April 2015

Who Do You Listen To? (And Who Listens To You?) - HIGHER HUMAN PERFORMANCE Podcast Episode 263

263 Who Do You Listen To? (And Who Listens To You?)

 

Who Do You Listen To? (And Who Listens To You?) - HIGHER HUMAN PERFORMANCE Podcast Episode 263
Max, the 1st grandson listening to an iPod

How do you determine who gets your time and attention? Who do you read? Who do you listen to? Who listens to you?

There are three distinct groups who occupy your life – in terms of people who you’re willing to pay attention to – with one major caveat, these are people who know who you are. Of course, we all tend to listen to far more people who have no clue who we are. We read books, listen to speakers, watch videos, read blogs and listen to podcasts by people who don’t us. Sometimes we even put more weight on what they tell us than on what those who love us most may tell us. It’s the maze we all have to travel as we figure out who deserves our attention based on who can really help us.

1. The core group – the people you know and who know you. These are people who have a personal connection with you. They understand your life, and they care about it. They have a more vested interest in your life. Hopefully, you also care about them.

2. The special interest group – the people you know and who know you, but they leap to your mind because of some present need or interest. For example, you may have some specialized skill. Let’s say you’re a WordPress website designer. People know that about you. When somebody has a question or need about a WordPress website, your phone rings – or you email inbox gets a new message. You occupy a “top-of-mind” presence for the people who know you. You have people like that in your life, too.

Then, there are all those people we know of, but who don’t know us. Connections are made that have value, but aren’t very intimate. We really don’t know them, but based on their public persona we think we do. Again, some of these people may be core people we listen to. We may listen to them all the time. We may hang on their every word because we’ve decided they’ll be in our inner circle of influence even though they don’t know us.

Another group may be more specialized. I’m a member of Don McAllister’s Screen Casts Online. Don teaches about all things Apple Mac. He produces killer video tutorials at his membership site. I learn from Don’s work. He doesn’t have a clue who I am, but based on my special interest in what he teaches, I listen to Don. We’ve all got people like that in our life. They provide value for us. Sometimes we pay for the value. Sometimes it’s completely free.

With Twitter, Facebook, blogs, Pinterest, Google + and the host of other places where we interact with people – it’s entirely probable that most of the people you interact with each day are people who haven’t a real clue who you are. Why do you listen to them? Is it popularity? What is it that draws you to them? What value do they provide in your life?

Quite often I find myself not asking these important questions – and every time I drift away from asking these great questions I find my life grows noisier. That’s not good for me. It’s distracting.

Some years ago I devised a plan to further restrict the voices in my head – and my life. It’s hard. I’d love to tell you how I don’t plan to allow the cool kids to dictate the voices I value most, but sometimes they do. Sometimes it’s like reading a book only because it’s popular and top-of-the-chart only to find that I’ve wasted hours reading a book that was an utter waste of time! The herd isn’t always right. Popular people aren’t always the most reliable people to listen to.

Besides, I find the most value in listening to people who care about my life – and those willing to let me care about theirs.

3. The special confidant – the person, or maybe persons, who you completely trust. This group is really a subset of the first group, the core group. And it can consist of at least 2 sub-groups:

a) people who have skills/experience to help or
b) people who are special friends willing to help (but may not know how)

Maybe your mom loves you and is willing to listen to all your problems, but that doesn’t make her qualified to offer you sound advice. A husband or wife may have little insight about a professional challenge. Or you may just want or need a person with some distance to provide you with a fresh perspective.

This last group can be the most challenging group. For good reason.

The first group naturally happens. Our family, church friends, friends who share our hobbies and people who share other social interactions with us — they know us. We know them. Each group has some context. That is, church friends see us in one context. Friends we tailgate with at the weekend football game know us in a different context. Parents of our kids’ friends know us in that context.

Additionally, these groups happen around some central focus. Family happens because we’re born into or adopted into a specific group. We didn’t choose it. It just happened. Funny how our closest core group is so random, huh? But other groups – like our tailgate buddies – happens because we share our love for a team. Or because we have season seats near each other. Or because we’re next door neighbors who happen to love the same team. There are some shared reasons that bring us together. Some of these relationships may be shallow while others run deep. Our core group of people tend to run the range between very casual to very trusted. Still, these people are in our lives because of a common, shared interest. Or because we’re family.

