Critical issues and decisions needed come at us fast.  Going forward my bet’s the pace of critical decisions is not going to slow down.  The need for speed in effective decision making is the real “new normal.”   

If clarity in chaos is the goal, two questions top my list:  

1. How do I or my team get clarity in chaos?   
2. How do I and my team make good decisions at speed, under pressure?   

From experience over decades, here’s an approach that has worked for my clients regardless of industry, segment location, or size, all the more in chaos:  

Realize Everyone Has Values.   Values drive behavior and decision making.   

The values each of us hold are the outcome of life events and the learning and beliefs that show up in behaviors, effective or not.  Our values at a gut level (read: beliefs) guide behaviors that end up by default as decisions.   As often as not, “values” are alluded to, not defined clearly and get left to what we tend to call, “common sense.”   

Tracking values for a living, I make the case one’s real values show up as behaviors under stress.   “Dignity and respect” is easy to talk about when the “water’s calm”, or we laugh off, “sarcasm is just joking”, … how do you and I behave in “a hurricane,” or in when with no fault of our own, our business is shut down due to pandemic?   

A major pitfall with values left to common sense is this:  What’s obvious to an owner or manager, is not so obvious to a person with a different life experience or background.  

Worse, when left undefined, under stress one set of values overrides another.   Partners, board, leaders, team, even family, are left to “figure it out” in real time.   Decision making gets very inconsistent, muddy, and even crazy making.   

What’s the alternative?  The more clearly we define, share and model values and do so consistently, the more people around us can join us and step into performance guided by those shared values.  

Another outcome of clearly defined values used in active decision-making is this:  the folks that don’t agree with those values can opt out quickly, or better yet never join us in the first place. 

Action 1: Each of us has a choice in our Values.

The more conscious, “awake” and mindful you and I are as leaders, the easier it is to evaluate the effectiveness of the values we espouse.  Is there a defined value about fiscal health, a value about growth or training, a value about our communication or the ways in which we treat each other?   Yes?  You have the equivalent of a leadership GPS.  No?  Your left adrift to shouting opinions, the loudest voice, the biggest bully,  biggest shareholder, or fear that leads to drama.    

This begs the question, Is the drama or mis-understood meaning from sarcasm really something we value, or could we be more effective?  Do we have a value specific to accountability instead of finger pointing and blame?   

I often use an analogy of my company or yours being a water balloon.   As you apply pressure on one side, notice it just plops out on the other.  Values in action hold the balloon (the company) as a whole, expanding or contracting evenly as a whole system.   The end goal for clear decision-making is effectiveness.   Do the values held get us where we want and need to go?  Are we moving toward our defined vision or at least in the direction of our vision?   A jet in the air is only on course 4% of the time, there is constant course correction, so too in our case, even in chaos.      

Action 2: Conscious Practice Makes Perfect!  Gain Clarity and Calm in Chaos

Like a professional sports team, world class orchestra or dance company or frankly, like the military, the more we practice a skill set, the more competent we become.   Active experiential practice in actively using our values in decision making gets that decision making to speed on a daily basis.   

In most cultures, populations allude to “our values” as a collective more than define them specifically or more, use them actively in dialogue or decision making. The root point of my offering here is that we have another option. We can actively use our values in real time as decision making tools and in dialogue. That is, we have the option to practice clarity, practice using values in real time, under pressure. I call this, “using values as verbs” instead of nouns. With this choice values can actually guide behaviors in real time. The more you and I practice this, the more effective we get.  

No surprise.   

IVS (Issue/Values/Solution)

Here’s an example:  When a manager, staff member or board has to make a decision, ask two questions:  1. Which Values apply?  2. What are the behaviors that support that value in action?   Hint:  the more values we name, the stronger and more long lasting the decision will be.   

Now, ponder this:  As an alternative to a values conflict which is a concept many leaders talk about, act with values integration.  Here’s an example: While fiscal health is a value and a must, so too are “environmental health” and “active participation in our community.”  From experience we know in pandemic and economic recession chaos reigns.  In this scenario we also know cutting costs is an immediate must.   The default habit is likely one of values conflict and that “fiscal health” tramples anything else.   At the same time, there is an opportunity to use existing inventory or labor in ways that reach out to the neighborhood in sustainable ways and actually build sales instead of losing sales.   Can we make a decision that integrates the best of ourselves and all three values of fiscal health, environment and community instead of one or none?   The short answer is yes.   And in fact, some business leaders did so, while others simply froze in the chaos from fear or some other catalyst.   

