of this presupposes that people in successful accountability relationships (like managers and direct reports) must be able to talk with each other openly and honestly, early and often.
Of course for some people open and honest communication is a bit like having a baby: it’s easier to conceive than to deliver.
A set of five extremely helpful skills in Crucial Conversations is captured in a handy acronym: STATE My Path.
STATE stands for Share your facts, Tell your story, Ask for others’ paths, Talk tentatively, and Encourage testing.
In a conversation about someone’s performance, it’s always best to begin with the facts. And be very careful not to allow stories to masquerade as facts. Facts are observable and verifiable. Conclusions, attributions, and judgments are the feelings we have and the stories we tell ourselves about the facts.
Which is a better start?
“I’m fed up with you.” (feelings)
“You’re totally irresponsible.” (story)
“On the past seven projects you’ve missed your production deadline five times and exceeded budget on six. Each time you apologized and promised to do better with the next project.” (facts)
Sharing your facts – first – is less controversial. Facts are less insulting because, well, facts are facts.
I’m not suggesting that crucial conversations about someone’s performance are necessarily easy. Sometimes they are quite uncomfortable. But not nearly as uncomfortable as the certainty of unresolved performance issues.
After you have briefly Shared your facts (don’t pile it on), Tell your story. Explain the conclusions and judgments you’ve drawn from the facts you just shared. This might be expressed as simply as “I’m beginning to wonder if you’re not as committed to our success as you had led me to believe, of if something else is going on.”
Asking for the other person’s path (how he got the results he’s now getting) can be as simple as saying “How do you see it?” This opens the door for the other person to put his meaning into the pool, to tell you how the world looks from his vantage point. This includes making it safe for the other person to share new ideas and to challenge your facts.
These first three skills are called the “What” skills. The “How” skills are Talk tentatively and Encourage testing.
Talking tentatively does not mean expressing false doubt, tip-toeing through issues, or sugarcoating your views. It merely means that you don’t try to ram your perspective down someone’s throat. “The only reasonable option …” is too forceful and usually not as effective as “I propose that you consider …” “You’re completely incompetent …” is likely to trigger a response very different from what you might get with “I’m wondering if a bit more coaching would be helpful.”
Encourage testing is the “how” skill of inviting others to challenge your own thinking. If your goal is to convince, compel, or control, you’ll likely do a good job of expressing your view but a lousy job of encouraging others to express theirs.
I heard one manager make a mockery of this skill when he said to his staff “I think any smart engineer can see that my approach is the right one, but, hey, if any of you want to challenge my way, take your best shot.” So much for dialogue.
When performance accountability is important – and when is it not? – a good place to start is with open dialogue about mutual purpose and mutual expectations.
What does great performance “look like” to you? What does it “look like” to the person to whom you’re delegating?
What are your mutual expectations on deliverables, timelines, budgets, and all the other parameters of the task?
Where, when, and how will the accountability sessions occur?
Consistently effective managers and leaders find that it helps to be explicit about what kind of performance they stand for and what kind of performance they will not stand for. They recognize victim, villain, and helpless stories when they see them, and they disabuse their people of any notion that the blame game is acceptable.
Consistently effective managers and leaders are accountable for holding others accountable.
(To learn more about your own default tendencies during crucial conversations, click on Style Under Stress for a free self-assessment with instant results.)
Article from The Duncan Report. For more information please click on their link.
Everywhere I go in my consulting practice, performance "accountability" is among the top two or three concerns of senior executives.
Accountability has various definitions, but the word is usually used to denote personal responsibility for getting desired results. It's an admirable idea, and all good managers and leaders want their people to be "accountable."
Of course accountability doesn't apply only to rank and file employees. Managers and leaders should be accountable for holding others accountable. After all, isn't getting good results with and through other people the very reason we have managers and leaders?
I recently visited a client organization that employs about 1,300 people. By some standards, an employee population of only 1,300 isn’t a big company. But in this particular highly specialized, highly technical industry, 1,300 is about average.
I was called in to work with the senior management team on “communication” issues. At dinner one evening, I asked one of the top executives a pointed question:
“Last year, how many of your 1,300 employees received a ‘Needs Improvement’ performance appraisal rating?”
“Six,” my friend answered.
“I’m sorry,” I said. “My question must not have been clear. Of all of your 1,300 employees, how many of them …”
My friend interrupted me in mid-sentence. “Your question was painfully clear,” he said. “Last year, only six of our people received a ‘Needs Improvement’ rating.”
He went on to describe his organization as similar to Garrison Keeler’s mythical Lake Wobegone community where all the men are handsome, all the women are beautiful, and all the children are above average.
“We’re good with technology,” he said, “but we’re not at all good at the straight talk that’s necessary for consistently high performance. Sometimes we dance around or even ignore issues that cry out for attention.”
My friend’s assessment of his organization was right on target. And it underscored the common need (1) to define what accountability really means and then (2) to engage people in ways that win their hearts, minds and commitment.
Some of my clients address the matter with something called the Ladder of Accountability.
At the lowest rung on the ladder, people are simply “Unaware” or “Unconscious.” They don’t even know there’s a situation that needs attention.
The next rung on the ladder is the “Blame Others” level. Here’s where we see a lot of finger pointing. When something goes wrong, or fails to go right, people at this level are quick to censure their colleagues. This is the behavior we frequently see on “The Apprentice,” Donald Trump’s television show in which young professionals fight it out for a big job opportunity. Rather than fixing problems, most of the contestants invest their energy in fixing blame.
