You Cant Not Communicate

Author: Kevin Eikenberry

Most of us would like to be better communicators. As leaders, co-workers, team members and in all of the other roles we play both professionally and personally, we know that communication is a major key to success.

When we are frustrated or stymied by something, often better communication would have improved it.

Consider the new executive or manager who walks into their first meeting. Every movement is watched. Where they sit is analyzed. What they say is discussed later. Did they make declarative statements or ask questions? Did they smile? Were they quiet or too quiet? What about their tone of voice?

Or consider seeing an old friend with a new business partner. You’ve not spent much time with the new partner before. You care about your friend and so you are trying to build an informed opinion of their partner, so you observe them very carefully.

Of course not every situation is this obvious, but in every situation we are all being observed as people try to truly understand our message. Yes, communication certainly is important – and valuable. And guess what? As these two examples clearly show, we can’t not communicate.

Think about it.

We communicate with our words, of course. Our eyes and our facial expressions convey many things. We communicate with the tone of our voice, with our movements and hands. We even communicate when we are silent.

The Paradox

So it is a paradox to think that we are always communicating and yet we still want to improve our communications skills.

Just because we do something all the time, doesn’t mean we think about it all the time. And if we are doing something without thinking about it, we are operating from habit.

Habits are our helpers. They allow us to get through all of the many tasks we encounter each day – many of which we do subconsciously. And while habits help us, sometimes they don’t serve us in the ways we would most like. In those cases, we can adjust those habits.

Making a Change

If we want to think about improving our subconscious communication, it helps to think about the ways we communicate. I mentioned a list above. Others have split up the communication components into these segments:

What we say

How we say it

How we look

While I agree with those components I think it is also important for us to consider a fourth component too- what we don’t say.

Keeping these components in mind, I believe that there are at least five things that you can do if you want to do a better job of communicating during all those times you aren’t thinking about communicating.

Be aware. The first step to improving our subconscious communication skills is to be aware of how pervasive our communication is. Awareness helps us bring things out of the subconscious and up to a conscious level. It is at the conscious level we can work on them.

Be vigilant. Once we have decided we want to improve these skills and are aware of the factors involved, we have to pay attention. Begin to more carefully notice how people react to you. Confirm your observations by restating your points if you feel you are miscommunicating. Being vigilant means taking more care and paying closer attention to your communication style and results.

Get feedback. I have learned over the years that in some cases the tone of my voice is too strong – that even when I’m not upset or frustrated by something, the tone of my voice sometimes sends a different message. Without this feedback I wouldn’t even be aware of this issue. With the feedback I can improve. Of course, you may receive positive feedback too – about things you are unaware of that serve you well. It is important to receive both the encouragement and the corrective ideas.

Make a plan. Work on the areas you have noticed. Work on the things you received feedback on. Practice new or different techniques. This step is all about modifying and reforming your habits into more successful ones.

Continue the loop. Awareness, vigilance, feedback and practice are the steps in a learning loop that you can apply over and over to continue to improve your subconscious communication skills.

Summary

The grammar isn’t great, but the logic is perfect – you can’t not communicate. All of our actions, words and non actions send a message to those around us. To become more effective and better understood, we first need to recognize this fact, then take action to change our communications habits so we are communicating what we want to communicate, more of the time.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company.

Company Liability: Harassment by Non-Employees

Author: Rhonda Goetz

Harassment by Non-employees falls under the Hostile Environment category of the federal law that governs harassment and discrimination in the workplace.

The Civil Rights Act of 1964 makes it illegal to discriminate on the basis of race, color, religion, age, national origin, and sex. Businesses are required to comply with both federal and state laws governing harassment and discrimination.

Hard to believe, but yes the government expects you to protect your employees from outside harassment. Harassment by Non-employees is exactly what it sounds like.

Employees, who are harassed by customers, vendors, temp workers, outside contractors, etc. still retain their rights to a harassment-free workplace.

As an employer, you cannot disregard the situation. The courts have upheld your responsibility in this area.

Remember: an employer must investigate and respond appropriately to the allegation even if it appears trivial or contrived.

It is also in the employer’s best interest to take some action whether the claim has substance or not. Document the incident, require additional training, etc.

Court Case
In California, a plaintiff filed a non-employee s.exual harassment claim because her employer, International Business Machines Corp. (IBM), pressured her to resume a sexual relationship with a Defense Department official who had the authority to award IBM millions of dollars in project funding.

Award: $65,000 in monetary damages

Protect your business from this type of harassment. Make sure your employees are well-trained in harassment and discrimination prevention and awareness.

