AT WORK:
Send concise, work related emails; call if matter is urgent, needs discussion/input with a quick resolution; or if best way to reach someone.
NEVER send long, unnecessarily wordy emails;
NEVER send chain emails.
And you DON’T always need to copy everyone on every email – use your judgement.
PERSONAL:
Call if matter is urgent and recipient may not see it in time; if matter needs discussion/input with a quick decision; and again, if it’s the preferred communication channel.
Don’t send chain emails and jokes unless recipient confirms they like them;
DON’T facebook or email messages of condolence, congratulations, birthday and other special greetings UNLESS you supplement them with a call. Your family, friends, and relatives deserve that much!!
Read full article via Fast Company
Why do we think of so many great ideas in the shower?
Four conditions are generally in play:
- Our brain is relatively quiet with minimal electrical activity.
- We’re internally focused, letting our mind wander rather than being stimulated by external activity, such as digital screens.
- We’re in a positive mindset.
- We’re not directly working on any problems, especially work challenges.
As Dr. David Rock explained in his book Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long, it’s not the water that helps you get insights. It’s that you break the impasse in the way you’ve been thinking.
You’re lathering up while your subconscious brain works in the background. It taps into your stored memories and experiences and connects neurons in new ways for you.
And all of a sudden—as it seems to your conscious brain that has been taking a break from logical thinking—you have that “aha” moment. You’ve reached a great insight! (This is multi-tasking in a powerful, efficient way!)
Now contrast your experiences like this in the shower with what frequently happens at work.
Your prefrontal cortex—commonly referred to as the “executive function” of your brain—is often on overload. You’re trying to juggle a number of thoughts, you’re keeping an eye on your phone as well as the room you’re in, you’re listening to colleagues talking over one another, you all are on deadline to solve a new problem creatively, and you’re anxious about it and several other topics, especially since your boss just scared you about the consequences of last quarter’s performance on your department’s budget. Oh, and you’re hungry.
No wonder that only 10% say they do their best thinking at work, according to David.
What can you do to improve your focus and your thinking at work?
Short of constructing a shower in your cube, start small with some tiny steps.
First embrace the concept of “will, skill and hill.”
The “will” refers to your motivation to take control of your mind and thoughts. In other words, resolve not to play the victim, letting yourself and your thoughts be hijacked by others. Granted this is easier said than done; however, if you’re willing to become more mindful and more self-aware about what distracts you, you’ve taken a large leap forward.
The “skill” is to learn and adopt new behaviors that will help you clear your mind, improve your focus and think more creatively. Consider starting with Tiny Habits®,the innovative program designed by Dr. BJ Fogg.
This past week, as a certified Tiny Habits® coach I coached people in a pilot program of Tiny Habits for Work. We designed many of these habits to improve mindfulness, productivity and satisfaction with work.
For example, some effective Tiny Habits for Work are taking three deep breaths, affirming what a great day it will be and walking around the office.
“Hill” is all about taking steps in your environment to reduce or remove the barriers so you can get over the hill that’s in your way and be more productive. You may not be able to shrink a mountain into a mole hill, but you should be able to start building a path that’s easier to go across.
How can you set yourself up for success to think more clearly and creatively?
Some ideas that work for others include: Set an alarm so you’ll take breaks every 60 minutes or so to stretch or even better, walk outdoors. Keep a file of cartoons that will make you laugh. Have flowers on your desk. (Or walk to the reception area and smell the flowers.) Spend a few minutes doodling or drawing.
Next, you need to experiment to find out what works best for you.
To help you do so, join me for the webinar Stop Your Stinking Thinking: 7 Ways To Use Neuroscience To Sharpen Your Mind and Be a More Powerful Communicator and Leader on Wednesday, May 21 at 12 noon ET (9 am Central). The webinar sponsor Communitelligence is offering $50 off when you use the code connect50. Many of the ideas I’ll talk about on the webinar will help you improve your focus and your thinking as well as be more influential.
By the way, if you’re interested in diving into some of the research on this topic, check out the work of Dr. Mark Beeman at Northwestern University who’s an expert on the neuroscience of insights. Also look at the research of Dr. Stellan Ohlsson at the University of Illinois who studies the “impasse experience.”
Meanwhile, if you want any help becoming a “showerhead,” contact me. Who says showerheads should be limited to devices that control the spray of water in a shower?
Showerheads also can be those of us who think creatively in and out of the shower. What do you think?
By Liz Guthridge, Connect Consulting Group LLC
As anyone who has crammed for an exam can tell you, usually the number of hours we work without interruption is inversely proportionate to how much we accomplish. So how do these entrepreneurs manage to work so many hours without suffering from brain fatigue?
Well, first of all, it is because they truly love being an entrepreneur and are passionate about their enterprise. But, I believe, part of the answer is that they wear so many hats. They never get stuck doing the same kind of work for too long.
Here are some more brain-based tips that can work wonders and could be what helps propel entrepreneurs forward:
1. Buy a good office chair, or get a standing desk.
Focal Upright Furniture has a brand-new chair-and-desk combination on the market. Invented by Martin Keen, of Keen shoes fame, it uses a position between sitting and standing, and allows lots of movement as you work. It also helps those who use it remain attentive.
2. Do not multitask.
John Medina, author of Brain Rules, tells us the brain cannot multitask, period. What it does do is switch back and forth between tasks very quickly. Someone whose attention is interrupted not only takes 50% longer to accomplish a task but also makes up to 50% more errors. A study in The New England Journal of Medicine found that people who talk on the cell phone while driving are four times more likely to have an accident, because it isn’t possible to devote your full attention to both driving and talking at the same time. Hands-free calling offered no advantage. What’s the lesson to take away? Focus on one task at a time, and you’ll accomplish each better and faster–without killing anybody.
3. Use all your senses.
Work is more entertaining for your brain–and therefore makes you more alert–when you engage as many of your senses as possible. Use colored paper and pens. Experiment with peppermint, lemon, or cinnamon aromatherapy. Try playing background music.
4. Don’t make too many decisions in one day.
It sounds farfetched, but if you go shopping in the morning, then negotiate yourself out of eating a cookie at lunch, and finally try to decide between two job offers that afternoon, you might choose the wrong job because you didn’t eat the cookie, according to Scientific American. Making choices depletes your reserves of executive function, or “the mental system involved in abstract thinking, planning, and focusing on one thing instead of another.” This can adversely affect decisions you make later.
5. Take a quick break every 20 minutes.
A study in the journal Cognition reveals that people can maintain their focus or “vigilance” much longer when their brains are given something else to think about every 20 minutes. That’s the time when thinking becomes less efficient. This trick is called momentary deactivation. If your mind isn’t as sharp after a long period of work, it may not be completely fatigued. It just needs to focus on something else to refresh the specific neural network you’ve been using.
6. Work with your own circadian rhythms.
Are you an early bird or a night owl? Do you fade every afternoon, or is that when you are strongest? Don’t schedule an important meeting at a time when you will be operating on one cylinder. And don’t waste your peak work time at a doctor’s appointment.
7. Relax for 10 minutes every 90 minutes.
When you’re awake, your brain cycles from higher alertness (busy beta waves) to lower alertness (alpha waves) every 90 minutes. At that point, you become less able to focus, think clearly, or see the big picture. You know the signals: You feel restless, hungry, and sleepy, and reach for a coffee. Herbert Benson of Harvard, author of The Relaxation Response, recommends working to the point where you stop feeling productive and start feeling stressed. At that moment, disengage. Meditate, do a relaxation exercise, pet a furry animal, go for a quick jog, take a hot shower, pick up your knitting, practice the piano, or look at paintings. Allowing your brain to go into a state of relaxation, daydreaming, and meditating will reset your alertness.
