Want to create a positive new habit? Consider the language you use. A study published in the Journal of Consumer Research tested the words people use when confronting temptation. One group was instructed to use the words "I can't" while the other used "I don't" when considering unhealthy food choices (“I can’t eat sugar” vs. “I don’t eat sugar”). When the study finished, subjects were offered a chocolate bar or granola bar as thanks. While 39 percent of those who used the words "I can't" chose the granola, 64 percent of those in the "I don't" group picked it over chocolate.
The study authors believe that saying "I don't" rather than "I can't" provides greater "psychological empowerment." For example, by saying, “I don’t smoke,” we reinforce our commitment by making non-smoking part of our identity.
We believe this finding can be applied to communication habits as well. Consider the power of saying “I don’t interrupt” or “I don’t use silence as a weapon.” If you want to build a positive communication style, try identifying yourself as someone who “doesn’t” engage in unproductive communication.
We want to hear: Is there a habit you want to break? How does substituting “I don’t” for “I can’t” work for you? Join the conversation by clicking "comments" on our Community of Practice Forum.
Ilan Zechory and Tom Lehman are not only self-described “best friends,” but also co-founders of Genius.com, a start-up that enables users to annotate song lyrics and other text available on the Internet. Like any two people in a close working relationship, they know conflict comes with the territory. They are also wise enough to know that conflict need not damage their relationship or their company.
After a recent blowup (the two entrepreneurs have opposite management styles and ways of approaching problems) they began seeing a therapist who counsels individuals, couples and some business partners. Once a week, they told The New York Times, they spend an hour articulating their differences and refining their ideas.
Their three big takeaways from the process: “Never let an opportunity pass to say something positive; walking away from a heated conversation doesn’t signal abandonment; and it is better to discuss a problem because it will surface anyway.”
We applaud these leaders, and we resoundingly agree with the lessons they have learned. The more that leaders take a productive approach to conflict, the more successful they and their organizations are bound to be.
We want to hear: Do you think people who work together should set aside time each week to creatively resolve conflict? Join the conversation by clicking "comments" on our Community of Practice Forum.
Today’s far-flung workforce teams have a wealth of tools for sharing information around the globe. But does the virtual experience promote optimum collaboration? Writing in the Harvard Business Review Dr. Karen Sobel-Lojeski, an Assistant Professor in the Department of Technology and Society at Stony Brook University, points out that, beyond data exchange, “Genuine collaboration is achieved through ongoing meaningful exchanges between people who share a passion and respect for one another.”
Such meaning can be eroded by “virtual distance”, says Sobel-Lojeski—by which she means “physical distance, operational distance, and affinity distance.” When she and her colleagues measured virtual distance around the world they found that when it was high, innovation fell by 90%, and cooperative behaviors and trust fell by 80%.
To restore true collaboration, she says, leaders must offer shared context. Even a simple thing like making sure team members know what local time it is for everyone else can help people feel respected. Of course, virtual distance can occur even among workers on different floors of the same building. It is up to leaders to be deliberate about facilitating communication to and among team members so that bonds can be built and maintained. The power of our PRES system and our model for Collaborative Problem Solving can help create greater “presence” and interaction even in remote settings. Remember: Behind every keystroke is a human being.
We want to hear: What has your experience been with virtual distance and how could it be improved? Join the conversation and click "comments" on our Community of Practice Forum.
For most of the 20th century, business schools strived to turn out managers; now they promise to graduate leaders. According to The New York Times, the trend can be traced back to 1977 when Harvard professor Abraham Zaleznik, published a paper entitled “Managers and Leaders: Are They Different?”
Many remain skeptical of goals to “educate leaders who make a difference in the world” (Harvard), develop “brave leaders who inspire growth in people, organizations, and markets” (Northwestern/Kellogg), and create “leaders of consequence” (Duke/Fuqua). They ask: Can leadership really be taught?
We believe leadership can be taught. Leaders need core communication skills to create cultures that breed both performance and engagement. The more that business schools incorporate skills like encouraging collaboration and harnessing the innate power of conflict, the more their graduates will be prepared to innovate and inspire.
We want to hear: Do you think leadership can be taught, and what specific skills should be the focus? To join the conversation, click "comments" on our Community of Practice Forum.