Just above the “Blame Others” rung on the Ladder of Accountability are the “Personal Excuses” and “I Can’t” levels. The behavior we see here is sort of an adult version of “the dog ate my homework” syndrome. People talk themselves into believing, for a wide range of imaginative reasons, that they are simply unable to accomplish the task at hand. It’s never their fault, of course, because (they genuinely believe) they are controlled by circumstances.
Next we have the “Wait and Hope” level. Although waiting and hoping are better than blaming and making excuses, this is still a mind set that places the obligation for results on someone else. In fact, all of behaviors on these lower rungs on the Ladder of Accountability are victim behaviors. People who languish at these levels of performance (or non-performance) seem to believe that things happen to them.
So let’s consider the more productive rungs on the Ladder of Accountability.
At the “Acknowledge Reality” level, people at least have their heads out of the sand. They see the situation for what it is, sort the facts from the fiction, and accept the certainty that something needs to be changed.
An even higher rung on the ladder is the “Own It!” level. People operating at this level admit their own role in the problem, then accept ownership of the situation. People who psychologically “own” a problem are much more likely to solve it than people who merely acknowledge that a problem exists. The symptoms of psychological ownership are intense interest, passion, determination, and the persistent investment of energy. Psychological ownership reminds us of the old joke about ham and eggs. The chicken is merely involved, the pig is truly committed.
Just above the “Own It! level is the “Find a Solution!” rung on the Ladder of Accountability. Solutions are spawned by commitment to results.
And the highest rung on the Ladder of Accountability is the “Make It Happen!” level. People who operate at this level don’t just talk about results, they get results. Their commitment is relentless (I didn’t say ruthless, I said relentless.)
These “Make It Happen!” people sometimes make the hand-wringers uncomfortable. They not only tend to think outside the box, they often refuse to accept the notion that “the box” even exists. They don’t take no for an answer. They gain special satisfaction in solving problems that others regard as impossible or just too difficult. They’re worth their weight in gold because they know that things happen because of them, not to them.
This is not to suggest that “Make It Happen!” people are renegades or organizational vigilantes. They not only feel accountable for results, they also feel accountability to their colleagues. Good “Make It Happen!” people are very big on mutual respect and mutual purpose.
Of course with mutual respect and mutual purpose comes a willingness to account for one’s own performance. This includes accepting responsibility for personal performance shortfalls as well as accepting credit for personal performance triumphs.
In an earlier column I talked about how top performers deliberately seek feedback, and not just the pat-on-the-back variety. (See ”Feedback: Breakfast of Champions”.)
The notion of feedback highlights a key component of performance accountability: dialogue.
In Crucial Conversations, a best-selling book by four of my colleagues, dialogue is defined as the free flow of meaning between two or more people. Notice that the definition doesn’t mention agreement. It focuses on the free flow of meaning. My version of good performance may not square with yours. So if we are to work together productively, both of us must be comfortable enough to put our own meaning into the shared pool. Only then can we make each other smarter, concur on mutual purpose, and produce a result that satisfies us both.
A “crucial conversation” is defined here as an interaction with high stakes, varied opinions, and at least the potential for strong emotion. What could fit that definition more closely than a conversation about someone’s performance?
All of this presupposes that people in successful accountability relationships (like managers and direct reports) must be able to talk with each other openly and honestly, early and often.
Of course for some people open and honest communication is a bit like having a baby: it’s easier to conceive than to deliver.
A set of five extremely helpful skills in Crucial Conversations is captured in a handy acronym: STATE My Path.
STATE stands for Share your facts, Tell your story, Ask for others’ paths, Talk tentatively, and Encourage testing.
In a conversation about someone’s performance, it’s always best to begin with the facts. And be very careful not to allow stories to masquerade as facts. Facts are observable and verifiable. Conclusions, attributions, and judgments are the feelings we have and the stories we tell ourselves about the facts.
Which is a better start?
“I’m fed up with you.” (feelings)
“You’re totally irresponsible.” (story)
“On the past seven projects you’ve missed your production deadline five times and exceeded budget on six. Each time you apologized and promised to do better with the next project.” (facts)
Sharing your facts – first – is less controversial. Facts are less insulting because, well, facts are facts.
I’m not suggesting that crucial conversations about someone’s performance are necessarily easy. Sometimes they are quite uncomfortable. But not nearly as uncomfortable as the certainty of unresolved performance issues.
After you have briefly Shared your facts (don’t pile it on), Tell your story. Explain the conclusions and judgments you’ve drawn from the facts you just shared. This might be expressed as simply as “I’m beginning to wonder if you’re not as committed to our success as you had led me to believe, of if something else is going on.”
Asking for the other person’s path (how he got the results he’s now getting) can be as simple as saying “How do you see it?” This opens the door for the other person to put his meaning into the pool, to tell you how the world looks from his vantage point. This includes making it safe for the other person to share new ideas and to challenge your facts.
These first three skills are called the “What” skills. The “How” skills are Talk tentatively and Encourage testing.
Talking tentatively does not mean expressing false doubt, tip-toeing through issues, or sugarcoating your views. It merely means that you don’t try to ram your perspective down someone’s throat. “The only reasonable option …” is too forceful and usually not as effective as “I propose that you consider …” “You’re completely incompetent …” is likely to trigger a response very different from what you might get with “I’m wondering if a bit more coaching would be helpful.”
Encourage testing is the “how” skill of inviting others to challenge your own thinking. If your goal is to convince, compel, or control, you’ll likely do a good job of expressing your view but a lousy job of encouraging others to express theirs.
I heard one manager make a mockery of this skill when he said to his staff “I think any smart engineer can see that my approach is the right one, but, hey, if any of you want to challenge my way, take your best shot.” So much for dialogue.
