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Becoming a thought leader with impact

On becoming a thought leader with impact

Do you ever read my column and disagree with what I have to say? This could be a good sign: you may be ready to take your place as a business thought leader.

If, even once, you have thrown down the newspaper or closed the browser in disgust, all the better. It means that you care enough to become a thought leader. An emotional reaction is a signal that you strongly believe in a different point of view. Maybe your contrary insight might be worth sharing with a wider audience.

If so, you need not be rich and famous to be the next Marcus Garvey, perhaps Jamaica’s foremost thought leader. Like he did, you can start with little more than a knowledge of how to use the latest technology. In his day, he established newspapers in several countries to share his content. By contrast, you could set up a free Facebook page in a few minutes.

However, that’s not likely to be enough. Garvey didn’t have a goal of being “an influencer” or being famous. His publications were the means to fulfill a much bigger vision. Take yourself to his level by following these steps.

1. Start Provoking

While you may not be prepared to write a book or give speeches to thousands, your smartphone affords you tremendous power to craft messages. What about finding an audience? Maybe they are just sitting in your social network waiting to hear what you have to say.

But what if you aren’t ready to formulate your initial thoughts into the written word, audio recordings or videos? One way to begin is to find and spread articles you agree or disagree with. Share, add your opinion and invite others to comment.

As you do so, consider this to be the start of your research and learning. Continue looking for quality evidence and the underlying academic publications that supports it.

Sometimes, you’ll discover nothing but opinions. Occasionally, you may bump into facts that contradict your pet ideas. Overturn them to fulfill your mission of finding the truths that help you make progress.

These are small steps, but the world won’t change until you start to engage it. Sharing and reacting to existing points of view brings your commitment out into the open, starting immediately.

2. Build Your Structure

Most people mistakenly believe that all you require to be a content creator is the right keyboard, audio recording device or video camera. While those are necessary elements, in today’s world they are simply insufficient to be effective.

Especially in these locked-down times, would-be thought leaders need a way to share their content, promote themselves to new audiences and manage their followers. The details of these three approaches are as follows.

– To deliver consistent messages you must specialize in a particular mode: text, audio or video. Why? It takes time to master a single one well enough to rise above the din and distractions your would-be followers face, even if you have world-class ideas. Fortunately, YouTube has all the education you need to move past the beginner stage of using these three modes.

– Some believe that they shouldn’t have to do very much promotion – “if you build it, they will come.” In other words, if the content is good enough, it should naturally attract people. This hope-for-the-best approach is unlikely to win attention. Instead, you must carefully define a strategy to promote your messages in a multi-channel world, each with its strengths and weaknesses. Experiment with each of the social networks, plus setting up your own website.

– Consider obtaining a Customer Relationship Management software system (like Mailchimp) to efficiently scale and automate your communication with your audience.

Recall a time when a typewriter was an essential piece of equipment. Think of these three elements in the same way: the hallmark of someone who is serious.

3. Focus on Results

As a budding thought leader you are likely to have multiple objectives. Pick an easy one to start with, such as the number of people who respond to your next article on Facebook. As you continue, you’ll define more sophisticated metrics that measure your impact.

As you may agree, being an effective thought leader in these pandemic times involves more than having new, fresh ideas. That’s just the beginning. While quality thoughts are essential, they are lost by themselves.

Today, the sad fact is that the smartest voice will not necessarily be heard above the distractions. Think of your “message delivery” skills as a critical partner to your creativity and you’ll start to confront the gaps in becoming a business thought leader with impact.

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How to Persuade an Audience Productively

Do you have the challenge of persuading an audience in either a speech or the written word? Here’s a useful outline I have adapted for use in the background of my talks and articles, including this one.

Psychologists tell us that when people are being influenced by ideas, it’s just not a random activity. Instead, they follow a rather predictable process, especially in live gatherings. The core notion is that a group being influenced journeys from one psychological space to another, almost like running around the bases in softball, hitting each of them in sequence. Following this theory, here are four major phases to use, inspired by speaker-trainer Pete Vargas.

Hearts

The first phase of persuasive communication is designed to address an emotional need. Usually, at the very beginning, an attendee is preoccupied with a “Why should I listen?” question. While it can be logically explained, the best speakers/writers evoke an emotional response, starting with their very first words.

Some begin with a question designed to spur curiosity. Notice that I used this approach in this article; it happens to be the one I use most often. Others give a startling statistic or quote. A few are brave enough to tell stories.

Unfortunately, too many stammer out irrelevant pleasantries to “break the ice”: thanking various people, introducing themselves, dropping anecdotes. They mistakenly believe that it’s impolite to start with a bang.