With Purpose, Vision and Values intact, any issue that comes at us, is aligned through Values in action and an IVS approach.   What does operating at 25% or 50% capacity mean?   At first cut, the response is likely, business is not designed to survive at 25% capacity.   Quickly, the clarity and use of operating values to make choices that act on purpose to align with vision AND remain solvent is a tangible outcome in case after 

case.   For those without said tools, the likely hood of survival has been close to zero.   Those with tools have survived and thrived.   Full circle, next issue, what actions do we take?  What must our behaviors be or how must they shift to maximize performance?  Values guide and make behaviors, read: decisions, clear and expedient and effective. 

Last, with defined values used on a regular basis, you and I have the opportunity to include the whole team in our decision-making process.   You may push back here, however time and again, even in this last “pandemic year,” I’ve watched folks as young as 16 – 26 behave far beyond their years, with the maturity of board members and investors.  How?  Re-read from top to bottom.   Instead of relying on common sense, go to values integration with a clear goal in mind.   IVS, two questions:  1.  Which values apply to support  our purpose and vision?   2.  What are the behaviors that support successful implementation of that value, each value and our purpose to accomplish this vision, this mission?  Try it.  I invite you to watch and experience an outcome of ownership attitude in your team when these two simple questions get asked and implemented.

The more clearly your values are actionable, the more we practice, voicing values and behaviors in real time, decisions get made at speed, in real time, regardless of the issue:  reduce the inventory, tighten production, how do we build a new pickup line?  etc.   While you may reach a port you never intended, like a plane or ship in a storm, you will land alive and healthy, vessel/company intact, team inspired and tighter than ever!  No theory here, the process works.  Clarity in Chaos.  What a gift it can be.   

For more on building a dynamic “Culture by Choice, Not Chance”, visit miick.com or call us at 303-413-0400.  Tap into a free consult with me!  

The post Clarity in Chaos: The Power of Values Based Decision Making appeared first on The Miick Companies.

Investment: Two minute read

There’s a consistent question I get asked over time, by most everyone with whom I’m in correspondence. You might think the question would be something akin to, “How do I create positive change?” or “How do we use values explicitly in daily decision making?” It’s not. The question is more personal. The question is consistently about my favorite complimentary close in correspondence, “BE well.”

My choice is not a thoughtless habit, a short hand for “sincerely” or “best wishes.” This phrase is my favorite for a host of reasons, and I offer “BE well” consciously each time. The question is, why? Why this phrase “BE well” in this way, and why so consistently?

Certainly, I wish health and wellness to folks, frankly to each person on earth. Now, more than ever. Wellness, good health is a blessing and critically important. My learning about this allusion to wellness, “BE well” is clearer since dealing with cancer. Now cancer free, strong, doing my work with leaders, this close is still an offer that goes beyond “just” wellness of body.

This closing phrase speaks to change and turning operational values into active verbs in decision making, and more. Without burdening you with grammar or platitudes, there is nuance here. The valediction is not “be well”, “be WELL” or “Be Well.” It is, BE well.

So, what’s the story? Why does “BE well” matter, and frankly, who cares?

Here’s why:

1. For over 38 years, my team and I have worked with leaders in a myriad of industries to accomplish successful transformational change. Our work has worked. It doesn’t matter if our work is a restaurant start-up, or a turn around. It doesn’t matter if our focus is in manufacturing growth, leadership development, or drama reduction in the work place. The age of the company, its leadership, or staff has been irrelevant. (Yes, this is true even with a seeming abyss between boomers and millennials and Z.) Amazingly, the industry hasn’t really mattered, either. Our work works.
2. What has mattered is the ability for any one of us to step into change, to be mindful of the uncomfortable necessity that each of us faces if we choose to evolve ourselves individually or collectively as a company.

For leaders in change, defining a sense of Purpose, what Simon Sinek calls “Why,” is step one of the change process. Finding the bigger reason for the business is key. Here’s an example: “We’re a manufacturing company. We make machines that support other businesses.”

My question is, what do the machines provide? Trust, confidence, safety, consistency? Sense of Purpose is to offer staff and customers alike the reality that, yes, we sell machines. However, what we really sell is trust, confidence, safety, and consistency.

The power of Purpose based positioning is both subtle and expansive. Instead of working to build a machine and doing what the boss tells me to do, I have a higher calling in and through the effective construction of my machine.

What outcomes can we count on from working “on Purpose?” Team retention, error free production goes up, costs go down. Sales go up. Selling becomes a compelling story instead of a pitch.

Full circle, with Purpose defined, we have a choice each day: be on purpose or not; use our values or not; be conscious or not. We want to inspire team members to BE on Purpose!