When performance accountability is important – and when is it not? – a good place to start is with open dialogue about mutual purpose and mutual expectations.
What does great performance “look like” to you? What does it “look like” to the person to whom you’re delegating?
What are your mutual expectations on deliverables, timelines, budgets, and all the other parameters of the task?
Where, when, and how will the accountability sessions occur?
Consistently effective managers and leaders find that it helps to be explicit about what kind of performance they stand for and what kind of performance they will not stand for. They recognize victim, villain, and helpless stories when they see them, and they disabuse their people of any notion that the blame game is acceptable.
Consistently effective managers and leaders are accountable for holding others accountable.
(To learn more about your own default tendencies during crucial conversations, click on Style Under Stress for a free self-assessment with instant results.)
Article from The Duncan Report. For more information please click on their link.
Monday, August 18, 2008
Imagination & Creativity at Work
“Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution.” --- Albert Einstein
In his book, Benjamin Franklin, An American Life, Walter Isaacson reveals the mind of one of America’s most controversial figures. Ben Franklin is described as America’s best writer, inventor, media baron, scientist, diplomat, and business strategist. It is obvious to see throughout the book that Franklin had a great (sometimes wild) imagination. His response to problems and obstacles was not one of despair but of determination and hope for a solution.
Just as in Franklin’s day, we too face obstacles that threaten to stifle the progress of our businesses. Thankfully, most of what we encounter is not new to the modern world and most solutions exist for us to simply apply to the situation. Sadly, many businesses are crippled because of a lack of energy or imagination to apply even the simplest of fixes.
“The real source of wealth and capital in this new era is not material things.. it is the human mind, the human spirit, the human imagination, and our faith in the future.’ --- Steve Forbes
Some theorist believe that as time marches on, our culture becomes more complacent and content with modern comforts that we no longer have the hunger or drive to use our creativity muscles. Our imagination station becomes Jell-o and we settle for “it is what it is.”
In order to progress in business, we have to resort back to those juices that once flowed in the playground as kids. Like in the movie Big, with Tom Hanks, we need to ask the question “why?” and state “I don’t get it,” until we do get it.
“You can’t depend on your eyes when your imagination is out of focus.” --- Mark Twain
Tom Hanks could get away with the kid’s stuff because his character in the movie, Josh Baskin was a kid, just in an adult body. You have to be careful so that your spouse or co-workers don’t put you in a special padded cell. However, you can still be a kid within your imagination. It is there that your creative ideas are hiding and waiting to be released.
“The only limit to your impact is your imagination and commitment.” --- Anthony Robbins
Ben Franklin didn’t have any more advantages than me and you. In fact, we have more than he ever had. He lived to be 84 years old, which is rare for his time period. Many “experts” contribute his longevity to his constant use of his mind. (Plus he had to walk greater distances than we do!) Franklin was always questioning, always creating, and always wondering. We need to do the same.
“Live out of your imagination, not your history.” --- Stephen Covey
If you are stuck-in-a-rut today with business problems coming out the wazoo, then try this: Escape to a place where your imagination can go wild. If you need to get quiet, then go to a park or library. If you need excitement, go to a Chuck E. Cheese. Just get to where you don’t focus on the problems, but you allow your mind to imagine. Write on the sidewalk with chalk with your kids or roll in the lawn with the dog. Weird, I know, but it works. Your mind begins to think goofy things that lead to creative things, which lead to solutions. Imagine that!
“I paint objects as I think them, not as I see them.” --- Pablo Picasso
In his book, Benjamin Franklin, An American Life, Walter Isaacson reveals the mind of one of America’s most controversial figures. Ben Franklin is described as America’s best writer, inventor, media baron, scientist, diplomat, and business strategist. It is obvious to see throughout the book that Franklin had a great (sometimes wild) imagination. His response to problems and obstacles was not one of despair but of determination and hope for a solution.
Just as in Franklin’s day, we too face obstacles that threaten to stifle the progress of our businesses. Thankfully, most of what we encounter is not new to the modern world and most solutions exist for us to simply apply to the situation. Sadly, many businesses are crippled because of a lack of energy or imagination to apply even the simplest of fixes.
“The real source of wealth and capital in this new era is not material things.. it is the human mind, the human spirit, the human imagination, and our faith in the future.’ --- Steve Forbes
Some theorist believe that as time marches on, our culture becomes more complacent and content with modern comforts that we no longer have the hunger or drive to use our creativity muscles. Our imagination station becomes Jell-o and we settle for “it is what it is.”
In order to progress in business, we have to resort back to those juices that once flowed in the playground as kids. Like in the movie Big, with Tom Hanks, we need to ask the question “why?” and state “I don’t get it,” until we do get it.
“You can’t depend on your eyes when your imagination is out of focus.” --- Mark Twain
Tom Hanks could get away with the kid’s stuff because his character in the movie, Josh Baskin was a kid, just in an adult body. You have to be careful so that your spouse or co-workers don’t put you in a special padded cell. However, you can still be a kid within your imagination. It is there that your creative ideas are hiding and waiting to be released.
“The only limit to your impact is your imagination and commitment.” --- Anthony Robbins
Ben Franklin didn’t have any more advantages than me and you. In fact, we have more than he ever had. He lived to be 84 years old, which is rare for his time period. Many “experts” contribute his longevity to his constant use of his mind. (Plus he had to walk greater distances than we do!) Franklin was always questioning, always creating, and always wondering. We need to do the same.