Rhonda Goetz
Chrome Zebra, Inc.
Helping Employers Prevent Harassment and Discrimination Lawsuits
866.241.9927
Online Human Resource Training

 

Rhonda Goetz is the owner and CEO of Chrome Zebra. She also is an authorized harassment and discrimination trainer and online instructional designer.

Her online courses provide businesses with an alternate training method that saves time and money. Employees train at their desks or workstations, and can train anytime. Businesses no longer have to lose production time to large training seminars, or hire expensive consultants or be locked into a set training schedule. Online training is cost-effective as well; per employee cost is approximately $25 or less for each employee.

Leadership Lessons from Pope John Paul II

“Heroes are rebels with a cause. Rebels because they challenge the traditional ways of thinking and refuse to follow the herd. They have a cause, a vision, that’s larger than life.”
- Sharif Khan, author of Psychology of the Hero Soul

From a small-town Polish boy born to a retired army officer to become Pope; from a hard life in Nazi occupied Poland, his mother dead of kidney and heart failure, an older brother dead from scarlet fever, to become quite possibly “man of the century.” How did such an unlikely candidate for the head of the Roman Catholic Church rise so quickly to such prominence? What leadership lessons can we learn from this global spiritual leader who so moved the world? Here is a brief timeline snap-shot of Karol Josef Wojtyla’s exemplary leadership:

Knowledge
1958: Pope Pius XII names Wojtyla auxiliary bishop of Krakow.

By this time, Wojtyla was a professor of ethics and had two doctorate degrees; he had studied theology in clandestine during the oppressive Nazi occupation of Poland.

Leadership lesson: leaders are readers. Specialized knowledge is key to leadership along with general studies. While Wojtyla had two doctorates in his field, he also studied philosophy and literature and was also a playwright and a poet. If you were to take an hour-a-day reading up in your field and applying the knowledge, within a period of five years you would become an ‘expert’ within your field. People are hungering and thirsting for a leader with knowledge and experience.

In Wojtyla’s case, he took the time to gain knowledge of the world, himself, and beyond. As a chaplain for university students in Krakow, he used to go on frequent camping and kayaking trips and offered counseling and mentorship to the students. On these excursions, he would usually take an hour or more to be alone by himself to reflect, read, and pray. These moments of solitude gave him a strong internal compass and knowledge of self required of great leaders.

Humility
1978: Elected Pope John Paul II becoming the 264th pope and first non-Italian pope in 456 years; refuses formal papal coronation in favor of a simple inauguration ceremony and chooses not to use the royal plural “We” referring to himself plainly as “I”.

Wojtyla was not impressed by the trappings of power and its symbols and made that clear from the day he was elected Pope. He had a very simple, plain, and honest way of communicating that endeared people to him. He exemplified the servant-leader role by embodying one of the titles of the Pope: Servus Servorum Dei (Servant of the Servants of God).

Leadership lesson: leaders are humble. We can learn from Wojtyla’s example by not isolating ourselves in the corner office or ivory tower with each successive promotion, hiding behind closed doors and a sea of fancy titles, diplomas, awards, certificates, and press-clippings. Like Wojtyla, we can make ourselves available to our people with open doors, seeking to understand and encouraging dialogue. Leadership by walking around and talking to people and listening to their needs earns respect and trust.

Heart
1979: Visits his homeland, Poland, for the first time as Pope and speaks to his people, inspiring Solidarity, the first independent labor movement in the Soviet bloc.

Risking his life against the totalitarian Communist Regime in Poland, Wojtyla returned to his homeland and did not speak in the typical, official ‘visiting dignitary’ tone. He spoke from his heart, from the gut, soul-to-soul – in their language. The people of Poland saw themselves reflected in him; he encouraged them to not crawl like animals but walk tall and ‘be not afraid.’ The crowd went wild and a flame of rebellion and counter-revolution was lit in the collective consciousness of the Polish people, sparking the Solidarity movement for independence and freedom that eventually toppled the Communist Regime.

Leadership lesson: leaders have heart. Intellect is not enough; both head and heart have to be married. If you want to win over people, risk letting down your guard and speak from the heart. The leader that speaks from the heart almost always wins over reason alone.

Forgiveness
1983: Meets with assassin Ali Agca in prison.

Just two years after the assassination attempt on his life by gunman, Mehmet Ali Agca, and several months of painful recovery, the Pope visited Agca in prison and offered forgiveness. (Much later, in 2000, the Italian government granted clemency to Agca, on the Pope’s request).

