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by Rick Baker
On Jun 16, 2011
I have said and repeated, “There is no such thing as constructive criticism”.
I have said and repeated, “Constructive criticism is an oxymoron”.
While those conclusions came to me through independent thought, I have discovered many hold similar views and some folks even use the same words.
Both of these references describe the same thoughts I have come to accept as reality.
In summary:
- Criticism, regardless of how carefully we try to package it, is poorly received almost each and every time it is delivered
- Almost each and every time we deliver criticism it is destructive
- Often, criticism is well-intended, well-packaged, and well-delivered…yet, it has no chance of being received as constructive [the door is closed and locked tight before it arrives]
- And…people will always have differing views and there will often be a need to share those views…particularly, if we wish to create change…and, in business, we often do want to create change…hence, a major question: How do we create change without being received as deliverers of destructive messages?
That last bullet point gets to the root of business…people, interpersonal relationships, and change.
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Napoleon Hill taught the value of faith.
He made it clear he meant 'faith' in the broadest sense, not just religious faith. And, he expressed his view, 'doubters do not build'. Hill's research showed every major business development and contribution had been founded on faith.
And, Hill established, ‘those who doubt do not build’.
***
You have ideas.
You want to build business things.
You have visions of what could be....what could be created...what could be built.
Do you have the right amount of faith to achieve 'what could be built'?
I say 'the right amount of faith' because I want to highlight a balanced approach to building business. I am not comfortable with blind faith. Few things lend themselves to blind faith. Blind faith fails too often. Few things in business lend themselves to blind faith. So, in business, blind faith is a problem in the making. Blind faith is whimsical wishing. And, wishing and hoping don’t get it done!
So, faith in business needs some boundaries.
How will those business boundaries set?
Will they set by you alone?
Will they set by you, working with others?
I think you will set your business boundaries both ways.
Sometimes, you, alone, will set the boundaries. You will use your personal values to guide you and you will use your good judgment.
Other times, you will work with other people to set business boundaries.
And, that’s where criticism arrives.
Why?
Because…
- Doing things right is subjective…you have views and other people have views…often the views differ
- Doing the right things is subjective…you have views and other people have views…often the views differ
- Predicting or forecasting the future…you have views and other people have views…often the views differ…and none of us have a crystal ball…and some of us fail to recognize that last point
Obviously, we are discussing a fundamental issue here. We are discussing a fundamental people-issue with broad business application.
I think constructive criticism is an oxymoron.
I think most people disagree with that point.
Most people believe in or blindly accept the constructive capability of criticism.
And that causes more problems than are required.
by Rick Baker
On Jun 14, 2011
A dozen things you better know
1. You better know your Chief Desire
Whether you have a vivid lifelong Vision or a keen interest in accomplishing something important during the next few months, know what you want. Write down what you want in as simple and clear terms as possible. Napoleon Hill used the terms ‘Definite Purpose’ and ‘Definite Chief Aim’ to describe ‘what you want’. He stressed the importance of definiteness of purpose. To get through the toughest times, which you will no doubt encounter…you must make a habit of stoking the flame of your Chief Desire.
Key Resources:
- Napoleon Hill, ‘Think and Grow Rich’
- Spirited Leaders Academy Workshops #1 & #2
2. You better know how to apply your Strengths to work
Some activities invigorate you so much you shine and time flies when you perform them. You perform at your best when you do these activities. These signal your strengths and your personal strengths are your key to business development success.
Key Resources:
- Tom Rath – ‘StrengthsFinder 2.0’
- Spirited Leaders Workshop on Strengths
3. You better know how to manage your Weaknesses for work
You find some activities grating. They drain your enthusiasm. Even if you perform them well you will never excel at them and they will never cause business development excellence. Learn how to manage your work so your weaknesses have minimal impact.