“Live out of your imagination, not your history.” --- Stephen Covey
If you are stuck-in-a-rut today with business problems coming out the wazoo, then try this: Escape to a place where your imagination can go wild. If you need to get quiet, then go to a park or library. If you need excitement, go to a Chuck E. Cheese. Just get to where you don’t focus on the problems, but you allow your mind to imagine. Write on the sidewalk with chalk with your kids or roll in the lawn with the dog. Weird, I know, but it works. Your mind begins to think goofy things that lead to creative things, which lead to solutions. Imagine that!
“I paint objects as I think them, not as I see them.” --- Pablo Picasso
Monday, July 28, 2008
What do your employees really want?
Article by Pam Pumarino, regular contributor to our blog. She holds degrees in business & psychology, and has an extensive background in Customer Service training.
For a while I worked at a Fortune500 HR call center where they did a big hoopla about motivating employees. One of their last attempts was their ‘Fall Challenge.’
Let me say that again, Fall Challenge. Yes, the name alone destined the festivities to the land of despair.
The rules where rather simple, do something right (aka do what you are being paid for at least some of the time) and you’ll get a ticket for a raffle at the end of the busy season.
Great idea, right? Not so fast. The bottom line was that attendance during busy periods did not increase. Morale did not increase. Productivity did not increase. Instead, resentment grew like rampant summer weeds, as good employees watched others--who did one thing right one time--walk away with big prizes.
Why didn’t it work? Well, employees were not asked what they wanted as a reward. Employees were not asked for input for establishing the guidelines. There was a lack of flexibility…one reward seldom fits all—for me it might be money, for you time off might be as good as gold. It created resentment amongst coworkers. It did not take into consideration people who missed work due to important circumstances (kid got chickenpox and husband got foot stuck in the toilet, dog ate shoes, lost both ears rendering self unable to listen to phone calls, etc.).
So what is the lesson learned? Don’t waste valuable time at a corporate table with other managers to figure out what banana you’ll throw your monkeys. Instead, talk with your people, treat them like people, and most importantly LISTEN to what they have to say, as well as what they are not saying. There is no other way for you to find out their wants, needs and motivational hooks. You’ll find that, often, the mere fact of having you truly listen to them might just be what they wanted all along.
LISTEN , LISTEN, LISTEN
Listening is the one activity you do more in life than any other activity except to breathe. How much time and energy do you exert in developing the communication skill that has been with you since birth. Self-leaders capitalize on the power of listening. They listen for what people say, what they don't say, and what they would like to say but don't know how to put into words. When is the last time that you were either involved in or observed a situation in which their was a cost due to a listening breakdown? Most people can identify several recent examples in their own life. The costs can be staggering. SELF-LEADERS LISTEN, LISTEN, LISTEN.
Excerpt from Dr. Bommelje’s Listening Leaders’ website.
For a while I worked at a Fortune500 HR call center where they did a big hoopla about motivating employees. One of their last attempts was their ‘Fall Challenge.’
Let me say that again, Fall Challenge. Yes, the name alone destined the festivities to the land of despair.
The rules where rather simple, do something right (aka do what you are being paid for at least some of the time) and you’ll get a ticket for a raffle at the end of the busy season.
Great idea, right? Not so fast. The bottom line was that attendance during busy periods did not increase. Morale did not increase. Productivity did not increase. Instead, resentment grew like rampant summer weeds, as good employees watched others--who did one thing right one time--walk away with big prizes.
Why didn’t it work? Well, employees were not asked what they wanted as a reward. Employees were not asked for input for establishing the guidelines. There was a lack of flexibility…one reward seldom fits all—for me it might be money, for you time off might be as good as gold. It created resentment amongst coworkers. It did not take into consideration people who missed work due to important circumstances (kid got chickenpox and husband got foot stuck in the toilet, dog ate shoes, lost both ears rendering self unable to listen to phone calls, etc.).
So what is the lesson learned? Don’t waste valuable time at a corporate table with other managers to figure out what banana you’ll throw your monkeys. Instead, talk with your people, treat them like people, and most importantly LISTEN to what they have to say, as well as what they are not saying. There is no other way for you to find out their wants, needs and motivational hooks. You’ll find that, often, the mere fact of having you truly listen to them might just be what they wanted all along.
LISTEN , LISTEN, LISTEN
Listening is the one activity you do more in life than any other activity except to breathe. How much time and energy do you exert in developing the communication skill that has been with you since birth. Self-leaders capitalize on the power of listening. They listen for what people say, what they don't say, and what they would like to say but don't know how to put into words. When is the last time that you were either involved in or observed a situation in which their was a cost due to a listening breakdown? Most people can identify several recent examples in their own life. The costs can be staggering. SELF-LEADERS LISTEN, LISTEN, LISTEN.
Excerpt from Dr. Bommelje’s Listening Leaders’ website.
Friday, July 18, 2008
Improvising Your Approach to Improvement
Improvising Your Approach to Improvement
by Dr. John C. Maxwell
Our well-being and happiness are tied to the notion that our lives can improve. We hope for a better future for our company, our kids, and ourselves. We dream of a tomorrow that's better and brighter than today.
Here are a few improvements many of us desire to see:
Over the next year, if we knew our health would deteriorate, our economic situation would worsen, and our closest relationships would unravel, then we'd be depressed. In fact, even if we knew our lives would stay the same, most of us would feel unsatisfied. We're always looking to improve the quality of our lives - it's human nature.
Unfortunately, many of us never go beyond hoping for improvements to actually making them. In this lesson, I'd like to share some insights to help you improvise your approach to improvement.