Yet, this is the best moment to make a heart-to-heart connection, before phones take away people’s attention. If you can follow your opening by evoking their experience of the problem, and how you have struggled with it, all the better.

Finally, Jamaican listeners and readers yearn to connect with each other. Find a way to bridge the gap between members of your audience, taking away the anxiety of feeling as if they are alone.

This first phase ends when the emotional connection has been made. It could occupy 25% of the time available.

Heads

The next question people ask is related to your Big Idea – the “how”. This is the logic behind your thinking – the new approach you are advocating that they have never heard.

Here, you are building a fresh case. Use research data, historical facts, and stories to share ideas that can pierce their logical minds. Assume that they are usually a bit cynical: quick to dismiss your message to the “same-old-stuff” category.

Try to spend about 40-60% of your speech in this phase – it’s the one people will share with others and use to justify their future course of action. They may not mention how you made them feel, but they will remember data such as the percentages I have quoted in this article.

This phase ends when their heads are nodding with understanding, showing they are ready to move on.

Hands

Arguably, your call to action (which takes place in this phase) is the most practical part of your communication. Here, you appeal to your audience to act to fulfill the promise of your Big Idea.

As such, this is not the time to be subtle or obtuse. Instead, create a picture of their future selves and ask them to make a concrete, visible commitment. It could be an altar call, a book purchase, a website download or something that doesn’t involve you at all, such as a sequence of steps.

Once they have been asked to act, you have set the stage for a powerful ending.

Hearts

The final 10% is a return to emotions. This is where you can continue a personal story or ask them to envision the person they’ll be once they take action. If you are able to create a connection to the feelings evolved at the start, even better.

The point here is to summon the emotional commitment needed to be successful going forward. After all, you are setting them loose to try your Big Idea in the real world full of resistance, resignation and cynicism – even if it’s their own. They’ll need to be strong to avoid the friction and distractions involved with the introduction of anything new.

Consider this to be a serious challenge. At the heart of your need to persuade should be an authentic commitment to make a life-changing difference. As someone who has stepped up, hold yourself accountable and be a contribution.

In other words, don’t commit the error of “just” giving a “small speech” or a “few remarks”. Every time you stand in front of a microphone, or put pen to paper, you have a sacred duty. You are not just a noisemaker.

Instead, honour your wildest dreams in which your words help people transform their lives, even if you’re only delivering a wedding toast. After all, you only need a single person to respond postively to know that it was worth the effort.

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Will Your Church or NGO Survive the Pandemic?

Are you concerned that your church or Non-Governmental Organization (NGO) may not survive the combined punches of a pandemic and a recession? You should be. But there’s much you can do to intervene and turn things around.

Most of us can appreciate the devastating impact of COVID-19 on industries such as education, entertainment, hotels and restaurants. But there are other effects being felt in two sectors which have traditionally drawn strength from live gatherings of volunteers. Now that large assemblies have been banned, churches and NGO’s are threatened as never before by recent, unstoppable trends.

The Threat to Churches

While your church is primarily seen as a place of worship, let’s assume it’s also an organization subject to the same requirements as others: it needs manpower and funding to maintain its operations.

In particular, the Saturday or Sunday morning service plays not only a spiritual role, but it also serves a commercial activity: fund-raising. Traditionally, this has been driven by donations from live attendees.

In any recession, its elders would expect a dip but this one is different. Their primary channel of creating value has been severely and indefinitely curtailed.

This has led to a dramatic change in behaviour on behalf of would-be congregants, particularly those who are lukewarm – the majority. Now, instead of putting on their Sunday best and sitting on a pew for the better part of the day, they are engaging in alternatives.

Some are watching their home church’s services online. Via Google Search, others have switched to more fulfilling broadcasts in other parts of the world. More than a few are simply distracted by social media, the news, exercise, giving the children extra lessons and other activities.

The fact is, they are all picking up new habits which will become quite hard to disrupt once the ban on assembling is lifted. Consequently, your church’s recent drop in donated income may not be temporary. Neither is the reduction in attendance. And, even when the bans lift, your elders will still have a recession to contend with.

The Threat to NGO’s

The challenge many NGO’s face is a bit different: it includes their leaders. They don’t have the benefit of a permanent pastor and probably elects new executives every year or two.

Traditionally, each incoming leader body learns its function from the one prior, primarily via face-to-face meetings. Its regular activities and fundraising events have also always been in-person. So has its AGM where dues are collected and elections are conducted.

COVID-19 has taken all of these away. Now, the leadership must engage using unfamiliar online tools like Zoom. In many NGO’s, retirees play an important role but they are least likely to use such tools.