Do you see the connection to my complimentary close? On a daily basis, I do my best, to encourage folks, including myself, to BE on Purpose… to “BE (on Purpose) well” in every choice, in every action on a daily basis. “BE well” instead of rote, instead of unconscious. BE awake and BE mindful of all that’s in front of each of us minute by minute. I appreciate you.

BE well,

Rudy

PS; I’d love to hear from you and your experience of this personal insight!

The post “BE well” – Personal Insight for a New Decade appeared first on The Miick Companies.

Over the years I see the same four errors being played out repeatedly regardless of industry segment. Here’s how owners, managers and HR departments get in their own way and miss the opportunity to get great staff. Read on to find ways to solve these errors and likely ease some of your headaches on this topic! 

Error 1: Waiting until the last minute to interview. 

Schedule Interviews on a regular basis instead of waiting until a staff member offers notice or just quits. Waiting to interview until someone gives notice sets up what I call, “hiring a pulse.”

Ongoing scheduled interviews accomplishes two goals: 1. Effective interviews build interviewing skills. 2. When an A+ player does show up, hire them and raise the performance bar of your team. There’s a big opportunity here to keep interviewing. 

Remember that Culture = Brand! Do not settle for someone that doesn’t fit your culture. Your brand experience will suffer. Keep interviewing until you find the right person. This is likely to be one (1) person out of twenty (20), not one (1) out of five (5). Regularly scheduled interviews set up success.

Error 2: Signage that just says, “Now hiring” 

Tell a story with your job posting. Lose the “now hiring” signs and post something akin to “We’re always hiring folks that love “food” (e.g., helping people, troubleshooting, being part of a great team, etc.)” With Craig’s list, Indeed, or any other posting platform, tell a story about the way your culture feels and the outcomes the person in this position achieves! Create a story line for each position in your company regardless of department or level of hierarchy!

Error 3: Interviewing from a list of questions

Most interviewers ask questions from a check list. Question answered, move on. Skilled applicants go through this rote with the interviewer as bored as the applicant. Unskilled applicants get off the hook easily. Instead, go deeper. Ask the real question.

A commonly asked question is, “What do you see yourself doing in 5 years?” Applicant responds… an example of the real question is, “Of all the things you could do, why that?”

One of my favorite interview queries is this, “Define Common Sense.” The follow up question is: “On a scale of 1 to 10, 10 being “all the time”, based on your definition, how would you rate yourself using/having common sense?”

Another opportunity often lost is this: when someone mentions a school you went to, mentions a place you know well, or shares a passion that you share, typically the interviewer gives away critical information, “oh, I’ve been there”; “I play guitar too”; etc. Instead, hold back your information and go deeper with questions about the applicant’s experience. If the applicant is misleading you here, they’re likely mis-speaking about other parts of their interview. Pay attention. 

Error 4: Keep Talking; Just Talking

Two opportunities here:

1. All too often the candidate is just allowed to ramble on with answers. Once you’ve made a decision (e.g., no; move to a second interview; yes to a hire) stop the interview by thanking the candidate for their time and information shared. Do not feel obligated to keep going just because of some artificial deadline.
2. In addition to dialogue and asking questions, set up work exercises (not roll plays) with as little explanation as possible. Let the exercise show the applicant’s skill set relevant to what they’ve said or not. Whether they do well in the exercises or not, the interviewing team gains immediate information that verifies or negates what’s been heard from the candidate.

Exercises can be as simple as greeting a guest, selling a random item, adding a list of numbers (with a pre-determined total), carrying a tray, etc. Have two or three exercises ready for each position you interview; have props ready in advance of the interview so there is easy flow from a question to an exercise.

Take advantage of these recommendations to make hiring easier and more effective. This is just the tip of the iceberg with hiring. Let me know how it goes!

And, there’s more information coming in Rudy’s new book, soon to be released, From Purpose to Profit! Be in touch with Rudy at: rudy@miick.com

The post 4 Mistakes That Make Hiring Hard appeared first on The Miick Companies.

Even beyond foodservice, we know finding, hiring, and retaining a five-star staff is difficult, but when you look at how labor in the foodservice industry is tied to national debates like immigration and other political forces, it’s easy to see why it’s so important to restaurants and the companies that support them.

According to FE&S’ 2018 Forecast Study, labor costs and wages are the top concern, with 90 percent of operators saying the amount they spend on labor as an overall percentage of budget will either increase or remain the same. This means it’s more important than ever to make sure your team knows the values and purpose of the organization, as well as the skills it takes to implement them.

