 Although companies benefit when employees speak up, many employees are reluctant to offer suggestions, opinions, or concerns. Two theories attempt to explain why: The personality perspective attributes this reticence to shyness and introversion; the situational perspective ascribes it to environments that discourage speaking truth to power.
The two are not mutually exclusive, but Subra Tangirala, Dean’s Professor of Management and Organization at the University of Maryland, and Hemant Kakkar, a PhD candidate in Organizational Behavior at the London Business School, wanted to test which one mattered more (https://bit.ly/2E4HDVN). The researchers surveyed 291 employees and their supervisors (from 35 teams overall) from a manufacturing plant, and from their data concluded that “both personality and environment had a significant effect on employee’s tendency to speak up with ideas or concerns.” But they also found that strong environmental norms could override the influence of personality on employees’ willingness to speak up at work. Even if someone was quite shy, they spoke up when they thought it was strongly expected of them. (Tweet it!) Say the authors, “This finding suggests that if you want employees to speak up, the work environment and the team’s social norms matter. Even people who are most inclined to raise ideas and suggestions may not do so if they fear being put down or penalized. On the flip side, encouraging and rewarding speaking up can help more people do so, even if their personality makes them more risk-averse.” Do you feel your organization’s culture promotes or discourages employees from speaking up? What specific work environment practices contribute to this culture? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.
0 Comments
 “I’ve observed the same thing time and time again: how information is communicated to employees during a change matters more than what information is communicated.” So says communication consultant Patti Sanchez, coauthor of Illuminate, writing in the Harvard Business Review.
A lack of empathy when conveying news about organizational transformation can cause it to fail, says Sanchez. But the following strategies can help a leader relate to employee perspectives.
Have you ever been through an organizational change and, if so, do you feel your leader showed empathy throughout the process? How so? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.  Ron Ashkenas and Brook Manville, coauthors of the Harvard Business Review Leader’s Handbook, are often asked for the newest guidance for leaders. Clearly the “leadership industry” is booming, with hundreds of books written about the subject every year, new assessment tools based on neuroscience, computer aided algorithms for decision-making, virtual reality simulations, and online courses with university affiliations.
But is there really an essentially new way to think about leadership? Writing in The Harvard Business Review, Ashkenas and Manville remind us that although there are a lot of new and interesting ideas, some of which may prove helpful, outstanding leadership has not really changed over the years. (Tweet it!) “It is still about mobilizing people in an organization around common goals to achieve impact, at scale.” According to the authors, leaders with the greatest impact almost always deploy these six classic, fundamental practices:
What do you think about these leadership fundamentals? Do you think that one is most important? Are there any missing? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.  It goes without saying that good teachers are good communicators—or does it? (Tweet it!) Many universities and business schools rely on “expert” teachers who are tops in their field, but not necessarily skilled at transferring their knowledge to other people.
Writing in The New York Times , organizational psychologist Adam Grant points out that experts in any given field might have mastered basic material so long ago that they are especially challenged in conveying it to novices. In addition, the skills that got them where they are—e.g. research brilliance or entrepreneurial success—may not have prepared them to teach what they know to others. “I’ve come to believe that if you want to learn something new, there are three factors that you should keep in mind when choosing a teacher — whether it’s a professor or mentor or soccer coach,” writes Grant. To quote…
Tell us about the best teacher you ever had. How did this person communicate material in a way that resonated with you? Have you ever had an “expert” teacher who was hard to understand and learn from? If you are a teacher, what are your communication best practices? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning series.  Leadership coach and former Navy SEAL Jeff Boss says that many of his clients ask for a 60-day or 90-day plan to improve their leadership effectiveness. It’s not that plans aren’t valuable”, he writes in Forbes, “[but] I can’t think of any mission in the SEALs that actually went according to plan.”
Better than planning is preparedness (Tweet it!) —and to that end, Boss notes the top three things that effective leaders show up with every day.
If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  A Gallup report reveals that millennial career happiness is down while disengagement at work climbs: 71% of Millennials aren't engaged on the job, and half of all those employed plan to leave within a year. Bosses carry the responsibility for 70% of employee engagement variances.