Unfortunately, the sum of these shifts threaten the existence of many churches and NGO’s. Some have not responded well, going into hibernation; a wait-and-see approach. Their hope is that things will return to “normal” someday soon.

Hopefully, your organization realizes this urgent, existential threat and plans to devise a new strategy. Here are some steps to take.

1. Craft New Commercial Strategies, Abandon the Old

While your church or NGO may have built its existence on long, stable traditions, consider this a call to re-think everything. A mission of “Continuing our Tradition” might need to be replaced.

Now, you must define a fresh destination, one that will appeal to a highly distractible audience wary of in-person gatherings. This should mean looking 5-10-30 years to the future to craft the details of a vision in which you are unique in meeting your followers’ needs.

Once your end-point has been defined, fill in the steps to be followed over the time period. On the commercial side, use metrics such as members, donations and special event income to show where your growth will come from. Include milestones along the way which describe the path to follow.

2. Draft New Skills

If your board lacks the skills necessary, co-opt younger persons who have them. For example, if none of your leaders have regularly attended a range of virtual services, include someone who has. Ask them for help in defining new ways to add value which appeal to Millennials and successive generations.

Time is of the essence. Don’t delay because of pride. Instead, assume the worse: that Jamaica won’t have a vaccine or achieve herd immunity until after 2021.

To save your organization from extinction in the meantime, forsake any wishful thinking and embrace the fact that there are irreversible trends at play which are moving against you. Rally your members and show them that this isn’t about a temporary convenience but an entirely new way to fulfill your mission.

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Thought Leadership in the Age of Technology

Are you someone who leads by sharing your best ideas with a defined audience? As a “thought leader” you may have noticed that technology has made certain tasks easier, but the overall challenge has become formidable.

As mentioned in my column dated October 4th, I have been hosting multi-day virtual conferences. For each one, I have invited thought leaders to be presenters, but recently, a separation has developed between experienced experts (Elders) and tech-savvy communicators (Youngsters).

The former have been thinking about issues in their field for some time: publishing books, articles, or conference presentations. Spending a decade or more in reflection and study, their deep content is provocative. Furthermore, they have probably assisted many other experts over their careers.

In general, they are in no hurry, as they are accustomed to cycles lasting months or even years between major outputs. From their point of view, it takes time to develop sound ideas; the wait between the first draft of a book and its appearance in a bookstore.

At the other extreme lies their young, digital counterparts: Youngsters who also intend to influence others with their thinking and creative products. However, they use the newest technologies to dramatically shorten the cycle between inspiration and public consumption.

Employing the latest virtual channels, they disseminate a high volume of content. As such, they are conscious of their online image, measuring success by the number of likes, followers and subscribers they garner.

Recently, these groups have been drifting further apart, leading to complaints. If you belong to or interact with either group, here is some advice.

Why Elders Must Pivot Their Delivery

I recall a conversation with a colleague who had some fine ideas about marketing products in Jamaica. When I suggested he share them publicly, he refused. “Someone will steal them!” he complained. When he migrated a few years later, all his plans went with him. But his limited thinking lives on in the heads of too many Elders. They grew up in an environment of scarcity, where an original theory or solution was rare and the opportunities to reach an audience were few.

Case in Point: As a young management consultant in the 1980s, I struggled to produce papers and give speeches due to the cost and time involved.

Today, such barriers have been removed, but most Elders have not caught up. They may know how to find and download ideas from other thinkers, but don’t know how to use a blog, vlog, podcast or social media to build an audience.

If you are an Elder, one place to start is to develop an “owned” asset – one that you control completely, rather than “renting” temporary space on a social network. Establish a website which allows you to share your creative outputs via text, audio, video or graphics.

Then, create a catalog of your best products. When you have at least ten or twenty decent units, publish them in sequence and start to build an audience. Use your friends on social media as a foundation and send out links to other thought leaders.

Why Youngsters Must Use Precedents

Thought-leaders who are tech-savvy are often enamored with their increasing ability to create followers. It’s never been easier to do so, and some self-proclaimed youthful “experts” have been able to attract millions. As such, they spend a great deal of time seeking better social media tricks, slicker graphics, more effective hashtags, and nicer filters. They look up to established influencers who are using these tweaks to extend their reach.

However, if you dig a bit deeper, you may find that some Youngsters are “all hat and no cattle.” In other words, while their followership is growing, their content comprises no more than shallow ideas and worn cliches.

As such, their followers tend to be young and impressionable, honestly believing that they are hearing brilliant, breakthrough insights. Before the inevitable loss of interest comes, there is something Youngsters could learn from their Elders: how to solve novel problems using existing research and fresh imagination. Following this approach would allow them to develop a better-quality audience that sticks around for truly original thinking.