Reports from both FE&S and the National Restaurant Association show that technology will also have a major role in 2018. Whether it’s customer-facing technology or innovations in foodservice equipment, these changes will require teams to learn new skills and likely undergo additional training.

“Going forward, the ability to use new equipment and new techniques at restaurants is imperative to ensure organizations remain viable,” said B. Hudson Riehle, senior vice president of research for the NRA.

It’s just as important to make sure team members can use and implement new equipment and techniques, and that starts with making sure you have the right members on your team.

How can you locate great people? What steps can you take to bring them into your organization? How can you retain them and make them part of your company culture?

Spend 30 minutes with Miick, and get a free, one-on-one overview of hiring in the foodservice industry.

The post A Brief Look at Foodservice Labor Trends for 2018 appeared first on The Miick Companies.

How to create positive change? How to actively use values in decision making? No. The question has been about my favorite complimentary close in correspondence. “BE well.”

My choice is not a thoughtless habit, a short hand for “sincerely” or “best wishes.” This phrase is my favorite for a host of reasons, and I offer “BE well” consciously each time.

So, it seems the next questions are, why? Why this phrase, in this way, and why so consistently?

Ironically, my close does deal with change, with turning values into verbs and more. Without burdening you with grammar or platitudes, there is nuance here. The valediction is not “be well,” or “be WELL” or “Be Well.” 

Certainly, I wish health and wellness to the folks I’m in touch with, frankly to each person on earth. Wellness, good health is a blessing and critically important. My learning on this issue is clearer as I’ve found myself fighting cancer of the esophagus for the last six months. Today, cancer free and still regaining strength, my close as an offer is different than “just wellness,” and I hope of equal importance.

So, what’s the story? Why does “BE well” matter, and frankly, who cares?

For what is now over 35 years, my team and I have worked with leaders and clients in transformational change. It doesn’t matter if our work was a new opening of a business or the turn around and growth of a 50-year-old company (or older). Amazingly, the industry hasn’t really mattered, either. Our work works.

What has mattered is the ability for any one of us to step into change, to be mindful of that uncomfortable necessity that each of us faces if we choose to evolve ourselves individually or collectively as a company.

For leaders in change, defining a sense of Purpose, what Simon Sinek calls “Why,” is step one of the change process. Finding the bigger reason for the business is key. So…

“We’re a manufacturing company. We make machines that support other businesses.”

My question is, what do the machines provide? Trust, confidence, safety, consistency? Sense of Purpose is to offer staff and customers alike the reality that, yes, we sell machines. However, what we really sell is trust, confidence, safety, and consistency.

The power of this positioning is both subtle and expansive. Instead of working to build a machine and do what the boss tells me to do, I have a higher calling through the effective construction of my machine.

Outcomes, retention, error free production go up. Sales go up. Selling becomes a story instead of a pitch.

Based on what I’ve shared above, with Purpose defined, each day we have a choice – to be on purpose or not, to use our values or not, to be conscious or not. We want to inspire team members to not just be, but to BE on Purpose!

Do you see the connection yet to my complimentary close? I want, I do my best, to encourage folks including myself to BE on Purpose, well… to “BE well” in every choice, in every action on a daily basis. Not rote, not unconscious, rather, awake and mindful of all that’s in front of us minute by minute.

BE well,

Rudy

Wellness doesn’t exist in a vacuum. It requires a process. Discover elements to keep your values on track by reviewing the Miick Six Systems Approach.

The post Be Well – Some Personal Insight into Mick Purpose and Values appeared first on The Miick Companies.

As part of a guest blog on the TMC website, we talked about using modern methodologies typically associated with marketing as part of the hiring process. In the post provided below, we analyzed Inbound Recruiting, why your business should consider it, and how to use social media and inbound strategies to find and hire great talent.

*          *          *

Without much debate, a case can be made that a leader’s number one job is finding and keeping great staff. Without much debate, finding and keeping great staff may be most leaders’ biggest challenge. So, what to do?

In my experience, what we’re learning from Social Media and the concept of Inbound Marketing can really assist in this effort. First, let’s review the basic concept of Inbound Marketing. From Wikipedia:

“Inbound marketing provides information, an improved customer experience and builds trust by offering potential customers information they value via company sponsored newsletters, blogs and entries on media platforms.

Marketing strategist David Meerman Scott says that inbound marketing allows marketers to “earn their way” into a customer’s awareness rather than invading their awareness through paid advertisements.

The term “inbound marketing” was coined by HubSpot CEO Brian Halligan and is synonymous with the concept of Permission Marketing, a 1999 book by Seth Godin.

