Mike Lehr's Blog

Wow! I’m excited about my 200^th post. More and more people have entered my life – real and virtual – for whom I am thankful. This post is longer than my norm, need to tap into the power of thank you’s.

I continue to be thankful for those I mentioned in my 100^th post, including my wife, Kathy, who even as I write this is adjusting her schedule so I can keep my deadlines.

The second hundred had a more public feel for me than the first hundred did. Yes, some is due to substantially more visitors, but that is the smallest part of this story.

I’m thankful to the #usguys (Twitter) and 12Most families. Jeannette Marshall (Blog: optioneerJM) introduced me to the first and Daniel Newman the latter. Daniel “discovered” me on Twitter and Skyped me. Consequently, I ended up with three posts on 12Most, one drawing fairly heavy traffic (and controversy on Goggle+ ).

I’ve thoroughly enjoyed the international aspect of the second hundred. I’m extremely thankful for Sandra Semjonova from Latvia. Anybody who follows me on Twitter knows she is a huge supporter. This world would be better by a factor of ten if it had just a few more Sandra’s. There’s also Vanina Santana-Sweeney from Australia who tracks me on several social media sites. Finally, there are cities like Marrakech, Belgrade, Pelotas, Melbourne, Manila, Bangalore containing regular readers. It’s reassuring to know we have commonalities; maybe those world problems aren’t so daunting after all!

Still, my biggest surprise has been locally. I’m thankful to those who meet me like Eric Mann and Tammy Wilson who then follow up by visiting here and wanting to know more. Or those, like Tom Wyatt who want to just meet to see if I’m for real. Then there are some high school classmates who wonder if I’m the same person they knew.

Moreover, locally, I’m extremely thankful for ProSource Solutions, LLC. A great client who requests much of my time but encourages the flexibility I need to grow this effort. Its Managing Directors, Lowell Messner and Jeff Welch, are extremely supportive of my ideas and work.  Additionally, their many employees make it all very enjoyable and rewarding. If you have IT-related skills, you should definitely look into them.

Finally, there are many unknown and unmentionable readers for whom I am thankful. I might only know some from their obscure towns. Others, for various reasons, including censorship in their communities, need to remain unmentioned. However, even if unknown and unmentionable, they certainly aren’t unappreciated.

With that, thank you – again – and I look forward to your continued inspiration. Now, I must close the door on the second hundred and open the one in front of me for the third hundred. Fortunately, you have given me the key. I promise to use it wisely . . . and, of course, intuitively.

Have a good one!

Referenced posts from 12Most.com:

• 12 Most Important Unspoken Truths about Experts
• 12 Most Effective Morale Builders That Don’t Cost a Cent
• 12 Most Crucial Business Lessons Learned from Battle

We often don’t learn the value of listening techniques in building relationships. Consequently, people might not realize we are listening; this needs to occur in relationship building.

Synchronization is using words or phrasing of the other person to ask, comment or respond. The technique facilitates communications by ensuring he and you are “speaking the same language.” It’s keying in on the person’s pet words and phrases that emphasize key thoughts or emotions. It can be difficult to use since it requires intense listening and conscious avoidance of mocking or mimicking. We might also require some time and experimentation to ensure we are using the person’s words the way he does.

Some examples of synchronization include:

• Buzz words, for example:
  • “Reorg”
  • “Rush job”
  • “Strategize”
  • “Devi’s in the details”
• Acronyms:
  • ASAP
  • RFP
  • Industry specific ones
• Particular to person:
  • Person: “Run this by Sue before doing anything.” You: “Ok, I’ll run this by her first.”
  • Person: “This is an awesome idea.” You (later in the conversation): “I believe this other idea is awesome too.”
  • Person: “This report has some sound and strong recommendations.” You (later in conversation): “The reasoning behind Tom’s idea is sound and strong.”

From a relational perspective, synchronization conveys the feeling that you are:

• Complimentary through subtleties
• Connecting, recognizing similarities
• “On the same page”

The effect of synchronization is to create:

• Synergies
• Perception of being on the same wave length
• Establish and improve common understandings

Synchronization effectively builds relationships when integrated with other techniques.  It ensures that we use words the other person understands, thus reducing miscommunication. More importantly, since this technique, when done well, is very subtle, it promotes the development of relationships on a more interpersonal, emotional level.