By the same token, many Elders are waiting for their wisdom to be tapped. Consequently, they just aren’t learning the aggressive techniques Youngsters have acquired to reach their audience: they need to become active, skillful users of LinkedIn, Twitter and Facebook.

For now, the momentum lies with those who use the latest technology, but it should swing back. Unfortunately, we can’t wait. In these tumultuous times, we require both Elders and Youngsters to develop the skills needed to make their contribution.

If it means embracing an uncomfortable challenge, so be it. The world needs people who combine high-quality thinking and channels of easy access to help solve the pressing problems of the day.

http://jamaica-gleaner.com/article/business/20201018/francis-wade-thought-leadership-age-technology

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Converting Your In-Person Conference to a Virtual Summit

Is your organization accustomed to holding real-life gatherings for scores or hundreds of its followers, shareholders, customers or members? If so, what should it do in these pandemic times? Are large-scale, virtual events as simple as they seem?

In October last year, I got lucky. A colleague included me in the execution of his two-day online summit. Thousands participated from around the world, and based on what I learned, I subsequently launched two such events of my own. My most recent effort, CaribHRForum Virtual Conference featured over 1350 participants, with 75 speakers spread over three days.

While my learning curve has been quite steep, here are some shortcuts I recommend to scale this challenge, even in a world of continuous, disruptive change.

1. Get the Business Model Right

Like many activities of this nature, there is a commercial reality that must be addressed in order to produce a material benefit. While it might appear easy to copy other online events, that’s a mistake if the organizers’ goals aren’t exactly the same as yours.

To illustrate, some hosts are happy to increase the size of their mailing lists. Others just want to sell a specific product to a narrow audience. The point is, your organization must define the outcomes and target dates it wants to attain from the venture.

For example, at the start you must choose which crowd to attract, what topics to cover, which technologies to use, what skills are needed and more. These are strategic decisions which should be driven by your organization’s vision. That’s not to say the past should be ignored: but you should assume that you are looking to attract a younger, more tech-savvy version of your traditional audience.

By now you may realize: this is not simply about making a virtual carbon copy. Instead, this activity should complement your new post-COVID strategy and the best way to accomplish this is from a blank canvas.

2. Hunt for Skills

Unfortunately, the team of folks you relied on to pull off your in-person events may find itself lacking. The skills needed for a project of this nature are vast, deep and changing from one month to the next. As such, it’s unlikely that you will find them all at once. In other words, expect team members to be in a relentless learning mode as they grapple with evolving technologies.

For example, you’ll need folks who are skilled in internet marketing, website design, customer service, online community management, copywriting, image and video editing, event handling, speaker selection/training and more. While some of these may appear to be traditional capabilities, the virtual expression of them is unique.

Case in point: A skilled graphics designer accustomed to a traditional role may not understand the difference between Instagram Story promotions versus those in the Feed. Facebook’s advertising platform may be incomprehensible.

The bottom-line is that managing the skills needed for a virtual conference is a game of constant vigilance. Few organizations can afford to hire an external specialized team so you must use volunteers or employees. They will only possess a subset of the skills you need so get everyone in learning mode from the onset.

3. An Early Start

Most organizations under-estimate the need for a business model that works and the skills which are needed. Consequently, they start working on their online conference far too late.

This has a compound effect: an overdue start means a lesser choice of speakers. This, in turn, makes the event unattractive to your audience. They may conclude that you’re only offering a glorified webinar: heavy on splashy graphics and light on content. Unfortunately, fewer attendees means less revenue.

A late start may also push you into offering live presentations, versus those which are pre-recorded. While this may seem to be an easy substitute, it actually translates into a frantic last-minute struggle to bring together interviewers, interviewees and the audience in real time. Throw in different time zones, imperfect technology and a tricky supply of electricity or Internet access and you have a recipe for stress.

In these pandemic times, these are challenges you may not be able to avoid. Accept the fact that you are creating an experience that is distinctly different from ones you have undertaken in the past, and that direct comparisons to pre-COVID times add little value.

The truth is, in-person gatherings in large numbers are unlikely to resume in 2021. In the meantime, many of your audience members will become accustomed to the benefits of virtual conferences and summits, and start to prefer this option.

Embrace this aspect of the new normal as a unique capability to be used long beyond the time when herd immunity sets in. Instead, it will probably be a requirement your audience demands, a feature your organization will offer over and over again in the future.

Originally published in the Jamaica Gleaner.

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How to Listen Productively in a Negotiation

The task of negotiating with other people is part and parcel of business-life. However, many hate having to do so, and a large percentage do so ineffectively. One cause is that most focus on the quality of their speaking, fixating on what they need to say. By contrast, masterful negotiators take a different approach: deep listening.

