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 non-fatal. If they were, I wouldn't have been here to write this, and you wouldn't be here to read it.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenbWobCixdqXwDIfeBner@ChacSzinGHUnCnHobLOKoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Getting Around Hawthorne
- The Hawthorne Effect appears when we measure employee attitudes or behavior — when people know
they're being measured, they modify their behavior. How can we measure attitudes with a minimum of distortion
from the Hawthorne Effect?
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Excuses, Excuses
- When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes
we do. But at other times, we're just fooling ourselves.
- Illusory Incentives
- Although the theory of incentives at work is changing rapidly, its goal generally remains helping employers
obtain more output at lower cost. Here are some neglected effects that tend to limit the chances of
achieving that goal.
- Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXrclvpcaeHpDKmuqner@ChacfeXlFUwbZhNDlHGHoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.