Read full article via Inc.
Your workplace is filled with liars! How do I know?
I’ve got this straight from one of the foremost authorities on body language in business, Carol Kinsey Goman, Ph.D. Carol conducted an extensive survey to research her new book, The Truth About Lies in the Workplace (Berrett-Koehler).
Here are a few of the startling facts she uncovered:
- · 67% of workers don’t trust senior leadership
- · 53% said their immediate supervisor regularly lied to them
- · 51% believe their co-workers regularly lied
- · 53% admitted lying themselves
Lies and deception are running rampant in the workplace. Fortunately, Carol’s terrific new book explains in easy to understand language:
- · How to spot a liar and what to do about it
- · How men and women lie differently
- · How to deal with liars whether the liar is above, below, or on the same level as you
- · The one lie you better not tell your manager
- · How to NOT look like a liar when you’re telling the truth
- · Ways to foster candor and decrease deception in your organization
Carol’s advice applies whether the liar is a co-worker, boss, customer, prospect or board member. Her tips will help you defend yourself and your company from backstabbers, credit taking colleagues, lying bosses, gossips, and cheating job applicants.
I recommend that you read The Truth About Lies in the Workplace. When you order your copy now, you will also receive over $500 worth of career-building bonus gifts from Carol’s friends (including Communitelligence). And that’s no lie.
P.S. If you think you are too sharp to be taken in by a con man like Bernie Madoff, you had better read Chapter 3: Why We Believe Liars and How We Play Into Their Hands twice. Get your copy now.
Steven Covey had the right idea. There are discreet skills and attitudes, habits if you will, that can elevate your conflict practice to a new level. This article shares a selection of habits and attitudes that can transform a good conflict resolver into a highly effective one. By that I mean someone who facilitates productive, meaningful discussion between others that results in deeper self-awareness, mutual understanding and workable solutions.
I have used the term ‘conflict resolver’ intentionally to reienforce the idea that human resource professionals and managers are instrumental in ending disputes, regardless of whether they are also mediators. These conflict management techniques are life skills that are useful in whatever setting you find yourself. With these skills, you can create environments that are respectful, collaborative and conducive to problem-solving. And, you’ll teach your employees to be proactive, by modeling successful conflict management behaviors
Understand the Employee’s Needs
Since you’re the ‘go to person’ in your organization, it’s natural for you to jump right in to handle conflict. When an employee visits you to discuss a personality conflict, you assess a situation, determine the next steps and proceed until the problem is solved. But is that helpful?
When you take charge, the employee is relieved of his or her responsibility to find a solution. That leaves you to do the work around finding alternatives. And while you want to do what’s best for this person (and the organization), it’s important to ask what the employee wants first— whether it’s to vent, brainstorm solutions or get some coaching. Understand what the person entering your door wants by asking questions:
- · How can I be most helpful to you?
- · What are you hoping I will do?
- · What do you see my role as in this matter?
- Engage in Collaborative Listening
By now everyone has taken at least one active listening course so I won’t address the basic skills. Collaborative Listening takes those attending and discerning skills one step further. It recognizes that in listening each person has a job that supports the work of the other. The speaker’s job is to clearly express his or her thoughts, feelings and goals. The listener’s job is facilitating clarity; understanding and make the employee feel heard.
So what’s the difference? The distinction is acknowledgement. Your role is to help the employee gain a deeper understanding of her own interests and needs; to define concepts and words in a way that expresses her values (i.e. respect means something different to each one of us); and to make her feel acknowledged—someone sees things from her point of view.
Making an acknowledgement is tricky in corporate settings. Understandably, you want to help the employee but are mindful of the issues of corporate liability. You can acknowledge the employee even while safeguarding your company.
Simply put, acknowledgement does not mean agreement. It means letting the employee know that you can see how he got to his truth. It doesn’t mean taking sides with the employee or abandoning your corporate responsibilities. Acknowledgement can be the bridge across misperceptions. Engage in Collaborative Listening by:
- · Help the employee to explore and be clear about his interests and goals
- · Acknowledge her perspective
o I can see how you might see it that way.
o That must be difficult for you.
o I understand that you feel _______ about this.
- · Ask questions that probe for deeper understanding on both your parts:
o When you said x, what did you mean by that?
o If y happens, what’s significant about that for you?
o What am I missing in understanding this from your perspective?
- Be a Good Transmitter
Messages transmitted from one person to the next are very powerful. Sometimes people have to hear it ‘from the horse’s mouth’. Other times, you’ll have to be the transmitter of good thoughts and feelings. Pick up those ‘gems’, those positive messages that flow when employees feel safe and heard in mediation, and present them to the other employee. Your progress will improve.
We’re all human. You know how easy it is to hold a grudge, or assign blame. Sharing gems appropriately can help each employee begin to shift their perceptions of the situation, and more importantly, of each other. To deliver polished gems, try to:
- · Act soon after hearing the gem
- · Paraphrase accurately so the words aren’t distorted
- · Ask the listener if this is new information and if changes her stance
- · Avoid expecting the employees to visibly demonstrate a ‘shift in stance’ (it happens internally and on their timetable, not ours)
- Recognize Power
Power is a dominant factor in mediation that raises many questions: What is it? Who has it? How to do you balance power? Assumptions about who is the ‘powerful one’ are easy to make and sometimes wrong. Skillful conflict resolvers recognize power dynamics in conflicts and are mindful about how to authentically manage them. You can recognize power by being aware that:
- · Power is fluid and exchangeable
- · Employees possess power over the content and their process (think of employees concerns as the water flowing into and being held by the container)
- · Resolvers possess power over the mediation process ( their knowledge, wisdom, experience, and commitment form the container)
- · Your roles as an HR professional and resolver will have a significant impact on power dynamics
- Be Optimistic & Resilient
Agreeing to participate in mediation is an act of courage and hope. By participating, employees are conveying their belief in value of the relationship. They are also expressing their trust in you to be responsive to and supportive of our efforts. Employees may first communicate their anger, frustration, suffering, righteousness, regret, not their best hopes. You can inspire them to continue by being optimistic:
- · Be positive about your experiences with mediation
- · Hold their best wishes and hopes for the future
- · Encourage them to work towards their hopes
Be Resilient. Remember the last time you were stuck in a conflict? You probably replayed the conversation in your mind over and over, thinking about different endings and scolding yourself. Employees get stuck, too. In fact, employees can become so worn down and apathetic about their conflict, especially a long-standing dispute; they’d do anything to end it. Yes, even agree with each other prematurely. Don’t let them settle. Mediation is about each employee getting their interest met. Be resilient:
- · Be prepared to move yourself and the employees though productive and less productive cycles of the mediation
- · Help the employees see their movement and progress
- · Be mindful and appreciative of the hard work you all are doing
Hopefully, you’ve discovered that these are your own habits in one form or another and that your organization is benefiting from your knowledge. You can learn more about workplace mediation and mediation in general from these books and websites:
The Power of Mediation
Bringing Peace into the Room
Difficult Conversation: How to Say What Matters Most
http://www.ne-acr.org (The New England Association of Conflict Resolvers)
http://www.mediate.com (mediation portal site)
http://www.workwelltogether.com (conflict management toolkit)
“Mediation is based on a belief in the fundamental honesty of human beings. Which is another way of saying we all want to be treated justly – that is according to our unique situation and viewpoint on the world. And we cannot expect to be treated justly if we do not honestly reveal ourselves.” ~ the Honourable Neville Chamberlain, British Prime Minister 1937
Dina Beach Lynch, Esq. was formerly the Ombudsman for Fleet Bank and is currently CEO of WorkWellTogether.com, an online conflict management toolkit. Dina can be reached at Dina@workwelltogether.com
A woman from the audience followed me into the hallway. “I think we’re married to the same man,” she said. Successfully fighting the urge to fire off the snappy reply, “Could be. I travel a lot,” I simply smiled back. I’d heard this before.
