August 12, 2013
By Kristin Piombino via prdaily.com Article
Listening facts you never knew
“For example, did you know that we derive 55 percent of a message’s meaning from the speaker’s facial expressions, 38 percent from how he says the message and 7 percent from the actual words spoken?
Here are a few more facts:
- We listen to people at a rate of 125-250 words per minute, but think at 1,000-3,000 words per minute.
- Less than 2 percent of people have had any formal education on how to listen.
- Images go into your long term memory, whereas words live in your short term memory.
Take a look at the graphic for more:”
August 5, 2013
By Pascal Dennis via Lean Pathways Blog Article
Poetry & Business?!
“President Akio Toyoda recently greeted 1,179 new Toyota hires, urging them to find
‘the strength seen in cherry blossoms that persevere in winter…’
(Hard to imagine Bill Ford welcoming new UAW hires in this way!)
Nonetheless, a recent HBR piece suggests business and poetry are complementary.
Both entail wresting with & simplifying complex realities. Both require comfort with ambiguity.
Poetry also helps develop empathy, which is in greater demand than ever.
According the NY Times, Harman Industries founder Sidney Harman once told his staff, ‘Get me poets as managers. Poets are our original systems thinkers. They look at our most complex environments and reduce the complexity to something they begin to understand.'”
August 5, 2013
By Michael Schrage via blogs.hbr.org Article
Good Leaders Don’t Use Bad Words
“Instead of brainstorming new ‘products,’ the group instead collectively chose to imagine future ‘offers.’ The word forced a different discipline of design thinking. ‘Offers’ usefully blurred categorical and cultural distinctions between ‘product’ and ‘service’ innovation. Making an ‘offer’ looked and felt different than selling a ‘product.’ The more people talked, the clearer it became: ‘offers’ was simply a better word and organizing principle for generating more innovative innovation scenarios. ‘Offers’ liberated participants, where ‘products’ constrained them.
Language matters. A lot. Amazon, for example, lists over 3000 publications about ‘product innovation’ and roughly 800 for ‘service innovation.’ According to its search engine, however, the world’s largest bookseller doesn’t have a single ‘offers innovation’ title. Is that an opportunity? …
IBM began emphasizing ‘clients’ over ‘customers.’ … ‘relentlessly stressed that ‘customers’ were about managing transactions but ‘clients’ were about investing in relationships. IBM needed to redesign itself around serving clients, not selling customers. That was a distinction with an operational and organizational difference. … IBM soon stopped using ‘committee’ in favor of ‘team’ — another word-swap that ultimately had meaningful managerial impact.
Changing important words helped change important behaviors.”
July 22, 2013
By Marika Krausova via executiveboard.com Article
3 Mind-Blowing Employee Communications Stats
“As part of our research, we have surveyed more than 23 thousand employees globally. From all this data, we have learned some truly cool stuff about employee performance and its motivators as well as leadership role in driving performance through communication.You can see our entire research deck on our website, but I would love to give you a sneak peek into the 3 key quant findings for this year. …
Finding 1: Individual task performance alone represents only 51 % of employees’ potential performance impact. In fact, network performance (learning from others and teaching others) represents the remaining 49% of employees’ total performance potential. This is a marked shift from just 10 years’ ago, where just doing well in your own job and turning in high-quality work on time represented 80% of employees’’ performance contribution. …
Finding 2: Commitment to company (sense of pride, ownership, feeling inspired by company’s vision) is NOT a significant driver of network (or even individual task!) performance. What really matters for increasing employee’s performance is sense of feeling connected to their coworkers and having a clear understanding of company goals and how they connect to their work. …
Finding 3: Leaders have a large impact on employee’s performance, however not all leadership environments are created equal. Most members are currently focused on building up the human, authentic, inclusive side of leaders, but they are better off helping leaders be more enabling. More enabling leaders spend less time on trying to connect to employees, and instead focus on connecting employees to each other.”
July 8, 2013
By Terry Starbucker via terrystarbucker.com Article
The Most Important Word
“When leaders want to know how their team building is doing, they just need to listen to their teammates pass information down through the ranks.
In fact, there is a specific ‘tell’ that comes down to the use of a single word. It boils down to this: ‘We’, or ‘They’.
If your teammate uses ‘They’, as in, ‘THEY are asking us to do this’, or ‘THEY are putting in new policies and procedures’, or the even more telling ‘There THEY go again’, then your team building isn’t going very well.
On the contrary, if they are using ‘We’, as in ‘Here’s why WE need to do this’, or ‘WE need to operate under these new policies and procedures’, then you know you are making progress.
… We bought a cable company back in 2003 that had been part of a much larger company. The folks in the field were used to having things dictated to them from ‘corporate’ – the main office that was thousands of miles away.
So, when we came in as the new ‘corporate’, and started to make changes, guess how they were passed down by the field folks?
‘THEY are changing this’. In this instance, ‘They’ really meant ‘those no names from a faraway place that I have absolutely no connecton with, or care to have a connection with, because the no names don’t care to connect with me’.”
June 24, 2013
By Terry Starbucker via TerryStarbucker.com Article
The Full Spectrum of Leadership (and The Danger of the Comfortable Middle)
“‘Touchy Feelyness’. … doling out praise, encouragement, and ultimately compensation – providing a LOT of it to the people who really were outperforming their peers and over delivering on all their promises. …
‘Full Accountability’. … see and acknowledge that someone is under performing their responsibilities, and taking appropriate and decisive action to either change that behavior or let that person go altogether. …
‘Comfortable Middle’ – … nobody gets overpraised or overcompensated, or conversely, “written up” … or let go. … nobody gets jealous or envious because some individuals are singled out with extravagant praise or a fantastic raise or bonus, and nobody works with much anxiety because its rare when somebody gets coached or let go, or doesn’t get a raise. …
What really happens when we live only in the comfortable middle is a bunch of resentment – resentment by those who excel for a lack of real and tangible recognition, and resentment by those who do their job well every day for those who don’t, and … get the same raises they do.
The best objective indicator of how much a company lives in the comfortable middle is to look at the range of the annual raises … I need to get out of the middle when all the raises are bunched together, without much deviation from the highest to the lowest.
… we must really practice “Full Spectrum” management to truly be effective. Which means a manager must have the ability to be both ‘touchy feely’ and ‘tough’.”