leadership dot #5077: noncommunication

Yesterday (dot #5076), I wrote about the downside of silence, and today I’ll share another situation where keeping things quiet may not be the best strategy — when talking with your boss.

It’s important to show deference, but that doesn’t mean being a “yes person” or keeping your mouth shut all the time. Sometimes, it is your responsibility to respectfully challenge them or point out gaps in their thinking. There are times when it is okay to push back and ask them to clarify priorities if the newest project pushes you beyond capacity. If there are questionable or unethical directives, silence isn’t the answer there either.

Nor should you expect your supervisor to read your mind. If you need resources or answers: ask! If you would like their input or help thinking through something, speak up! If you want more direction, professional development, or support from them, communicate that explicitly! If they are micromanaging or you want them to let you handle it, say that, too!

So much miscommunication occurs when people leave things unsaid. Don’t let silence keep you from getting what you need to do your job well.

leadership dot #5076: a myth

“Pale se ajan, silans se lò.” It’s a Haitian saying that means, “Speaking is silver, but silence is gold.” Across the world, people teach “silence is golden,” but I think it is a myth. Sometimes, yes, but in many cases, not speaking up is at best a waste of time, and at its worst, problematic.

I am in a large group meeting and still haven’t heard one of the participants speak. I am sure they were invited to the team for a reason, but I haven’t yet discovered what it was because of their silence. I think of all the things they could be doing that may contribute to the organization, but sitting in this meeting isn’t one of them.

I think of the silence of those who see misdeeds or errors and don’t share them for fear of reprisal. That silence isn’t helpful either, because the wrongs will likely continue if left unchecked. We need people to use their voices and speak for what is right.

Silence in relationships isn’t positive either, because without candid, caring conversations, disagreements or value misalignments can fester and turn ugly. People need to feel safe sharing their concerns and feelings instead of holding them in silently.

People, especially girls, are taught to be “nice” and “not rock the boat,” but often the boat needs rocking. Respectful, honest feedback is what is golden.

leadership dot #5075: fix

When people set goals or outline projects the team can accomplish, they often default to dreaming up something brand new. Starting from scratch is fun, but the biggest morale boost often comes from tackling a pervasive frustration instead.

“New” implies additional work, whereas removing a bottleneck makes work easier. Relieving people of an ongoing challenge may not have the “sexy” soundbite of a new initiative, but it can make daily life much better for the team.

Before starting something new, consider fixing something old first.

leadership dot #5074: border

When I start a jigsaw puzzle, I first sort the border pieces and build the outer frame before beginning the main picture.

I believe the same principle applies when you are attempting an organizational transformation: first create the infrastructure, then start on the change. While a leader needs to outline a vision (akin to the picture on the box), the actual work begins with the right people and systems in place (e.g., the frame).

It may be tempting to divert your energy to assemble a few easy pieces in the middle, but finishing the whole puzzle requires the discipline and structure of the border.

leadership dot #5073: three things

Here is a simple framework I recommend to my students who are working on their resumes:

The RESUME should highlight what you have done — a record of past experiences and accomplishments (more than bullets that just resemble a job description)

The COVER LETTER is designed to get employers to read the resume, and does so in two ways:

  • It highlights who you are, synthesizing your experiences into overall skills, personality, and your characteristics as an employee
  • AND it is future-focused, connecting those experiences and skills to specific characteristics the ad says the organization is looking for. (For example: “My experiences with diverse audiences and my ability to problem-solve will allow me to develop effective strategies for your new campaign.” vs. “I bring experience with diverse audiences and the ability to problem-solve.”)

You’re not writing a biography; you’re using the two documents to convey three things: What you have done, who you are, and what you could do for the organization. Don’t waste precious real estate on your cover letter rehashing verbatim what is on your resume.

leadership dot #5072: buffers

Some people require more time to process their reaction, determine ideas, or formulate what they are going to say. If you are one of those people, it helps to develop strategies to give yourself that extra thinking time.