Other posts in this series:

• Relationship Building Technique #1: Open-ended Questions
• Relationship Building Technique #2: Closed Questions
• Relationship Building Technique #3: Pause
• Relationship Building Technique #4: Acknowledgement
• Relationship Building Technique #5: Encouragement

We often don’t learn the value of listening techniques in building relationships. Consequently, people might not realize we are listening; this needs to occur in relationship building.

Encouragement directs the other person to elaborate on a point. It’s similar to an acknowledgement except it’s a clearly worded, short statement expressing a more direct interest. It’s also more effective in directing conversation to a previous point. Encouragement usually occurs as a conversational transition from open-ended questions to closed questions.

Some examples of encouragements include:

• Short statements such as:
  • “Tell me more . . .”
  • “Explain that further …”
  • “Please elaborate …”
  • “Please explain, I’m not sure I understand . . .”
• Redirections of conversation such as:
  • “A few minutes ago you mentioned the analysis that was done by the group, tell me more about that and its findings.”
  • “Please go back to your comments regarding when you started the project and tell me more about that.”
  • “You mentioned that earlier as well. Elaborate on it since it’s obviously important to you and the team.”

From a relational perspective, encouragements convey the feeling that you are:

• Interested in the conversation
• Closely listening when you are able to redirect conversation to a previous point
• Remembering what was said earlier

The effect of encouragements is to:

• Encourage further comments especially from quiet people
• Substantially increase receptivity when redirection occurs
• Move the conversation to a more personal or confidential level

Encouragements effectively build relationships when integrated with other techniques.  They promote a more casual, interactive, directed and friendly conversation as opposed to an interrogative one. More importantly, through redirection of the conversation to a previous point, they can dramatically convey to others that you’re listening to them.

Other posts in this series:

• Relationship Building Technique #1: Open-ended Questions
• Relationship Building Technique #2: Closed Questions
• Relationship Building Technique #3: Pause
• Relationship Building Technique #4: Acknowledgement

We often don’t learn the value of listening techniques in building relationships. Consequently, people might not realize we are listening; this needs to occur in relationship building.

An acknowledgement is usually a short utterance, statement, phrase, question or gesture. It lets the other person know we are listening, paying attention and interested while remaining non-judgmental. It avoids a conversation from being a monologue especially when the other person is doing most of the talking. Indirectly, it can direct conversations by emphasizing points of interest.

Some examples of acknowledgements include:

• Single words such as “Yes/No,” “Sure,” “Certainly,” “Amazing!” “Gee!” and “Yeah!”
• Short phrases or sentences such as “I see,” “I agree,” “That’s amazing,” “I understand,” and “That’s interesting.”
• Short questions such as “Really?” “Why not?” “Are you joking?”
• Utterances in the form of sounds such as “Hmm,” “Uh-huh,” exclamation tone in voice, and laughs or chuckles
• Gestures such as nodding of head, raised or squinting eyebrows, smile or other looks expressing our mood, making direct eye contact on a specific point, moving or leaning forward, and looking at a nearby document that is being referenced

From a relational perspective, acknowledgements convey the feeling that you are:

• Engaged in the interaction
• Listening and digesting
• Perceiving value
• Complimenting the other person

The effect of the acknowledgement is to:

• Encourage further comments
• Lower barriers and increase trust
• Subtly move the other person to topics you find of interest

Acknowledgements effectively build relationships when integrated with other techniques.  They encourage a more casual, interactive, directed and friendly conversation. By demonstrating that you’re acknowledging what others say; you convey that you’re listening too.

Other posts in this series:

• Relationship Building Technique #1: Open-ended Questions
• Relationship Building Technique #2: Closed Questions
• Relationship Building Technique #3: Pause

It’s generally easier to understand what positive and negative reinforcements are than it is to understand their advantages and disadvantages. Tradeoffs exist. Generally, in terms of getting action positive reinforcements are better over the long run, negative over the short run. The table below explains:

Now, it’s important for us to understand and appreciate how these work together. After all, managers are likely to use both, not just one or the other. Therefore, here are two important ratios to remember:

Results Ratio: It generally takes five (5) positive reinforcements to do the work of one (1) negative one.

