“ONE WHO fears the future, who fears failure, limits his activities. Failure is only the opportunity more intelligently to begin again. Fear blocks every avenue of business – it makes man afraid of competition, of changing his methods, of doing anything which might change his condition.”Henry Ford
Acknowledge emotions – they permeate every business.
See emotions as a caution sign rather than a call to action.
Deconstruct the situation, reappraise it: “What does it mean, how did I decide that, and what else could it mean?”
Reframe it: “Anything less than totally perfect offers the possibility of learning from mistakes.”“How is this an opportunity for developing resiliency, flexibility and a sense of humor?”
“OUR STUDY shows that when in a positive mood, our visual cortex takes in more information, while negative moods result in tunnel vision. The up side of this (positive moods) is that we can see things from a more global, or integrative perspective.”Taylor Schmitz, University of Toronto Study ‘People Who Wear Rose Coloured Glasses See More,’ 2009
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’scritical 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.