Develop Habits
The secret of your success is determined by your daily agenda. Leaders who make successful improvements share a common denominator: they form habits of daily action that those who fail to improve never develop. As my friend Andy Stanley says, "Your direction determines your destination." The steps you make each day, for good or ill, eventually chart the path of your life.
Consider the analogy of saving for retirement. Financial advisers counsel us to invest for retirement early in our careers and consistently throughout life. If we do, we can quit working at 65 with a sizeable nest egg. However, if we neglect funding our 401(k) each month, then we end up with nothing. We may still "hope" to win the lottery and secure our financial future, but we've lost the ability to control our fate.
Befriend Discipline
We live in the ultimate quick-fix culture. Everyone wants to be thin, but few people eat healthy and exercise. Everyone wants financial stability, but many refuse to be bothered by a budget. Rather than trouble ourselves with discipline, we opt for diet fads or speculate in the stock market. When we don't see long-term improvements, we discard one fad in favor of another.
In life, there are two kinds of pain: the pain of self-discipline and the pain of regret. The pain of self-discipline involves sacrifice, sweat, and delayed gratification. Thankfully, the reward of improvement softens the pain of self-discipline and makes it worthwhile. The pain of regret begins as a missed opportunity and ends up as squandered talent and an unfulfilled life. Once the pain of regret sets in, there's nothing you can do other than wonder, "What if?"
Admit Mistakes
When trying to improve, we not only risk failure, we guarantee it. The good news is that mistakes generally teach us far more than success. There's no sense pretending we're perfect. Even the best of the best have moments of weakness. That's why it's important to be honest when we fall short, learn from the mistake, and move forward with the knowledge gained.
Measure Progress
You cannot manage what you cannot measure. Identify the areas in which improvement is essential to your success and find a way to track your progress. Keeping score holds you accountable and gives you a clear indicator of whether or not you're actually improving.
Change Continually
Continual change is essential for improvement. One of the great paradoxes of success is that the skills and qualities that get you to the top are seldom the ones that keep you there. The quest to improve forces us to abandon assumptions, embrace innovation, and seek new relationships. If we're complacent for too long, we'll fall behind the learning curve. Once this happens, it's a steep, uphill climb to get back to the top.
The desire for improvement has a degree of discontent in it. Personal growth requires apparently contradictory mindsets: humility to realize you have room to grow but also confidence that improvement is possible.
by Dr. John C. Maxwell
Our well-being and happiness are tied to the notion that our lives can improve. We hope for a better future for our company, our kids, and ourselves. We dream of a tomorrow that's better and brighter than today.
Here are a few improvements many of us desire to see:
We hope to lose weight and improve our fitness
We hope to earn more money and improve our financial standing
We hope to argue less with our spouse and improve our marriage
Over the next year, if we knew our health would deteriorate, our economic situation would worsen, and our closest relationships would unravel, then we'd be depressed. In fact, even if we knew our lives would stay the same, most of us would feel unsatisfied. We're always looking to improve the quality of our lives - it's human nature.
Unfortunately, many of us never go beyond hoping for improvements to actually making them. In this lesson, I'd like to share some insights to help you improvise your approach to improvement.
Develop Habits
The secret of your success is determined by your daily agenda. Leaders who make successful improvements share a common denominator: they form habits of daily action that those who fail to improve never develop. As my friend Andy Stanley says, "Your direction determines your destination." The steps you make each day, for good or ill, eventually chart the path of your life.
Consider the analogy of saving for retirement. Financial advisers counsel us to invest for retirement early in our careers and consistently throughout life. If we do, we can quit working at 65 with a sizeable nest egg. However, if we neglect funding our 401(k) each month, then we end up with nothing. We may still "hope" to win the lottery and secure our financial future, but we've lost the ability to control our fate.
Befriend Discipline
We live in the ultimate quick-fix culture. Everyone wants to be thin, but few people eat healthy and exercise. Everyone wants financial stability, but many refuse to be bothered by a budget. Rather than trouble ourselves with discipline, we opt for diet fads or speculate in the stock market. When we don't see long-term improvements, we discard one fad in favor of another.
In life, there are two kinds of pain: the pain of self-discipline and the pain of regret. The pain of self-discipline involves sacrifice, sweat, and delayed gratification. Thankfully, the reward of improvement softens the pain of self-discipline and makes it worthwhile. The pain of regret begins as a missed opportunity and ends up as squandered talent and an unfulfilled life. Once the pain of regret sets in, there's nothing you can do other than wonder, "What if?"
Admit Mistakes
When trying to improve, we not only risk failure, we guarantee it. The good news is that mistakes generally teach us far more than success. There's no sense pretending we're perfect. Even the best of the best have moments of weakness. That's why it's important to be honest when we fall short, learn from the mistake, and move forward with the knowledge gained.
Measure Progress
You cannot manage what you cannot measure. Identify the areas in which improvement is essential to your success and find a way to track your progress. Keeping score holds you accountable and gives you a clear indicator of whether or not you're actually improving.
Change Continually
Continual change is essential for improvement. One of the great paradoxes of success is that the skills and qualities that get you to the top are seldom the ones that keep you there. The quest to improve forces us to abandon assumptions, embrace innovation, and seek new relationships. If we're complacent for too long, we'll fall behind the learning curve. Once this happens, it's a steep, uphill climb to get back to the top.
The desire for improvement has a degree of discontent in it. Personal growth requires apparently contradictory mindsets: humility to realize you have room to grow but also confidence that improvement is possible.
SUMMARY
Tips for Attaining Improvement:
1. Develop Habits
2. Befriend Discipline
3. Admit Mistakes
4. Measure Progress
5. Change Continually
This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter, "Leadership Wired," available here.
