Archive for the ‘relationships’ Category

Over the last few weeks, I have been evaluating my online writing habits, and I have come to the conclusion that some things need to change. I need to make my writing more intentional and more consistent.

Starting this month, both my newsletter and my blogging behaviors will change. I will publish my newsletter twice per month, and I will post a blog entry twice per week.

I’m still evaluating options for layout and content in my newsletter that I will announce in the next week, but I have made some decisions about this blog.

If you are a regular reader of this blog, you can expect to see new thoughts posted here every Monday and Thursday at a minimum. Monday will contain my Monday Momentum Message targeted at providing information you can use to build momentum as a leader, team member, and communicator. Thursday will contain my Thought for Thursday that will relate to the Monday Momentum Message and provide further thoughts, context, or insights to make the message stick even better. I want to make this blog a place where you can come to continually grow in your ability to resolve conflicts, lead teams, and communicate more effectively.

So, here’s the first Monday Momentum Message.

________________________________________

In January, I attended a music competition with my daughters. They have both competed in this festival for several years, and I have attended the event every year that they have competed.

I have noticed something interesting about this competition: they are nearly always behind schedule within about two hours of the start. As the competitors and their accompanists move from room to room to perform for the judges, the meticulously prepared schedule that has room and time assignments on it gradually becomes just a list of whose next to perform
with little or no regard to the actual time of day. Competitors wait for judges. Judges wait for competitors. Competitors and judges wait for accompanists. The waiting goes on and on. As near as I can tell, the competition always ends 1-2 hours later than scheduled. From a practical standpoint, the schedule is meaningless.

As my wife and I moved from one judging room to the next at the most recent competition, I asked my wife a rhetorical question: “If the schedule is always behind, why don’t the organizers find a better way to schedule the time slots or acknowledge that they can’t get all of the competitors through the process in the short amount of time they allow?”

That rhetorical question then reminded me of the Albert Einstein quote that “Insanity is doing the same things over and over again and expecting different results.”

The point of this story is not to criticize the organizers. Frankly, they do an amazing job coordinating the schedules of hundreds of people in a one-day event. The point is my recognition (again) that I have to change my thinking and my behaviors to get different results.

From that rhetorical question to my wife, I then began to think about my business, my communications, my interactions, and my relationships. I began to wonder: “Where am I doing the same things over and over again with poor results and not taking the action to change?” Thus, the redesign of my newsletter and blog. I am making the move to change some things that are not yielding the results for me, or for anyone else, that I want.

Do you want to build relationship and results momentum with your team? Do you want to grow as a leader, as a communicator, or as a team member? If you do, I encourage you to question yourself. What are you doing or saying that consistently does not give you the results you want? Find that thing and change it. Make an action plan. Change it and you will start to build momentum.

I have two colleagues. Both of them contribute something valuable to our personal and professional relationships. Both of them are good at what they do. Both of them have strong opinions. Both of them feel free to express their opinions. Both of them have direct and bottom-line communication styles. Both of them have a very strong task orientation. Both of them have a sarcastic approach to humor.

I respect what both of them “bring to the table.”

One of them makes a statement that I laugh at and accept as a joke. I might even reply with my own humorous sarcasm.

The other makes a similar statement that I take personally and accept as criticism. I might even directly challenge why they said something sarcastic to me.

What’s the difference? Why does one of them bring out a protective response and the other brings out a humorous one?

Is it them? Or, is it me?

While there are differences in their approaches. There are far more similarities than differences. The similarities make me wonder, “Could I be overly sensitive with one of them? Could I be looking for a reason to take offense?”

I’m not with you every day. I don’t know everything about every interaction you have. I am with me, and I know that sometimes (maybe  I should say “often”) the response other people get from me has more to do with my perception and my thinking than it has to do with them.

I think I need to check my thinking about some of the people in my life. I think I need to work on receiving them more openly and  less judgmentally so that we experience less conflict, our relationships can move forward, and our business ventures can prosper.

Over the next week,  I plan to focus on asking the question “Could it be me?” rather than assuming the problem is with them. Won’t you join me?