Leadership lesson: leaders are willing to forgive. We are all fallible human beings that make mistakes. The mark of a true leader is his or her willingness to forgive. It’s also a smart leadership strategy in the long-term. While there’s no excuse to keep someone who consistently fails to learn from their mistakes, the boss that fires an employee for making a big mistake is often mistaken for doing so. After all, there’s always the risk that the next person hired could potentially make the same disastrous mistake. But by offering forgiveness to the person that errs, that person is unlikely to repeat that same mistake, and will most likely remain fiercely loyal to you.

Responsibility
2000: Offers a day of apology for sins committed by members of the Catholic Church over the centuries; visits Israel and pays homage to the victims of the Holocaust.

Wojtyla was the first pope to visit the Auschwitz concentration camp in Poland in 1979, and later in 2000, he visited Jerusalem’s Yad Vashem in remembrance of the six million Jews who died in the Holocaust, praying for reconciliation between Christians and Jews and apologizing for the sin of anti-Semitism by Christians.

The day that former U.S. President, John F. Kennedy, took full responsibility for the Bay of Pigs fiasco, was the day he became a leader. The day that Wojtyla apologized and took responsibility for the sins of anti-Semitism committed by Christians, was the day he became a truly respected global leader.

Leadership lesson: leaders take full responsibility for their organization. Blaming and complaining is the mark of a loser. We can make excuses or we can make progress – but we certainly can’t do both. To be a leader, you must take full responsibility for your actions, your team, and ultimately the whole organization or cause you lead.

Uncommon Leadership
1982 – 2003: Receives PLO leader Arafat; Meets Gorbachev as first pope to meet with a Kremlin Chief; visits Cuba and meets with Castro; becomes first pope in history to enter a mosque.

Despite criticism from many corners on the controversial issues he supported, Wojtyla was not one to ever back down. He stood for what he believed in and had the courage of convictions. As a leader, he was tough but flexible. His flexibility allowed him to meet famous, and infamous, world leaders and address difficult issues that made him unpopular in certain circles. But he also had the inner toughness and steely resolve to break down walls and foster reconciliation. As Pope and head of the Roman Catholic Church he knew his role was to unify the Church while serving as an apostle of justice and peace. He stood his ground and never wavered, even if it meant alienation.

Leadership lesson: leaders stand for what they believe in. Leadership is not about winning a popularity contest. Stand up for what you believe in. Be strong and be firm. A divided mind is weak; a united mind, clear and singular in purpose, is powerful beyond measure.

Legacy: Rebel with a Cause
1920 – 2005: A legacy of leadership.

Pope John Paul II was a rebel with a cause. A champion of human worth and dignity, a freedom fighter, a torch bearer for social justice, he left a lasting legacy of leadership and moral example that the world can follow. Asked once, if he feared retaliation from government officials, he replied (according to biographer George Weigel), “I’m not afraid of them. They are afraid of me.” Indeed, he relayed a message to the world that will echo through eternity: “Be not afraid!”

Dont Be a Secret Agent

Author: Gina Novelle

This tactic of the game was hard for me to master and at first I failed many times. I carried my business cards only in my briefcase, because I thought they were only used in business. Wrong! I missed quite a few opportunities to toot my horn because of that misconception. Not only did I miss the , but when it did arise, I looked like an amateur. Here’s what happen on one of those occasions.

One day while standing in a bank line waiting to make a deposit – by the way, it was the merchant bank line; a nicely dressed gentleman noticed I had several checks from different companies. He asked about my occupation. I cheerfully explained my business and qualifications. He stated that he was impressed and promptly asked for my business card. Oops! I didn’t have one in my possession. I had to meekly admit that I did not have one with me. He now realized I was new to the game and in a teaching tone, he suggested I should carry them in my wallet. He went on to explain, that I should never be without one. I was too embarrassed to ask for his business card and was elated when the teller said “next.”

New to the game, I truly didn’t think people would just ask you for a business card. When I related this incident to my boyfriend Tim, he chimed in.

“Why wait for people to ask? Don’t be a secret agent; leave them for people to find.” He continued, “When you leave a tip on the lunch table, leave your business card.

“What?” I questioned, “I don’t think a waitress or buss boy would use my services.”

“You don’t know that.” he calmly continued, “Besides they may know of someone who needs your services. Standing in lines or elevators are the best places to sell yourself,” with that he winked and said, “you’ve got a captive audience.”

### Gina Novelle (copyright 12-2004)

Gina Novelle is a published free lance writer. Her company sponsors the web site http://www.thirdpocket.com, a support site for the self-employed. Her book, “Business Secrets Men Don’t Tell Women” reveals how women and men view self-employment differently and will be available in 2005. She currently offers her services as an Ezine Writer to optimize search engine ratings. gina@exclusivemarkets.net

How To Use A Powerful Leadership Tool To Step Up Sales Results

Good sales people can close, but few “step up” for even more sales from that close. Yet stepping up should be one of the easiest accomplishments in sales — that is if you know how to build the staircase.