The second group – the special interest group – can overlap with the core group. Those tailgate buddies might be close friends, but the foundation of the friendship was forged because we both loved a specific team. It may have transcended the weekend fall game, but we still view these friends as people we can talk with about next season’s chances to go to a major bowl game.

I’m mostly using this second group for the purposes of helping us though. These are people who have a specialized skill, talent or experience. It’s less important that they know us because the relationship – our willingness to listen to them – is based mostly on how much trust we have in their ability to help us. Can they help us solve this problem?

As summer is approaching my son and I were talking last month about having our AC units checked out. He knows a guy. Well, I know a guy, too. But he knows his guy better than I know my guy. And his interaction with his guy was just last year. I haven’t interacted with my guy in a few years. Based on his past experience, his trust and confidence in his AC guy — we both lined him up to do a seasonal tune-up on our units. My son knows him. He knows my son. I had never met him, but because of my son we had a connection.

He came over, spent a few hours doing what he does, charged us a reasonable amount and I even posted on Facebook telling anybody who might need AC work to call him. I strongly recommended him based on how he served me. He was in my second group, but now he’s in my third group. And there’s a point to that migration from group 2 to group 3.

That third group is even more special, or narrow. The AC man was in group 2 for me because I was going on a recommendation of my son. The guy didn’t know me. We had never met. He had never done any work for me. But once he had done work for me – and once we met – I was fully prepared to move him to the 3rd group based on his work and my experience with him. He could have come to my house, done crappy work and fallen off of any list…except the one where I keep people who I never want to call again. But he did a good job so I elevated him among the people I’m willing to listen to.

I’m not going to call him when I have a business problem. He’s not going to be somebody I call if I want to talk Bible. I won’t be calling him up for relationship advice. But if I need heating and air conditioning advice, he’s my guy.

That’s how it is with specialized interest. But it can also be how it is with a special confidant. Sounds odd to have a special HVAC confidant, but we all have people like that. Maybe you have a yard guy or a tree guy. Any time you have a problem in those areas, you call a special somebody who knows how to solve those problems. You trust that person completely when it comes to yard or tree issues. They’re a confidant, even if the subject isn’t terribly sensitive. Like my HVAC units.

We don’t think twice about having such people in our lives. But we either fail to think – or we avoid thinking – about some other people who may serve us in very important matters (not that our yard, trees and HVAC aren’t important). Married couples can struggle and one or both can avoid seeking help because of pride, embarrassment or a host of other moronic reasons. A marriage isn’t more valuable than air conditioning? Sadly for some, maybe not. But it should be.

I think there may be an even bigger reason why people don’t find or include a special confidant in some areas of their life. They don’t know anybody. And they don’t know who to ask, or they’re too afraid to ask.

The bravest ask, or quietly cold call somebody seeking out Google and other search devices to find somebody. But many don’t. They just quietly go about their business struggling alone, or leaning on people unequipped to help them. They hope to find some solace in a listening ear, but often find themselves more frustrated by a caring friend or family member who doesn’t know what to say or how to react.

And there’s the whole stigma of seeking out a professional. “We don’t need to see a marriage counselor,” says the husband to his wife of 10 years. Communication between he and his wife are non-existent. They both know they’re in trouble. They love each other, but the last few years have wrecked what they once had. Pride. Shame. Embarrassment. Coupled with not knowing a good marriage counselor…are creating the perfect storm for their marriage to fatally hit the rocks. “Besides, how much does something like that cost?” asks the wife. Again, it’s so far outside the realm of what most of us know about…our cluelessness hinders our ability to craft an ideal circle of trusted confidants to who can serve us.

Executive coaching suffers the same problems. Whether you prefer to call it business coaching, leadership coaching or career coaching – it’s all very much the same. It’s serving the specific needs of somebody who needs a person with whom they can be completely transparent and vulnerable. It’s serving the person who may need short-term help through some specific challenge. It’s serving the person who may want longer term help through a transition. It’s anything, but one-size-fits-all. It’s specific, personal and targeted.