Guy Harris, The Recovering Engineer

     I owe the inspiration for this post to Kit Cooper over at The Best Life Practices Blog. Kit interviewed longtime diplomat Dennis Ross, and Dennis shared this quote during the interview:

“I tell people that work with me that one of the most important skills in negotiations is active listening. I believe in not always asking questions with the purpose of getting the other side to reveal things. There is immense, untapped benefit to getting a deep understanding of what drives them and you certainly build good will with such an approach. “Why is that issue important to you. I want to understand it the way you understand it. I don’t want to have a false impression. Explain to me why that matters so much to you. Where does it come from? Why does it create an imperative?” You can’t find the underlying sources of behavior and issues unless you ask questions in this way. In my personal life, this skill has made me more interested in others and in turn made others more comfortable with me. When people see that I am curious by being an active listener, they get a message of respect from me. And of course you have the benefit of actually learning something.”

     Later in the post, Kit indicates that he has observed the tendency of some people to bring every conversation back to themselves in an effort to make themselves more interesting. From there, he suggests that “the best way they could accomplish their goal of being liked is the opposite approach.”

     First, I could not agree with Kit’s observations more. Second, I would like to add this conflict resolution spin to Kit’s posts. As Dennis Cooper points out and Kit builds on, listening intently and actively to another person opens communication and understanding in a way that speaking never will.

     I don’t know that I can add more powerful or persuasive words to the discussion than what I found in Dennis Cooper’s statement or in the rest of Kit’s post. I suggest you take a look at Kit’s post and that you commit to actively listening to your coworkers, your spouse, your children, your neighbor, and your boss. I’m making the commitment to focus more intently in this area. Won’t you join me?

     Guy Harris, The Recovering Engineer

Remember to pause before responding. A short pause will help you gain emotional control so that you respond rather than react.

Related Articles:

• Remember to Respond Rather Than React
• Conflict Resolution Tips: Task-oriented People With People-oriented People
• Conflict Resoluton Tips: People-oriented People With Task-oriented People
• Slow Down to Speed Up
• Connecting With People
• Give a SOLID Response

     Many of the leaders that I work with express frustration with “attitudes” as they work to resolve workplace conflicts.

     Guy Harris, The Recovering Engineer

Related Articles:

Six Tips for Confronting Negative Behaviors

Address One Issue at a Time

Seven Ways to Improve Your Communication During a Conflict

Focus On The Future

• miss important information in the other person’s perspective
• push for my perspective rather than listen to the other person
• focus my thinking on a single solution rather than consider alternative solutions
• ignore the other person’s thoughts and feelings

      In short, when I rush, I get selfish.

      When I slow down, I:

• learn from the other person
• listen better
• open my mind to multiple solution paths
• remain sensitive to the other person

      Even though the first approach tends to have a faster conversational pace and often feels faster in the moment, it actually slows us down because it creates new conflicts and side issues that drag out the conversation or hurt our future interactions. Going fast in conflict resolution is actually slow.

      The second approach feels slow because it involves periods of silence, reflection, and carefully crafted conversation. However, it creates an environment where both parties really understand each other. Slowing down heads off future misunderstandings and conflicts. Going slow in the moment is fast in the long run.

      To remember how to slow down in the moment, I focus on giving a SOLID response:

• Stop
• Observe
• Listen
• Interpret
• Deliver

Or…How To Start A Conflict

     In my last post, I shared a victory I experienced by remembering a key point of conflict resolution. Just to keep things balanced, I think it’s only fair to share a point I remembered after I failed to follow good conflict resolution principles.

     This morning over breakfast, my wife mispronounced a word, and, before I engaged my brain, I corrected her. As the words left my mouth, I knew that I should have remained silent or waited for another time. Maybe it would be acceptable to point out her error in private, but I did it in front of our kids. Not wise. 

     I immediately sensed her frustration, and attempted to correct the damage by apologizing. To my wife’s credit, she graciously accepted the apology, and we continued our day without further incident. She was “on her game.” I was not.

     I violated several key conflict resolution principles in this situation:

Redirected to www.BusinessRelationshipRx.com.