Jean and I are having a rare dinner together at a pleasant little restaurant. We're catching up, and she suggests a topic for Point Lookout: "If Only I had Known." I jump on it, excitedly describing a time when I said something I regretted later on, after I learned some tiny but critical facts. Jean listens patiently and with interest, and then explains, "Oh. Not that kind of if-only-I-had-known."
Oops. I listen up.
She continues. "I meant, say, listening. If only I had known how important listening is — and how to do it — my life would have been so different."
Now that I understand, I agree. I overcome a powerful urge to slap my forehead. She tells me several more of her own if-only-I-had-knowns. Here are three of mine.
- Listen generously
- Listening to others is how we learn what they have in mind. People don't always communicate well or openly, but even if they don't, what they say (and don't say) holds important clues.
- Interrupting, finishing sentences, or hurrying others along, all get in the way of listening generously. If you're talking, you probably aren't listening.
- Let others have all the time and space they could possibly use. Encourage them. Let them know along the way, possibly with body language, that you understand. If you get confused, let them know that, too. This is what I did not do with Jean that night.
- Let people know what's happening
- Take responsibility for giving people the information they need about what's happening for you. Make unreasonable efforts to get your message across.
- If I'm upset with someone, or if I have important information, I'll do best if I let people know what's going on.
- Waiting for others to ask does work sometimes, but more often, people are two frazzled by the squeaking wheels in their lives to pay much attention to the wheels that don't squeak. And scoring someone with "negative points" for not listening, or for failing to ask the right question, might put you ahead in your own mental "tournament," but those points don't count for much out here in Reality.
- Take risks
- Learning The score you keep
inside your head
isn't worth much
out here in Realityentails doing things you've never done before. To get good at something, you have to be willing do it badly at first. - Be easy on yourself — allow as much time as it takes to learn something new, accepting that until you learn it, you won't be very good at it. If what you're trying to do is inherently dangerous, practice first on something similar but less dangerous.
- Remember that most failures are nonfatal. If they were, I wouldn't have been here to write this, and you wouldn't be here to read it.
What are your personal If-Only-I-Had-Knowns? What do you think you'll be adding to your list in the next couple of years? First issue in this series Top Next Issue
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Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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