Compared with outbound marketing, inbound reverses the relationship between company and customer. In fact, while outbound marketing is going to push the product through various channels, inbound marketing creates awareness, attracts and helps new customers with channels like blogs, social media, direct mail etc.”

With this basic framework of inbound marketing defined, I’m not saying leaders need to spend more time tweeting or posting on Facebook or Linked In. However, we DO need to take two action steps:

Step 1: Share a Compelling Story 

Stop posting job ads in a traditional format (look at your existing job posts please). In this social media age, “now hiring” and sharing a list of tasks and requirements to get the job doesn’t cut it.

Instead, offer a compelling story about your company and the position you’re attempting to fill. In fact, counter intuitively, what we’ve found is that by making our story exciting and challenging, we raise the bar of expectations. We set the tone of an expectation of high performance for any applicant interested. Results? Two outcomes you won’t expect tend to occur (in my experience globally).

1. Like attempting to get in a great school or on a great team, employers end up with a waiting line of applicants regardless of the position we’re attempting to fill.

2. This outcome occurs regardless of the community, state, province or country in which we’re looking.

Make no mistake; the outcome needed is to fill jobs. The difference is this; instead of pushing a boring ad out to people already out of work, we’re inviting people that are already working but not inspired to apply with us. Here’re two examples of what I’m talking about.

Imagine the roll of a receptionist. What would you typically write? Here’s some of what we offer in an inbound marketing “story”:

Example 1, a receptionist:

“Imagine this… you’re in charge! You’re not just a receptionist; you’re our Guest Ambassador! The waiting room you manage isn’t a waiting room; it’s the ESSENCE of a vibrant hotel lobby!

Imagine treating our prospective clients like guests! Welcome to TMC! The McPherson Companies!

If you’re ready to smile more, laugh more and be part of a values driven, actively engaged marketing team, join us! If you’re ready to be treated with dignity and respect, and treat our guests with tenacious care, join us! We’re TMC!

If you’re ready for less drama in your place of work, reach out. We’re TMC!

The McPherson Companies (TMC) is purpose based and values driven. We live and breathe a business model that integrates our great marketing skills with a great guest experience!

Do we have your interest?” … Etc.

Example 2, a manager of people development:

“…Here’s what you’ll get from us:

You’ll find us a vibrant foodservice equipment manufacturing company positioned in the highest regard of our industry! We work “On Purpose” and we’re values driven.

All that said, we’re looking for the right person to serve as manager of team member development. We’re 450 people strong and growing! Team is how we look at our people! Providing them an amazing place to work, supporting them and the company at the same time IS what this position is about!

It’s a given that you understand and function clearly and effectively regarding all compliance issues with “wage and hour” as well as other elements of employment law. This means clean, clear file management at the same time you can hold the big picture regarding the role people play in company growth…. “On Purpose.”

Please apply if:

• Your attitude is more coach than cop; if you can model this coaching in Spanish as well as you do in English all the better! (fluent speaking, reading, writing in both languages is critical for this position for lots of reasons)

• You believe in ongoing learning and application of knowledge

• You model excellence and still see room to grow personally

• You want an active hand in building a dynamic business culture by design.

The right person in this position has the opportunity to evolve from manager to “director of”. Please send your resume along with a brief note sharing why you’re the right person for this position.”

These sorts of stories work in and outside of the normal job posting channels, no matter the venue – Indeed, Monster, Craig’s List, etc. Now that we’ve looked at a couple examples of what a compelling story can look and feel like, let’s take a brief visit to step two.

Step 2: Live the Compelling Story 

Telling a story is far easier than living it. It may be your experience that finding good people isn’t as tough as retaining them, and the reason may be here in step two.

Ponder this for a second: How many times, in my own experience coming through the ranks, did I get a job I thought was going to be great, and within two days, existing staff members shared a different story than I was told in orientation? I end up realizing that what I thought I joined wasn’t the experience I was promised. Ever been there?

We can use inbound marketing all day long to draw great folks in, and believe me, it works. That said, without living what we market, those great folks leave fast. Why’s this the case? Simple really, the strong players on your team know they can get a job anywhere “pretty darn” fast. They don’t have to put up with mis-truths, and frankly, don’t. What are you left with? C players.

So, what needs to be done? For inbound marketing to really work, Step 2 comes before Step 1. The real work is figuring out the internal culture we want, the internal BRAND we really are, we really have, and marketing that. In this case, inbound marketing, or inbound recruiting, really, REALLY works.