Key Resources:
- Marcus Buckingham, ‘GO Put Your Strengths To Work’
- Spirited Leaders Workshop on Strengths
4. You better know how to make Connections With People
Business is about PEOPLE. To do business you must connect with people. Your good reputation is an essential ingredient. If you are a natural connector then you have a tremendous advantage. If you are not a natural connector then you will need help from ‘matchmakers’ who illustrate strength in making valuable, timely business connections.
Key Resources:
- Malcolm Gladwell, ‘The Tipping Point’
- Spirited Leaders Workshop on Connecting
5. You better know how to Click With People
You must learn how to obtain what you desire while satisfying the needs of other people or, at the very least, not violating the needs of other people. Excellence happens under an environment of aligned, harmonious effort. Work on expanding your pleasing personality. Ask great questions. That’s so important it must be repeated: Ask great questions!
Key Resources:
- Ori Brafman and Rom Brafman, ‘Click’
- Spirited Leaders Workshop on Connecting
6. You better know how to Lead Change
People only do 3 things: Good Habits, Bad Habits, & New Things. And, ‘Constructive Criticism’ is an oxymoron. Remember those two simple facts when you work to cause Clients to feel good about having a long term relationship with you…and remember those two simple facts when you want to help other people to become your Clients.
Key Resources:
- Dr. Jonathan Haidt, ‘Happiness Hypothesis’
- Chip Heath and Dan Heath, ‘Made to Stick’ & ‘Switch’
- Spirited Leaders Academy Workshop #2
7. You better know your business development Hedgehog & More*
* Hedgehog, Differential Advantage or Unique Selling Proposition, & Value Propositions
Stand out! Work at a business that can provide simple clear answers to tough questions like:
- What do you excel at doing?
- How are you different from your competitors?
- How are your products & services different from your competitors’?
- Why should I buy from you?
8. You better know your business Target Markets
Do not limit your target market thinking to demographics. That just scratches the surface. Always remember people place the orders. Always remember people’s buying habits are heavily influenced by emotions and justified [later] with logic. Watch what they do. Observe with a clear and open mind. Seek the roots of behaviour patterns.
Key Resources:
- Jeffrey Gitomer, ‘Sales Bible’
- Guy Kawasaki, ‘Reality Check’
- Spirited Leaders Academy Workshop #3
9. You better know your Business Development Pillars
Today, your business development must be supported by several marketing & sales pillars. You need a pillar of social media presence. You need at least one pillar of promotion. You need a pillar of cold calling. You need more than that. And, all your pillars must be pointed in the same direction…your marketing & sales actions must be integrated…your marketing & sales pillars must complement and enhance each other.
10. You better know your business ‘Master Rules’
4 strategic things set the stage for your ‘Master Rules’. Those 4 things are your business’ shared Values, Vivid Vision, key success factors, and key failure factors. ‘Master Rules’ are the link that bonds your strategic thoughts to your practical actions. So, ‘Master Rules’ must be clear and simple. And, ‘Master Rules’ must be repeated. ‘Master Rules’ must also be few in number…this ensures boundaries are set on actions without stifling creativity.
11. You better know your business Goals
S.M.A.R.T. Goals worked well in prior generations ago and they worked well a decade or two ago. Now, Goals must be more textured. When you set goals, it is essential to anticipate people reactions…specifically, you must understand in advance the emotional reactions your goals are likely trigger. This applies to the emotional reactions of your people, your clients, your suppliers, etc. You can do this by adding an ACRE of considerations when you set SMART goals:
A Action
C Conversion
R Repercussion
E Emotions
12. You better know what you must Measure and Measure what you must know
Performance Tracking & Key Performance Indicators: these are pure gold when you have the discipline to establish them and make them Good Habits. This is one area in business where zero tolerance is the best policy: if it’s worth doing then it’s worth measuring. Conversely, if it isn’t worth measuring then why would you bother doing it?