I’m introduced as a change-management expert – married to a man who refuses to change anything. So, during my speech, I tell humorous stories about the resistance my husband puts up – and how I learned, from managers I’d interviewed, different ways to handle his protests.
After every speech, audience members come up to me to comment on my husband. Many people recognize their co-workers or loved ones (or themselves!) in him, and some (like the woman who’s own spouse’s behavior so resembled mine) jokingly commiserate with me. The thing I find most intriguing about this phenomenon is that in my twenty years of professional speaking, no one has ever approached me after a program to say they most appreciated my fifth point. That’s because they don’t remember what my fifth point was. But they do remember my husband and the lessons about handling change resistance that they learned through my stories.
As a communicator, stories can be your most potent allies.
Social scientists note that there are two different modes of cognition: the paradigmatic mode and the narrative mode. The former is rooted in rational analysis; the latter is represented in fairy tales, myth, legends, metaphors, and good stories. Good stories are more powerful than plain facts!
That is not to reject the value in facts, of course, but simply to recognize their limits in influencing people. Stories supplement analysis. Facts are neutral. People make decisions based on what facts mean to them, not on the facts themselves. Facts aren’t influential until they mean something to someone. Stories give facts meaning.
Here is the difference: Trying to influence people through scientific analysis is a “push” strategy. It requires the speaker to convince the listener through cold, factual evidence. Storytelling is a “pull” strategy, in which the listener is invited to join the experience a participant, and to imagine herself acting on the mental stage the storyteller creates. Stories resonate with adults in ways that can bring them back to a childlike open-mindedness – and make them less resistant to experimentation and change.
Compared to facts, stories are better for building community, capturing the imagination, and exerting influence. Stories about the past help employees understand the rich heritage of an organization, stories about early adopters offer successful examples of dealing with change, personal stories are powerful leadership tools for building trust, humorous stories can ease tension and, if you interview key staff, stories can capture their wisdom.
Stories can address universal human themes
Michael LeBoeuf, author of How to Win Customers and Keep Them for Life, illustrates the power of making people feel important with the following story:
Jane, recently married, was having lunch with a friend, explaining why she married Bill instead of Bob.
“Bob is Mr. Everything,” Jane said. “He’s intelligent, clever and has a very successful career. In fact, when I was with Bob, I felt like he was the most wonderful person in the world.”
“Then why did you marry Bill?” her friend asked. Jane replied, “Because when I’m with Bill, I feel like I’m the most wonderful person in the world.”
Stories can show how to approach your work
I once asked Sanjiv Sidhu, the CEO of i2 Technologies, what kind of attitudes he encouraged in his work force. Although his is a high-tech company, he told me a story about cleaning houses. It’s the same story he tells employees.
“Most people would think that cleaning houses for a living was a pretty boring job. But I believe that if you had the right attitude, cleaning houses could be intellectually stimulating. Let’s say it takes you four hours to clean a house, and you’re doing three houses a day, six days a week. That’s 72 hours of really boring work and a pretty sure recipe for burnout somewhere down the line. But if you redefined the job, said to yourself that you were going to do each house in two hours, there’d be an innovative component in the work suddenly. You’d need to do a study that asked, for example: ‘Am I going to vacuum the whole house first and then go back and polish the furniture, or am I going to do everything in one room before moving on to the next?’ And if you added to that goal the goal of being the best house-cleaner ever, then you really would be stretching your mind, the job wouldn’t feel boring anymore and you probably wouldn’t burn out because your own innovative thinking would keep you interested.
But then suppose you shifted gears again and said, ‘Okay, now I’m going to clean each house in ten minutes!’ That’s where the real fun would begin for someone like me because I’d know I couldn’t hit that target by merely tinkering with spatial tasking. I’d have to start thinking about new kinds of house-cleaning equipment–or maybe even new kinds of houses that cleaned themselves. That’s the kind of thinking we’re encouraging in our employees all of the time.”
Stories can make values come alive
Nordstrom is one organization that does a remarkable job of using anecdotes about its sales force to communicate its value of impeccable customer service. There is, for example, the often-repeated tale about the saleswoman who took her lunch hour to drive from downtown Seattle to the airport to make sure that her customer received his new business suit. The customer had purchased the suit that morning to wear at a meeting in another city the next day — and then discovered the garment needed alterations. The Nordstrom saleswoman had promised to have the suite altered and delivered to him before he left town. She kept her promise.
Stories can become the symbol of change
There is a story I tell in the book, “This Isn’t the Company I Joined” – How to Lead in a Business Turned Upside Down: Buckman Laboratories has been in the specialty chemical business since 1945. Under the leadership of Robert H. (Bob) Buckman, it also became a world-class, knowledge-sharing organization. Bob would tell you that converting a command-and-control organization into a networked one was not without its challenges and setbacks. Still, by 1994, Buckman Labs had jumped into full-bore knowledge sharing: new software and connectivity had been installed, most of the associates were equipped with laptops, and online Forums were up and running. To honor and reward the top 150 people from around the world who had done the best job of sharing knowledge with the new technologies, a “Fourth Wave Meeting” was held in Scottsdale, Arizona. The meeting was three days of fun, celebration and work – specifically, critical discussions about business trends and strategies. It was also the setting for the following story:
Through the entire conference, a man wearing shorts, a T-shirt, and sandals sat at the back of the room, chronicling the meeting on his laptop and sending live messages onto the Forum for the rest of the company to read. His name was Mark Koskiniemi. About midway through the meeting, one of the organizers (a manager) approached Mark and asked him to stop sending out notes on the meeting. Mark refused by saying he didn’t feel that was appropriate. When the organizer suggested that the request to cease came from the top, Mark countered by saying he’d appreciate hearing it personally.
A few minutes later, a break was called, and Mark found himself face-to-face with Bob Buckman. Here is how Mark recalls the conversation:
Mark: Hello, sir.
Bob: Mark, I understand that you have been posting notes from the meeting on the Forum. I have to say that I have not read them, but are you sure that is such a good idea?
Mark: Do you trust me?
Bob broke into a big smile, nodded slightly, and nothing further was said about Mark’s continued reporting of the events.
As Mark later said: “If knowledge sharing is built on trust, then to me this moment over any other demonstrated that Bob Buckman really trusted the associates of Buckman Laboratories to take the company forward.”
There were two results from Koskiniemi’s reporting:
1. In all, he sent more than 50 Forum or e-mail messages related to the reports coming from the meeting.
2. Koskiniemi (who is now head of Buckman’s operation in Australia and New Zealand) told others the story – and it came to symbolize the desired culture change.
It’s easy to play up the adversarial relationship between “Hacks” and “Flacks,” but the truth of this perennial love/hate relationship is that that we really do need one other. Although the value of PR professionals to journalists is often called into question, as this article points out, “the popularity of services like HARO and ProfNet should be proof enough that journalists have a need for PR professionals.”
That said, as PR professionals, our jobs are two-fold: Not only are we advocates for our clients, but we’re also here to make life easier on our journalist comrades. Between a non-stop news cycle, scary budget cuts and mounting competition for clicks, there’s a good chance they’re working in a pressure cooker environment, so the best thing we can do is to think from their perspective and assist rather than annoy. After all, it comes down to relationships, and there’s nothing worse than trying to work with someone who makes your job harder.
