Week+1-+Communication+and+Credibility.pptx

“People don't trust what they don't understand.” - Lex Suvanto Communicate Clearly "True eloquence consists in saying all that is necessary, and nothing but what is necessary.“ --------Francois de la Rochefoucauld 1 What Do You Want People to Remember? _______________________________________________...

“People don't trust what they don't understand.” - Lex Suvanto Communicate Clearly "True eloquence consists in saying all that is necessary, and nothing but what is necessary.“ --------Francois de la Rochefoucauld 1 What Do You Want People to Remember? _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ 2 Enhancing the Clarity of Your Messages Organize Your Message for Impact "Simplicity is the ultimate sophistication.“ -Da Vinci A. Know your goal and purpose and drop what’s unimportant ‘Short prayer penetrates heaven.’ B. Chunk what remains -The Cloud of Unknowing C. Structure your information for memorability - Primacy/recency Primacy Recency Effect Effect - When each works Sign ethics statements at start 3 4 What’s Your Log Line?  The aging patriarch of an organized crime dynasty transfers control of his clandestine empire to his reluctant son.  A young fish is captured from his home coral. A group of unlikely friends set out to find him, without knowing where he is or even if he's alive.  After a twister transports a lonely Kansas farm girl to a magical land, she sets out on a dangerous journey to find a wizard with the power to send her home.  A Las Vegas-set comedy centered around three groomsmen who lose their about-to-be-wed buddy during their drunken misadventures then must retrace their steps in order to find him.  When an orphaned boy discovers he's a wizard, he begins his magical training so he can battle the dark lord who killed his parents.  A seventeen-year-old aristocrat falls in love with a kind but poor artist aboard the luxurious, ill-fated R.M.S. Titanic.  Following the D-Day, a group of U.S. soldiers goes behind enemy lines to retrieve a paratrooper whose brothers have been killed in action.  A young janitor at M.I.T. has a gift for mathematics but needs help from a psychologist to find direction in his life. 5 Which is More Persuasive? Bundling average with great arguments devalues your influence 6 Bad Chunking 7 Enhancing the Clarity of Your Messages Be Redundant A. Defining redundancy - repetition is not redundancy B. Repetition can be helpful - enhances memorability illusion of truth (hear something often and it becomes true) 3 to 5 times for maximal effectiveness (advertising a bit more) Repetition can backfire: You are seen as less authentic if people see you repeat, over and over again, something like a compliment or speech “I didn’t understand the role of simplicity and messaging early on. One of the things that happened at one of my startups was that I would get bored saying the same thing every day. So I decided to change it up a little bit. But then everybody had a different idea of what I thought because I was mixing it up. So my big lesson was the importance of a simple message, and saying it the same way over and over.” John Lilly, Greylock Partners, [venture firm] 8 Repetition is Only Helpful with Strong Arguments Strong Arguments Attitude Weak Arguments 1 3 5 Repetitions (Cacioppi & Petty, 1980) 9 Repetition Can Challenge Authenticity 10 Enhancing the Clarity of Your Messages Be Redundant A. Redundancy makes you more interesting B. Redundancy improves memorability KickStarter projects with videos succeed far more than those without videos 50% - always offer multiple examples of a concept - beware of seductive details - offer visual and concrete concepts - follow the tell-show-do-respond method Images make things “truthier”; use graphs & images with uninvolved and people low in numbers skills, statistics 11 with involved Redundancy as a Way of Enhancing Understanding and Memory Technique Explaining the Rule of Supply and Demand Offer a straightforward explanation When demand is greater than supply, prices rise, and when supply is greater than demand, prices fall. …then a metaphor In a village marketplace where there's only one baker selling bread, and then three other bakers open up booths and prices go down. …then a real world example When the economy slows, prices at the pump often go down because people are traveling less, and companies are shipping fewer goods, meaning there's less demand for gasoline and other petroleum products. 12 13 What matters to employees? A. Humor B. Leaders C. Salary D. Hours E. Communication 14 The picture superiority effect: Pictures and images are more likely to be remembered than words And especially when it is a memorable image… Studies consistently demonstrate that people shown over 2,000 images for a few seconds each can remember having seen them or not with an accuracy exceeding 90%, even after 3 days. People’s ability to accurately recall what was said to them is about 50% immediately following a presentation and falls to about 25% after only 1 day. Worse, research suggests that about half of what you remember is actually incorrect. 15 Accompanying text with images makes the text more believable 16 Backgrounds Matter 17 It’s All in What You Compare Things To 18 It’s All in What You Compare Things To 19 It’s All in What You Compare Things To 20 It’s All in What You Compare Things To Antares is the 15th brightest star in the sky. It is more than 1000 light 21 years away. Informing with Images 22 Informing with Images 23 Persuading with Images Animated Signs Get Your Attention More 24 Persuading with Images 25 Persuading with Images 26 Persuading with Images 27 Nutrition Labels as Traffic Lights 28 29 Images Can Enhance Persuasiveness 30 Persuading with Real Life Exhibits 31 Visual Demonstrations are Convincing Elisha Graves Otis cuts the cable to demonstrate his safety brake A pole eight feet high was erected. A brass ring almost eight inches in diameter was then attached to this pole. Pilot Les Morris jockeyed his XR-4 around until he placed a long tube at the front of the helicopter directly through the center of the ring. Just as carefully he backed away without disturbing the ring. Next a dozen eggs were placed in a net bag and suspended from the same rod on the nose of the helicopter. Morris then circled the field with his delicate cargo and landed without cracking a single egg. And so the circus-like activities continued throughout the day. The conclusion was reached when the windmill airplane was hovered close to the landing area with a rope ladder hung over its side. An engineer on the ground grasped the ladder and climbed up it into the cockpit of the aircraft. At the end of the day there wasn't any question in the minds of the civilian and military audience that the XR-4 was a perfectly successful and practical helicopter. 