Key Resources:
- Douglas W. Hubbard, ‘How To Measure Anything’
- Brent Peterson and Gaylan Nielson, ‘Fake Work’
- https://rickbaker.ca/post/2010/01/19/CHANGING-FOR-THE-BETTER-Good-Habits-Bad-Habits-New-Things.aspx
- Spirited Leaders Academy Workshop #6
13. You better know exactly how Your Role contributes to your business
There are 3 Steps:
- Ensure role clarity…role descriptions, etc
- Ensure reward clarity…goals, performance, & rewards
- Perform an iterative process: test Your Role against every one of the first 12 Things You Better Know. Do this step now. And do this step at least once per year.
by Rick Baker
On Mar 30, 2011
I look at entrepreneurship success this way…
Entrepreneurship success has 2 components:
- the tangible wealth – money and what money can buy
- the feelings of self-worth & the quality relationships with other human beings.
Few people are fully satisfied by money alone.
Deep down, you know that.
But, you will be tempted to dis-remember it. I say dis-remember to make the point – you will not forget people are more important than money, however, that fact can be buried during the heat of entrepreneurial battles.
And – that’s when problems start.
That’s when self-esteem suffers.
That’s when success, if it comes, is bittersweet.
That’s when success can not fill the ‘wanting’ that drives entrepreneurs to carry on.
Much has been written about how special people connections can generate amazing success stories. As one example, I would recommend ‘ Click’ by Ori & Rom Brafman.
Dedicate time to understanding what it means to click.
To succeed as an entrepreneur you must click with other people.
by Rick Baker
On Mar 30, 2011
Sales Tweet #183 "It usually takes more than three weeks to prepare a good impromptu speech." Mark Twain
The Thinking Behind the Sales Tweet
I am fascinated by skilled public speakers. What value for their audiences! And, Mark Twain, with that amazing wit of his…provides a very important message with this quote. Here is another you can apply to public speaking: Abraham Lincoln – "Give me six hours to chop down a tree and I will spend the first four sharpening the axe."
by Rick Baker
On Mar 17, 2011
“Resolving Disputes in Business and in Life”
That is the title of the presentation Mark Weber gave at our last Centre For Family Business breakfast.
As always, Mark provided a fun, educational session.
I took lots of notes and this Thought Post outlines a couple of my take-aways…which I have already used to help myself and other folks with decisions.
1st take-away: When resolving a dispute, first focus on Interests
There are three approaches to resolving disputes: the Interest approach, the rights approach, and the Power approach. Mark pictured it this way:
Interests are our needs, desires, concerns…that’s the best place to resolve disputes. When we escalate discussion from Interests to Rights we get into negative emotional territory. An example of Rights would be, ‘the contract says _______’. Beyond discussion of Rights, disputes could escalate into Power territory. An example would be, ‘setting an ultimatum’.
When facing a dispute, first, take time to focus on Interests.
2nd take-away: People are biased and make a fundamental attribution error
While Mark was talking, I drew a little table to capture another lesson.
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When it is me
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When it is someone else
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When things go well
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I give the credit to myself
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I give the credit to the situation
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When things go poorly
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I blame the situation
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I blame the person
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I don’t believe this is intended to apply to all the people all the time. Rather, it is a tendency we should consider as we judge other people…and, as we try to understand how other people judge us.
In summary, when the biasis at work we judge like this:
- When other people do poorly we blame their behaviour [ie, we blame them]. However, when other people do well we give credit to the situation.
- We do the exact opposite when it comes to judging ourselves.
Thank you, Mark, for presenting very helpful advice on this thought-provoking topic…a topic that, as your presentation title says, applies both to Business and to Life.
***
A personal story – about Bias
Clearly, to the extent bias exists in us we should work to find at least middle ground.
As an example - Performance Appraisals are not a dispute per se…but they can quickly and even quietly become disputes.
