Most people, most of the time, are not in collaboration mode – they are pursuing a totally different agenda
Tool 1 Active Listening
Before you dismiss this with a, “ ‘been there, done that, know it all already!” (that would indicate that you are overdue for a listening refresher course), let us remind ourselves that most people, most of the time are not listening actively. They are more likely to be;
*Waiting their turn to give their version of what has just been said, and, if they are super competitive, to story top and WIN! This is not active listening.
*Asking WIIFM? “What’s in it for me?” This person mines your data looking to extract personal gain and advantage from your content. It is a search function akin to selective attention. Test this by throwing in some test words, “Sex, beer and Netflix” and watch thier reaction. When they twitch they will know you are on to them. This is not an empathic activity.
*I know best. The Listening Observer Critic sits high up, even whilst standing, and allows their privilege to leak out with advice, constructive (or undermining) criticism to let you know that they are just a little bit better than you. These people lack empathy and their contribution may leave a bitter residue.
And now the real thing – Active Listening
The missing elements include;
*First attempting a broad understanding of what is being said and then taking a further empathic step – to understand the speaker as the SPEAKER intends to be understood. This is the Platinum level of listening.
*Psychological proof. This stage is not attained by the listener repeating what they have heard. A smart phone can do that. They are tasked with processing the information from their own perspective, attempting empathy and seeing the matter from the speaker’s Point of View – POV and, then, expressing what they think they have heard. Here we may add, checking for clarity and the confirming the intention component as well. This will sound like, “So, IF I have understood you correctly, I heard XXX. Is that the message you wished me to receive?”
*Letting them finish. The talking stick remains with the speaker for as long as they wish so they finally can feel they have said their piece.
The first time you try these ideas out with a passionate person, the results may overwhelm both them and you. This may be the first occasion when they have actually felt listened too with respect, depth and acknowledgement.
Tool 2. Point of View – POV
This is a POV and reconciliation exercise that can be practiced as a training exercise and then used in real conversations. The training version is simple. Split the group into 3s. The first person takes the role of Finance Director, the second, New Young Executive and the third, the Project Delivery Leader. The context is set – The 3 of you are discussing the progress of a critical 90-day work project for your Golden Goose customer. As it stands, you are not going to hit either the quality mark or the tight deadline. Q. What do you do? The suggestion that you are now going to form an opinion on is; PAID OVERTIME. Are you for it or against it in this instance?
+ The first task is for the 3 to get into character and give a one-line opinion, yes or no, with, maybe, one line of explanation.
The answers are normally the expected ones – The Finance Director says, “The new money is not in the budget – No,” Etc.
+ The second task is to work out a strategy for how to reconcile the 3 points of view to reach the required quality standard, and, put in enough work hours to finish the job and end before the deadline.
There normally follows some creative thinking, challenge to opposing positions and a reconciliation that ends come up with a strategy that is, 1) paid for, 2) creates more hours of labour to complete the project, and, 3) can be agreed upon by the 3 people in the discussion.
This exercises mirrors what is required of a Collaborative Working Group – the robust exchange of truths, creating options, reconciling differences and mobilising around a common outcome to stay focused on the task, and, not get distracted by difference.
Once the training version has been completed it is time to have a go in the BWW – The Big Wide World.
Tool 3. Letting Go of Defensiveness
If there were just one freeing exercise that was mandatory for all boards, groups and committees, this would be it. Humans are emotional, primal and full of fear. It is mostly misdirected fear around the participant’s core needs not being met that causes so much grief and delay.
When a board member’s core needs are threatened, defensiveness can easily follow. The 3 needs are;
*Significance – Privilege, status, power, importance or position – When this is threatened or exposed, defensiveness will never be far behind.
*Competence – Another key component of a board member’s identity tool kit is their ability and skill level. When this is challenged, called into questioned or undermined in real time, defensive will surely follow.
*Likable – To generalise – We all have a deep deep desire to be admired, liked and approved of. It is a critical part of most of us and the one need that is examined the most – “Do they like me?” “Will they like me?” “Am I being likable now?” Etc.
How does defensiveness manifest? We can make progress when we spot the symptoms of defensiveness, spot them early and interrupt the negative behaviour that will inevitably follow.
Examples include; plunging into sulky silence, The “poor me” victim script, All or nothing, polarised thinking, wanting and needing to be right, spreading the blame or shame, experiencing a sudden drop in IQ, experiencing energy ripping through the body, doom mongering / catastrophizing, needing the last word, obsessive thinking, Needing to pour out information or saying, “I don’t really get defensive.”
Action – With self-awareness, each board / committee member can learn to notice their own pattern of moving into defensiveness. The next move it to interrupt that normal course of events, reset, and, move in a different direction.
If you start to witter when you feel attacked – Stop, centre yourself and remain silent. If you suffer a drop in IQ, stop and focus on an intelligence enhancing strategy such as collecting symptoms from the recent conversations and attempting to derive a root cause that can be dealt with. If you feel like pointing the finger, interrupt yourself and focus on environmental causes not ones originating for any individual in the room. And so on.
Tool 4 The Licenced Pessimist
If you are familiar with Edward De Bono’s Six Hat Thinking Model, you will know that the Black Hat is tasked with thinking of the biggest risks and the worst outcomes. This function is essential if a group is to combat GROUPTHINK. Groupthink happens when overly homogenous groups, often lead by a strong or charismatic leader, get behind an idea and really go for it. When it is a particularly extreme point of view, risk management goes out the window and, suddenly, something bizarre ends up being carried out by an enthusiastic lynch mob. Remember the HSBC credit officer who saw the 2007 subprime loan property disaster unfolding in the US and spoke up. He was fired by the group-thinking board and disaster followed shortly after.
Asking people to rotate and take a turn to act as the devil’s advocate is a great way to stress test all ideas, and challenge all assumptions before bad outcomes occur.
Hint – It is best to keep rotating this role through the group or an unconscious bias will grow and that single Black Hat will begin to be seen as not playing a useful role but OWNING their tasked negative perspective permanently.
We hope you have benefited from these 4 tools and ideas and will implement them with your committees, boards and teams.
Please like and share if you are going to take action or think others could benefit from this input. Thank you.
About the Author – Matthew Hill is a trainer, facilitator, coach and public speaker helping executives and leaders uncover their soft skill talents, develop their communication competences and, whilst reaching their own personal potential, help others to enjoy a better work life and great business outcomes. Contact him by telephone; 07540659995