32 Tell – Explain the Concept Elevator Speech Show – Demonstrate Prototypes Do – Leader Applies Concept Seek Examples from Decision-makers Respond – Reinforce/Redirect Show the Value The closer these steps are to one another, the better the learning Not: T------------->S-------------->D-------------->R But: T---->S---->D--->R;---->T---->S---->D---->R 33 People Retain More Information When They Are Engaged 90% 75% 50% 10% What we read 20% What we hear 30% What we see What we see & hear What we say What we learn when talking and interacting Source: Johnson & Johnson Retention Study cited by Dell Global Training 34 In-person (face-to-face) requests are far more effective than any kind of request that is communicated through a technology-enabled channel (video call, audio call, video message, or audio message). Compliance Rates by Medium 90 80 70 60 50 40 30 20 10 0 F-to-F Video Call Voice Message Phone Video Message 35 *video message=WhatsApp Enhancing the Clarity of Your Messages Focus on Your Listener’s Schema A schema is a category system people have for organizing information Schemas help people remember information 36 21 49 74 58 85 22 46 6 81 61 57 1 30 14 53 62 42 41 13 86 70 78 17 2 18 69 9 33 54 50 37 5 82 77 66 10 73 25 65 26 38 45 29 34 31 79 51 24 80 56 12 39 43 64 15 71 76 27 68 19 84 40 36 3 20 67 60 35 48 72 59 32 23 7 63 4 28 8 75 47 16 52 44 83 11 55 37 38 To describe a "bridge," which is feminine in German and masculine in Spanish, the German speakers said "beautiful," "elegant," "fragile," "peaceful," "pretty," and "slender," and the Spanish speakers said "big," "dangerous," "long," "strong," "sturdy," and "towering." Lara Boroditsky, Lauren Schmidt, & Webb Phillips, “Sex, Syntax, and Semantics” in Language in Mind: Advances in the study of Language and Thought, ed. Dedre Gentner & Susan Goldin-Meadow (Cambridge: MIT Press,2003), 10 39 The Elevator Problem The manager of a large office building has been receiving an increasing number of complaints about the building’s elevator service, particularly during rush hours. Several of the long term tenants in the building have threatened to move out unless the service is improved. In response, the manager recently inquired into the possibility of adding one or two elevators to the building. Although it would be feasible, the only elevator company in the area has a six month backlog of orders. As an assistant to the manager, you were asked to come up with a plan to get two new elevators installed within three months. You must present the plan at the next staff meeting. Please circle one problem statement 1. To get two elevators within three months 2. To improve elevator service in the building 3. To get more people out of the building faster 4. To keep the tenants in the building happy 5. To keep upset tenants from moving 6. To keep the offices fully rented 7. To keep the manager happy with me 8. To keep my job List several possible solutions for the problem statement you’ve chosen 1.____________________________________________________________________________ ___________________________________________________________________________ 2.____________________________________________________________________________ __________________________________________________________________________40 this exercise was devised by CRA What causes crime? __________________________________________________________ __________________________________________________________ __________________________________________________________ ______________________________________________________ Fall in love with the problem, not the solution “In life there are no solutions, there are forces in motion; create them and the solutions will follow” Antoine de SaintExupery 41 Enhancing the Clarity of Your Messages Schemas aid people in understanding - The problem statement you choose shapes the solutions you generate - always make sure there is agreement Create decision agendas about what the problem is - when no solution seems to work, change the statement of the problem fight to define the problem--whoever wins the problem, determines the solutions The power to define the situation is the ultimate power. -Jerry Rubin 42 Miasma and Disease in Panama 43 Redefining the Problem Matters Customer Loyalty Emphasizes Retaining as Opposing to Recruiting Customers Lowering customer defections is a more profitable strategy than gaining market share or reducing costs new switch 44 Redefining the Problem Matters Moving to a Subscription Service (Transactional Relationship Economy) - Income: (You pay before) - Predictable income - Breakage: You pay whether you use the service or not UBS predicts that this “subscription economy” will grow to $1.5 trillion by 2025, more than 45 double the $650 billion it’s estimated to be worth now. Enhancing the Clarity of Your Messages Use schemas to enhance your effectiveness 1. You can adapt your message to your listener’s schema 2. You can create a new schema for your listener “If I had asked people what they wanted they would have said faster horses.” Henry Ford 46 How Do You Create a New Category?  Capture an Unrecognized Market Need  Add a New Feature People Never Imagined  Create a New Product Form or Delivery Method  Market a New Use or Application  Transform Components to Systems  Find an Underserved Segment  Redefine the Business or Redefine the Customer or Competitor  Never love your product  Create New Essentials kidults 47 Enhancing the Clarity of Your Messages Ask questions The way you ask questions matters Closed versus open questions Closed questions restrict the sorts of answers a person offers to a narrow range of responses. Open questions are broad allowing respondents freedom about how much and what information to offer. “Are you over 30 years of age?” “Did you go to the meeting?” “Have you had training in Y? “Tell me about yourself?” “What happened at the meeting?” “What do you know about process Y?” When you change the question, you also end up changing the answer. 