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Name of author Rick Baker, P.Eng.

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You Just Cannot Take Communication for Granted

by Rick Baker
On Nov 20, 2014

People don't express their thoughts as clearly as they think they do.

People don't listen as well as they think they do.

And, to make matters worse, people are born with these brittle, fragile, and unpredictable egos that inject biases and confuse their thoughts.

Egos have a singular strategic initiative: protecting themselves.

Egos have a preferred operating tactic: adjusting thoughts and actions to present the ego-owner in the most-desired manner. This preferred tactic both ‘protects’ and ‘projects’. It protects the ego. It projects an image of the ego-owner. It projects:

  • consciously and unconsciously [in planned and spontaneous ways],
  • in ways that are consistent with the self-image,
  • in ways that promote the self-image, and
  • with extreme bias [using a spectrum of biases/perspective-altering techniques].

So, as people communicate with one another they are guided by these self-serving, brittle, fragile, and unpredictable egos. These egos wander rampant everywhere, protecting themselves and doing the best they can to manipulate others’ perspectives at every opportunity…

…all at the expense of clear and complete communication.

Going back to the initial premise: People don't express their thoughts as clearly as they think they do.

Generally, people don’t know the extent of their biases. That’s the nature of biases. That’s the ‘Catch-22’ of biases. Biases operate at their peak when their owners fail to understand the biases exist. When owners know their biases exist their biases’ power diminishes. When biases are unknown to their owners biases act in accordance with the uncontrolled demands of their owners’ egos […or is it ‘unconscious minds’].

So, often, people think they are communicating one message when in fact their egos are communicating an entirely different message.

And, about the second premise: People don't listen as well as they think they do.

For several reasons, people do not listen well. To name a few:

  • they brainwash themselves into believing they are too busy…providing themselves with a lifetime excuse for not making the effort learn how to listen well,
  • they have never taken the time to work at developing focus or concentration skills, and
  • their egos take over their ears and brains, more or less at will.

About that last point: Consider, for example, you are at a social gathering exchanging pleasantries with one person and a far-more-important person happens to walk near the two of you. You, of course, very quickly tune out the talking person as your brain thinks about the far-more-important newcomer. Why? Why do you do this? While there are a number of possible explanations, you will save time if you check your ego first.

So – that’s the problem, what’s the solution?

The solution rests in the ancient Greek aphorism: “Know Thyself”.

Injecting an ancient word and expanding on one of Covey’s ‘7 Habits’ –

Seek First to Understand Thyself:

  • Only then will you have the ability to keep your ego in check and in balance.
  • Only then will you have the knowledge you need to listen with skill.
  • Only then will you have the knowledge you need to express your thoughts clearly.

#Communication

How to convert Talents into Strengths...at Work

by Rick Baker
On Nov 10, 2014

 

Talents:  

  1. Do some self-analysis...be as objective as you can be...the things you enjoy at work are 'talent signals'
  2. Obtain some 3rd-party feedback...consider your boss's input...and seek fully-objective help
Opportunities:
  1. Give yourself opportunities...keep your mind open to consider changes...understand opportunities often come in problem disguises
  2. Ensure you associate with other people who are willing to provide opportunities for you...your mentor...your boss...your family members
Specialized Knowledge:
  1. Study your industry with a view to coming up with insights of value to your clients
  2. Study other industries with a view to coming up with insights of value to your clients [borrow brilliance]
Practise Skills:
  1. As Malcolm Gladwell taught - people need much practise to become skilled...dedicate 10,000 hours...then do more
  2. Mistakes and shortfalls are a necessary part of learning...repeat the Act-Err-Adjust cycle until you succeed
Routine & not-Routine Work-Tasks:
  1. The 80/20 Rule: 20% of the causes yield 80% of the results...not-Routine work is the place where innovations yield the greatest returns
  2. Routine work-tasks should be systematized and automated to the full extent possible, freeing up time for doing not-Routine work

Tags:

80/20 Rule | Solutions & Opportunities | STRENGTHS: People-Focused for Success

Stop focusing on people’s weaknesses!

by Rick Baker
On Nov 6, 2014

Our habit of 'focusing on weaknesses' may have started in our family homes when we were infants or toddlers.