The Strangest Secret
"The Strangest Secret"
In 1957, Earl Nightingale, speaker, author andco founder of the Nightingale-Conant Corporation,recorded his classic motivational record "TheStrangest Secret." "The Strangest Secret" soldover one million copies and made history in therecording industry by being honored as the firstGold Record for the spoken word. Nightingale,known as the "dean of personal development,"concluded that life's "strangest secret" is that webecome what we think about all day long.
Your belief system, like your computer, doesn'tjudge or even question what you input; it merelyaccepts your thoughts as the truth, the whole truthand nothing but the truth. Think thoughts of defeator failure and you're bound to feel discouraged.Continuous thoughts of worry, anxiety and fear areunhealthy and often manifest in the body as stress,panic attacks and depression.
At the core of Earl's message, he reveals the incrediblepower of positive self-talk, belief and expectation. Whatyou vividly imagine and hold in your subconscious mindbegins to out picture as your reality. Your belief systemnot only defines your reality, but it also shapes yourcharacter and determines your potential.
The Placebo EffectThe ability of the mind to cure a disease even whenthe medicine is known to be worthless is known as the"placebo effect." This occurs in medical trials wheredoctors give patients sugar pills, but tell them they willcure their illness. Often it does, even though the pillscontain nothing of medical benefit. The only thing ofvalue in these medical trials is the patient's own beliefthat the sugar pills will cure them. It's the power of thepatient's belief and expectation alone that produces theimprovement in his or her health.
I recently read a remarkable story about a group ofcancer patients who thought they were being treated withchemotherapy, but were actually given a placebo. Beforetheir treatment began, the patients were informed aboutthe complications associated with undergoing chemotherapytreatment, such as fatigue and loss of hair. Amazingly,based on nothing more than their belief and expectation,nearly one third of the patients who were given the placeboreported feeling fatigued and actually experienced hair loss!
The Power of Affirmation and Positive Self-talkIf you had access to a powerful tool that would enhance yourself-esteem and allow you to reach your full potential wouldyou use it?
A good way to create positive self-talk is through affirmations.An affirmation is a positive statement that represents yourdesired condition or outcome. Interesting enough, yoursubconscious mind doesn't know the difference between areal experience and a vividly imagined "mental" experience.
When he was a struggling young comedian, late at night JimCarrey would drive into the hills overlooking Hollywood andyell at the top of his lungs "I will earn ten million dollars ayear by 1995." When 1995 finally arrived, Jim was the starof the movie "Ace Ventura: When Nature Calls", for whichhe was paid twenty million dollars!
World-class athletes understand the value of affirmation andrecognize the impact of their mental preparation on theirphysical performance. They use the power of positiveaffirmation to reduce anxiety and increase their expectationof achievement. To be of maximum benefit an affirmationmust be simple, encouraging and stated in the present tense.By repeating an affirmation over and over again it becomesembedded in the subconscious mind.
To be effective your affirmation must be stated aloud...
1. In a positive manner with the focus on what you want. Whenyou catch yourself saying or thinking something negative aboutyourself, counteract the negative self-talk with a positiveaffirmation. Start your affirmation with words like "I am..." or"I already have..."
Example:"I close sales with little or no resistance."
"I take good care of my customers and they show theirappreciation by referring their friends to me."
2. In the present tense. Your subconscious mind works in thepresent tense, so avoid words such as can, will, should or could.
Example:"I love doing my work and I am richly rewarded creatively andfinancially."
3. With strong emotion and conviction.
4. Repeatedly. I suggest you read your affirmations eachmorning upon awakening and again each night just beforefalling asleep. Close your eyes and picture the end result.Feel the emotions associated with the affirmation.
Here are some of my favorite affirmations:
"Every day in every way I'm getting better and better!"
"Everything comes to me easily and effortlessly!"
"I love and appreciate myself just as I am!"
"I love doing my work and I am richly rewarded creativelyand financially!"
"I now have enough time, energy, wisdom and money toaccomplish all my desires!"
"Infinite riches are now freely flowing into my life!"
"I am relaxed and centered!"
"I feel happy and blissful!"
Do affirmations really work and can they be used to propel aperson to achieve greatness? As a young boy growing up inLouisville, Kentucky, 12-year-old Cassius Marcellus Clay dreamedof someday becoming the heavyweight boxing champion of theworld. When working out in the gym, Clay would continuouslyaffirm to all within earshot that he was indeed the greatest boxerof all time! While many felt he was brash and boastful, few peopleactually took this 89-pound youngster seriously. Mohammad Aliused his affirmation to become the undisputed heavyweight boxingchampion of the world and arguably one of the most popular andrecognized sports figures of all times!
"Watch your thoughts, for they become words. Choose yourwords, for they become actions. Understand your actions, for theybecome habits. Study your habits, for they will become yourcharacter. Develop your character, for it becomes your destiny." - Anonymous
You show me a salesperson with high self-esteem, a positiveattitude and a healthy work ethic and I'll be able to predict hisor her success in advance... I guarantee it.
John Boe presents a wide variety of motivational andsales-oriented keynotes and seminar programs for salesmeetings and conventions. John is a nationally recognizedsales trainer and business motivational speaker with animpeccable track record in the meeting industry. To haveJohn speak at your next event, visit orcall 877 725-3750.
In 1957, Earl Nightingale, speaker, author andco founder of the Nightingale-Conant Corporation,recorded his classic motivational record "TheStrangest Secret." "The Strangest Secret" soldover one million copies and made history in therecording industry by being honored as the firstGold Record for the spoken word. Nightingale,known as the "dean of personal development,"concluded that life's "strangest secret" is that webecome what we think about all day long.