48 Closed Vs. Open Questions Get You Different Results Thought Provokin g Length of Response Question er Control Closed Open Savvy leaders gets others to talk..they encourage the flow of ideas 49 Enhancing the Clarity of Your Messages Is everything working? Do you understand? Hotel: How was your stay? vs. What could we have done to improve your stay? Creativity is the top criteria for deciding, isn’t it? Open questions lead to “iceberg statements” At the Container Store staff is taught to never ask “How are you?” or “Looking for anything in particular?” They ask: “What space are you trying to organize?” 50 Questions that work “What do you think would happen if…?” “What is most important to you about…?” “If you could change one thing about….?” “How would you improve…?” “How will you do that?” “Why are we doing this?” “What plans have you made to handle that?” “How will your toughest competitor react when you do….?” “What else?” “What keeps you awake at nighttime” After you give a presentation, if you ask an audience member, “What did you think?,” most people will say “It was great!” But you’ll get more valuable feedback if you ask, “What would have made the presentation better?” 51 Enhancing the Clarity of Your Messages Probe! - silence, nudging, follow-up questions, mirror probes, appreciative probes Seek advice Listen for the answer Avoid taking a position too soon Beware of toxic questions: posed aggressively, put people on the spot, cast unwarranted doubt on their ideas, or cultivate a culture of fear. 52 Appreciative Probes: Questions Generate Affinity Person 1: I just brought a new house! Person 2: That’s great. I have lived in the same house for 15 years. Person 3: What’s it like moving into a new house? Person 1: I so much enjoyed the movie! Person 2: Me too! Person 3: What did you most like about the film? Person 1: It’s so cold out here! Person 2: It is….but only a month or two before it gets warmer. Person 3: How do you think people who live in Alaska cope? The best response is often “Tell me more.” 53 Enhancing the Clarity of Your Messages Questions direct attention and consequently affect decisions Ask questions that give you more options: Great car salespeople never ask, “What color do you like?” Instead, they’ll ask “What color can’t you stand?” or “What’s your least favorite color?” At a restaurant ask “What don’t you want?” rather than “What do you want?” Forced choices can work: “Is Wednesday afternoon or Thursday morning better for you?” Questions can anchor decisions: Asked about how many products they had used to treat headaches one group was offered three choices” “One? Two? Three?” The mean number of claims was 3.3. Another group was offered three different choices: “One? Five? Ten?” Their average claim was 5.2” If people are asked how likely they are to live till 85, people will say they have a 55% chance of making it. On the other hand, if they are asked their likelihood of dying by 85, people say they have about a 68% chance of passing (which means a only 32% chance of living). Positively framed questions get different results than negatively framed ones. 54 Enhancing the Clarity of Your Messages Questions direct attention and consequently affect decisions Leading questions bias people’s responses (Police: “Was the man’s shirt blue?” vs. “What color was the man’s shirt?”) Commitment Questions: Use implementation intention questions (Around what time do you expect you will head to the polls on Tuesday? Where do you expect you will be coming from when you head to the polls on Tuesday? What do you think you will be doing before you head out to the polls?). Voter turnout increases by 10% when people respond. Why? People are more likely to perform actions they have already visualized it. Commitment Questions: Good questions bait the decision-maker into selling to themselves “Would you use your alarm system more when you are away and the house is empty or at night when you’re sleeping and you family is vulnerable?” In a job interview, ask the interviewer(s) “Why did you invite me to interview?” It gets the interviewer(s) to cue you as well as commit to you. Commitment Questions: A very basic question: “What would it take for me to persuade you about X?” The answer(s) will help you persuade that person 55 Enhancing the Clarity of Your Messages Questions direct attention and consequently affect decisions “How” and “What” questions (“How did you choose that career?” “How would your preferred policy work?” “How was this price determined?” “What compelled you to say that?”) makes people less defensive than “why” questions (“Why did you choose that career?” “Why do you prefer that policy?” “Why is this so expensive” “Why did you say that?”) “Is there something else I can do for you today?” elicits better responses than “Is there anything else?” in medical interview When answering questions quickly and impulsively, people tend to respond with the most socially desirable answer. So beware of speed if you want honest or accurate answers. When answering questions turn your answers into conversation starters…perhaps by asking a question back to the other person 56 Enhancing the Clarity of Your Messages Use empowering questions Focus on… Rather than… Results (e.g., What can we do to on time) Reasons (e.g. Why are we late?) Solutions and opportunities Problems and threats What we want What we don’t want What we can do Who is to blame What is working What is not working Try these: 1. What’s your problem with the assignment?___________________________ 2. Why are we losing market share?___________________________________ 3. Why won’t people buy this idea?____________________________________ 57 SPIN Questioning Situation To establish a context Leading to (Information) Questions Problem/ Opportunity Questions Which makes the Implication decision-maker Questions feel the problem more clearly and (Expected Impact) acutely Leading to Need-Payoff Questions Benefit So decisionmaker reveals Statements of difficulties, problems, or dissatisfaction Implied Need Which are developed by So decisionmaker says Allowing the decision-maker to state Explicit Need Statements of wants and desires 58 Situation Questions Ask Data Gathering Questions: Questions about the decision-makers’ present way of operating (or facts about their existing situation) - to understand status quo - use when missing specific information - key words: who, what, when, where, how, explain, tell, show, how many, how much, demonstrate Example: (Potential problem--insufficient warehouse storage capacity— advocate’s goal---sell the idea to management of getting more warehouse space and a different retrieval system) How many different kinds of goods are stored in the warehouse? What kind of storage retrieval system is now used? What’s the average retrieval time for items in the warehouse? How many items are retrieved in a typical day? 59 Problem Questions Ask questions about the problems, difficulties, dissatisfactions, or opportunities the decision-maker faces with existing situation; - Goal is to examine problems, difficulties, and dissatisfactions with the status quo. They invites people to explore dissatisfactions and gets them to state implied needs (Implied needs are statements by people of problems, difficulties, and dissatisfactions) - Key words: problem, drawback, barriers, obstacles, troubles, possibility, reliability Examples How satisfied are you with the current warehouse? Do you find it difficult to manage with the current system? How often do you get customer complaints about delays? What problems are you experiencing in the warehouse? What makes finding things in the warehouse difficult? 