So, without further ado, here are our “Top 10 Yeas and Nays” for better PR practices. Although some may seem pretty obvious, those are often the ones that are first forgotten.
DON’T even think about…
- Not doing your research/reading a journalist’s articles before pitching. Know who you’re targeting, and only send something to them that you think would be of interest.
- Sending a pitch via email blast. The shotgun-spray approach is not appreciated; rather, think like a sniper.
- Asking if you can see and/or edit an article before it’s published. This is a huge no-no!
- Making up a response if you don’t know the answer. It’s perfectly acceptable to say, “I’m not sure. Let me check and get back to you.”
- Disregarding deadlines. Your journalist friend has theirs, so make sure you meet yours.
If you want to develop good working relationships, DO try…
- Respecting the journalist’s preferences. If they’re an email person, and you’re more comfortable on the phone, adapt. Work their way.
- Keeping pitches and releases short and to-the-point (and as buzz-free as possible). Repeat after me: Less is more.
- Thinking about how to streamline the process. Have assets and answers ready, and be available when the reporter is writing and may have a question. (Package the story beforehand as much as possible: angle, visual content, facts, references, spokespersons, etc.)
- Proofread, proofread, proofread. And when in doubt, hit spell check again before sending that pitch – perhaps even send to a colleague to review with fresh eyes before contacting the reporter.
- Focusing on relationships. I said it above, and I’ll say it again – it’s all about relationships. They make the job easier and a whole lot more fun! For example, interact with, read, comment on, share and praise a reporter’s work that you find of interest – not just when it’s a story about your company or client.
Some companies out there will charge you thousands of dollars to look after the SEO on your ecommerce website. In this article we’re going to look at some top tips and “quick wins” for ecommerce business owners in order to get websites as high up the rankings as possible with very little work.
Use lots of unique content: Don’t be tempted to use bog-standard manufacturer product descriptions. It might save time but your website won’t rank at all well.
Commission someone to write you a solid set of unique product descriptions of at least 300 words each. Unique content is the lifeblood of SEO so don’t go without it!
Use pictures: Buyers will buy with their eyes in a lot of cases – they won’t read your product description – instead they’ll look at the picture when making a decision.
Use pictures and lots of them on your website – don’t forget to fill in the alt tag section of the picture though – this helps greatly with SEO.
Pictures are great for search engines and visitors alike – throw in some other media like embedding related YouTube videos if you have time.
Fill in META info on every page: Make sure you fill in the META title and description on every single page on your website.
A crazy amount of sites out there are missing META data which means that they don’t sit as well as they should in the search engines.
Writing a short META description takes seconds – as does putting in an appropriate title. If you don’t have time to do it all, outsource it!
Video has become an essential marketing tool. It’s a great way to tell your story, show the human side of your business and communicate highly complex ideas in an easy to digest manner. But while video has the power to deeply engage, it also has the power to bore the viewer to tears—and creating compelling video is different than writing, say, a compelling blog post.
Starting a camera and spouting out a thousand words of brilliant prose does not make a compelling video. There are proven techniques and tools that can help make your videos engage, hold attention and wow the viewer. Here are 10 tools that can help you get started.
1. Prezi. This is a interesting take on the slide presentation as it allows you to create one giant and more easily connected idea and then use the tool to zoom, pan and fly all around the presentation to create a really dynamic feel. It’s not the easiest tool to master, but check out some of the incredible examples on the site to get inspiration.
2. YouTube Editor. I like this tool because it’s free, and because you’re using YouTube to host and stream your videos anyway, it gives you some nice editing capability right in YouTube. You can also add annotations and transcripts to your videos making them more SEO friendly.
3. Camtasia. This PC and Mac desktop software is the market leader in the screencapture video world. Screencast videos are a great way to demonstrate how something online works. Camtasia has some nice features that allow you to add focus to areas on your screen as well as annotations and URLs.
A set of four rules articulated by Abraham Lincoln in 1840 can help corporate communicator create richer, more interactive and more effective relationships with the people upon whom success depends.
(Note: a version of this was first published in Ragan Report, European Supplement, June 2003)
Discussing employee research methodologies with a prospective client at a prominent London financial institution, the client recounted an admonition from his recently departed CEO, when asked about the prospect of an online employee survey. “We will NOT run this company by referendum”, bellowed the Chief Executive.
What corporate communicators often don’t realize—is that in actuality, every company and marketplace is run by referendum. Every corporation is in some respect a democracy—even if it doesn’t feel like one.
What do you mean, a democracy? A major logical fallacy present in the way organizations communicate is one where the organization acts as if the targets of an official communication have no choice but to accept the message as the truth, at face value. But in reality, the target is completely free to accept or reject the message—and to ‘vote’ on its acceptability in any number of ways. Going to work and keeping your head down is only one way of ‘voting’. Inside companies, other ways of voting include:
• Choosing whether to show up, call in sick, or walk away from the job
• Choosing whether to attend to appointed tasks or to surf the internet
• Choosing to resist, support or obstruct change initiatives
• Choosing to express supportive or cynical views about co-workers, managers, or company policies to their colleagues.
In the external sphere, there are a wider variety of ‘voters’, whose support or opposition could have massive impact. Some are more obvious—the unsatisfied customers who can switch products or suppliers, the irate shareholders who could sell up—or turn the shareholder meeting into theatre of the absurd, or the disgruntled employees who can vent about their companies over drinks in airport bars, in the press or on the chat boards on the Internet. With public and employee cynicism toward corporations at or near an all time high, looking at companies as operational ‘democracies’ offers an opportunity to renew, rebuild, and re-energize a company’s key relationships.
The Lincoln Rules: Democracy’s Toolbox
If one wants to apply the notion of the company as a democracy in a practical way, a set of tools for making things happen in a democracy could prove useful to a corporate communicator. A set of four rules articulated by Abraham Lincoln in 1840 is one such toolkit—time-honored for its simplicity and effectiveness. The rules, first spelled out in a speech by the future President to the Illinois Legislature are:
• Make a perfect list of all voters
• Determine with certainty whom each voter will support
• For someone who is undecided, send someone in whom they trust to persuade them
• Turn out all the good Whigs on Election Day
These rules may seem basic, simple, and self-evidently applicable to the task of winning elections. But applied in a corporate context, each rule provides a framework for recognizing the freedom each voter has to make his or her own choices and share his or her opinions. In recognizing this freedom the corporate communicator can use the rules to create richer, more interactive and more effective relationships with the people upon whom success depends.
Make a perfect list of the voters
A perfect list does not necessarily mean the ‘list of all employees’. More frequently, it may mean a list of all individuals who can influence an outcome—or at least of those most likely to influence an outcome in a certain way. No list is ever perfect—but continually maintaining lists and looking for ‘who’s missing’ will keep it valid and relevant.
Determine with certainty whom they will support
Knowing with certainty whom is on your side not only provides you with a sense of your odds of success, it also forms the basis of building a support team to expand your coalition—by working with them to engage their peers, friends, and colleagues to seek their support for the current initiatives.
Send someone in whom they trust
In engaging people who are undecided, or are persuadable to a point of view, they need to be made see that backing that point of view is tangibly in their own self interest. Anodyne messages from the CEO—or worse, the disembodied ‘Voice of the Corporation’ is not going to cut it. Identifying credible individuals who agree with the corporation’s positions, support its desired outcomes, and are willing to act as advocates–is arguably the most important success factor in any change initiative that requires any degree of persuasion.