Your belief system, like your computer, doesn'tjudge or even question what you input; it merelyaccepts your thoughts as the truth, the whole truthand nothing but the truth. Think thoughts of defeator failure and you're bound to feel discouraged.Continuous thoughts of worry, anxiety and fear areunhealthy and often manifest in the body as stress,panic attacks and depression.
At the core of Earl's message, he reveals the incrediblepower of positive self-talk, belief and expectation. Whatyou vividly imagine and hold in your subconscious mindbegins to out picture as your reality. Your belief systemnot only defines your reality, but it also shapes yourcharacter and determines your potential.
The Placebo EffectThe ability of the mind to cure a disease even whenthe medicine is known to be worthless is known as the"placebo effect." This occurs in medical trials wheredoctors give patients sugar pills, but tell them they willcure their illness. Often it does, even though the pillscontain nothing of medical benefit. The only thing ofvalue in these medical trials is the patient's own beliefthat the sugar pills will cure them. It's the power of thepatient's belief and expectation alone that produces theimprovement in his or her health.
I recently read a remarkable story about a group ofcancer patients who thought they were being treated withchemotherapy, but were actually given a placebo. Beforetheir treatment began, the patients were informed aboutthe complications associated with undergoing chemotherapytreatment, such as fatigue and loss of hair. Amazingly,based on nothing more than their belief and expectation,nearly one third of the patients who were given the placeboreported feeling fatigued and actually experienced hair loss!
The Power of Affirmation and Positive Self-talkIf you had access to a powerful tool that would enhance yourself-esteem and allow you to reach your full potential wouldyou use it?
A good way to create positive self-talk is through affirmations.An affirmation is a positive statement that represents yourdesired condition or outcome. Interesting enough, yoursubconscious mind doesn't know the difference between areal experience and a vividly imagined "mental" experience.
When he was a struggling young comedian, late at night JimCarrey would drive into the hills overlooking Hollywood andyell at the top of his lungs "I will earn ten million dollars ayear by 1995." When 1995 finally arrived, Jim was the starof the movie "Ace Ventura: When Nature Calls", for whichhe was paid twenty million dollars!
World-class athletes understand the value of affirmation andrecognize the impact of their mental preparation on theirphysical performance. They use the power of positiveaffirmation to reduce anxiety and increase their expectationof achievement. To be of maximum benefit an affirmationmust be simple, encouraging and stated in the present tense.By repeating an affirmation over and over again it becomesembedded in the subconscious mind.
To be effective your affirmation must be stated aloud...
1. In a positive manner with the focus on what you want. Whenyou catch yourself saying or thinking something negative aboutyourself, counteract the negative self-talk with a positiveaffirmation. Start your affirmation with words like "I am..." or"I already have..."
Example:"I close sales with little or no resistance."
"I take good care of my customers and they show theirappreciation by referring their friends to me."
2. In the present tense. Your subconscious mind works in thepresent tense, so avoid words such as can, will, should or could.
Example:"I love doing my work and I am richly rewarded creatively andfinancially."
3. With strong emotion and conviction.
4. Repeatedly. I suggest you read your affirmations eachmorning upon awakening and again each night just beforefalling asleep. Close your eyes and picture the end result.Feel the emotions associated with the affirmation.
Here are some of my favorite affirmations:
"Every day in every way I'm getting better and better!"
"Everything comes to me easily and effortlessly!"
"I love and appreciate myself just as I am!"
"I love doing my work and I am richly rewarded creativelyand financially!"
"I now have enough time, energy, wisdom and money toaccomplish all my desires!"
"Infinite riches are now freely flowing into my life!"
"I am relaxed and centered!"
"I feel happy and blissful!"
Do affirmations really work and can they be used to propel aperson to achieve greatness? As a young boy growing up inLouisville, Kentucky, 12-year-old Cassius Marcellus Clay dreamedof someday becoming the heavyweight boxing champion of theworld. When working out in the gym, Clay would continuouslyaffirm to all within earshot that he was indeed the greatest boxerof all time! While many felt he was brash and boastful, few peopleactually took this 89-pound youngster seriously. Mohammad Aliused his affirmation to become the undisputed heavyweight boxingchampion of the world and arguably one of the most popular andrecognized sports figures of all times!
"Watch your thoughts, for they become words. Choose yourwords, for they become actions. Understand your actions, for theybecome habits. Study your habits, for they will become yourcharacter. Develop your character, for it becomes your destiny." - Anonymous
You show me a salesperson with high self-esteem, a positiveattitude and a healthy work ethic and I'll be able to predict hisor her success in advance... I guarantee it.
John Boe presents a wide variety of motivational andsales-oriented keynotes and seminar programs for salesmeetings and conventions. John is a nationally recognizedsales trainer and business motivational speaker with animpeccable track record in the meeting industry. To haveJohn speak at your next event, visit orcall 877 725-3750.
Saturday, May 10, 2008
Independent Contractor vs. Employee
I've been asked a lot to explain the difference between an Independent Contractor and an Employee. Here is some information that quickly gives an overview of the differences:
Independent Contractors vs. Employees
Are your workers independent contractors or employees? Always a confusing topic which is probably due to the fact that the IRS sets the rules. Nonetheless, the answer can have a profound impact on how much tax you pay as a small business owner.
Knowing whether your workers are or are not employees will affect the amount of taxes you must withhold from their pay. It will affect how much additional cost your business must bear, what documents and information they must provide to you, and what tax documents you must give to them. Employers who misclassify workers as independent contractors can end up with substantial tax bills as well as penalties for failing to pay employment taxes and failing to file required forms information.
