Category: The Method
Created: Tuesday, 28 February 2012 00:20
Here's an interesting tidbit from the author of The Emotional Life of Your Brain. By paralyzing facial muscles, Botox deprives the brain of certain signals that it uses to determine one's own emotional state. Botox injections actually impair your capacity to decode your own emotions! Plus it impairs your ability to decode other's emotions through subtly simulating and mirroring their emotional state with mini-facial expressions of your own. If you can't make facial expressions because your face is paralyzed, then your ability to understand emotional states is impaired.
Fascinating, huh! Ever met anyone with a frozen smile on their face? I have. Botox isnt the only facial expression inhibitor. If you hide your pain, confusion, anger, etc. behind a smile, you're probably fooling yourself even more than anyone else! I know when I talk with someone whose facial expressions are unnatural, I pretty much know I can't trust what I see - but don't always know what I can trust. Makes me a little crazy!
Here's a guy who hasn't had Botox... Well - at least he's easy to read...
Category: Consciousness, Character, Ego and Balance
Created: Saturday, 25 February 2012 00:00
Angela has a different version of Word from mine. It was frustrating to me that when she returned documents, some of the formatting was altered.
But today we started creating some forms that we will publish in Word so the users can adapt it. Guess what! Suddenly our incompatability became a gift. I realized that Angela could help me create forms that rendered well in different editions of Word.
This isn't the first time I dicovered differences can mean something "in complement" rather than in conflict.
Created: Thursday, 23 February 2012 17:49
We've been working together for many years, but that doesn't mean we never collide. It does mean that the collisions are much less frustrating, inflaming and painful than they used to be. In fact, they usually lead to a stronger partnership.
Today he declined a meeting time request for an important project and suggested an alternative that was too far out to be practical. My reaction was to want to blast him about the need to make our project a higher priority. My response was to suggest an alternative date that was closer in. He agreed.
After this exchange, our interaction felt clunky. So I got to the heart of my issue and said,
- We've been working as a team with increasing effectiveness, and the fact that we could take on a project like this and have it be so smooth is a testament to our teamwork. Right now, in this project I need you more on board. I respect your time demands and also I need to know you're willing to commit the time to make this project ours.
He confessed that as soon as he recommended the later date, he knew it came across as dismissive.
There was a time when this kind of bump in the road would have been drawn out and hurtful. What's different now? The accusations and defenses are all but gone. We're both committed to the effectiveness of the partnership and to bringing out the best in each other.
I trust there will be a day when almost all the bumps will be readily absorbed by our partnership shock absorbers. I say almost, not all. If we never feel any bumps, we'll know we're relating on familiar ground and not stretching. So while I like a smooth ride, I respect the inevitable bumps that come with any dynamic relationship. And so do the people I have successful partnerships and associations with.
Created: Thursday, 23 February 2012 00:31
"Joe" was eager to tell me all the details of a recent luncheon fiasco. It took a long time before they started serving food, the chairs were hard and the lines were long.
I didn't have to imagine why that was so tedious. I attended a wedding reception last week where the bride and groom arrived an hour after the guests, and then they invited people to get thier food by table numbers. We were table 22 out of 22 tables. We were right by the serving lines, and yet it took another hour before we could serve ourselves. So I told Joe about my experience.
"Yes, but you're much younger than I am, so it's not so difficult," Joe replied.
Wait - is this a competition? I don't know if Joe thought I was trying to steal his thunder, or if he intended to come across competitively, but his words did plant competitive seeds.
- I'm saying that I feel your pain because you're describing a situation similar to one I've had recently.
Joe was satisfied with that.
Have you ever found yourself in an argument and wondered how or why it happened? I sure have. Related experiences like we had can be the source of bonding - or the source of dueling. I know which choice I prefer. You?
Category: The Method
Created: Wednesday, 22 February 2012 01:49
Some ministers will perform weddings with little or no input from the engaged couple. Not Evan. He asks the couple to consider what they want to accomplish in their ceremony, and what ideas they have about how to achieve that. It's a bit of a trick, he confesses, that gets the couple to take ownership of the event. He never says - I want you to take ownership here. He just sets it up so couples do.
Some leaders will lead their company meetings. Not Paul, at Fastcap. Every employee leads the meeting in turn. It's a bit of a trick, to get employees to take ownership of the meetings. He never says - you need to take ownership of this meeting. He just gives them the experience of leading, and they do.
My massage therapist will put aroma oils on her hands and ask me to take a deep breath to absorb the scent. I believe it's a trick, to get me to bring my attention into the room, into my senses, and on what she's doing. She never says - be here now. She just asks me to smell a lovely fragrance and it draws me in.
Last week I asked my assistant to help me with something I was stuck with. She got as stuck with it as I did. I didn't mean it as a trick, but it turned out to be one. When I later had a breakthrough, she was far more able to appreciate the significance for having struggled with it herself. And since then, her input on other things has taken on a new level of depth. I never suggested attempting the project would deepen her understanding. I just asked her to try, she did and it did.
I invited my husband to eat dinner with me. He had been eating at odd times and usually in front of the television. It was a bit of a trick. Interacting nightly over food deepened our relationship. I never asked him to relate at a deeper level with me. I just invited him to share food, and the deepening happened.
It's not manipulation. There's nothing devious about it. While we might not announce the reasons for our actions, we feel no need to hide them either. It's just that some communication challenges are best handled by your trickster.
This week, I led the dance with my dance group. That was a bit of a trick. Experiencing the dance from the side of the facilitator helped me appreciate what the main organizers do. I absolutely intend to arrive on time in the future. The organizers never asked me to arrive on time. The trickster showed me what a difference it makes when you're leading something.
This time, the trick was on me.
Who do you know that could use a visit from the trickster?