60 Implication Questions Ask questions about the expected impact: Ask about effects or consequences of a decision-maker’s problems, difficulties, or dissatisfactions. - Let them understand the seriousness of the problem. Implication questions induce pain (and make decision-maker anxious for a solution) - Use when you want to extend pr develop a problem that has been identified - Key words: impact, consequences, implications, effects, results, significance, magnitude, gravity, cause Examples What effect does having a cramped warehouse have on your competitive position? Could that lead to an increase in cost? Have you lost customers because of delays? Have you had any lawsuits because of accidents in the cramped space How does limited warehouse space affect productivity? 61 Implication Questions Your friend John is a consultant. He commutes in his 10 year old car from his home to his office, about 15 miles away. John travels frequently and uses an airport 20 miles away where he leaves his car in the long-term parking area. When not traveling, John often picks up out-of-town clients who are in-town for meetings, shows them the local sights, or drives them to meetings in the area. John’s wife has her own car. More and more she finds herself shuttling John to and from the auto repair shop and then to and from his office. This has caused both of them to go to work late or leave early You’re in John’s backyard on Saturday afternoon and he mentions that he’s wondering what to do about his old car. He’s worried because the car has been in the repair shop twice lately. Your task: Create questions that are (1) situation, (2) problem, and (3) implication questions. 62 Need-Payoff Questions Ask questions about the value of a solution: Questions about the value, importance, or usefulness of solving the problem or capitalizing on an opportunity - Encourage decision-maker to think about the value of solving the problem - Focus is on solutions - Key words: solve, resolve, value, worth, merit, advantage, benefit Examples How would having a larger warehouse help? How much would you save if we reduced retrieval time by 20%? How important is it to not lose things in the warehouse? Would more space help you maintain better stock control? How happy would your boss be if there were significantly fewer customer complaints? 63 Building Credibility and Affinity 64 The attribution-affect bias - When you’re liked, you can do no wrong; when you’re disliked, you can do nothing right Like You Dislike You Do Well YOU SITUATION Do poorly SITUATION YOU 65 Understanding Your “Brand” Name What are some famous brands in the world? Why do firms worry so much about their brands? 66 What effect does a strong brand have? Comparison of homogeneous products: 70 60 Blind test 51 44 50 40 30 20 5 10 0 Brand A Brand B No Difference 67 A strong brand creates perceived differences Comparison of homogeneous products: Blind test 70 70 60 60 51 44 50 Branded Choices 65 50 40 40 30 30 20 20 5 10 23 12 10 0 0 Brand A Brand B No Difference Brand A Brand B No Difference 68 Understanding Your “Brand” Name You are a “brand” in your organization A major task of leaders is to build and protect the brand name of their organization. 69 Understanding Your “Brand” Name What is a brand? - familiar: we immediately recognize the brand - attention: we pay more attention to the brand - preferable: given a choice we select the brand - cachet: they give us status - quality: we perceive the brand to be high quality - dependable: we trust products using the brand - valued: we willingly pay more for the brand - extendable: we accept and buy new products that fit the brand name 70 The more precisely the position is determined, the less precisely the momentum is known in this instant, and vice versa. 71 Levels of Brand Familiarity Rejection Non-Recognition Association/ Recognition Preference Insistence 72 Beware Of Insistence When It Comes To Technical Tasks Technical Tasks Leadership, People, Advocacy Tasks Preference Insistence 73 What’s My Brand? You brand is also a function of past units and roles See What You’re Chosen For 360 Degree Feedback Quiz Trusted Colleagues Ask Your Loved Ones Are You Part of a Valued Unit? Volunteer for Roles and See the Reaction 74 Bolstering Your Brand Name Leave the Firm Basic Principle: You Won’t Get Discovered! You Need to Make Yourself Discoverable Move Within the Firm Hope for an “Outside” Boss Keep Different Company Reinvent Your Brand Name Job Crafting 75 Write down the adjectives you want people to think of you How You Are Seen What You Want To Be Seen As What You Don’t Want to be Seen As What do I never want my key constituents to say about me when I'm not in the room? What do key constituents to say about me when I'm not in the room? What do I want my key constituents to say about me when I'm not in the room? 76 Morgan Stanley’s recruiting question (according to CEO James Gorman): “Give me five adjectives that describe you, that if I talked to your next-door neighbor, your kids, the caddy at your golf course, that’s what they would say. And you don’t get to think about it; go immediately.” _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ 77 Enhancing Your “Brand” Name Principle of Resources: The individual who has more resources has greater impact. What resources do you offer your firm? ___________________________________________ ___________________________________________ ___________________________________________ ___________________________________________ 78 79 Move to Your Competitive Advantage Focus Task People High Your Competitive Advantage Scarcity Low High Low Value 80 How Am I Perceived? Decision-Maker Perceived Trustworthiness Perceived Competency Perceived Social Effectiveness 81 Creating and Maintaining Trust