Turning out the Good Whigs
Unlike election campaigns which focus on a single day, corporate initiatives often require a continual series of ‘election days’ where people need to take action to deliver particular outcomes. Having a clear understanding of the key people who are on your side provides the ability to mobilize your supporters to act, consistently, effectively and responsibly. By using knowledge of how your support base is structured, it is possible to develop mobilization programs (either centrally or through a team of credible people throughout the organization) that encourage people to take the required actions and deliver the outcomes in question.
Why the Lincoln Rules are Really Different
Fully integrating the Lincoln Rules into corporate or organizational communication strategy may well require a paradigm shift for communicators and the organizations they work in. But there are some clear advantages to those who wish to take the leap:
1) The Lincoln Rules do not release anarchy—in fact, quite the opposite. By acknowledging the freedom people already have in making choices about participating in your corporate initiatives, they provide the ability to engage people in a way that authentically respects their freedom.
2) The Lincoln Rules challenge an organization to get a clear picture of where support or opposition to its desired outcomes can be found—thus building a foundation for a credible mobilization campaign—and highlighting the challenges in the way of success
3) By focusing on identifying, connecting and mobilizing those people who actually see their own self interest in the success of corporate priorities, it is possible to build on those connections and develop lasting lateral and direct communication networks to complement the organization’s formal channels. This approach also delivers outcomes based on the personal credibility of network members—as opposed to glossy design, clever wordsmithing, or expensive executive conferences.
4) Energy and passion are channeled by focusing on the people who care about and support initiatives—rather than dulled or destroyed by ill-tailored, one-size-fits-all communication approaches. In short—using the Lincoln Rules begins by appreciating the democratic nature of the social dynamics that exist in any organization. By then using political tools, the communicator can take the underlying reality of democracy in the organization to deliver specific results through targeted communication, and building on the help of credible leaders at all levels. At one level, it’s not much different from seeking ‘buy in’ or ‘stakeholder management’—but the fundamental difference is that these political tools reflect the ability of each individual to vote yes or no, and to ‘lobby’ their colleagues—and users take that freedom into account when tackling corporate communication challenges.
The value of this Business Plan process is the thinking that it forces you to do about your business, your products and services, your goals and the actions you’ll take to achieve your goals. Even if no one but you ever sees the plan, you will have given purposeful and logical thought to the purpose and direction of your business. This process helps ensure that the many activities you squeeze into your limited hours are time well spent – focused on moving your business forward in an aggressive yet realistic way.
Part 1: Analysis
Core Services
- List the core services (or products) you offer
- Be as specific as possible, but put similar items in a group (e.g., “Editorial Services” includes writing, editing, etc.)
Target Markets
- List the market segments you serve
- Be realistic; if you realistically cannot serve large corporations, for example, then don’t include them
- Be as specific as possible, but put similar items in a group unless there is a compelling reason to list them separately (e.g., “School Groups” could include secondary schools and colleges, but these segments might have different needs)
Competition Analysis
- List your competitors and a brief description of them
- Unless a specific competitor presents unique challenges to your business, it is OK to list them in groups (e.g., “Independent Practitioners” or “Small Agencies”)
- The purpose is to provide yourself a picture of what your business is up against as you market your core service
Vision and Mission Statements
- It is useful to have Vision and Mission statements that keep you focused on what is important to you
- Vision Statement should describe the “ideal state” of your business; it should be achievable, but also something to strive for
- Mission Statement succinctly states what your business is about, its purpose, the role it plays in the market
Part 2: Assumptions
Business Principles
- It is useful to develop a set of Business Principles that guide how you will conduct your business
- These principles have a direct bearing on your relationships with customers and clients
- The reason to include it under “Assumptions” is because your Business Principles are conditions under which your business operates; as you will see further in this section, you will list other conditions under which your business operates as well
Economic Assumptions
- List things you know about the economy (local, state, regional, national, international – whatever you believe affects your business)
- Include relevant historical facts (e.g., “the U.S. economy fell into recession in 2001”) and how they affect your ability to do business
- Note the impact of past, current, or anticipated economic conditions on your business and the products/services you provide
Financial Assumptions
- List things you know about your personal and/or business financial situation that affect your ability to do business and to grow your business
- Include things like cash flow issues, savings programs, the financial picture as a result of actions or conditions (a recession, recent investments, loan approvals, etc.)
- Reflect financial “realities” about your business (e.g., the need to control expenses, taxes owed, upcoming capital expenditures, expanding payroll, etc.)
Technological Assumptions
- Since so many businesses – large and small – depend on technology (web, e-mail, phone, etc.) today, it is useful to think about how these issues affect your business’s ability to succeed
- Think about upgrades of hardware and software, the impact of growth and expansion on your technological needs, training that will be necessary, etc.
Part 3: Strategic Summary
SWOT Analysis
- List all the Strengths, Weaknesses, Opportunities and Threats about your business
- Be honest with yourself; don’t hold anything back or ignore realities
Key Success Factors
- Out of your SWOT Analysis, what are the key factors that will affect the ability of your business to succeed?
- Examples: strong reputation, broad client base, repeat business, unique provider, etc.
Competitive Advantages / Disadvantages
- Create lists of your competitive advantages and disadvantages based on your analysis of everything else up to this point
- What unique advantages does your business have in the marketplace?
- What distinct disadvantages does your business have?
- Be honest and don’t hold back because you will develop strategies based largely on this informatio
Strategic Goals
- Develop two or three broad Strategic Goals for your business in the next year or the next 3-5 years, depending on the scope of your plan
- Strategic Goals should be “big picture” goals, but they should also be specific enough that you can measure them
- Under each goal, list one to three specific, measurable components
- Example of a Strategic Goal: “Grow Client Base”
- Example of specific, measurable component: “Add at least X new clients by X date”
- Make your goals SMART: Specific, Measurable, Attainable, Realistic, Time-driven
Tactical Actions
- Out of your Strategic Goals, list specific actions you will take that will help you achieve them
- Examples: Meet with two new prospective clients per month; Join a professional association to expand my network
- Create a calendar that plots when each tactical activity will occur so you don’t forget to do them
Every once in a while consultants are challenged to put their ideas into practice. Such was my experience this week. Colleague Shel Holtz, ABC and a co-host Neville Hobson, ABC, host a podcast “For Immediate Release” twice a week. This week, Shel invited me to join another measurement guru, Angela Sinickas, ABC as the featured guests on their regular podcast.
For the past year, I have been advocating that communication and management leaders need to include blogs, wikis and podcasts in their arsenal of communication channels. Blogs have been a relatively easy sell. They have increased in visibility, value and usage. Wikis are still a bit of a mystery but there is a small awakening there. Podcasts, on the other hand, are still in the incubator. The innovators and the early adopters of new ideas are just beginning to warm up to the concept.
Podcasting evolved with the birth of Apple’s iPod and the ability to publish audio files on the internet. A podcast is simply and audio blog. The audio files can be accessed on the internet and aspiring broadcasters can self-publish or ‘broadcast’ radio style programming using the internet as the distribution channel. Unlike regular radio, the podcasts can be accessed, downloaded and played by anyone, anytime, anywhere.
Podcasting began in the fall of 2003 and really became a growth phenomenon in late 2004. Shel and Neville launched “For Immediate Release”(FIR) in January 2005. Their listening audience has been growing in leaps and bounds. Their focus is on issues and innovations in communication and public relations. Shel brings a North American perspective from California and Neville from Amsterdam.