Created: Tuesday, 21 February 2012 04:30
My dance group closes with single word summaries of our individual experiences. It's a lovely way to end. A single word summary generally comes from the heart and experience, rather than the mind, and thinking. You can tell someone didn't get deeply into the dance if they intellectualize the simple sharing, use several words, and express ideas and thoughts instead of an experience. That doesn't happen often.
This week I created the playlist for my dance group. The single words people shared after our dance were closely aligned to the experience I had intended to elicit. Hearing their words deepened my own experience and appreciation.
My work involves coaxing people out of their minds to get to the heart of their message. People often think they don't know what to say because their minds hijacked their perceptions. In a way, I trick people into expressing authentically by setting up situations that get their minds out of the way. A single word summary is a great tool for that. It can coax us out of our minds.
So try it. If someone is having trouble describing something, ask them,
- If you had to sum it up in a single word, what would it be?
Be prepared to be surprised by what you hear. And be prepared for them to be surprised by what comes out of their mouths. It's a powerful tool. When I coax people out of their minds, I'm usually in awe of what they have to say. And so are they.
Created: Wednesday, 15 February 2012 15:30
One big creativity buster is having to get things "right" the first time. Last month, my assistant Angela and I created a new target structure for our work together. We created it as an experiment rather than a do-or-die goal. Then life happened. Our target vs. actual were so different that an outside observer to what actually happened wouldn't have a clue what we were striving toward.
When it came time to debrief our attempts, it wasn't about blame. We compared target vs. actual and acknowledged how different they were. But we work from a philosophy that we affirm this way:
In this case, we discovered that our target had been overly ambitious. Both of us felt strain trying to be available to the other within the new structure. It was a flawed system, with two people in it trying, but unable, to fit our activities into the system. Sound familiar?
I speak only for myself here. In the course of the trial, I found myself tempted to blame Angela for the fact that we were so far off target. I felt irritation from straining to meet the target, and really had to watch myself to keep from projecting that as some flaw of hers. I know better, but was tempted anyway. I can say this: Angela acknowledged that striving to meet the structure we had set had been a strain for her as well.
The really cool thing is, we didn't fail, we learned. We replaced our old structure with a more realistic one, and the very first day we tried it, we both felt at home with it. Every management trainer will tell you SMART goals are realistic, and setting unattainable goals is a set-up for failure. Unrealistic goals demoralize staff.
Well, you don't always know what's realistic until you try, and that's why being kata-based - or practice based - and running experiments to see what targets are stretches and what targets are strains - is a very useful thing. As long as you remember: When you earnestly strive toward a stretch goal, you don't fail as long as you learn.
Will we stick exactly to the times and agreements we structured? Probably not. Even though we're currently in a place that seems good so far, with each step we learn more. That means we will continue to refine and adjust, but one thing you can count on, we won't fail.
Created: Wednesday, 15 February 2012 17:11
If you do this before you open your mouth, it can save you a world of grief.
Make sure you're looking at things from the high side.
The high side is the unobstructed view without the burden of your ego, agenda or a need to prove anything. The high side is loyal to the truth, the team and genuine understanding with no need to score points.
Okay, here's a news flash for you. I don't naturally live on the high side all the time. I have an ego that can be sticky at times. Most of the time I know when my ego wants to do the talking. When that happens, I don't fight with my ego, but I don't lead with it either. I do things to elevate my perceptions and get me seeing the high side of life. THEN I have the conversation.
It's tough to get enough serotonin (feel-good neurotransmitters) to stay up in the winter. Doing things to improve health and well-being is particularly important in months like February when we're all pulled below the cloud cover at times. Exercise, fresh air, reading things that inspire you, reflection, all can help you see that the sun is still shining, even when you don't see it. And it's a good idea to bank a little extra, like take a hike before your attitude signals that you need it.
You can't solve a problem at the same level it was created. You need to bump your perception up a notch. So take care of you, and then open your mouth. In fact, I think I'll take a bit of my own medicine right now and take care of me.
Category: Consciousness, Character, Ego and Balance
Created: Tuesday, 14 February 2012 19:01
Being old is better than you think. That's one chapter head for Tried and True Advise from the Wisest Americans. So far, I'm in! And who are these wise Americans who provide these juicy tidbits? One thousand people over age 65.
Our newspaper had an article that summarized the marriage points today. They aren't so surprising, yet they are profound. Shared values, friendship, don't keep score and talk to each other.
And number five is my favorite.
- Don't commit to the partner. Commit to the marriage itself.
"Seeing the marriage as bigger than the immediate needs of each partner helps people work together to overcome the inevitable rough patches."
Actually, that's great advice for admin-exec relationships, teams and all kinds of partnerships. My assistant and I have a commitment to our partnership. If anything seems to interfere with our association, we clear it up.
Think about what commitment to a partnership instead of the partner might look like in your life.
And while you're at it, think about why being old is really kind of cool.
Created: Monday, 13 February 2012 19:25
My friend Paul (who owns a manufacturing company) declared, "I hate theory!" He avoids abstraction and very much favors concrete examples and direct experience.
Now I don't hate theory, but I like to have enough concreteness to be able to understand how theories play out in on-the-ground reality. That's one reason why my phrase books are so useful - they bring theory down to earth and back to life.
So, like Paul, I use this PowerPhrase a lot.
My cue for that phrase is when I start to get an ungrounded feeling in my stomach. Do you know that one? Now, if I have a lot of experience in an area, I can hear theory without getting that sense. But if I have nothing to tie theory to, my reptillian brainlet starts to revolt and request grounding with an example.
Try it yourself. The next time someone is talking in ways that don't make sense to you, simply ask them this:
- Can you show me?
- What does that look like?
- How would I know when that happens?
Shall I show you? Would you like to "see" how that works in the workplace? Check out yesterday's blog post.