Reliability (consistency) Honesty (keep promises) Faith (Good will) Vulnerability (Open) Competency (Knows) Consistency in messages & standards No Lies or false feedback; “fess” up early Business is about trust (e.g., buy a car you trust it will work) Consisten cy in all of these matter Trust Kind, Nice; Engage in behaviors desired by others but not by self; Similarity in values & beliefs; Trusting others; Perspective-taking; Good person Trust is about predictability Get things done! Consistent business performance; Dealing effectively with problems; overcoming information asymmetry 82 Building Trust Perceptions Reliability  Be accountable: Keep your small commitments  Finish what you start. What’s you say-do ratio? Follow-through on promises— get things finished  Meet deadlines;  Speedy responses matter: Return calls, emails, and texts promptly  Punctuality; Don’t cancel on people  Alignment among beliefs; predictability (keeping your personal bill of rights)  Offer status reports and accurate forecasts Avoid Learned Helplessness But, don’t be bureaucratical ly consistent 83 Building Trust Perceptions Integrity & Honesty  Hang a lantern on your problems; put a spotlight on your mistakes; own your mistakes  Live the life you argue for (if you say X is important, make sure you live X)  Appear objective. Be discriminating  Reveal both good and bad things about the idea  Openly raise the issue of trust; Apologize if you have challenged trust; Clear up misunderstandings immediately  Let people overhear you “The truth is rarely pure and never simple” Oscar Wilde It is easier to change a “no” than change a “yes” 84 Good Faith  Don’t be creepy; Engage in positive discretionary behaviors—be nice. Do random acts of kindness (e.g., De-ice your elderly neighbors driveway; Take out their trash; Take a picture they’d enjoy)  Make sure your motives to get what you want don’t seem too biased; if the only reason a politician wants to get elected is to get power, you don’t trust him  Loyalty—dance with the one who “brung” you!  Never violate confidentiality; keep their secrets  Transparency matters  Protect the interests of those who are not present  Fairness Trust assumes  Avoid “bcc” caring  Humor increases trust  Choose to do things not part of your job description  Socialize—spend time with people in non-task related conversations; small talk builds trust  Avoid explicit contracts; Verify understandings  Remember small things about them and theirs  Be clear about your intentions 85 Good Faith (cont’d)  Show your similarity with others involved; Spending five minutes chatting about non-work stuff prior to negotiation results in more cooperation, sharing of information, and trust  Show that your decision is free and independent—no one if forcing you  Don’t market—understand and present alternatives  Let others who may be affected by your choices know about your choices (multiple bosses—be honest with each about what you doing for others…and why)  Surround yourself with people that are trusted  Have someone who is trusted introduce you Kindness=f: Thoughtfulnes s Warmth Generosity 86 After action review: What went right? What went wrong? What do we do differently? How to Build Trust Vulnerability  Open about yourself; Be honest about your weaknesses (e.g., needing help, upfront about problems)  Trust them; Give them autonomy  To be vulnerable, you need to feel safe (psychological safety)  Have something at stake; have something to lose  Empower others (show you trust the person by letting do things that, if they failed, would have consequence for you) "The best way to  Show that doing X is inconsistent with your self-interests learn if you can Republicans are  Let the other person have some control trust somebody more persuasive  Argue against your presumed position when they argue for is to trust them.”  Respect the vulnerabilities of others climate change than --Earnest You build trust when you are vulnerable together The only people that can betray us are the ones we trust; you build trust by taking a risk Minor weakness followed by a strength: “I don’t have a lot of experience but I am hard Democrats Conversion messages: I used to feel X, now I feel not X Hemmingwa y Waiter discourages you about an appetizer; you trust their later recommendations more 87 Building Competency Perceptions         Show initiative Work harder than anyone else Be better prepared than anyone Know your limits…don’t overpromise Know the “proof” of performance metrics Always cite sources Be known for multiple (and unexpected or surprising) competencies Let people know your competence (e.g., knowledge, background, occupation)…Record of accomplishment. Better if people “discover” your competencies extraordinary accomplishments esoteric accomplishments  Make sure everything you say is accurate and appropriately timed (always be up-to-date on what is happening) 88 Heisman Trophy Doak Walker Trophy Camogie Women’s Basketball 89 Building Competency Perceptions            Major in the minors; Details matter Even turkeys fly in hurricanes…how do you perform in the tough time Seek out crises Create a competent environment (tools) Big picture thinking Appear knowledgeable: can you describe both your idea and alternatives and the pro’s and con’s of each Agility Keep competent company Leverage your strengths (beware of paradox); Fix weaknesses Be visible; Effortful-effortless principle Credentialing helps “I never allow myself to have an opinion on anything that I don’t know the other side’s argument better than 90 they do.” Charlie Munger The Value Of “Credentialing” Prior Case: Phone call comes in and receptionist asks how the firm can help. Caller: “I am looking for property in North Austin” Receptionist: “Let me send you to Margaret who can help” Credentialing Case: Phone call comes in and receptionist asks how the firm can help. Caller: “I am looking for property in North Austin” Receptionist: “Let me send you to Margaret who can help. She has worked with clients in North Austin for the past twenty years.” 