Those brave enough – wise enough – to seek it out will attest to the value of it. For many, it’s priceless. For most, it’s invaluable. When it’s done well, it’s a partnership. It’s focus is YOU. That’s a rare feeling for most. A good feeling, but rare. To know that another person is so vested in your outcome that they’ll do whatever they can to help you — it’s a terrific feeling. One that too few ever experience.

It’s not about fixing things necessarily. It’s about exploring possibilities. It’s about improvement and growth. It’s about vital friendships that can help us achieve higher levels of success faster.

Who do you listen to – and how do you decide?

Randy.Black

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Every Significant Pay Raise Is Sparked By These Strong Desires - HIGHER HUMAN PERFORMANCE Podcast Episode 262

262 Every Significant Pay Raise Is Sparked By These Strong Desires

Every Significant Pay Raise Is Sparked By These Strong Desires - HIGHER HUMAN PERFORMANCE Podcast Episode 262

I’ve negotiated countless deals in my career. Some of them have involved my own pay and terms of employment. Those negotiations are personal with stakes that run deep. Each time I’ve done it I’ve thought about the representatives of professional athletes and others who rely on professional representation. I never reached altitudes that required it, but I can see the benefits of it.

Herb Cohen, author of You Can Negotiate Anything, published the first edition of that book in the shadow of the Cold War. For those of you too young to remember, the Cold War was more than strong-arm negotiations. It was an arms race to show strength of destructive power. The logic was simple. If we show the Russians that our guns are bigger and more powerful than theirs, then we’ll have the upper hand. It was problematic because it was constant one-ups-man-ship brought about by one country making a move that would be countered by the opposition.

Cohen had a front row seat in a number of negotiations with Russia. In the book, he depicts the Soviet negotiation style as a sort of “my way or the highway kind” of conversation. My entire life – and my generation – understood and learned that anybody who sat across from us at a bargaining table with such a posture was assuming a “Soviet” approach. From an American perspective, those Cold War negotiations made us believe the Russians never negotiated in good faith. I’m sure Russians my age likely feel the same way about Americans. Back then, you never heard that worn out phrase, win-win. If you won, that meant the other guy lost. If he won, then it meant you lost. And that didn’t just apply to international, governmental negotiations. It applied to business, divorce settlements and any other bargaining between two or more parties.

It was all a zero-sum game. My winning necessitates you losing. Your winning necessitates my losing.

That was then. This is now.

My early business career was not spent around many people who believed in the Golden Rule. Instead of doing unto others as you’d have them do unto you, the mantra was…

Do unto them before they have a chance to do unto you.

I wasn’t able to embrace that notion, or strategy. It violated everything I’d been taught as a child, and the philosophy I was determined to live. That didn’t preclude me from trying to get the very best deal possible. I always felt it was my job to do the very best I could for my employer. I assumed the other side was trying to do the same thing and if I bested them, it only meant they didn’t serve their boss better than me. Yes, it was personal. Whoever said, “It’s only business” was only saying that to make the loser feel better. It’s always personal. It can be professional, but it’s still personal.

Today’s show was prompted by some professional people who wanted to know my thoughts – and advice – on negotiating pay increases and higher end titles. I’ve mentioned all this Soviet stuff to establish my own history and background and to encourage you to respect the position of the other side of the table. Take your eye off the other side at your own risk. Assume the other side has your best interest at heart — at your own risk (and likely peril). You have to assume responsibility for your own welfare.

Negotiating pay raises or better titles isn’t the same as negotiating purchase orders. It’s far more personal. Our investment in the outcome is higher. And more sensitive.

Your Need For More Money Doesn’t Matter

One of my first experiences with an employee who wanted more money involved hearing how he needed more money. I heard about a wife and kids. I sat there, listened and at the first pause said something that sat him back.

“Your need for money isn’t my problem.”

I could tell he was stunned. Not wanting to appear heartless, I went on to explain to him that all of us had responsibilities – people who depended on us to provide. I was sympathetic with his sense of responsibility, but it wasn’t my problem. While I wanted him to have the best opportunities possible in our company, he had to understand that because he had 2 more kids than another employee didn’t warrant higher pay. I thought his argument was senseless, and it was.