Each podcast is accompanied by a detailed guide to the content of the podcast – about one hour in length. Each topic has a time code so that you can select pieces of the broadcast rather than listening to it all in one sitting. Every person, topic and organization mentioned in the podcast is listed in the notes with links to relevant web sites. “For Immediate Release” is a model for others considering getting into the field.
It will only be a short time before enlightened organizations start using this new channel for communicating with customers, suppliers and employees. It has huge potential with its advantages of immediacy, convenience and consumability. It is the ultimate commuter’s communication channel as you sit in the bus, train or traffic jam listening to a podcast that you have downloaded in to your iPod before leaving home or the office.
So how did Angela and I do on our podcast? Well hear for yourself. The podcast was published in the June 22, 2005 edition of “For Immediate Release”. You can find the podcast at http://www.forimmediaterelease.biz with the detailed podcast notes. So you can listen to it all, select the parts that interest you or just see what this new communication channel is all about.
There is a link for comments at the end of the notes just like a blog. Give us your feedback and let us know what you thought of the issues we discussed.
Tudor Williams
Throwing chairs, tossing zingers and misusing the English language are probably not the best tactics to ensure your message is heard
If you want people to hear what you have to say, give them something worth listening to.
Sounds simple, right? If that’s the case, why does effectively communicating a viewpoint seem to be such a lost art these days?
We are living in the age of Jerry Springer, the TV talk-show host who delights in chair-throwing, bleep-inducing confrontations between people who need serious sedation and anger-management training. Not surprisingly, this kind of in-your-face entertainment has spilled over to more “serious” news programs on formerly respectable networks.
Look at what’s happening. There’s the weird rant of Tom Cruise in a “Today” show interview (which really wasn’t news except that Cruise apparently invented a new meaning for the word “glib”). There’s the printed gripe session in my hometown newspaper in which the same five people seem to be bickering endlessly. There are town-hall meetings – both in the public arena and in company auditoriums all over America – in which the greatest applause is reserved for the person who tosses the best zinger. And now there are blogs, online journals where freedom of expression is pushed to the extreme (I can’t wait for the inevitable tests of this freedom in future court cases).
As someone who makes a living out of trying to help people communicate effectively, all of this is frequently disheartening. As the volume increases, it is more difficult to hear what people are really trying to say.
Listening to different viewpoints is fun. I learn a lot from hearing people talk about what is important to them. Businesses can learn and grow, too, by listening to employees, customers, suppliers and other important groups. But good information gets lost when it’s wrapped in anything that detracts from the message.
Here are some ways to make sure your message isn’t lost:
Know how to use the language. For some people, all the rules of grammar and spelling are enough to cause hyperventilation. (I feel the same way about math.) But let’s face it: communication depends on knowing how to use the tools correctly. If you’re writing a letter to the editor, committing a grammatical error like “your an idiot” will detract from your message. There is little excuse for poor grammar and misspelling in these days of dictionaries and computerized spell-check.
Don’t let pure emotion take over. It is OK to be emotional when speaking on a subject about which you feel strongly. But when emotion is so strong that it overpowers the message, your audience will remember the outburst and forget what brought it on.
Keep your message simple. Whether you are speaking or writing, the person on the other end will remember only so much. (Think about how much information overload you have in your own life.) Rather than drift off into a half-dozen tangents, stick to the central message you want your audience to remember.
Keep your sense of humor. Humor is a wonderful weapon for defusing tense situations. Use it carefully, however, and aim it mostly toward yourself. Be willing to recognize when someone else is attempting to use humor and don’t take yourself so seriously.
Kill them with kindness. You can attract more bees with honey than you can with vinegar. My career has included a fair amount of communicating strong opinions, but I learned long ago that you can be opinionated and kind at the same time.
The second most frequently asked question I receive is “Where can I find good humorous material?” (The most frequent question I’m asked is “May I please see your driver’s license, sir?”)
Anyway, my answer used to be a list of books, magazines and newspapers. It was a long list that required a trip to the library unless you wanted to spend a fortune on subscriptions to a lot of publications. Then the Internet came along and almost changed the situation. Instead of recommending a long list of periodicals, I started recommending a longer list of web sites.
The problem was that if you liked a site, then you’d bookmark it. And that was the kiss of death. Because how often have you gone back to view the sites in your bookmarks? Be honest now. Not too often, right? In fact, if you’re like most web surfers, you’ve got a bookmark full of sites that you’ve never looked at since book-marking them. Let’s face it. Book-marking a website has become the high-tech version of taping something on your VCR. (But I really am going to watch that tape of the C-SPAN special on the history of politics some day. Uh-huh.)
Here’s the good news. As an old motivational guru once said, “When faced with a problem, make it into problemonade.” So here’s what I’ve done. As a special service to anyone interested in using humor in oral or written communication, I’ve created a super site. (Not the polluted kind!) It’s a web site packed with thousands of links to incredibly great sources of funny material. Here’s a guided tour.
Start by surfing to http://www.museumofhumor.com. That’s the homepage. Along the bottom of the page you’ll see a button labeled “For Clergy.” This section of the museum contains over 700 links to sermons about laughter, joy, humor and happiness, as well as links to humorous material appropriate for use in sermons. If you’re worried about finding material that’s in good taste, it doesn’t get more appropriate than this. Click on some of the sermons to see how clergy have used quips and jokes to make various points. You may be able to adapt them for your own purposes.
Now go back to the homepage. Along the left side of the page, you’ll find a button labeled “Resources.” Click on that and you’ll come to a page divided into three sections: News, Tools and Material. Under “News” you’ll find links to offbeat news stories. These can provide fabulous topical material, especially if you look at them on the day that you’re scheduled to give a speech. They’re great for developing a humorous opening to your presentation.
The “Tools” section provides links to variety of web sites that can provide material for your presentation or help you write it. For example, “Today In History” and “Those Were The Days” give you lists of events, birthdays and other things that occurred on the day that you’re speaking. The “Lexical Freenet” is a great word association tool for brainstorming ideas and phrases to use in your presentation.
The “Material” section is what you want to see especially if you can’t tell a joke. Instead of dividing material by subject-matter (the traditional way), it groups material by type of humor. Categories include “Anecdotes & Jokes,” “Carnac,” “Definitions,” “Goofups,” “Insults & Comebacks,” “Laws & Lists,” “One Liners,” “Quotes,” and “Topical Humor.” Click on the type of humor that you feel comfortable using. You’ll be transported to a page with lots of links to your desired humor type.
Below the “Material” section is a section labeled “Cartoons.” Cartoons are a fantastic and yet overlooked form of oral humor. Why? Because even if you can’t tell a joke, you can probably describe a cartoon. (I’ve never met anyone who couldn’t.) That means you can make a point by describing a cartoon, just as you would make a point by telling a joke. The links provided will allow you to peruse thousands of cartoons until you find one that makes your point. (Tip: look for one that’s easy for your audience to visualize as you say it.)
OK, let’s go back to the homepage. On the left you’ll see a button labeled “Library.” Clicking it takes you to – here’s a big surprise – the library. You will be most interested in the middle section labeled “How To.” It includes links to a wide variety of how to articles ranging from “How to Make Meetings Fun” to “How to Write a Humorous Speech.”
Let’s return to the homepage one more time. On the left you’ll see a button for “Exhibits.” Click on it. Then click on “Talk Culture” and then click on “Talk Wine (New Style).” What you’ll find is a funny analogy generator. Although I’ve set it up to generate analogies for wine, you can use the analogies to describe anything. For example, I just clicked the button and got: This wine is like “watching Gilligan’s Island for the first time, not quite humbling but close.” Well, that’s a good analogy for lots of other things you might be writing or speaking about. Just keep hitting the button on the analogy generator until you get something you can use. They’re not prewritten. The computer combines phrases to keep generating new ones.