5:1

Relationship Ratio: It generally takes ten (10) positive reinforcements to overcome the negative feelings of one (1) negative one.

10:1

For instance, one could hold a gun to someone’s head and change his behavior very quickly, but the relational damage is immense. We don’t want to become overdrawn on our relational accounts because overreliance on negative reinforcements will reduce the effect of positive reinforcements. This will necessitate greater use of negative reinforcements and produce a synergistic spiral downward resulting in a compliant, uninspired workforce.

Linda Hill and Kent Lineback write in their April 5, 2011 HBR Blog Network post, “Why Does Criticism Seem More Effective than Praise?”:

A lot of evidence suggests that positive reinforcement — identifying and building on strengths — will produce better results than a relentless focus on faults.

However, as post’s title suggests, this isn’t always apparent. They do briefly talk about focus on the long term. Related to this perspective, the challenge I find in strategically using compliments is primarily our expectations; we expect a compliment to work immediately. Criticisms and other negative reinforcements do much better here but over the long run they don’t do much to develop a strong working relationship.

Thus, in order to make complimenting work, here are six expectations I find very important to effect change:

1. Focus on the long-term
2. Apply regularly
3. Appreciate the importance of personalizing compliments
4. Be patient
5. Reward positive change with additional complimenting
6. Employ other relationship building techniques

Yes, this means complimenting is a long-term proposition, but we can integrate compliments into our daily work routines. The difficult part is disciplining us to follow through and adhere to a complimentary regimen.

Once we achieve this part, we can take complimenting to a more strategic level in which we consciously plan the employment of compliments. This comes about by knowing what we want to:

• Achieve with every person we manage
• Say to the person if we have a moment to interact

Thus, in our minds we visualize the interactions we might have with our people and determine how to position the right compliments to effect the desired change. The process is no different than that used in thinking about the numbers we reviewed, the plans we will right or the resources we need to maximize.

We know each of us is different; however, the degree of difference is clearly underestimated. We experience this whenever we exclaim we cannot understand why someone does something, whenever anyone gets thrilled or appalled over something we don’t. I once worked with a sales manager who found it incomprehensible that a sales person wasn’t motivated by money.

As an example of how different we can be, I posted a while back that the ability to praise was a function of personality. This is an easy, enjoyable event for some and quite an arduous for others. In the November/December 2011 issue of Scientific American Mind, I found another example of our vast differences when I read Lauren F. Friedman’s article, “I’m Not Sorry”, citing the work,  The Disposition to Apologize, of Andrew Howell and his colleagues at Grant MacEwan University. As examples, Friedman mentions some people who have difficult apologizing. Those who possess:

• A low degree of compassion and agreeability
• Low self-esteem
• An overly grand view of themselves (very egocentric)
• A strong sense of justice

The point is that we can approach any human attribute – praising, apologizing, intelligence, athleticism, dedication, nurturing, courage, trustworthiness, relentlessness, sensitivity or any countless others – the same way: each having a myriad of variations and intensities across all humans. For instance, we know there is a difference between men and women, but “How big is that difference?” I often suggest to people that they imagine differences between any two people to be ten times greater than they think they are.

Again, this shows up when we can’t fathom why someone would think or do something and when we believe their “cure” is quite simple: “Just do what I do!” Both are signs of greatly under appreciating how different we are.

So, the boss walks in and harshly reprimands an employee. Unknowingly, she probably just shot his productivity down for the day. A while ago I worked with a company in which it was fairly common practice for the owner to come in late Monday morning and severely reprimand his employees. I witnessed what that did to their productivity for the week.

What we often don’t realize is how much words, phrasing and general conversation can affect people. In the November/December 2011 issue of Scientific American Mind, Tori Rodriguez in her article, “What Just Happened?”, cites several studies including ones in which:

• “. . . people who were unconsciously exposed to images of fast-food logos became more impatient . . .”
• “ . . . when participants recalled an illness-related memory, their pain tolerance decreased.”
• Participants were “unknowingly primed toward goal pursuit” simply by reading something “that included words such as ‘success’ and ‘achieve.’”