15% Increase in Sales 91 Building Affinity Always Deliver More than Others Expect A. The Key Formula: Delivered Effectiveness = ---------------------------Expected Possible Ranges: < 1.0 = 1.0 > 1.0 92 Building Affinity Always Deliver More than Others Expect B. Enhancing the Formula by Offering More and Better Deliverables Product deliverables Process deliverables People deliverables 93 Building Competency Perceptions Core Principle: Always Deliver More than Others Expect Enhancing the Formula by Better Managing Expectations Choose based on expectations (Clarify what you can and can’t do) Under-promise and then overdeliver; Don’t overpromise) Create novel expectations Saying no Clarify what they want Is good enough okay? Replace: What are you doing you don’t need to do? What don’t you want to do? Explain reasoning Offer alternatives Focus on what you can do and not what you can’t do Offer other approaches/people Beware of the time tax 94 Building Affinity Always Deliver More than Others Expect D. Challenges We Face Awareness Progressiveness Responsibility 95 Building Affinity Stay Attentive and Responsive A. Act Attentive B. Show Responsiveness - we prefer understanding to agreements - grasp “secret tests” 96 Building Affinity The “airport test” - because consultants travel so often, will you be able to withstand long delays in the airport with this person? What “secret tests” tell us: You cannot not communication Different people have different tests Everybody is an accountant 97 Engage in perspective taking: Different people may see the same event or issue differently. People don’t say things they know to be wrong 98 Developing Perspective Taking Skills Seek out “interests” that underlie “positions” What? Position Why? Possible Interests “I want a raise” “You are absolutely wrong” “Why don’t you listen to me?” 99 Reading People  In meetings, every question is a statement  People advertise what’s important to them; look at the environment they create for themselves  Listen to what they highlight? And what they downplay  Listen to what they complain about  Look for variable (atypical) behaviors (the unexpected move)  Listen. See how they respond to others, to questions, to issues—what perks them up? What makes them get angry? Watch their “ticks,” nonverbals  Know their history—personal and professional  What aren’t they saying they should be saying? Why?  Give them choices and see what they choose  What are they greedy for?  Predict and assess  What induce them to take another job tomorrow? A good way to figure “I always say that she [Nancy Pelosi] followed the political philosophy of the great English political theorist Mick Jagger, “You don’t always get what you want, but you get what you need.” She could figure out what people needed better than most people..” - John Lawrence out motivation Fun Facts: Lower SES and women are better at reading emotions 100 Networks are Vital Past View: Networks are a subversive way to get influence rather than through performance. Current View: Networks drive performance and, thus, influence. In politics, your network is your net worth Networks Networks Influence Influence Performance Performance Networks Networks "Never confuse networking with affection.“ -Maureen Dowd Performance Performance Influence Influence 70 percent of people get jobs in organizations where they already have a connection Source: Baron, 2003 101 Networking Skills 1. You have a bigger network than you think The reception desk - 2023: Average=611 [How many people do you know with the name “Michael” (or “Stephanie” or “Robert”)]; 2021: Half of Americans have three or fewer close friends. 2. Never underestimate the value of “connecting” - new acquaintances offer more value for ideas Metcalfe’s Law: the value of a network grows as the square of the number of its users - Find settings and excuses to meet people 3. Connect your goals to your network Crucial: Network for complementary skills & resources (we too often network with similars) 4. Don’t burn bridges--you may need them later 102 Separating You and Me? 4.74 Degrees Adding a new chapter to the research that cemented the phrase “six degrees of separation” into the language, scientists at Facebook and the University of Milan reported on Monday that the average number of acquaintances separating any two people in the world was not six but 4.74. The original “six degrees” finding, published in 1967 by the psychologist Stanley Milgram, was drawn from 296 volunteers who were asked to send a message by postcard, through friends and then friends of friends, to a specific person in a Boston suburb. The new research used a slightly bigger cohort: 721 million Facebook users, more than one-tenth of the world’s population. The experiment took one month. The researchers used a set of algorithms developed at the University of Milan to calculate the average distance between any two people by computing a vast number of sample paths among Facebook users. They found that the average number of links from one arbitrarily selected person to another was 4.74. In the United States, where more than half of people over 13 are on Facebook, it was just 4.37. Though the study was by far the largest of its kind, it raised questions about definitions of terms like “friend” on Facebook. A Microsoft study in 2008, using a more conservative definition of friend, found an average chain of 6.6 people in a group of 240 million who exchanged chat messages. Eric Horvitz, a Microsoft researcher who led the study in 2008, said that network was based on people who exchanged messages, rather than those who identified as “buddies.” Jon Kleinberg, a computer science professor at Cornell and a faculty adviser to an author of the new study, said some links might be more meaningful than others. He offered the example of a man wanted for a crime. A random Facebook user might discover that she took a class with someone who rented an apartment from someone who grew up with the suspect. They may all be connected as Facebook “friends.” “We are close, in a sense, to people who don’t necessarily like us, sympathize with us or have anything in common with us,” Dr. Kleinberg said. “It’s the weak ties that make the world small.” Still, he noted that such ties were hardly meaningless. “We should ask what things spread well on weak ties,” he said. “News spreads well on weak ties. Those people I met on vacation, if they send me some cool news, I might send that to my friends. If they send me something about a protest movement, I might not.” 103 Networking Skills 5. Keep in touch If the only time you are in touch if when you need something it is manipulative ---regularly ---especially in difficult times (COVID: take 5 minutes a day to connect to a contact) ---renew dormant relationships ---follow-up is critical 6. Over-reciprocate: Do more than they do---but don’t appear to be manipulative “Literally every time a board needs to find someone the first question is, ‘Well, who knows somebody?’ “ Richard Parsons 104 7. Do favors that cost you a little and gain you a lot; offer favors before they are asked. Remember the “Platinum Rule”: Do unto others as they would have done unto themselves 8. Keep records--stay personal President LYNDON B. JOHNSON was famous for his eclectic taste in “giveaways.” After receiving an electric toothbrush, DORIS KEARNS GOODWIN, then an aide to LBJ, asked why he picked that item to give as a remembrance. Goodwin quotes Johnson, “I give these toothbrushes to friends for then I know that from now until the end of their days they will think of me first thing in the morning and the last at night.” Over time, Goodwin accepted 12 electric toothbrushes from Johnson. - note individuating characteristics—what makes them unique 9. Exercise your network--a network that you don’t use, goes away 10. Network others—become the parent of relationships 11. Stay memorable (e.g., business cards) 12. Figure out who matters on your issue _ _____ _____ _____ _ _ _ _ _ _ :____ _____ Name s:_______ _________ _ s _ Addre _________ ________ _ _ _ _ _ _ _ _ _ _ __ __ __ _ ers:__ _________ ____ b m u _ N _ _____ _____ _____ _________ cteristics: l: ra E-mai ating Cha _________ u d i _ v _ __ _ ____ Indi _____ _________ _ _ _ _ __ __ _____ _____ 105 Create a “Like” and “Dislike” List Person What, Who, etc. Do They Like? What, Who, etc. Do They Dislike? 106 What could go wrong? If it went wrong, who might help you resolve it? Wrong? Who Could Help? 107 12. Differentiate between power and position---never assume that position implies power-- look for the informal influencers 13. Seek out opportunities to expand your network Weak Link Look for network brokers! - Weak links matter (acquaintances count even more than friends because they have different sorts of links) Ask your network for other networks (who else might I speak to?) Connect with leaders who are well-networked 108 14. Befriend those without friends Regular spots; extra room 15. Proximity, proximity, proximity – Physical & Psychological Create and use networking spaces (the candy dish, the reception desk, by the elevator, etc.) What about dispersed networking? 16. Engage in social exchanges 17. Manage your disclosures--don’t overestimate your relational strengths - associative versus reciprocal friends 18. Remember “Thumper’s rule”--Don’t be negative; it will get back to them? Would you say it to them in a face-to-face exchange? 109 Networking by Proximity What does Pixar do to stimulate a creative culture? Brad Bird (Oscar-winning director): Steve Jobs basically designed this building (Pixar’s). In the center, he created this big atrium area, which seems initially like a waste of space. The reason he did it was that everybody goes off and works in their individual areas. People who work on software code are here, people who animate are there, and people who do designs are over there. Steve put the mailboxes, the meetings rooms, the cafeteria, and, most insidiously and brilliantly, the bathrooms in the center—which initially drove us crazy—so that you run into everybody during the course of a day. He realized that when people run into each other, when they make eye contact, things happen. So he made it impossible for you not to run into the rest of the company. Source: https://www.mckinseyquarterly.com/Strategy/Innovation/Innovation_lessons_from_Pix 110 ar_An_interview_with_Oscar-winning_director_Brad_Bird_2127 Networking at a Distance - The switch: Justify why you won’t be in the office to why you won’t be working afar. One answer—collaborative tasks (networking opportunities) - Networks happen in a whole new way and often on a more level playing field. Increased accessibility - More intentional: Networking may require better planning now that most workers can’t bump into a senior manager at the water cooler (fewer serendipitous encounters among weak links). You need to be more intentional in both meeting and re-meeting people especially outside of your silo - More technology-based networking (e.g., internal Clubhouse, Instagram, Facebook, Nextdoor) - Memorability moves; What makes you distinctive virtually? Names and faces may be easier to remember 111 An Enriched DPP (Digital Professional Presence) Gets You Better Compensated Groysberg & Lin analyzed a sample of 1,741 executives who changed jobs. Their focus was on whether the executives’ DPP, as measured by the amount of content displayed in their personal LinkedIn profiles, correlated with differences in compensation. Bottom Line: a more enhanced DPP is positively linked to compensation Stronger effect for junior executives Those with only five years of professional work experience had 5.2% higher pay associated with richer public profiles; however, at 15 years, a rich DPP is associated only with 1.9% higher pay. The enhancement effect is especially strong for executives without visible merit (e.g., degrees & pedigree) The positive compensation effects of DPP for junior executives is even higher for women. For women, one standard deviation of DPP equated with an 8.8% increase in pay. For men, the measured impact of DPP is lower — just 3.1%.. Beyond gaining ground on professional credentials, communicating them more prominently in digital channels appears to also be a measurable factor in closing the gender gap in pay. Our digital presence impacts how others perceive us. A simple résumé and a list of references no longer captures the essence of our professional capabilities. The intentional management of our online personas can have a positive and measurable connection to pay. It not only holds the power to impress our current employers, but also to captivate the attention of potential future ones, enabling us to reap the rewards of our full human capital. 