Change

Candor Improves Productivity

Business people having a meeting and discussion

Many times we focus on the more visible factors related to productivity, but how many mistakes could we erase and how much time could we save with candor?  Research by NASA in the 1980s found that “take-charge” pilots made incorrect decisions much more often than pilots who included their crews, even in as little as a 45 second time frame.  Healthcare studies concluded that a nurse would only speak up 8% of the time when a doctor was not following the proper hygienic protocol while conducting medical procedures.  Efforts that require just your team are 80% more likely to succeed than those requiring cross-team collaboration.  Most people would rather stay silent then provide criticism to a co-worker leading to frustration, water cooler conversations, gossip and/or passive aggression.  For others the outcome becomes yelling and public berating.  Some of these situations could arise in a moment’s notice and likely become emotional, putting you at an even bigger disadvantage.  Your body uncontrollably gets ready for “fight” or “flight”.  It releases adrenaline and pumps blood to your arms and legs while sacrificing blood to your brain, making the promise of a constructive conversation that more difficult.radical-candor-2x2
Figure 1:  The Candor Inc. Radical Candor Quadrant

So what can we do?  Kim Scott, co-founder of Candor, Inc., tells us that we need to operate in the “Radical Candor” quadrant (see Figure 1 above) where we directly challenge, but at the same time care for the person we are talking to.  It is much easier to give and receive feedback when you feel that the other person cares for you as a person.  Many of us can conjure up a vision where we would react completely different to the same message from two separate people. The book “Crucial Conversations” advises if we sense that the other person is not feeling safe with the conversation, then we must step out of the conversation and build safety before continuing.  After establishing safety, you identify what you would like as an outcome of the discussion and lead with the facts.  Listen and concentrate on the desired outcome and not on winning.  The way the message is delivered is important and goes to creating safety.  Too many jerks deliver the message inappropriately and then say “I tell it like it is”, thinking this gives them carte blanche to be obnoxious.  They are certainly not creating safety with that tact.  The flip side of the coin is “sugar coating” the message.  If you “sugar coat” the message then many times the recipient will not catch your meaning or gravity of the situation.

If you recognize the benefits of conducting candid and crucial conversations then start with yourself and dig into the available information out there on the topic.  We’ll make a lot of progress and save a lot of time with proper candor.

For a more detailed understanding on this topic, read the book “Crucial Conversations” by Kerry Patterson and Joseph Grenny and visit Candor Inc.’s website at http://www.radicalcandor.com

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Agile Transformation: It’s an Emotional Thing!

Great People = Great Results!  I read it on the banner of the company I work for everyday as I proceed down the walkway into the building.  People are the most important ingredient in the recipe for your organization’s success and people are emotional beings.

If your company is on its Agile transformation journey, there will inevitably be change and change evokes emotion.  Among the possible emotional catalysts are adopting new processes, taking on new roles, reorganizing, forming new teams and the list goes on.  With this change will come many emotions and related actions.

A frustrated person might constantly get angry and fly off the handle at their colleagues.  Their manager may then tell them, “You really have to suppress your frustration”.  The person then concentrates on suppressing their frustration.  They tell themselves, “Calm down – you’re making too much of this – don’t become frustrated”.

Studies have proven that suppressing thoughts only results in amplifying the thought.  Remember the exercise “whatever you do – do not think of a pink elephant”.  The more you try not to think of the pink elephant, the more you do.  So if we ask someone to suppress their frustration then they will most likely become even more frustrated or even angry.

Instead, Harvard scholars say we need to recognize our emotions, but don’t let them hook us.  We should recognize the emotion as a thought and then zoom up above it, analyze it from this high level and ask ourselves why we feel that way.  By taking the time to identify that our frustration may be signaling an important needed action we can then take that action based on our values and not based on our emotion.

If your boss provides you with negative feedback, this will most likely evoke emotion.  If you get hooked by your emotion then you may jump to the conclusion “My boss has no faith in me”.  Instead, it is better to zoom up above the emotion and ask ourselves which of our values will we use to deal with the trying situation. We can speak to our boss with our values of truth, honesty and transparency to better understand their viewpoint and discuss it.

Again, we should listen to our emotions, but base action on our values.  Our emotions change like the wind, but our values are steady and can be leveraged all the time.