Or, our habit of ‘focusing on weaknesses’ may have started when we met our first teachers.

Or, it may have started through the hands of neighbourhood bullies.

Or, it may have started when we joined the workforce and received our first performance appraisal.

The point is - it happened.

If fate was kind to us and we received a balance of positive/supportive feedback to offset the barrage of ‘focus on weaknesses’ then…we certainly were among the fortunate few!

Most people have received much more negative feedback than positive feedback.

Most people have become accustomed to focusing on weaknesses…their weaknesses, other people’s weaknesses, employees’ weaknesses, etc.

And, that’s the Problem.

You can choose to be part of the Solution!

How to improve your capacity to learn

by Rick Baker
On Nov 5, 2014

Here are some of the Ways To Improve Your Capacity To Learn:

1.    Focus On Seeking Specialized Knowledge: Set aside time to obtain knowledge required to achieve your goals. Book time into your calendar. 

2.    Seek knowledge Internally: Solidify in your mind what you believe, with certainty, to be facts then use deductive reasoning to add pieces of knowledge, expanding your linked-network of specialized, clear knowledge...picture it growing like clear crystals grow. This is your Crystalline Knowledge. Or, if you prefer, imagine your neurons - all those axons, dendrites, & synapses - making hard-wired connections...building your Neuronal Network of Specialized Knowledge.

3.    Seek Knowledge Externally: 'Borrow Brilliance' from others...select technical experts, role models, and Heroes and blend their knowledge and wisdom with your thoughts.

4.    Open Your Mind To Patterns: Allow your intuition a free reign. Then attend and use it to expand your Crystalline Knowledge.

5.    Pay Attentions To Nuances: Devils and other magical things lie in the details; also, good things come in small packages. You can store vast quantities of this important nuance-knowledge ininvisible packages, in your mind, which you can open on demand.

6.    Look for Opportunities hiding within Problems: as the saying goes, “Opportunity rides on the wings of adversity”. Practice P=2S+O, for every Problem it is easy to come up with at least 2 Solutions…and, often, Opportunities are hiding within or riding on the wings of Problems

Tags:

Solutions & Opportunities | Thinking as in Think and Grow Rich

Leaders must step up

by Rick Baker
On Oct 27, 2014

Leaders must do something about it...

  • When they notice their people are under-performing
  • When they find their people are making an unusually high amount of errors in their work 
  • When they sense their people are just going through the motions 
  • When they know their people's work quality is substandard
  • When they see their people aren't providing their best effort 
  • When they see their people showing disregard for the rules 
  • When they hear their people bickering back-and-forth, criticizing one another 
  • When they learn their clients are complaining about products or services
Few business leaders would argue against someone doing something to remedy situations like those described above.
 
Yet, many business leaders do not take decisive action when they observe these and other bad habits

There are many reasons why leaders fail to take decisive action. Three reasons are at or near the top of the list:
  1. I'm too busy to deal with all these things.
  2. It isn't my responsibility...my managers should handle their people.
  3. I don't like dealing with conflict situations.
None of these excuses cut it in the world of business success.
  1. Successful leaders illustrate repeatedly that they do not suffer from a lack of time...successful people have more time
  2. If the leader waffles then followers lose respect for the leader. Related to this, it is dangerous to delegate a task you refuse to do yourself. Lead by example.
  3. Napoleon Hill taught the importance of harmony at the leadership team and throughout the organization. Interpersonal conflicts are a fact of life. Interpersonal conflicts demand continuous attention and planned action. If left unattended, interpersonal conflicts destroy morale and remove the opportunity for forward progress and success.

Tackle problems: hit them high, hit them low...rip the ball out from their hands.

by Rick Baker
On Oct 5, 2014

The Thinking Behind The Tweet 

Unresolved, lingering problems gnaw away at your brain energy. Attack problems and pluck that destructive power away from them.

Tags:

Humour | Solutions & Opportunities | Thought Tweets

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.