Want to help support the museum? Visit the gift shop and buy someone a present. Or become a museum member.
And that’s no joke!
###
Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
Can’t tell a joke? No problem. Use simple types of humor that don’t require any special comic ability. There are lots of them available – analogies, quotes, definitions, one-liners. They’re so short that they don’t require comic delivery. Anyone can use them successfully.
As always, the key to success is analogizing your humor to a point. Funny analogies are perfect because they’re automatically relevant. (Otherwise they wouldn’t be analogies). And they’re so short, they don’t require comic delivery. They’re easy to deliver and highly effective.
For example, let’s say you want to make the point that some proposed course of action is illogical. You might say that the proposal doesn’t make sense. It’s like the fellow who heard that 90% of accidents occur within ten miles of home so he moved twenty miles away.
Anyone can deliver that line. It’s not hysterical, but it’s not supposed to be. It’s mildly amusing and it highlights a point. Remember, the goal is simply to communicate the fact that you have a sense of humor.
Funny quotes also provide a simple way to add humor to a presentation. They are easy to find. They gain immediate attention. And, if selected with panache, they make you sound quite erudite.
For example, let’s work with a quote from one of America’s most famous astronauts:
I believe it was Neil Armstrong, the first man to walk on the moon, who was asked if he had been nervous before he went into space. He said, “Of course, who wouldn’t be? There I was sitting on top of 9,999 parts and bits — each of which had been made by the lowest bidder.”
This is excellent for client presentations explaining the justification for premium pricing — the old you get what you pay for argument. You could also use it to make points about quality, government spending, pessimism and bravery. But that list just scratches the surface. You can analogize the Armstrong quote to almost any point if you think about it long enough. Most important, anyone can use the quote — it doesn’t require comic delivery.
Here are a few more examples.
Let’s say a rival is bragging that his just completed report is a classic. You might add: “Well as Mark Twain once said ‘A classic is something that everyone wants to have read and nobody wants to read.'”
Or your opponent, the windbag, has finally finished a long, flowery argument during a company meeting. You can say: “Will Rogers must have been thinking of that when he said ‘In some states they no longer hang murderers. They kill them by elocution.'”
Or some miscreant has the audacity to ask what you do for exercise. You affect your best
withering stare and say: “In the words of Fred Allen, ‘I like long walks — especially when they are taken by people who annoy me.'”
But you don’t have to wait for specific situations to arise. Many quotes can be easily dropped into casual conversations — particularly if you want to wax philosophic. Here are a few of my favorites:
Martin Buxbaum: “If you think you have someone eating out of your hand, it’s a good idea to count your fingers.”
Fulton J Sheen: “The big print giveth and the fine print taketh away.”
Woody Allen: “I think crime pays. The hours are good, you travel a lot.”
Lily Tomlin: “If truth is beauty, how come no one has their hair done in a library?”
Lucille Ball: “The secret to staying young is living honestly, eating slowly and lying about your age.”
Where can you find appropriate humorous quotes? Just go to http://www.museumofhumor.com and click on “Resources”. Under a heading titled “Material” you’ll find a list of simple types of humor including quotes, definitions and one-liners. Click on the type of material that you want and you’ll be taken to a goldmine of links. And that’s no joke!
Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
Instead of checking email continuously and from multiple devices, schedule specific email time during the day while you are at your computer. All other time is email vacation time.
We are most efficient when we answer email in bulk at our computers. We move faster, can access files when we need them, and link more quickly and easily to other programs like our calendars. Also, when we sit down for the express purpose of doing emails, we have our email heads on. We are more focused, more driven, wasting no time in transition from one activity to another.
I bulk process my email three times a day in 30-minute increments, once in the morning, once mid-day, and once before shutting down my computer for the day. I use a timer and when it beeps, I close my email program.
Outside my designated email times I don’t access my email — from any device — until my next scheduled email session. I no longer use my phone for email unless I’m away from my computer all day.
When the urge to check arises — and it arises often — I take a deep breath and feel whatever feelings come up. And then I focus on whatever I’m doing, even if what I’m doing is waiting. I let my mind relax.
Here’s what I’ve found: I don’t miss a thing.
In fact, it’s the opposite. I gain presence throughout my day. I am focused on what’s around me in the moment, without distraction. I listen more attentively, notice people’s subtle reactions I would otherwise overlook, and come up with more ideas as my mind wanders. I’m more productive, more sensitive, more creative, and happier.
Humor is a powerful communication tool. It can gain attention, create rapport, and make ideas more memorable. It can also relieve tension and put things in perspective. In today’s ultra-competitive, high-pressure workplace, a sense of humor is an indispensable tool for success.
Scoring Points With Humor
Your first step in harnessing the power of humor is to use it for a purpose. Irrelevant humor is usually perceived as a distraction and time-waster. Whether you’re speaking to one person or one hundred, humor is more effective if it makes a point.
A good example comes from Robert Clarke, a former U.S. comptroller of the currency. Speaking to the National Council of Savings Institutions, he discussed how regulatory tools could be used to promote a sound banking system.
A friend of mine, an honors graduate of Texas Agricultural and Mechanical University, an “aggie,” spent the first half of the 1980s lusting for a car phone. Finally, he convinced himself that it was a necessity, not a luxury, so he bought one. The day he bought it, he called me from his car to tell me the news. And I didn’t hear from him again for about a month. Finally I saw him on the street and he seemed really down in the dumps. I asked him what was wrong and he said it was the car phone. “What do you mean?” I asked, “You wanted that phone more than anything you ever did.” And he said: “Yeah, but it’s wearing me down having to run to the garage every time it rings.”
Regulations — like telephones — are instruments. They can be used effectively. They can be used adequately. Or they can be misused….
The story is effective because it illustrates a key point — that regulations are merely tools. But note that the story could illustrate other ideas. It would be equally effective for making points about office automation, productivity and training. In fact, the story can be used to illustrate any point to which you can analogize it. The process is only limited by your imagination.
Is it worth taking a few minutes to analogize your humor to a point? Absolutely. The biggest cause of “bombing” is starting a presentation with a joke that has nothing to do with anything.
Here’s why: Relevance reduces resistance. A basic tenet of audience psychology holds that people resist humor if they think you’re trying to be humorous. They put a comedy chip on their shoulders. Think of the last time you saw a comedian stride up to a microphone. Your first thought was probably “You think you’re funny — prove it!”
When humor is used to make a point our reactions are quite different. We recognize that the speaker is using humor primarily to make a point and only secondarily to be funny. We’re more open to accepting the humor. Most important, even if we don’t think it’s funny, the humor still makes a point and moves the presentation forward. The speaker isn’t left in the embarrassing limbo called “bombing.”
Create a Positive Image
Managers, executives and professionals who use humor in presentations with clients and colleagues come across as more approachable. Numerous social science studies verify this effect — a little humor can increase your likeability a lot. And it’s easier to maintain morale and enthusiasm by showing you have a good sense of humor.
This is particularly true of self-effacing humor. Staff workers, as well as clients, are delighted when executives poke fun at themselves. They’re also astounded because it’s such a rare occurrence. That’s why it’s so effective. In a world of big egos, posturing, pompousness and arrogance, poking a little fun at yourself is a competitive advantage. It reflects confidence and security. It also creates rapport with your audience who enjoy learning that you’re not a stuffed shirt.
We would all do well to imitate the example set by the late Fred Hoar. A veteran Silicon Valley advertising and public relations executive, Hoar knows that his name has an unfortunate connotation — particularly when linked with his profession. In order to counter the negative meaning and show his sense of humor, he made fun of the situation. He begins his presentations by saying, “My name is Fred Hoar. That’s spelled F, R, E, D.” His audience was instantly won over.
