Archives for June 2008

Just my 42 cents worth of advice

How many emails have you sent out this morning? At least 10?

How many people did you CC or BCC on your last email? Why did you choose to CC or BCC them?

If you had to pay 42 cents for each email – and 42 cents for each person you CC or BCC on your email – how many would you have sent?

A lot less I am sure! But think about this concept- before you click “Send.” Would you send this email if you had to pay a small fee in order to do so?

What is your email worth – not just to you – but to your recipient?

Email saves you time. Unsolicited email wastes the recipient’s time.

Email is efficient for conveying information. Unstructured email confuses the recipient.

Seth Godin has a wonderful list of 36 points to check before you send out your next email. Click here to read it. Print it out. Laminate it. Keep it in prominent spot next to your computer. Think about each point before you send out your next email.

If you take even one of these thirty points to heart, you will compose more effective emails. You will send out fewer emails. But those that you do send out will be read – and acted upon!

And that is what you want as a result – isn’t it? Would it be worth an investment of 42 cents? Think about this before you click “Send.” Can you imagine your recipient saying “Thank you?”

If not, re-think your eamil message. And reconsider including each person that you copy the email to.

Please share your email tips and stories with our readers. Add your comments below.

Learn to control your finger pointing

Bill CLinton Finger PointingDon’t point your finger at me! I don’t like it. I especially don’t like it when you “wiggle”your finger” in my face.

Most people share my feelings. Who likes to be publicly scolded?

Why do I  – and others – have such a strong reaction to this gesture? According to Carol Kinsey Goman in “The Nonverbal Advantage: Secrets of Body Language at Work,”

“… I’ve often seen politicians and executives use this gesture in meetings, negotiations, or interviews for emphasis or to show dominance. The problem is that rather than being a sign of authority, aggressive finger pointing (with one or four fingers) suggests that the person is losing control of the situation, and it smacks of playground bullying.”

  • Losing control of the situation
  • Smacks of playground bullying

These are hardly signs of strength and authority! Certainly not what the speaker intended. What about the “finger-pointer-in-chief” – former President Bill Clinton? What is he actually communicating, non-verbally – when he wags his index finger at a reporter or at someone in the audience?

That he is losing control of the situation. That he is trying to be overly aggressive; trying to intimidate; trying to regain control of a situation that is quickly deteriorating.

It is not a gesture of strength. And… once we realize what this nonverbal communication is really telling us, how do we feel about the speaker who is wagging their finger at us?

Well, what did the playground bully do once you called him or her on their actions? They immediately backed down. They demonstrated that they had lost control and that they never had the power to intimidate you.

Unfortunately, most of us never call a “powerful” politician or business executive on their actions. Why not? Perhaps this is because (unfortunately) few of us ever called a schoolyard bully on their actions.

We may suspect that this is just a “fit of anger.” That is just an “act.”

It is an act – an act of desperation!

Once we understand and learn to correctly interpret a person’s “body language” we can turn this “acting” to our advantage. We can gain leverage during our negotiations. We can gain the “nonverbal advantage!”

Of course, we must look at the context of the gesture. An isolated instance of finger pointing does not signal “losing control.” However, combined with a flushed face and an elevation in the pitch of the voice and the use of deliberate language… Now that is telling us something about the “finger pointer.” It is quite revealling about their real feelings. About their loss of control. About their bullying behavior.

Certainly, he is not the only “finger-pointer,” but why doesn’t former President Clinton take steps to minimize his finger-pointing?  Why doesn’t one of his close aides or family members “point this out” to him? (Pun intended!)

Why do playground bullies persist? Why do business executives seem to get away with this kind of behavior? Why do so many parents lose control of a situation when talking with their children?

Why?

Now that you have gained some insight into how to interpret this angry gesture, will you react differently the next time?

Maybe yes. Maybe no. Even if you do not react differently – by calling them on their finger pointing, at least you now know that “finger pointing” is just a mask for someone losing control of the situation. Someone who is possibly hiding something. Someone who is afraid.  If you react properly, you can turn this to your advantage. You can gain the upper hand – not just the fingers!

To read a related article that I published on this subject, click here.

Please share your comments about “finger pointing” with our readers. Add your comments below.

 

How to acheve success by failing

“Would you like me to give you a formula for success? It’s quite simple, really. Double your rate of failure.

– Thomas Watson, Jr. President of IBM (1952 – 1971)

Business Week Magazine has an interesting article titled, “Why Failures Can Be Such Success Stories.”  Along with an accompanying slide show, the writer details the multiple failures of many famous people and explains how and why they were able to rebound from a potentially debilitating experience:

  • Basketball superstar Michael Jordan was cut from his High School team.
  • Walt Disney was fired from his newspaper job because “he lacked creativity.”
  • Jack Welsh, former CEO of GE, literally “blew the roof” off a building because of a failed experiment early in his career.

What drives these people – and thousands of others just like them – to succeed? Why didn’t they just sink into the floor and seek cover from their mistakes?

“Anyone who has never made a mistake has never tried anything new.” – Albert Einstein

That’s one explanation. And quite acceptable – in a clinical sort of way. Theoretically, I can accept the need to learn from my mistakes. And I have – made many mistakes – and learned from many of them.

What is more complex is the “blow to the ego” that usually accompanies a colossal failure. It is not the mistake, per se, that matters. It is how we personally react to the mistake. What we learn about what went wrong is important. But… what we learn about ourselves – and our reaction to the failure – is what determines our success – or our potential failure.

“We need to teach the highly educated person that it is not a disgrace to fail and that he must analyze every failure to find its cause. He must learn how to fail intelligently, for failing is one of the greatest arts in the world.” – Charles Kettering

What we can teach – others and ourselves – is the concept of “self-efficacy.”  Resiliance. The ability to bounce back after a failure. Learning how to look ahead and learning from your mistakes. Learning not to view mistakes as a personal failure.  To quote from Douglas MacMillan’s Business Week article:

“While self-efficacy is akin to other aspects of positive thinking such as self-confidence and self-esteem, it relates in particular to self-assurance about being able to excel at a particular task rather than to a person’s overall self-image. When failure strikes, people with high self-efficacy learn from their errors and strengthen their resolve to succeed.”

“Self-efficacy” is a trait that can be learned. It is a trait that leaders learn. It is a trait that leaders teach to others. A trait that they help to nurture in others – personally and organizationally.

How? How do you teach “self-efficacy?” By coaching and mentoring your staff. By offering constructive feedback on a continuing basis. By teaching people to “fail intelligently.” By teaching people how to succeed – by failing.

“Most people would learn from their mistakes if they weren’t so busy denying that they made them.” – John Hays