When Millennial employees feel supported by their boss, their happiness on the job soars — as does company success. (Tweet it!) But building a healthy relationship involves the efforts of both parties. Writing in Forbes, “Under 30” columnist Sarah Landrum advises, “When you’re first hired, you should get to know your company’s culture and closely watch your boss as you learn the ropes.” Among variables to consider:
Do you think your relationship with your boss could be improved? What actions are you taking to make that happen? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  We’ve heard that failure is a necessary part of success. (Tweet it!) Now a study in the journal Frontiers in Behavioral Neuroscience adds a new twist. It finds that reflecting on past failures—by writing about them—may help us stay calm in the face of new challenges.
According to an article in Forbes researchers from Rutgers, The University of Pennsylvania and Duke predicted that writing about a past failure would actually reduce a person’s stress level during a stressful situation in the present, whereas writing about a random topic would have no effect. To stress the participants, they subjected them to well-known social stress tests, such as preparing a speech in five minutes, which they had to deliver in front of a “speech expert.” As predicted, people who’d written about a past failure didn’t show the typical stress response (measured by the stress hormone cortisol) compared to the control group, who’d written about movie plots. The former group also did better on the tests of attention. Why does this connection exist? The researchers say that “writing about failures may make a new stressor seem subjectively less stressful by comparison.” In other words, reflecting on past stresses makes new ones seem not so bad. Have you ever used expressive writing to help you process a disappointment at work or in your personal life? What was its effect? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  Loneliness at work impairs mood and health — and hurts productivity and the bottom line. The economic damage caused when employees suffer feelings of isolation may soon worsen as offices become more automated and more people work remotely (https://wapo.st/2ESB9qa).
The share of American adults who say they're lonely has doubled since the 1980s to 40 percent, says AARP. Though the U.S. doesn't track the financial effect of disconnected workers, researchers in Britain, which recently appointed a Minister of Loneliness, estimate the penalty to businesses can reach $3.5 billion annually (including higher turnover and heftier health-care costs). Among the loneliest professions: lawyers, engineers, and research scientists, followed by workers in food services, libraries, and education. Even though these jobs do involve human contact, a lack of true camaraderie takes a significant toll. Social forces may be engendering increasing isolation, but awareness is key. (Tweet it!) Managers should actively search for ways to create emotionally open cultures, where employees feel safe to talk about issues and have opportunities to bond. Do you ever feel lonely at work? What could be done to alleviate that loneliness? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  Joining an organization means adapting to its culture. But most organizations don’t reveal their unspoken cultural rules to newcomers, and job seekers are often more focused on job descriptions, benefits, and new bosses. (Tweet it!) But organizational norms have a profound influence on an individual’s success. Writing in the Harvard Business Review, Allen H Church, senior vice president of Global Talent Assessment and Development at PepsiCo, and Claremont McKenna professor Jay A. Conger list five dimensions of culture that warrant attention:
No one will spell these things out for you, so pay attention! if you want to be effective and respected, notice not just what your colleagues do, but also how they do it. Have you ever joined an organization where the culture took you by surprise? What adaptations did you have to make to fit in? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  Consider that self-confidence can lead us to overestimate our abilities. Self-compassion, on the other hand, involves acknowledging our flaws and limitations and looking at ourselves more objectively. Many experts believe that self-compassion includes the advantages of self-confidence without the drawbacks (Tweet it!).
Eric Barker, author of the book Barking Up the Wrong Tree: The Surprising Science Behind Why Everything You Know About Success Is (Mostly) Wrong, notes that productivity culture often promotes faking confidence without considering that when you do, you may start to believe your own pitch. This is better known as the Dunning-Kruger effect: a cognitive bias in which we overestimate our abilities. Dr. Kristin Neff, an associate professor of educational psychology at the University of Texas, suggests a solution to the problem of overconfidence: self-compassion. “Self-compassion is treating yourself with the same kindness, care and concern you show a loved one,” she said. To acknowledge ourselves as imperfect beings living imperfect lives can free us from delusion and enable us to be authentic and empathic and to take negative events in stride. (For example, a study asked people to describe themselves while being recorded on video. Those subjects were then told they would be rated on how likable, friendly and intelligent they seemed on camera. Subjects who had high levels of self-compassion had generally the same emotional reaction no matter how they were rated. By contrast, people with high levels of self-confidence had negative emotional reactions if the feedback was simply neutral and not exceptional. The bottom line, writes Kristin Wong in The New York Times: “Without the pressure to be superhuman, it’s easier to accept feedback and criticism. It’s much harder to learn and improve when you believe you already know everything.” http://nyti.ms/2DIS3Jb Do you believe you practice self-compassion? How has it helped you to succeed despite life’s ups and downs? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.  By now, many employees are familiar with sexual harassment training, be it online or in person. It’s become ubiquitous since 1998, when two Supreme Court cases determined that for a company to avoid liability, it had to show that it had trained employees on its anti-harassment policies. But does it work?