112 Source: HBR, October, 2023 Can Chatting About Food and Sports Shield You from Layoffs? When a technology company cut its consulting division by 8% in 2009 during the global recession, individuals who had used the firm’s internal social-media platform to chat about such things as coffee, lunch, dinner, baseball, and football were less likely than their peers to be among those laid off. In an analysis of the company’s enterprise social media, researchers found that after objective performance measures, the absence or prevalence of these kinds of words in consultants’ messages was the most significant predictor of layoffs. Social communication with colleagues and superiors may provide an unseen value, indicating that a person is a good team player and that others enjoy working with him or her. SOURCE: Lynn Wu, Social Network Effects on Productivity and Job Security: Evidence from the Adoption of a Soc ial Networking Tool 113 Position Characteristics Associated with Power CHARACTERISTIC Centrality Criticality EXAMPLE More-central positions will have greater power Flexibility Positions responsible for the most critical tasks will have more power More-autonomous positions will have more power Visibility More-visible positions will have more power Relevance Positions most closely related to important goals will have more power 114 Building Advocacy Skills Narrative Matters Our lives revolve around stories – – – – – – We think narratively We learn many of our values via stories We create and share bonds through stories Stories enhance credibility Stories are memorable People “get” stories Fun fact: Stories release the neurochemicals— dopamine which focuses our attention and oxytocin which helps us bond—which creates immersion (emotional engagement) "People forget years and remember moments." - Ann Beattie Wrap statistics with stories 115 Building Close Relationships Through Stories - Cultures are collections of stories Shan Tianfang Mark Twain Grimm Brothers 116 “No one ever made a decision based on a number. They need a story.” -Daniel Kahneman Why stories work in a pitch People can’t deny them as they can “facts” People don’t debate the details It is difficult to interrupt a story with questions or challenges Stories enhance perceptions of a speaker’s warmth and trustworthiness. Optimal: Pitches with data (competence) and narrative (warmth) One added benefit: When people tell their stories to attentive listeners, they feel they have been heard 117 We Record Our History Through Narratives “Myth is much more important and true than history.” J. Campbell Ernst Chain Howard Florey 118 Narrative Structure is Different than List Structure 119 The grammar of a story S g n i t et d e r e t n u s l s r a e o o t c c G n n a ’ r E o n s a r s o s i e h s t e t d l e C c u e c l L a n a n o r i t r s a a s a e h b e M R C L O Successful Narrative Only a few; make them vivid: what do they look like, what do they sound like Challenges, rising conflicts, tension A turning point; climax Closure; a lesson that matches values 120 The Grammar of Narrative 121 What Makes A Story?  Has a point; What do you want your listener to feel, believe, and remember from your story?  Told quickly  People need to sense you care about it; make it personal  New stories matter; repeating stories hurts credibility and bores listeners  Interesting—arouse curiosity; suspenseful, unexpected; thematic complexity (the degree to which multiple interpretations lie below the surface)  Inclusive, familiar, and relevant—others need to grasp idea and feelings. Choose stories appropriate to your listener. Characters people can identify with  Vivid delivered with details that matter—but not too many  Validate basic values--the emotions and lessons need to be true, even if the story is fiction 122 Questions To Asks To Discover Stories  What are some principles that matter to you? Why? Where did you learn them and their importance?  What really bothers you—people, events, ideas.  Think, “…for example….” ---ground them in specifics  What are some scenes from your past that were important pivotal events for you? Describe them in detail, including circumstances and characters  Think of your life as a book and title the different chapters. What chapters have already happened? What chapter are you in now? Start with your firsts—date, kiss, car, house, job  How have your views of those scenes changed? How do the scenes still affect your life?  What has surprised you? Caught your attention? Why? 123 Principles Guide Stories 124 But Stories Aren’t Always Best If you have a powerful case and an ironclad set of facts on your side, stories might do you no favors, the research revealed—you’re better off presenting that content in a straightforward way, like a list. By contrast, if you are trying to sell people on slightly less convincing information, stories can vastly increase your audience’s receptiveness. Why? Because narratives bring about reduced message processing—stories make us pay less attention to all facts, whether strong or weak 125 If you cannot tell stories, collect interesting “factoids” _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ 126 Factoids Can Build Credibility 127 Referencing a Historical Fact 128 129 Factoids as a Way to Communicate the Value of Technology Transfer "Invisible" braces "Invisible" braces started in an unlikely place: Scientists were trying to figure out a way to track heat-seeking missiles and during development created a transparent poly-crystalline alumina for production. The component is stronger than steel, yet smooth and clear — perfect for something as delicate as the inside of your mouth. Baby formula nutrient While developing food for missions to Mars, researches discovered how to make an omega-3 fatty acid, a key nutrient found in breast milk. NASA said this ingredient is in 90 percent of infant formulas on the market. It's also added to other milk products and vitamin supplements. Emergency blankets NASA developed these shiny blankets in 1964 for space emergency kits. They've become popular post-marathon blankets. The technology has also been used by makers of outdoor clothing and sleeping bags to help keep campers and hikers warm. 130 Memory foam What started as an effort to keep pilots safe during flights turned into a product that's found in mattresses, couches and movie theater seats. But it's also used in things you wear, like football helmets and shoes. Tensile fabrics Originally developed for spacesuits, tensile fabrics are used for architecture of all kinds: malls, airports and sport stadiums. NASA developed the technology after the incident with Apollo 1's attempt to land on the moon. A fire broke out on board, killing three astronauts. Engineers were searching for a way to enhance nylon space suits so they'd be more durable, lightweight and noncombustible. The result was a fabric with a melting point over 650 degrees. Shock absorbers for buildings and bridges In 1969, we sent man to the moon. The spacecraft needed arms to support it before launch that could move quickly during takeoff. But the challenge was controlling that energy of arms that could move with such power that physics would cause it to overexert and collide back into the spacecraft. So engineers developed a shock system that controls suspended movement. Now, more than 550 buildings and bridges use the same technology — many of them in the world's seismic centers, like San Francisco, Tokyo and Taiwan — to help absorb the shock of an earthquake. 131 132