One caveat: Don’t go overboard with self-effacing humor. If you use it too often or make it too personal, then you will appear neurotic. No one wants to hear you barrage yourself with putdowns about your weight or other physical traits. Your quips should be designed to put people at ease, not to make them uncomfortable.
Anyone Can Use Humor
What if you can’t tell a joke? What if you’re not “naturally” funny? Are you sentenced to life imprisonment in the lawyer stereotype — cold, gray and heartless. Not at all. In fact, you can parole yourself at any time.
You don’t have to be a professional comedian to use humor successfully. If you can’t tell a joke, you can still slip a light remark into a speech or conversation. Fred Hoar’s line about his name is a perfect example. It’s not a joke per se. So it doesn’t require comic delivery. Anyone could deliver that line effectively. (OK, anyone who’s name is Hoar.)
My point is that there’s a big difference between being funny and communicating a sense of humor. No one expects you to be hilarious. And it’s not professionally desirable to emulate Bozo the Clown. Your goal should simply be to show that you possess a sense of humor. It’s a trait that is universally admired.
Start Today
There’s an old joke about a managing partner who hated procrastination. So he hung up a sign that said: “Do It Now.” Within 24 hours, his paralegal quit, his secretary took a vacation, and his junior partner stole the firm’s biggest client.
Despite these risks, I’m going to advise you to “do it now” — start communicating your sense of humor today. Hang a cartoon on your office wall. Tell a joke that makes a point. Start looking for opportunities to institutionalize humor in your workplace.
Make humor a habit. It will make you a more effective professional. And that’s no joke!
###
Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
How are you gathering data and intelligence from your employees, peers and bosses to make smart decisions?
In other words, how well do you listen?
It’s a skill all of us can work on. Once you’ve mastered the fundamentals, there are a number ways to raise the bar. Follow these steps to become a better listener:
- Approach each dialogue with the goal to learn something. Think, “This person can teach me something.”
- Stop talking and focus closely on the speaker. Suppress the urge to multitask or think about what you are going to say next.
- Open and guide the conversation with broad, open-ended questions such as “How do you envision…” or “Help me understand how you’re thinking about this.”
- Then, drill down to the details, where needed, by asking direct, specific questions that focus the conversation, such as “Tell me more about…,” “How would this work?” or “What challenges might we face?”
The first step to listening better is to recognize the fact that you don’t. Ask yourself the following questions:
- Are you really hearing what others are saying? Or are you only passively listening?
- Are you focused on their words? Or are you thinking about what you will say next?
- Are you putting yourself in the shoes of the other person? Or are you only interested in meeting your own objectives?
- Do you ask a lot of questions? Or are you doing all of the talking?
- Are you hearing what they are really saying? Or are you too colored by your own perceptions, judgments and filters?
This last question is critical. If you are honest, you will most likely begin to see that your filters are getting in the way of communication. By recognizing that you even possess these filters, you can become more aware when they begin to color your interpretations. This allows you the choice to set them aside so you can create an effective opening to listen.
I was flying from the Midwest to Seattle. She was my seatmate. And she was clearly in meltdown mode.
“I’m a recruiter,” she said, naming a well-known technology company. “And I spend my life dealing with email. I shouldn’t even take the time to talk with you.” She seemed like a nice person – but frazzled to the max.
She spent most of our four-hour flight doing two things – typing with furious abandon on her laptop, and pouring out her heart to me. She told me the flow of email was relentless. “On a quiet afternoon,” more than 200 messages dropped into her in-box. For her, there was no escape – not even at 31,000 feet.
At age 39, she was seriously thinking of fleeing her job in order to preserve her sanity.
“I’m usually a positive person,” she said. “I don’t like what this job has done to me. It’s a job I wanted, but I may need to leave it so I can get back to who I am.”
I wanted to share some “best practices.” I wanted to give her five easy steps to making things OK. But the fact is, we’re still catching up when it comes to how to use email.
Microsoft – whose software is used to send and receive more emails than anyone else’s – has come up with some useful technical tools. The latest version of Outlook, with its vertical message pane and colorful flags – is an improvement on what’s come before.
Microsoft Marketeer John Porcaro recently posted a colorful look at the company’s email culture, along with his favorite email tips. Microsoft itself has some well-intended advice on better emailing – but it’s on the simplistic side, and way too difficult to find and access.
And when I called Microsoft’s “Crabby Office Lady” (whose columns are actually pretty good) to ask about best practices . . . let’s just say she lived up to her name.
David Allen – author of the best-selling “Getting Things Done” – has come up with an Outlook “add-in” that allows you to delegate a message, create a task for yourself, hit the “snooze” button (the email will reappear after a certain number of days), and several other options. Business author Chuck Martin has weighed in with “Seven Tips for Getting Control of Email.”
All these are somewhat helpful – yet all are woefully incomplete. Where is the team of psychologists, anthropologists, information designers and technologists who can assemble a comprehensive approach to email that will truly help individual and corporate productivity?
There’s a golden opportunity here for the folks in Redmond to take the lead on this. They could contribute to crafting some holistic – not just technological – solutions to the problems their technology has helped create. Not only would it earn them the gratitude of companies worldwide, it would advance Microsoft’s cause of “Trustworthy Computing” – and they could probably monetize it.
And, on a future airplane flight, my seatmate might be able to open a John Grisham novel instead of her laptop.
I’ve always considered myself a public relations professional by trade. Even when the general perception of PR isn’t all that good, I still try to advocate for stronger ethics, better measures and more honorable tactics than those that give the industry an iffy reputation. But despite the last several years of trying to help many of my colleagues better understand that blasting and lists and impersonal communications is not only generally not effective but under certain conditions illegal, too many still don’t get it.
So let’s review … and this time pay attention:
- If you email a blogger, media member or otherwise individual with a pulse and they do not know you and didn’t ask you to email them, you are — at most — introducing yourself. If you do anything more than that, you are spamming them.
- If you email anyone for a commercial purpose — and outreach on behalf of a company or organization is for a commercial purpose — your email and company or firm is subject to the CAN-SPAM act. As such, among other things, your email has to have a “clear and conspicuous” explanation of how to to opt-out of your emails. By the way, you also have to clearly identify the communication as advertising. And if you think PR isn’t advertising in this case, roll the dice. I’m sure a judge won’t agree with your COM 204 professor’s definition. And PRSA is understandably nut-less, all but endorsing email spam, when it comes to their official reaction to this notion. (Thank you for prodding them, Josh.)
- Media database companies cannot possibly update tens of thousands of media member’s contact information or preferences to the extent you can rely on them to not get you in trouble with a blogger who agrees with the first two points. Automation, even using companies claiming to have awesome data to drive it, is not cool.
- Yes, this makes scaling your media outreach next to impossible. But that’s a good thing. Your “list” is supposed to be a list of personal contact information for people you know and have some sort of professional relationship or contact with. They should be glad to open your emails. Any list that is more than that is one that should comply to No. 2.
Yeah, I know it sucks. I used to think PR was easy, too. I’d download my list of 400 outlets that qualified under my target parameters, copy and paste my press release and hope like hell for some pick up. I’d follow up and call about 15 key media outlets and develop the relationship part, maybe get 5-6 of them to bite on the story, along with the 2-3 dozen small town newspapers that were so starved for content they copy-pasted my release, and made my clients or bosses happy.
You’re in the communications business. Communications wasn’t meant to be one to many. It’s unnatural.