While Rodriguez recommends that we become more aware of this “priming” as she calls it by recalling what we “saw, heard and thought about in the past few minutes,” we can also raise our awareness concerning how we negatively influence people accidentally. Moreover, we could use this priming for good. For instance, simply wishing people luck can improve their productivity and performance.

That means we need to beware of that “constructive criticism” we offer. If it really is that constructive and helpful, we should position it as advice, assistance or simply help. Consider too, if we never compliment an employee. It’s as though we never watered a plant.

Next time you want to motivate someone, it might be as simple as talking about something positive, enjoyable and yes, even humorous.

Intrinsic rewards are important aspects of creating a cooperative work culture. However, such rewards are difficult to understand and teach. Moreover, many, many people just don’t believe they are that powerful. Yochai Benkler in his article “The Unselfish Gene” of the July-August 2011 issue of the Harvard Business Review endorses the importance of intrinsic rewards in cooperative cultures.

Essentially, as we saw in the second post of this series, most people enjoy being cooperative, enjoy helping others; but, this enjoyment will dissipate if we ignore, discount or unreinforce it. Using effective, intrinsic, morale building techniques and compliments while working to minimize selfish extrinsic motivations such as money will ensure this won’t happen.

Since intrinsic rewards by nature are less tangible, it’s often difficult for managers and leaders to understand and appreciate the internal motivations of others, especially if they by nature don’t receive tremendous enjoyment from helping others. Nevertheless, here are a few tips for encouraging a cooperative workforce:

• Thank employees when they help others (letting them know it’s important to you)
• Demonstrate how they have helped you or others (it’s not always apparent to them)
• Recognize that they naturally enjoy helping others (reinforcing their internal motivation for helping others)
• Show how their job helps others to do theirs when performed well (creating a personal connection between their job and others)
• Hire and promote people who enjoy helping others (the desire to help others is a function of personality)
• Believe that people enjoy helping people (we cannot promote cooperation if we don’t believe it’s a motivation)

These tips will be uncomfortable at first but regularly applied they will produce positive effects over the long run. Thus, they require relentlessness, discipline and almost a fanatical belief in the power of cooperation.

Other links in this series:

• Cooperation vs. Competition on the Business-to-Business Level
• Cooperation vs. Self-interest: Which Reigns Supreme?
• Cooperation vs. Self-interest (Pt 2): Context – The Great Influencer
• Cooperation vs. Self-interest (Pt 3): Empathy

As we saw with pigeonholing and tasting food, context influences us greatly. This extends to people’s inclinations to collaborate. In support of this, the July-August 2011 issue of the Harvard Business Review has Yochai Benkler’s citing in his article “The Unselfish Gene” the work of Lee Ross from Stanford University. He found people being more inclined to collaborate if the context of the effort promotes it.

That’s why leadership that manages, operates and communicates with the implied assumption that employees are essentially motivated by “What’s in it for me” will tend to foster a less collaborative culture than leadership doing the same against a backdrop of collaboration. From an everyday perspective, this means the culture that heavily relies upon extrinsic rewards such as money, awards and perks for individual performances will tend to be less collaborative than the one relying upon intrinsic rewards such as the enjoyment of working with and helping others. Mastering morale builders that don’t cost a cent go a long way in helping here.

This doesn’t mean we eliminate monetary rewards for individuals, but it does mean we focus more on the culture we are promoting in our businesses; culture is context. However, the promotion of that culture must be real. If employees sense a divorce between words and actuality, then the context for collaboration falls, thus causing most employees to resort to self-interested behavior.

Using intrinsic rewards to buttress a collaborative context is involved. In addition to mastering morale builders, it means mastering compliments. Understanding and appreciating the different kinds will help us see how intrinsic rewards differ from extrinsic ones. It’s only by mastering these on an interpersonal level will we be able to extend it throughout our companies and organizations.

Other posts in this series:

• Cooperation vs. Self-interest: Which Reigns Supreme?