I talked to him about adding value. However, like many people, he was solely focused on his need, not his value. I urged him to focus on that responsibility and let it propel him to higher levels of accomplishment in his work. “Your family ought to provide you with enough inspiration to be more valuable here at work,” I told him.

It wasn’t what he wanted to hear. He wanted me to grant his wish like some magic genie. I knew he left my office dejected, in spite of my best efforts to encourage him. But I was young and not likely as accomplished at encouraging people as I am now. But I knew that I couldn’t be held responsible for any income deficiencies he suffered. He needed to own it himself. His family was his burden to bear. My burden toward them was done only through serving him so he could serve them. I’m not sure I succeeded, but I tried.

It’s been 35 years or so since I had that encounter. Many more have happened since. Each time the focal point is the same – providing value. Far too many people seem stuck in thinking only of what they need or want, not how they can elevate their value to warrant a pay raise.

Just this week Jacquelyn Smith wrote a piece for Business Insider entitled, 7 tricks to talk your boss into the salary you want, from a former FBI hostage-negotiation trainer. Mark Goulston is the FBI. Now he’s an author. He’s written some very good books including, Just Listen: Discover the Secret to Getting Through to Absolutely Anyone and Real Influence: Persuade Without Pushing and Gain Without Giving In.

Mark’s negotiation experiences are very different than mine. Yours, too probably. I’ve felt like I was in a life-death negotiation before, but it was just a feeling. It wasn’t real. Money, profits and income were the highest stakes for most of my negotiations. I’m not minimizing those because those are the pain points in business life. They’re just not quite the same as knowing somebody may die if you fail.

I’ll leave it to Mark and Herb Cohen (and plenty of others) to teach us some tactics. I’m mostly focused today on the point – the purpose and motivation behind the ask. And maybe, to a lesser extent, the courage to simply do it – to ask. In that regard, I really agree with point number 4 of Ms. Smith’s article…

Most people are “receivers” who are not willing to give — unless you ask, he says.

My own experiences have found this to be true. Sometimes you’re dealing with somebody who is proactive to reward superior performance, but it’s more the exception than the rule. And yet almost every worker likely wishes the boss would observe their good performance and offer them more money and other rewards. Maybe in a future episode I’ll talk about the powerful impact such behavior can have on a culture and leadership.

There are 2 things I want to focus on today. These are the things I have found most powerful when people are yearning for a pay raise. One is internal and one is external. It can start from inside out, or outside in. It doesn’t really matter. That’s an odd thing because most things have a defined sequence. Not this.

Inner Drive

Both things are inner. But only 1 is external. Let me explain.

Value. The business or organization cares mostly about what you can do for them (it). That doesn’t mean the organization doesn’t care about you as a person, but not so much really. It’s not personal – or impersonal. Well, it can be. But mostly, it’s business. It’s how things operate and you can’t be offended by it. In spite of some managers saying, “We’re like family…” it’s not true. Unless you really ARE family, which fosters its own set of big issues. Don’t expect your boss or your organization to care for you like your family. It’s not that kind of relationship. But I think many problems arise because managers often communicate “we’re family” and employees believe it. Then, when people don’t behave in the ideal family way, people are disappointed and sometimes hurt.

Value is both internal and external. The organization wants it from you (external). If you’re conscientious, you want to deliver it (internal). Some argue that it has to begin here, but I don’t think so and I’ll tell you why.

There are things I want. You want different things. Maybe you want a bigger house, or a newer car. Maybe I want to give my wife an expensive trip. Whatever we want is our inner drive. It doesn’t have to be something others find valuable. It’s valuable to us. And it can be selfish or altruistic. Some people want to earn more because they’ve got a sick family member. Others want to earn more so they can buy a fancy wardrobe. I don’t care what you want to do with the money. The point is, you do. We all care about what we want.

Here’s where too many people get it wrong. It stops here! Self-centered motivation drives the bus toward the quest to make more money. All by itself, epic fail. Nobody cares that you want or need more money. Just because you’ve got 6 kids and I’ve got 2 doesn’t mean you’re worth more money. It definitely means you need more, but that’s not my problem. Or your boss’ problem.