Years ago, I had the fortune of picking up “Getting to Yes” by Roger Fisher and William Ury. This classic book on negotiations outlines several principles; one of which is to listen keenly to uncover the true intent behind someone’s position.

The idea is simple enough: when people are in a negotiation, the job of making requests of their counterparts is unavoidable. On the surface, it seems to be a battle of wills: each side asks for what it wants repeatedly, until the other concedes or refuses. The best tactic is to figure out how to get what you want, while giving away as little as possible.

However, Fisher and Ury advocate a different frame: a “Win-Win” in which both parties benefit. As you may imagine, there are a number of positives to be derived from this approach, even though it requires more skill. Among them is the ability to listen powerfully to what the other party is not saying aloud.

The fact is, each of us asks for stuff we want all day. However, especially when the stakes are high and emotions are raw, we unwittingly hide our true needs and emotional wants behind words. It simply feels too risky to be honest.

But we aren’t being sneaky; it’s just that emotional intent doesn’t translate neatly into actions or objects. For example, a husband who asks his wife to make a cheesecake for his birthday isn’t necessarily asking her to procure a baked good, and may be upset when she purchases one from a store.

For him, the intent is to experience her love and care which means seeing her sacrifice time and attention in the kitchen making the cake from scratch. He may unwittingly want to relive a memory provided by his mother.

But his actual words: “Would you bake a cheesecake for my birthday?” don’t convey his entire intent. Therefore, the mismatch between the two could result in a marital spat, or in the business world, a failed negotiation. How can you get past this sticking point if you find yourself in a similar spot?

1. Notice the mismatch

Skilled negotiators know how to use their intuition to discern such subtle gaps. Something deep inside them indicates that all is not well. However, you may find that your MBA-like training leads you to pay attention to the logic of what is happening: the discernible facts.

But that’s not enough. Furthermore, detecting uneasy feelings is necessary, but not sufficient. Once the inner shift is realized, you must translate the sensation into accurate words.

“It seems that we are making progress, but something inside tells me that we are missing a big part.”

This is a bold step: it’s a request to stop the negotiation in order to investigate a mere hunch based on intangible emotions. Unfortunately, most people self-censor, telling themselves: “Don’t be silly – just move on!” When they do so, everyone loses.

If you’d like to move past sticking points in your difficult conversations, it pays to tune in to your inner feelings, and speak up.

2. Probing for Underlying Commitments

If you do call a time-out, and things seem stuck, it could be that you are giving the other party exactly what they are asking for…but it’s not enough. This is a moment when your intuition can help you probe for deeper reasons.

“I know you asked for cheesecake, but why do you want that for your birthday?”

This is a masterful move in any negotiation because you are probing behind the stated position to see why it was raised in the first place. But this is more than curiosity.

Going deeper opens up the range of possible solutions. For example, the smell of home-cooked cake on a special day could be satisfied by other kinds of baked goods which are easier or less expensive to make.

When you expand the number of options, a Win-Win becomes far more likely. Plus, when you probe their hidden commitments it shows that you care. It’s as if you are setting aside the overt demand for cheesecake in order to give the other person what they really want.

In this context, this kind of listening is powerful as it invents brand new outcomes which neither side could predict beforehand. Without explicitly saying so, the two opposing sides are now working as a team.

For a breakthrough in negotiations, start by deeply listening beyond the words to yourself, and the other person’s true needs.

This article first appeared in the Jamaica Gleaner – http://jamaica-gleaner.com/article/business/20200920/francis-wade-how-listen-productively-negotiation

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How to Inspire “Paused” Employees

As a result of the pandemic and the recession, are many of your staff-members unconsciously “working-to-rule”? In other words, have they reverted to doing the minimum possible to keep their jobs? If so, what can you as an employer do to break them out of a dangerous rut which could drive your firm all the way into bankruptcy?

These are scary times, and with good reason. Here in Jamaica, COVID is spiking to unforeseen levels and as the death-toll mounts, even more people are testing positive. Furthermore, the economy faces poor predictions as we enter the traditional slowdown of the tourist season. Arguably, business confidence is at its lowest ever.

Consequently, most of your employees are probably stalled. Confronted by bad news and distracted by children who would normally be in school, they are overwhelmed. Laying awake at night, they are pre-occupied by the need to keep themselves and their loved ones safe.

It seems only natural: in response to a threat, you should focus on defending yourself. However, when the threat is enduring, there’s a limit to how well a good defense works. Case in point: you can’t win the football World Cup by only preventing goals from scoring. Plus, deep within the human spirit lies a steady force that drives us to do more than just survive.