According to research by Justine Tinkler, a sociologist at the University of Georgia http://bit.ly/2my2R4m, the training may inadvertently backfire by reinforcing gender stereotypes. Tinkler, quoted in The New York Times, said “It puts women in a difficult position in terms of feeling confident and empowered in the workplace” because it presents men as powerful and sexually insatiable and women as vulnerable. Other research found that training that described people in a legal context, as harassers or victims, led those being trained to reject it because they didn’t think the labels applied to them. (Tweet it!) Researchers say training, though essential, is not enough. Companies must reinforce it via culture, by:
What has been your reaction to sexual harassment training? What else does your organization do to discourage inappropriate behavior? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  Hiring great people is the start to building a great team—but it’s hardly enough. Adam Bryant, who writes The New York Times column “Corner Office”, interviewed 525 chief executives about how they lead. Their pointers for keeping a team on top: Stress collaboration and communication.
If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion  It’s hard to apologize because “human beings are wired for defensiveness.” So says psychologist Harriet Lerner, author of the new book Why Won't You Apologize?: Healing Big Betrayals and Everyday Hurts.
In a recent NPR interview, Lerner addressed that special subgenre of apology—the sexual harassment apology—so ubiquitous of late. The rules for this kind of mea culpa, she says, are essentially the same as for any good apology.
Lerner says that good apologies are important but they're not enough. Apologies do not excuse perpetrators from the consequences of their actions (Tweet it!). Have you ever been on the receiving end of a sexual harassment apology? How did you feel? If you have not, what do you believe such an apology should include? To join the conversation, click "comments" on our Community of Practice Forum. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.  You know that moment when you’re in mid-conversation and can’t come up with the word you want to use? Later, it shows up in your consciousness, though it’s no longer relevant. Researchers call this the “tip of the tongue state.” It’s more or less universal and—good news—it is not a sign of dementia or Alzheimer’s.
“You can’t talk to anybody, in any culture, in any language, in any age group, that doesn’t know what you’re talking about” when you describe this state, Lise Abrams, a psychology professor at the University of Florida who’s studied the phenomenon for 20 years, told The New York Times. There are even occurrences among sign language users (called tip-of-the-finger states). We’re more likely to blank on words we use less frequently, and a common category of “tip of the tongue” words is proper names. “…One reason might be that proper names are arbitrary links to the people they represent, so people with the same name don’t possess the same semantic information the way that common nouns do,” Abrams said. The bad news is there’s not a whole lot we can do in the moment to jog our memory. But using certain words or names more often can make us less likely to forget. So if you can never seem to remember the name of your neighbor or co-worker down the hall, try saying their names out loud whenever you can (Tweet it!). Doing so might save you an awkward encounter. What methods do you use for recalling names? To join the conversation, click "comments" above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.  Saying “thank you” is the ultimate win/win. Research shows that expressing gratitude increases feelings of personal well being. As Americans approach our official day of giving thanks, perhaps all of us can take a moment to consider how we might make gratitude an ongoing part of our lives.
If you are looking for someone to practice your “thank you” on, start close to home (Tweet it!). John Gottman, Executive Director of the Relationship Research Institute of Seattle says: “Masters of relationships have a habit of scanning the world for things they can thank their partner for. People whose relationships go down the tubes scan the world for their partner’s mistakes.” What happened when you upped the level of thanks you expressed to people around you? To join the conversation, click "comments"above. If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion |
Archives
March 2019
Categories
All
|
RSS Feed
|
Glaser & Associates, Inc.
Executive Offices 1740 Craigmont Avenue, Eugene, OR 97405 541-343-7575 | 800-980-0321 info@theglasers.com |
© 2019 Glaser & Associates. All Rights Reserved.