Value to your organization = value to your family and what you want.

Value to your organization in the work you produce + your personal desires = getting what you’re worth.

It’s one thing to say, “I just want what I’m worth” but most of us want more than what we’re worth. That’s the describer word needed in all this, MORE.

More value.

Bring more value to your work.

Gain more value to your personal desires and needs.

One can fuel the other. You need them both though if you’re going to make it happen.

Randy

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Is Innovation Valuable In Our Personal Lives?

261 Is Innovation Valuable In Our Personal Lives?

Is Innovation Valuable In Our Personal Lives? - RANDY CANTRELLInnovation in the workplace has been a hot topic during my entire career. It accelerated when the digital age arrived, but it was present long before that. Some of us are old enough to remember a time when our businesses operated with manual, handwritten spreadsheets, telephones and postal service mail. Facsimile machines arrived and suddenly communication got faster. Computers arrived and with it a piece of software called VisiCalc, the first electronic spreadsheet. That made every act of accounting – including inventory control and payroll – faster!

Technical innovation has built up speed all along the way. Today, it’s coming at such a rate of speed we likely need super-computers to measure it. The resulting avalanche of data has drastically increased the stress in the workplace. Every executive I know complains of being overwhelmed more often than not. Keeping up wasn’t always the biggest concern of leaders, but it is today.

Simultaneously, many leaders complain about a lack of innovation in their workplace. The pace, they claim, prevents it. “We’re moving so fast and furious there’s no time to consider improvement or innovation,” said one executive. “Besides, we’re afraid if we slow down enough to consider there might be a better way that we’ll just fall further behind.”

Not all that long ago I released an episode of my Leaning Toward Wisdom podcast where I talked about the damage of “the hack.” We’re focused on short-cuts and recipes. So much so, that I fear we rob ourselves of giving our work a chance to be great. But great is often the result of taking the time to innovate.

At home many people tell me they’re working hard to figure out a better way.

Doesn’t that seem odd? Busy moms and dads are often driven to figure out some things – to innovate – at home because of the blistering pace. Yet, that same pace at work stymies innovation.

Dig deeper and there may be some obvious reasons. Two of them actually: bosses and results.

At work we’ve got bosses. Even the bosses have bosses. And everything is measured, especially in high performance organizations. Employees, even executives (especially executives), are driven to knock out that to-do-list, produce results, finish projects, start new projects and keep pushing in a “mush-mush” world. No rest for the weary. No time to consider if what we’re doing might be done in a more efficient or improved way. It’s the pressure of the workplace.

The pressures at home are different. It’s less about performance and more about efficiency. Get the shopping done. Pick up the dry cleaning. Clean the house. Wash the clothes. Take the kids to school. Life is a never-ending series of to-do-lists. It’s about accomplishment, not performance. So the innovation is geared mostly toward getting things done faster, or with greater efficiency. “If I swing by the dry cleaners on my way to the pharmacy, I can avoid that road construction on my way back home.” At home innovation often takes the form of mapping out geographical and time navigation!

The paradox is that busyness is driving both behaviors. At work, it’s clogging up the innovation. At home, it’s forcing it to happen.

The result is we’re getting more done. We have to. But are we doing great work? Are we building better businesses? More importantly, are we building better homes (better marriages, better environments for our children to thrive)?

Innovation isn’t about change. It’s about improvement. It’s about taking the time to ask – and answer – the question, “What if —?”

What if we spent more time having meaningful conversations with our spouse?

What if we turned off the TV and all the electronic devices, and asked our spouse what we could do to be a better husband/wife?

What if we established non-negotiable standards in our homes? Those things that matter the most to us!

What if we took the time to consider our short-term future, and actually tried to map out a strategy to get us there? What if we decided to do more than hope our future would be better than our past?

What if we took more time to ask more “What if?” questions, and what if we took the time to come up with good answers to those questions?

At the heart of all innovation is the two word question: What if…?

Innovation is really nothing more than improvement. For all of us – personally – it’s about giving ourselves the very best opportunity to be the people we know we should be. The power to be our best.

Randy

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