If you’d like to learn more about the innovative ways to broadcast your company culture and hire great talent with Inbound Recruiting methods, schedule some time with Rudy today.

The post What Is Inbound Recruiting and Why Your Business Should Consider It appeared first on The Miick Companies.

In reality, a company should begin the vetting process by announcing its culture to the world, for everyone to see and hear, ESPECIALLY potential employees. Finding talent that believes in your culture begins with what that culture is and how it’s packaged.

Hiring the Right People by Choice Not by Chance

DEFINE EXCELLENCE

The first step is to define culture. Define excellence. There should be no ambiguity as to what success looks like. Team members should begin to learn what success means even before they’re team members.

PUBLICIZE VALUES AND PURPOSE

After defining the important things that will define excellence, broadcast those purposes and values across a whole range of channels. Display cultural drivers on the company website, on marketing materials, on social media, and especially in recruiting related company messaging. In reality, a potential hire should have a good idea of what she’s walking into before that first interview.

INTERVIEW OFTEN

The interviewing process should never stop. Even if there aren’t immediate needs, interview on a regular basis. Know what you’re looking for, and don’t take chances. Hiring the right people to support your purpose and values happens by choice, not by chance. The more opportunities you have to make a choice (interviews), the better your hires will be (5-star performers).

Find, hire, and retain 5-star performers.

Start with the Hiring Tips Sheet from Miick.

The post Why Hiring the Right People Depends on Company Culture appeared first on The Miick Companies.

To answer these questions, we first have to understand that all people are people. We have basic needs, a hierarchy clearly defined by the likes of Abraham Maslow. In the workplace, those needs translate to who is getting laid off this week? Or will I get health insurance? Those needs are real, legitimate fears.

When companies aren’t mindful about their purpose or values, Maslow’s pyramid can win. It applies whether people are inspired or not, meaning your team members will pay more attention to their physiological needs like paying the bills to have a roof over their heads or their safety and ability to receive proper healthcare when they’re sick.

If a company is not working toward a set of values, on purpose, team members view working there as “just another job.” On the other hand, with a definitive purpose, with values and a mission, there are tangible results that staff strives to achieve. Why? Because they know their basic needs are met, which allows them to focus on working as a team and providing value as individuals. According to Maslow, this is acting out of love not fear, having a sense of belonging, raising self esteem, and ultimately, the process of self-actualization.

The bottom line is workplace drama takes away from purpose. Conversely, a purpose can eliminate workplace drama. When your team members wake up excited to go to work, sales go up, net profits go up, staff retention rates go up, lost work days go down, and so does drama.

When hiring 5-star performers, look to hire by choice, not chance. When creating culture in your organization, do it by choice, not chance. These choices will lead to tangible results.

Maslow’s pyramid is a ladder. Miick can help team members climb that ladder, to achieve belonging, and eventually to self actualization.

Start hiring the talent you deserve.

Join me, Rudy Miick, and get the keys to hiring great people in the Miick Minutes: Choose Well.

The post Are Your Team Members Excited to Wake Up and Come to Work? appeared first on The Miick Companies.

To recap, there are eight elements of the Miick Safe Space® System, and each one stands alone. At the same time, each one integrates with the others to make a potent guide for effective dialogue, feedback, coaching, and conflict resolution.

Let’s take a detailed look at the next four elements of the Miick Safe Space® System for Conscious Communication:

5) 7-45-48

These three numbers come from one of two global studies that were very close in outcomes. The data is: In the translation of what we say and do, the people with whom we interact make meaning or translate meaning in the following ways:

• 7% from words spoken

• 45% from body language (there are at least 3000 facial expressions that mean exactly the same thing globally)

• 48% from tone of voice (what’s sincere verses sarcastic, honest or not, a sideways jab? Where is the voice “placed” in tone to make these valuations on meaning?)

This means that body language and tone make up 93% of the translation:

• If I want to ensure my effectiveness in communication, I had better work to have my tone of voice and body language actually match my words. (This alignment of 7 – 45 – 48 supports effective intention – impact)

• There is a paradox: My word choice is very important, not less important. And words mean less than body language and tone when the body language and tone don’t match the words I use.

Tools:

• Pay attention to sarcasm… it’s funny until its not… it’s clear but not.

• Be kind and courageous enough to actually speak the truth, instead of “hiding behind” sarcasm.

• Watch out for pronouns: he, she, it, they, that.

6) Moose in the Room

To name a “moose” is a courageous act.

