Connecting the links
This started out to be simply two interesting links from Fast Company, but on reflection … perhaps there is a subtle connection? You decide.
Lower our reliance on oil and have our SUVs too?
Perhaps we can, if vehicle manufacturers would turn their creative energy towards mass producing innovations generated by people like Jonathan Godwin. Where there’s a will, there’s a way … so what can we as consumers do to assist Detroit and others to discover the will? Interesting thought.
Motorhead Messiah by Clive Thompson
Management behaviours you don’t want to see
This one is worth reading even if you are the manager, since we all self-manage to some extent. And perhaps discover connections.
‘Ten Signs of Incompetent Managers’ by Margaret Heffernan
My seven favorites follow, but why not check out Heffernan’s list for yourself.
A bias against action – no action also means no feedback about what will move your forward
Secrecy – sure way to drain the power and passion from a Vision
Love of procedure – see previous post and think balance
Preference for weak candidates – leaders hand pick teams for excellence
Focus on small tasks – what are they avoiding and why
Allergy to deadlines – energy and excitement comes from taking responsibility for meeting commitments and achieving goals
Addiction to consultants – avoid the dependency trap by ensuring your own people have time to absorb new skills
Would more clues be helpful?
I had a call from a friend asking for a few more clues for this series so I’m thinking it could be be useful for others as well. (See Parts One through Three)
First, you may be wondering …
When this series first published it was called decoding ‘non-verbal’ communication. It has been renamed because the focus is clearly on the (unconscious) structure and process of language and behaviour. The non-verbal aspect of language. Think of it as the subtext of the words, what language communicates – without intention or awareness – about how people function in a given situation.
Their mental filters, blind spots and what it will take to motivate them. Literally how they’ll behave, what they’ll focus on, what they’ll delete and what types of assumptions they can be expected to make.
Recognizing a preference for process
Sam in this series uses a procedural approach or filter when working. This is revealed by the words he unconsciously selects when speaking about his career. In situations or contexts where people are using a procedural filter, we can predict the following behaviours:
- They need structure and a process to work effectively. In fact, give them a task without a procedure, and they won’t know how to get started!
- Once they understand the process they’ll follow it, no matter how often the task is done. Or whether it’s installing software, assembling equipment, writing a report or making sales calls.
And that’s critical when compliance standards and SOPs must be met.
- They’ll actually read the instructions for new projects — before starting!
- Once started on a process they’ll feel a compelling need to finish it.
- If they seem to be dragging their feet, it means they don’t have a procedure to follow. So give them one.
- They’re more efficient when they can complete one task at a time. If you interrupt them in the middle of doing something, they’ll probably lose their train of thought need to start over at the beginning. They’ll find frequent interruptions stressful.
- Because they are comfortable with process, they will listen to your (sales) presentation without interrupting.
- They will talk about processes and having to do the right things, the right way, and following sequential or step-by-step procedures.
Who do you work with who may be filtering for process? And what if you have a different way of getting things done on-the-job? See filtering for options (the other end of the continuum) and Roger’s pattern coming soon.