Some examples include:

  • Ask for an agenda in advance so that you can review the materials
  • Keep an ongoing list of ideas so you don’t start from scratch. This could be ideas for your goals, work projects, gifts to give others, places to visit, etc. Capture your thinking as it comes up, not just when you need it.
  • Develop a culture where it becomes a habit to “introduce” ideas but build in gaps before you “decide” on them
  • Reflect on recurring events and note what to do next time through effective “lessons learned” meetings or “after action reviews”
  • Write out your talking points in advance of meetings or conversations
  • Write a proposal to intentionally craft what you want to say instead of sharing your idea verbally
  • Ask to circle back and continue the conversation/offer your input after you have had time to consider it

Create strategies that build in buffering systems so you have the time you need to produce your best work.

leadership dot #5071: belief cycle

One of the most important concepts to internalize is the Belief > Action > Results cycle. So many outcomes in our personal and professional lives are first determined by what we believe.

  • You believe you can lose weight > so you eat healthy and exercise > and you lose weight.
  • You believe you are destined to be fat > so you eat junk food and stay on the couch> and you stay overweight.
  • You believe you can master an instrument > so you take lessons and practice > and you learn.
  • You believe you are too old to play > so you don’t schedule a lesson > and your prediction comes true.
  • You believe you can succeed as an entrepreneur > so you create a business plan and get a mentor > and you form a company.
  • You believe you need luck to start a business > so you just lament your circumstances > and no value is created.

The cycle is the foundation of the growth mindset mentality (where you believe you can learn or you believe your skills are fixed), and it applies to most aspects of your life. Henry Ford famously said, “If you think you can or think you can’t, you’re right.” Improve your outcomes by first believing you have the ability to make things better.

leadership dot #5070: adaptations

We have all heard of Wrigley’s gum, the largest producer of chewing gum in the world.

It may seem obvious now that their gum would be popular, but in the early 1900s, William Wrigley Jr. gave it away as an incentive to buy his other products. Wrigley started by offering baking powder to encourage people to buy his soap. Then, he transitioned to selling the baking powder and offering the gum as an incentive. Finally, he realized consumers found the gum more appealing, so he changed his business again. Today, Wrigley sells its gum in 184 countries.

We can all take a lesson from Wrigley and be willing to adapt when circumstances change. Chew on the feedback and data, and if they point you in a different direction, be open to changing focus. You don’t have to stick with what you started with.

Thanks, Curt!

leadership dot #5069: mice

Today, two stories about mice.

For decades, scientists have used mice for genetic research because their biology shares many of the same genes as humans. Almost every gene found in humans so far has been found in a closely related form in mice. Of the approximately 4,000 genes studied, fewer than 10 are found in one species but not the other.* In 1902, Abbie Lathrop carefully bred the first lab mice, beginning a revolution that has utilized thousands of rodents for biological research. The small size and easy reproduction of mice have allowed scientists to study many diseases, develop genetic mutations for research, and better understand human biology.

A second type of mouse was created for computers, but it was the mouse pad, developed by Armando Fernández, that made the mouse more reliable and able to track movements accurately. Before Fernández, mice collected dust and performed intermittently. His invention provided a cheap, accessible solution, increased personal computer use, and influenced future computer and software development.

Author Charles Handy said, “It is often the little things in life which change things most and last the longest.” You don’t have to swing for the fences to have an impact. More people get on base by hitting singles than home runs.

*Source: Understanding Animal Research


 

leadership dot #5068: Barney

In my class, a student asked me to explain a concept “Barney Style.” When I told him I did not know what that meant, he explained it to me in Barney Style, meaning he gave a basic, explicit answer as if Barney the Dinosaur were explaining it to kids. Ahh, now I get it!

There are times when spelling something out is the most effective way to communicate a message. I saw an example of this with clearly labeled recycling and trash bins — with both words and pictures to help people understand which receptacle was correct. This simplification works well for directions, checklists, and instructions, and, apparently, for explaining new concepts to students!

Keep the purple dinosaur in mind when crafting your message and consider whether Barney could understand what you are communicating.