Unfortunately, few corporate leaders know how to transcend the “survival” stage of the pandemic. With each spike, they reset their companies’ attention to the usual: social distancing, wearing masks and working from home. But there will always be spikes…for now. A vaccine won’t make its way to our citizens for several years.

In the meantime, your company may just go out of business.

Instead of waiting and resetting every few months, how can you take your employees out of the “pause”?

1. Think Big

A few years ago, the US Coast Guard had such a challenge. The world was changing rapidly and its old operating mode as the first-responder to sea-based emergencies was no longer working. The threats it faced were now organized: some by terrorists and others by global forces such as climate change.

The organization needed to take into account incipient trends, then rise far above them. As opposed to merely reacting, it needed to shape long-term outcomes. That could not happen in the short term.

Instead, the organization developed a decades-long scenario in which it transformed itself, creating a new, influential role in the future. From that end-point, it worked back to today, resulting in a difficult re-organization impacting thousands.

But my experience leading Jamaican companies planning tells me that the articulation of a vision isn’t enough. To some degree, we are immune from such leader-talk courtesy of politicians. Now your people are, quite rightly, skeptical of bombast.

They should be.

Research shows that overblown visions of the future can be de-motivational. Why? When a goal is too far out of people’s reach, they give up, asking themselves, “Should I waste time on a failure?”

2. Be Fact-Based and Realistic

The first way out of this dilemma is to create a numbers-oriented map of the journey from the future back to the present. Such a chart is quite difficult to craft, but it starts by defining a specific year for your goal, such as our own “Vision Jamaica 2030”.

Furthermore, it must show how critical metrics such as top line revenue, EBITDA and market share need to change to accomplish your end-point. Plus, it needs to capture qualitative milestones. Finally, projects and interventions which take months or years to implement should be added in and synchronized with the other targets.

The end-result is a detailed picture of the journey your organisation must take from now until the stated year of your vision.

Some would say that such detail is likely to be “incorrect”, and they are right. This is not an exercise in prediction or accuracy. Instead, it’s meant to galvanize your organization with not only a destination, but a realistic means of reaching it.

Why is this activity important to employees? Without this level of specificity, they won’t buy-in, and will simply add the goal to their mental list of empty promises. This is the problem with overarching, vague vision statements. They have stopped working because people are immune to the optimism of “world-class” pronouncements which are more ignorant than credible.

One way to tackle this challenge is to involve all your staff in your data gathering. After all, this is their future you are crafting. Take care to address all the facts and assumptions they deem important.

The fact is, in these difficult times people want to be inspired…but moreover, they don’t want to be disappointed by a CEO’s pipe-dream. Focus on creating a vision that’s realistic and you’ll replace their unwanted fears with a motivation that enlivens and lifts them to extraordinary achievement.

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How to Listen Productively in a Negotiation

The task of negotiating with other people is part and parcel of business-life. However, many hate having to do so, and a large percentage do so ineffectively. One cause is that most focus on the quality of their speaking, fixating on what they need to say. By contrast, masterful negotiators take a different approach: deep listening.

Years ago, I had the fortune of picking up “Getting to Yes” by Roger Fisher and William Ury. This classic book on negotiations outlines several principles; one of which is to listen keenly to uncover the true intent behind someone’s position.

The idea is simple enough: when people are in a negotiation, the job of making requests of their counterparts is unavoidable. On the surface, it seems to be a battle of wills: each side asks for what it wants repeatedly, until the other concedes or refuses. The best tactic is to figure out how to get what you want, while giving away as little as possible.

However, Fisher and Ury advocate a different frame: a “Win-Win” in which both parties benefit. As you may imagine, there are a number of positives to be derived from this approach, even though it requires more skill. Among them is the ability to listen powerfully to what the other party is not saying aloud.

The fact is, each of us asks for stuff we want all day. However, especially when the stakes are high and emotions are raw, we unwittingly hide our true needs and emotional wants behind words. It simply feels too risky to be honest.

But we aren’t being sneaky; it’s just that emotional intent doesn’t translate neatly into actions or objects. For example, a husband who asks his wife to make a cheesecake for his birthday isn’t necessarily asking her to procure a baked good, and may be upset when she purchases one from a store.

For him, the intent is to experience her love and care which means seeing her sacrifice time and attention in the kitchen making the cake from scratch. He may unwittingly want to relive a memory provided by his mother.

But his actual words: “Would you bake a cheesecake for my birthday?” don’t convey his entire intent. Therefore, the mismatch between the two could result in a marital spat, or in the business world, a failed negotiation. How can you get past this sticking point if you find yourself in a similar spot?

