Are you spreading optimism or pessimism?

Apr 2, 2012by Crista Rennerby Brady Wilson0 comments

Are you spreading optimism or pessimism?Imagine a good friend telling you about a pill she takes every morning that produces amazing results for her in the area of her interpersonal relationships. This is a friend who used to have difficulty connecting with people. Now, she establishes an easy rapport within minutes. Building trust with people had always been difficult for her, but now people offer their trust, information and commitment spontaneously. People used to tune out when she talked. Now her conversations fascinate her listeners. 

Do such wonder drugs exist? Yes, but not in tablet form, they’re stored inside you. All of us come equipped with hormones that, when triggered and released, have a remarkable effect on our ability to connect, create trust and fascinate people. These hormones produce a relational chemistry we have with some people and completely miss with others.

Let’s explore the simple science of how human beings ‘synch’ with each other. The limbic system of your brain (the emotional center) is an open-loop system, meaning emotions can be contagious. Someone’s tears, or their smile can trigger an involuntary sympathetic reaction in you.

In their book Primal Leadership, Goleman, Boyatzis, and McKee discuss this open-loop phenomenon and describe how emotions spread between people.They cite studies in which scientists measure the heart rate of two people as they have a good conversation. At the beginning of the conversation, their bodies are functioning at different rhythms, but fifteen minutes later their physiological profiles look remarkably similar – a phenomenon called mirroring.

Scientists describe [the limbic loop] as “interpersonal limbic regulation,” whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune function inside the body of another…The open-loop design of the limbic system means that other people can change our very physiology – and so our emotions.

Put us together in face-to-face conversations and we regulate one another’s emotions. You’ve probably experienced this yourself. One team member’s strong, buoyant mood affects one person after another until the whole team is feeling upbeat. Another member’s critical, negative mood can equally infect an entire team in destructive ways. These authors go on to say:

This circuitry also attunes our own biology to the dominant range of feelings of the person we are with, so that our emotional states tend to converge. One term scientist’s use for this neural attunement is limbic resonance, ‘a symphony of mutual exchange and internal adaptation’ whereby two people harmonize their emotional state.

Recent discoveries in neuroscience confirm there are steps you can take to increase your chemistry in the relationships that are most important to you. In the coming weeks we’ll share how you can create connections, increase trust and spark fascination in your conversations – both face-to-face and virtually.

Permalink // posted in: Leadership, Sales

Employee Engagement - A Manager’s Burden?

Dec 15, 2011by Cheryl Rayfield0 comments

In our work with current and prospective clients around engagement, the discussion will typically start with a question: “How do we get our employees …”.

You may have heard the saying: "People don't leave organizations, they leave people.” (In particular, their direct manager.).  A lot of work has been done to try to "fix" managers.   I am not suggesting that developing managers is a bad thing, in fact it is imperative that managers continue to learn and grow to become the type of leaders everyone wants to follow.  However, when speaking about engaging employees, the burden has fallen again on the shoulders of managers which I would argue is not only unfair, but is also doomed to fail or get little traction.  A manager’s role in engagement is to create the conditions in which employees’ needs (including their own), can be met through mutual accountability.

Engagement and the culture of the organization is as much the responsibility of the employee as it is for their leaders.  Otherwise  the organization is setting itself up to have employees with entitlement issues, constantly waiting for their managers to make them feel better or to give them what they need. Managers are people just like anyone else.  They wake up in the morning with the best intentions in the world to support and recognize their people, and to ensure the organization is successful.  But they are human—not mind readers.  From Juice's research on engagement, we have created a short-cut to understanding engagement from both a rational, and an emotional level, through 5 statements:

I Fit.  I'm Clear.  I'm Supported.  I'm Valued.  I'm Inspired.

The degree to which an employee can make these 5 statements with emphasis will uncover how engaged and energized they are, and directly relates to the amount of discretionary effort and energy they can offer to the organization. These are not simply "employee" statements; they apply from the janitor up to the CEO, and typically a manager (unless highly tuned-in and skilled in the art of leadership) will not distinguish  which of these are most important to their direct reports.   Nor will they recognize what their employee is lacking or needing in order to assist them in moving towards higher levels of engagement.

The manager needs to create the conditions and develop the skills where:

  • honest, authentic conversations can emerge and employees feel comfortable asking questions if they are not clear;
  • they can discuss their fit and how they would like to advance in the organization;
  • they can point out areas where they need support;
  • they can express the areas in which value and inspiration are not present for them
  • they can be a part of the solution: committed partners for the success of the individual needs, the team needs, the organizational needs and the needs of the client.

The Power of Words, The Beauty of Referrals

Jun 7, 2011by Lara Hall0 comments

In my role I have the opportunity to pass on books to friends and colleagues but I am never quite sure that they make a difference. I gave a friend of mine a copy of Finding the Sticking Point.  She loves to read and I thought it might be helpful in her current role of National Account Manager of CNHR Magazine.  Well, she loved it!  So much so, she recommended the book to the owner of the publication and he suggested she write a book review on it. Check out what she thinks in the May-June 2011 edition of Canadian Natural Health Retailer Magazine: http://bit.ly/mvBYgu

And to my friend, thank you for the power of your words.

Permalink // posted in: Life, Sales