Most of us know the phrase, there’s an “elephant in the room,” or “wow, that’s an 800-pound gorilla.” Notice the impact in a meeting or training when it seems that “everyone” is holding back some dialogue about an issue that needs to be addressed, yet “no one” is willing to name it.

Often times, one person has the courage to name the issue and then gets in trouble. An alternative, our alternative choice, is to immediately name the moose in the room, the unspoken issue. Our expectation is that we lead meetings with naming any moose that causes drama or gets in the way of our individual or collective success.

Naming “the moose” is far more than simply having an “open door” policy. Being celebrated for naming a moose, that we expect the moose to be named in support of our collective success, is a powerful and potent action. Fear of speaking the unspoken slows us down and impedes our success through the use of Purpose and Values. The most potent way to mature your company or family system is to name “the moose”.

Moose start out small and grow exponentially the longer they remain un-named. Naming any moose allows each of us to laugh at the humanness of making meaning, making up stories instead of checking our story. Moose can easily show up on a daily basis. Name it, shoo the moose away, and stay present!

You know there’s a moose, when the real meeting happens after the meeting; or when someone says, “Oh, don’t talk about that…”; or “Yes, but… “

Tool:

Name the moose.

“I wonder if this is a moose?” or “I have what feels like a moose.”

Start a meeting with a check-in with each person naming a moose. If more than two people have the same moose, we’d better deal with it.

When a moose is named, its power and size is diminished; use purpose, values and Conscious Communication tools to discuss any moose, any time.

7) Confidentiality

Confidentiality is a potent part of Conscious Communication. Honoring confidentiality builds TRUST exponentially. Confidentiality simply means: That what’s said in the room stays in the room.

Tool:

Share the energy and learning from a meeting; share excitement or challenge.

In training, in meetings, in one-on-one conversations, we do not share the name of individuals named as examples. We share that people did or do profound work, or challenging work within themselves taking the risk to use conscious communication, or to name their truth, then dishonoring confidentiality. We do not share what they shared in confidentiality.

Yes:

“As a group we used our Purpose and Values to discuss budgets and decisions that have impacted our team and our members. We had a really honest conversation and used Safe Space to build our power as a team… the experience was great!”

No:

“Michelle went on about frustrated parents impacted by our budget cuts with the child care.”

8) Make “I” Statements

There are two parts to making “I” statements: “Singular I” and the “Collective I.”

Part 1 “Singular I”:

I speak for myself, based on data, my truth or experience, sharing my intention, sharing my inside out, naming the unspoken or my truth.

Yes:

“I have a real concern about how we’re making budget cutting decisions.”

No:

“Everyone’s really upset with the budget cuts.”

Part 1 continued, I own my attitude and actions:

Yes:

I am conscious of not making I/you statements.

No:

“I am so hurt by what you’ve said to me.” “You make me so angry.” “I feel like you’re really being a jerk.”

Yes:

“I can feel myself hurt from our discussion.” “I can feel anger building up inside me from what I’ve heard.” “I realize that when we talk I end up feeling really judgmental.

Part 2: “Collective I” Statements

Making “”I statements at the group level is more challenging. I need to pay attention to my intention! Do I INTEND to be part of the group? Is my intention to be “outside the group”? Is my goal to build the energy of the group? I need to pay attention: to be conscious of my choice in language!

Most important with collective “I” statements is to not worry too much about getting “it right.” Practice is what will move the skills each of us has in making effective collective “I” statements.

Making “Collective I” Statements

From the model above, at the group level: What follows are examples of making “I” statements at various levels of system within a group.

At the personal level:

“I do my best to make I statements whenever I speak” “I consciously do my best to make I statements when ever I speak.” “I own my decisions and my actions.”

At the collective level, or the group level, that is, when I am part of the group:

“Its my wish that each of us makes I statements whenever any one of us (or each of us) speaks.” “Each of us makes I statements when ever any one of us speaks.” “Each of us needs to own our actions.”

At the group level, as a group action:

“I’d like each of us to do our best consciously, to make “I statements.” “We all need to consciously use I statements” “At work, we each own our actions.”

As leader outside the group:

“I need you all to make I statements.” “I need each of you to make I statements” “I need you to own your actions.” “I invite you to own your actions.”

As the leader “inside the group:

“Each of us needs to make I statements” “I need each of us to make I statements.”

Two pointers to pay attention to in our discussions, coaching, and feedback:

1. Watch out for “But”

The word “but” tends to negate all that’s said before it.

“You’re doing a good job but, ______.”

Instead try: At the same time; or As an alternative.

For example, “But” can easily negate anything and all that’s been said previously. “But” tends to stop “energy.” Instead practice using phrases like “at the same time” or “as an alternative.”