1. Notice the mismatch

Skilled negotiators know how to use their intuition to discern such subtle gaps. Something deep inside them indicates that all is not well. However, you may find that your MBA-like training leads you to pay attention to the logic of what is happening: the discernible facts.

But that’s not enough. Furthermore, detecting uneasy feelings is necessary, but not sufficient. Once the inner shift is realized, you must translate the sensation into accurate words.

“It seems that we are making progress, but something inside tells me that we are missing a big part.”

This is a bold step: it’s a request to stop the negotiation in order to investigate a mere hunch based on intangible emotions. Unfortunately, most people self-censor, telling themselves: “Don’t be silly – just move on!” When they do so, everyone loses.

If you’d like to move past sticking points in your difficult conversations, it pays to tune in to your inner feelings, and speak up.

2. Probing for Underlying Commitments

If you do call a time-out, and things seem stuck, it could be that you are giving the other party exactly what they are asking for…but it’s not enough. This is a moment when your intuition can help you probe for deeper reasons.

“I know you asked for cheesecake, but why do you want that for your birthday?”

This is a masterful move in any negotiation because you are probing behind the stated position to see why it was raised in the first place. But this is more than curiosity.

Going deeper opens up the range of possible solutions. For example, the smell of home-cooked cake on a special day could be satisfied by other kinds of baked goods which are easier or less expensive to make.

When you expand the number of options, a Win-Win becomes far more likely. Plus, when you probe their hidden commitments it shows that you care. It’s as if you are setting aside the overt demand for cheesecake in order to give the other person what they really want.

In this context, this kind of listening is powerful as it invents brand new outcomes which neither side could predict beforehand. Without explicitly saying so, the two opposing sides are now working as a team.

For a breakthrough in negotiations, start by deeply listening beyond the words to yourself, and the other person’s true needs.

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“It Bruk” – How to Get Past an Everyday Lack of Responsibility

How does a Jamaican executive create a culture of accountability in his/her company? While it’s clear that this trait is deeply correlated with success, why is it so hard to inculcate?

I remember returning home once to a surprising silence: the raucous sound of the grass being cut had stopped. When queried, the gardener remarked: “De lawnmower…it bruk.”

This everyday local comment isn’t remarkable, but there are a number of hidden meanings it conveys which deserve a deeper look. What does this commonplace remark: “It bruk” really mean?

Meaning #1 – “I apologize for breaking the mower and will see that it gets fixed.”

Perhaps we can agree that this particular motivation is almost never present. It’s a manager’s dream: that when something goes wrong, someone always steps up to be fully accountable. Whether you are the chairperson of a conglomerate or a homeowner who employs a helper, the yearning for accountability is the same.

Yet, there are merely a few, rare individuals who willingly take responsibility. Consequently, they are extremely valuable to their organizations. In fact, success (and profits) can be traced to the presence of such high performers. Conversely, in the worst companies, these people cannot be found.

But if this interpretation happens to be uncommon, what’s the normal one?

Meaning #2 – “It broke itself when I was very, very far away.”

This is the popular answer. I suspect that its prevalence in the Caribbean indicates that it was perfected in slavery days: a survival technique to avoid Massa’s ire. When people say “It bruk” they intend to assign the blame to a location that’s as remote as possible. It’s a way to create some psychological distance from the threat of harsh punishment.

In that coercive context from our history, the tactic was understandable. If you ever have a chance to read slaveowners’ letters complaining about lazy workers, you may notice something familiar. The tone sounds surprisingly like a contemporary manager’s email messages on the same topic.

What are the consequences for an organization whose staff has adopted this meaning as a mantra?

Unwanted Results

In today’s workplace, we routinely accept “It Bruk” as a rational response. In fact, we shouldn’t. It’s insidious.

Those who make such utterances are doing more than avoiding blame: they are actually reassigning the twin tasks of resolving the issue now and preventing it from happening in the future.

In other words, they render themselves powerless. They demote themselves to that of a bystander, making commentary on things they pretend to be separate from. As such, the problem is likely to recur.

The typical Jamaican manager knows exactly how to respond. Like a red flag to a bull, “It bruk” makes them swing into action, to take charge of the situation. Many become bullies, dominating others with loud commands and barked orders until a solution is put in place.

Skilled managers know better. Instead of taking the bait, they may ask: “And what will you do about it?” and “How will you prevent it in future?”

How to Get Past an “It Bruk” Culture

I have seen companies undertake a transformation by giving each employee the ability to own the “It Bruk” tendencies in their lives. However, this path is slow and expensive, relying on individual interventions.

Alternately, a group approach can help employees realize the corrosive power of non-accountability. In the same way that cursing in a convent is unacceptable, they can learn to hear “It Bruk” statements as if it were a foreign language unsuitable for the workplace.