Many years ago I recognized I tended to judge people too harshly when I gave performance reviews. My view at the time was - people judged themselves too leniently. I came to these conclusions because I asked people to write their own self-assessments and provide them to me before I presented the performance review I had written about them. When I received their self-reviews and compared them to my boss-created-reviews I noticed a consistent, big gap. I gave this quite a bit of thought. I tried to put myself in the other peoples’ shoes so I might understand how they reached their self-review scores. Then I thought about why the gaps in our views were so large. I concluded I set very high standards on myself and those standards could not, in general, be applied to others. [Perhaps that conclusion was wrong…I hope to discuss this with Mark Weber.] I decided to refrain from reviewing people’s self-assessments until I had completed a first draft myself. Then, I took my first draft and before looking at the self-assessments I raised every grade…about 20 points out of 100. That removed the gap for some people, removed more than half the gap for most people…however, a too-big gap still existed for some people.
That was many years ago. I now understand situations are a vital consideration. I now know under the same situation some people succeed while other people fail. I know leaders and co-workers must do their best to construct ‘winning’ situations. And, we must do what we can to help one another be better prepared for the ‘challenging’ situations.
More on this topic in future Thought Posts…
by Rick Baker
On Feb 25, 2011
I am amazed every time my friend Rob Caldwell introduces a speaker.
Introducing speakers – doing a good job of introducing speakers – that’s an art.
For a couple of years now, I have wanted to talk with Rob about this. I have wanted to know how he came to be so skilled at introducing speakers.
Was Rob born with the talent?
Did he learn it?
If so – when?...and – from whom?
It seemed to me, if I could write about Rob’s experience then that story would help other folks:
- Understand the importance linked to the role of introducing speakers, and
- Perform better when they are called upon to introduce a speaker.
I know no one more capable than Rob of providing advice on this topic.
Earlier this month, I finally took the time to ask Rob these important questions.
I asked Rob how he came to be so skilled at introducing speakers. Now, it seemed to me Rob was truly surprised by my question. He talked about local people who impressed him when they are called to introduce speakers. He talked about the speaking skills of David Johnston…and the speaking skills of his long-time friend John Turner. Perhaps, like many skilled folks, Rob does not understand the exceptional role model he provides when he introduces speakers?
I offered more details to explain what impressed me when Rob served as emcee and we talked.
Then Rob shared a most-memorable story with me:
When Rob was a young man, still in his teens, he was asked to introduce the well-known local politician - Mr. John Wintermeyer. Mr Wintermeyer was our MPP, representing Waterloo North. In the late 1950’s and early 1960’s Mr Wintermeyer had served as leader of the Liberal Party of Ontario. In that position he came close to becoming premier. Following a brief retirement he attempted to run again as a member of provincial parliament, representing the people of Galt.
Rob Caldwell was invited to introduce him to the nomination meeting - as a very young liberal.
Rob was in Grade 12 at the time. Mr. Wintermeyer was a senior politician, with an impressive track record. The audience was about 400 people and the event was held at Southwood Secondary School.
And – Rob did I very good job of it.
That is how Rob began to introduce speakers.
At this point in Rob’s story I began to ask questions:
- How did you come to have such ability at such a young age?
- What did you do that allowed you to stand up in front of 400 people and do a good job of it?
Rob explained…
- As a youth he got tongue-tied, he stammered. This made public speaking a real challenge. This made public speaking a very stressful activity. Rob knew he needed to take action to overcome his difficulty. He decided on two major strategies: to speak slowly and to practice quite a bit.
There is a parallel here. Rob and I talked about the wonderful movie ‘The King’s Speech’. Both Rob and I thought Colin Firth did a tremendous job of the lead role. When I watched him perform I could feel the King’s frustration and his desire to overcome. At the theatre, the audience resonated with Firth’s gripping portrayal of human triumph.
Perhaps, it was this movie that caused me to slow down enough to talk with Rob about this talent – introducing speakers.
Back to Rob’s story…
- Somehow, as a teenager Rob understood it was important to understand the person he was about to introduce. So, Rob did research on John Wintermeyer.
- Somehow, he understood it was important to include personal things. So, Rob talked about Mr Wintermeyer’s ties with our local Mennonite community.
- Somehow, he understood the need to be very well-prepared, leaving nothing to chance. So, Rob studied and practiced and blended in his personal style.
That was an introduction of how Rob began to introduce speakers.
… to be continued
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