With but: “You’re a good person but you are not doing your five-step greetings.”

Lose the but: “You’re a good person, and I know you can do more with your five-step greetings.” “You’re a good person, and to take your positive impact further, I know you can do more with your five-step greeting.”

2. And… Watch out for “Why”

The word “Why” can tend to make one shut down (a little or a lot). Two examples of “why”:

Why did you do that? Why are you doing that?

Some alternative possibilities are:

I’m interested in your choice _______. What’s motivating you to ______.

How could you do that differently? What could you do instead?

Safe Space® for Conscious Communication can make our relationships more successful both in business and in life. Schedule 30 minutes with Miick to get the basics on how these elements work in real life applications.

The post The Next Four Elements of the Miick Safe Space System® for Conscious Communication™ appeared first on The Miick Companies.

There are eight elements of the Miick Safe Space® System, and each one stands alone. At the same time, each one integrates with the others to make a potent guide for effective dialogue, feedback, coaching, and conflict resolution.

Let’s review the first four elements of the Miick Safe Space® System for Conscious Communication:

1) Track data, and be aware of meaning making.

Data is simply non-debatable. It’s the information we can see, hear, touch, and experience. For example, if the data shows that Steve has been late to work for each of the last three days, there are different ways to approach this.

Meaning making: Steve doesn’t care about work. He is having real problems in his life.

If I simply make some sweeping statement about Steve, I will be less successful in my coaching, my management, and in modeling effective leadership. For example, to call Steve out as always being late will likely result in an argument or at least a hassle.

Data-based approach: “Steve, I am aware you’ve been late the last three days to work. What needs to change to not have this behavior happen again?”

2) My truth, my experience.

Each of us is unique, and because of our unique background, education, faith, and life experience, each of us is likely to have a different experience when listening, seeing, feeling, or watching an event. The differences may vary from only slightly different to extremely different.

Another way differences show up is in experience. Your truth about the difficulty or challenge with work after three years of experience may be very different than someone in their first day of work. Think about a different frame of reference, a different size “lens” to view the world. Simply ask, “How is your experience different than mine? What is your experience with this?”

Based on my experience (in life), I carry different truths than someone with different experiences. My truth, my life experience creates or least impacts the meaning making I hold about any given situation. All the more potent then to track data and share my truth of THAT data.

How can I own my own stories without creating a fight or conflict? These are some examples of what can be said to gain clarity instead of conflict or a fight:

“The story I make up is ______. Am I close?”

“My experience is ________. What’s yours?”

“What’s your experience of __________?”

Lastly, what’s our truth or our experience? As a company, as a team, we’ll get more richness in our decisions, actions, and growth by having, hearing, and honoring different truths then to the best of our ability holding all as potential truth.

And know that truths can be true until they’re not:

“Six months ago, we couldn’t actually trust what was said.”

“I trust what is being said, based on data (and supported by our purpose and values).”

3) Intention and impact

Did what I intend to have happen, happen? What did happen as an outcome of my actions? If there is a miss on the intention and the impact:

1. If there’s a miss with what I intended and the impact created, acknowledge the “miss.”

2. Back up; try again.

3. A very powerful action is to DEFINE my intention at the outset, to myself and to others.

Tools:

Actually say, “My intention here is ___________.” Then check in and reinforce to determine if your intention was effective or not.

4) Inside out, outside in

Based on my intention and the impact I want to create, I choose one of two options.

Inside out:

I share my inside thoughts vocally or with explicit non-verbal actions externally to the person or to the group with whom I am interacting.

Outside in:

1. Being aware that I am dominating a conversation, I choose to silence myself.

2. Being aware that I am cutting someone else off, interrupting someone’s comment, I can wait five to 10 seconds before speaking.

3. Being aware of consistent patterns:

– If one specific person speaks, another specific person speaks to maintain an order.

– Pay attention to see if you can break your own habits. Yes.

– Does one particular person rarely if ever speak? If so, ask to hear their voice! The person’s inside voice when heard will impact the group. Let it! Work to hear that unheard person.

– Do people have to raise their hands to get their voice heard? If so, slow down the pace or name the person. Consider using favorite phrases like “I am aware we haven’t heard from ______ since we began” or “Let’s hear from those who haven’t spoken yet.”

Safe Space® for Conscious Communication can make our relationships more successful both in business and in life. Schedule 30 minutes with Miick to get the basics on how these elements work in real life applications.

The post The First Four Elements of the Miick Safe Space® System for Conscious Communication™ appeared first on The Miick Companies.