The truth is that no-one wants to be told an “It Bruk” by anyone: not by colleagues, family members or political leaders. However, most of us are weak, unable to catch ourselves in the midst of this language. We need help. This aid can come from a strong corporate culture which teaches people to recognize the many varieties of “It Bruk” thinking.

But it won’t happen by edict. This is the job of a learning experience which offers a safe space to explore fresh ideas. But that would just be the start. This unusual transformation has to be reinforced with regular discussions between managers and their direct reports.

After a period of practice, your staff may see “It Bruk” expressions as the impediment they really are. Now, your organization can create a new language of responsibility to replace the old. Your intervention could support this outcome from every direction, making it easy for employees to step up their game.

The truth is that a culture of accountability launches everyone to higher levels of accomplishment, not only in their families but in all areas of their lives, bar none. It could be a transformational gift that changes their daily experience and your company along with it.

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On Breakthrough Strategies vs. Coping Tactics

In these distressed times, should your company be focused on more than its survival? While this approach may get you through months of struggle , it could be the recipe for your eventual demise.

Many executives are exhausted. All they can do each night is drag themselves from their laptops to their beds. The demand to keep their organizations afloat is at its peak and they give it their all: energized by the immediate challenge.

But lurking in the background is a future they believe they just don’t have time to consider. In fact, they see energy spent focused on the long term as a competitor to the job of saving their organization from destruction. It’s something to put off for later, when more hours become available.

However, if articles like the Board of Innovation’s “Low Touch Economy Report” are to be believed, there are permanent changes underway. Economic, health and behavioral trends are overtaking Jamaican economies. Some just won’t make it.

The fact is, there is a long term, low touch reality that COVID-19 has imposed on us. Consequently, companies which are too busy, distracted or weak to re-define themselves are going to lose. In effect, they have focused on an old habit: developing coping tactics rather than breakthrough strategies. This is a favorite excuse of local executives who scoff at looking at anything other than short-term tactics because “things change so fast.”

Their need to be right about their predictions clouds their judgement. They don’t understand that envisioning a preferred future is all about choosing a specific long-term outcome, rather than allowing circumstances to dictate it.

Case in point: GraceKennedy’s 2020 vision, created back in 1995/96. While there have been numerous devaluations, recessions, hurricanes and pestilences in the last 25 years the company is currently celebrating the successful completion of the two+ decade effort. Significantly, the competitors who failed to engage in the same exercise have either shrunk, collapsed or disappeared into other industries. The company’s P/E Ratio, profits and shareholder value have made quantum gains.

As Douglas Orane, former CEO, shared in a recent webinar, the vision led the company to stay focused even in turbulent times. Having a pre-defined, 25 year outcome helped allay fears when a number of rude surprises popped up.

However, the act of creating a credible 20-30 year vision is just one (necessary) element of a breakthrough strategy. Here are two others you could use.

Crossing Functions

While it’s possible for your CEO/MD to create a breakthrough strategy on his/her own, or hire consultants to do the same, there’s a pitfall. No single person (or outside outfit) is able to understand the limits of what can be implemented in your company.

The number of potential bottlenecks which exist are numerous. In an organization of 50 people or more, there are facts which cannot be known by those at the top which must be included in the deliberations.

Furthermore, excluding your leaders from the process means that they will have to be sold (or told) at a later date. They would need to understand the underlying rational for the strategy, then convinced to play their part.

Unfortunately, even if they do their best, their second-hand knowledge is likely to become an impediment. In other words, you would not produce a breakthrough strategy.

Crossing Levels

Now more than ever, it’s important for your organization to include employees at multiple levels.

Without their inclusion, your company would probably just take the lazy approach: use what has worked in the past, then project it into the future. For most companies, these coping tactics offer little more than a continuation of business-as-usual.

COVID-19 offers you a significant opportunity. This is a global pandemic: a once in a lifetime chance to engage workers in a grand reset. The fact is, staff is already concerned about the future of their organization and your leaders should leverage this attention.

But how can this be done at scale?

Use focus groups and surveys to poll employees regarding their view of the future, and the role the organisation should play. While every staff member may not have an insightful opinion, my experience shows that the act of asking for input is, by itself, empowering. Furthermore, it grants each of your people a certain level of respect.

Ultimately you’ll demonstrate that the organization isn’t relying on a few (older) leaders to produce a breakthrough. Instead, it’s everyone’s job: a way for each person to arrive at the future destination (like GraceKennedy 2020) and say “We have done it ourselves.” If those who achieved such results are to be believed, this is the kind of inspiring outcome that people long to experience.