Generally, whether a worker is an employee or an independent contractor depends upon how much control you have as a business owner. Basically, if you have the right to control or direct not only what is to be done but also how it is to be done then your workers are most likely employees. If you can direct or control only the result of the work done, and not the means and methods of accomplishing the result, then your workers are probably independent contractors.
Before you can determine how to treat payments you make for services, you must first know the business relationship that exists between you and the person performing the services. The person performing the services may be -
An independent contractor
A common-law employee
A statutory employee
A statutory nonemployee
In determining whether the person providing service is an employee or an independent contractor, all information that provides evidence of the degree of control and independence must be considered.
In general, someone who performs services for you is your employee if you can control what will be done and how it will be done.
The courts have considered many facts in deciding whether a worker is an independent contractor or an employee based on these three categories:
1.) Behavioral Control – direct or control how the work is done. Facts that show whether the business has a right to direct and control. These include:
Instructions - an employee is generally told:
When, where, and how to work
What tools or equipment to use
What workers to hire or to assist with the work
Where to purchase supplies and services
What work must be performed by a specified individual
What order or sequence to follow
Training – an employee may be trained to perform services in a particular manner.
2.) Financial Control – direct or control the financial/business aspects of the worker’s job. Facts that show whether the business has a right to control the business aspects of the worker’s job include:
· The extent to which the worker has unreimbursed expenses
· The extent of the worker’s investment
· The extent to which the worker makes services available to the relevant market
· How the business pays the worker
· The extent to which the worker can realize a profit or loss
3.) Type of Relationship – relates to how the workers and the business owner perceive their relationship. Facts that show the type of relationship include:
Written contracts describing the relationship the parties intended to create
Whether the worker is provided with employee-type benefits
The permanency of the relationship
How integral the services are to the principal activity
For a worker who is considered your employee, you are responsible for:
Withholding Federal income tax,
Withholding and paying the employer social security and Medicare tax,
Paying Federal unemployment tax (FUTA)
Issuing Form W-2, Wage and Tax Statement, annually,
Reporting wages on Form 941, Employer’s Quarterly Federal Tax Return.
Example of an Independent Contractor:
Vera Elm, an electrician, submitted a job estimate to a housing complex for electrical work at $16 per hour for 400 hours. She is to receive $1,280 every 2 weeks for the next 10 weeks. This is not considered payment by the hour. Even if she works more or less than 400 hours to complete the work, Vera Elm will receive $6,400. She also performs additional electrical installations under contracts with other companies, which she obtained through advertisements. Vera is an independent contractor.
How should I report payments made to independent contractors?
You may be required to file information returns to report certain types of payments made to independent contractors during the year. For example, you must file Form 1099-MISC, Miscellaneous Income, to report payments of $600 or more to persons not treated as employees (e.g. independent contractors) for services performed for your trade or business.
Who is a Common-Law Employee (Employee)?
Under common-law rules, anyone who performs services for you is your employee if you can control what will be done and how it will be done. This is so even when you give the employee freedom of action. What matters is that you have the right to control the details of how the services are performed.
To determine whether an individual is an employee or independent contractor under the common law, the relationship of the worker and the business must be examined. All evidence of control and independence must be considered. In an employee-independent contractor determination, all information that provides evidence of the degree of control and degree of independence must be considered.
Facts that provide evidence of the degree of control and independence fall into three categories: behavioral control, financial control, and the type of relationship of the parties.
Example of an employee:
Example: Donna Lee is a salesperson employed on a full-time basis by Bob Blue, an auto dealer. She works 6 days a week, and is on duty in Bob's showroom on certain assigned days and times. She appraises trade-ins, but her appraisals are subject to the sales manager's approval. Lists of prospective customers belong to the dealer. She has to develop leads and report results to the sales manager. Because of her experience, she requires only minimal assistance in closing and financing sales and in other phases of her work. She is paid a commission and is eligible for prizes and bonuses offered by Bob. Bob also pays the cost of health insurance and group-term life insurance for Donna. Donna is an employee of Bob Blue.
Statutory Employees
If workers are independent contractors under the common law rules, such workers may nevertheless be treated as employees by statute ( statutory employees ) for certain employment tax purposes if they fall within any one of the following four categories and meet the three conditions described under Social security and Medicare taxes , below.
A driver who distributes beverages (other than milk) or meat, vegetable, fruit, or bakery products; or who picks up and delivers laundry or dry cleaning, if the driver is your agent or is paid on commission.
A full-time life insurance sales agent whose principal business activity is selling life insurance or annuity contracts, or both, primarily for one life insurance company.
An individual who works at home on materials or goods that you supply and that must be returned to you or to a person you name, if you also furnish specifications for the work to be done.
A full-time traveling or city salesperson who works on your behalf and turns in orders to you from wholesalers, retailers, contractors, or operators of hotels, restaurants, or other similar establishments. The goods sold must be merchandise for resale or supplies for use in the buyer s business operation. The work performed for you must be the salesperson s principal business activity. Refer to the Salesperson section located in Publication 15-A, Employer s Supplemental Tax Guide for additional information.
Statutory Nonemployees
There are two categories of statutory nonemployees: direct sellers and licensed real estate agents. They are treated as self-employed for all Federal tax purposes, including income and employment taxes, if:
Substantially all payments for their services as direct sellers or real estate agents are directly related to sales or other output, rather than to the number of hours worked and
Their services are performed under a written contract providing that they will not be treated as employees for Federal tax purposes.
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