Do it by applying a leadership tool I have taught thousands of leaders worldwide during the past 20 years. The tool is simply to foster a particular viewpoint, which is this: Challenge people not simply to do a task but to take leadership of that task.

The difference in results-producing effectiveness between doing a task and taking leadership of a task is the difference between the lightning bug and lightning.

This change in viewpoint may seem simple even simplistic; but when put into action many times daily, it can work wonders.

For instance, I worked with a manufacturing leader whose workers were constantly falling short of productivity goals. I told him he was leading the workers in the wrong way; he was ordering them to get productivity advancements. I told him that he should have the workers sign on as leaders of productivity advancements. When the workers began seeing themselves as such leaders, they started hitting the goals consistently.

Now, let’s apply this leadership tool to the sales process. I’ll show you how to get step-ups in results that go far beyond the results achieved from closes. Here are three ways to do it.

(1) Don’t Just Sell Products, Get Cause Leaders: Salespeople often fail to get step-ups because they have a short-sighted view of the customer. They view the customer as only a customer! Whereas, if we want to get step-ups, we must see the customer not just as a customer but as a “cause leader,” one who can lead our cause both inside and outside their company. Instead of aiming just to sell a product, to get a close, aim to turn your customer into your cause leader.

For instance, I consulted with a materials supplier that wanted to acquire new customers in the computer industry. The salespeople of the materials company not only worked diligently on closing with the engineer-customers but also on creating step-ups by persuading those engineers to be the cause leaders for their materials within the company.

Here is the way that they enlisted that leadership. They discovered that the engineers needed increased productivity and faster cycle-times — and to do it with fewer resources.

In response, the sales people developed a materials performance package for the engineers that increased their productivity and cycle-times. In addition, they brought in productivity experts from their own company to help the engineers streamline their design processes. They’re not only selling their materials. They’re selling productivity as well. Seeing that the sales people were helping them meet their vital needs, the engineers became the sales people’s cause leaders within their company — unleashing a torrent of step-ups.

(2) Start Early: George Burns said, “I had to work hard for 20 years in vaudeville before I became an overnight success in radio.” That’s a lesson in stepping up. Stepping up sales results with my leadership tool doesn’t just happen overnight. You must prepare to get those step-ups starting in the early stages of the sales process: when prospecting for new clients, identifying decision makers, and making initial calls.

In this early stage, ask yourself: “What is the close in this sale? And how can that close lead to the customer not simply buying my product but also becoming the product’s cause leader, both inside and outside his/her organization?”

For instance, the sales people of the materials company I mentioned aimed to replace their competitors’ materials with their materials in computer housing applications. With that focus, they would have gotten closes — but not step-ups. The differences between their competitors materials and their materials were negligible in cost and performance.

The sales people continued to develop the traditional channels to their customers’ purchasing departments. But they also began building step-ups early by including design engineers in their first-stage sales activities. They focused on being their customers’ “design partners” — not simply showing them where they could save costs and achieve performance advantages but also showing them how they could get market share through the innovative uses of those materials.

Getting in early as their customers’ design partners, they not only got closes but step-ups from those closes by integrating their materials into new generations of housings.

(3) Link to “Must-Have” Results: Step-ups happen only when you answer the vital needs of your customers — not the nice-to-have needs. Discover those needs by asking and answering: “What are your customers absolute must-have results?”

Those “must-haves” are your great step-up opportunities, because when you are delivering on the must-haves, your customers are more likely to become your cause leaders.

In the above example, the sales people were able to get step-ups because they focused on their customer’s “must-haves”, productivity and cycle-time.

Here’s another example dealing with another busines sector: I consulted with an insurance company whose growth had flattened out. We found out a key reason why. Their products were not meeting the must-have results of their customers. The must-have results of their customers were that they absolutely had to grow their businesses. Yet the company’s products did not materially address the growth needs of their customers.

Only when the sales people convinced their own company to develop and sell products that met the growth needs of their customers were they able to turn those customers into cause leaders. Once those new products were offered to the customers, they far outsold the old products.

Don’t sell yourself short by focusing exclusively on the close. Liberate the step-up opportunities that are embedded in most closes by using this powerful leadership tool of challenging people to lead not simply do. By getting customer cause leaders, starting early, and linking to must-have results, you can multiply sales far beyond what closes achieve.