I Was Told
Don’t say this. Ever. No, really. No one in a leadership position should be caught saying “I was told.” Such thinking can be indicative of a bad mindset and also sends a bad message to both your teams and your business partners. Nothing says “not me” like the phrase, “I was told.”
Once you assume an executive role, you take on the responsibility of leading even when you may not like where you must lead. You do have the right to respectfully and tactfully question your own leadership, but once the decision has been made, you have two choices – deal with it or quit. Part of dealing with it is getting behind the team you are on and leading the resources assigned to you in order to execute and support your firm’s mission.
The message you send to your team when you play the “I was told” card is that your first loyalty is to the team you lead. To be an effective leader within your firm, your first loyalty must be to the leadership team of which you are an integral part. The team that reports to you are your resources that you must effectively lead in order to add value to your team and to your firm by getting things done. If this paradigm is objectionable, you may be working for the wrong firm.
The message you send to your business partners is that you are not in control and that you lack confidence. Your business partners need an empowered, confident and effective collaborator – not a victim of circumstances beyond his control. It is imperative that your business partners view you as someone who can execute and deliver. If they question this ability, you’ll only be adding to their stress rather than solving their problems.
Own your leadership role and set the right tone for both your teams and your business partners. You may well have “been told,” but as a leader, you need to either respectfully work behind the scenes to effect change to what you were told or publicly get behind the decision and move forward.
© 2014, Mark E. Calabrese
ATTENTION “TALKERS”: Learn How To “Fence With Control”
As an executive, being able to communicate effectively at all levels is important. Equally important is the ability to effectively listen. If you’re a Talker like me (and anyone who knows me will tell you that I am definitely a Talker!), you have to find a good technique to balance the two and be an effective “bi-directional” communicator.
I was talking about this very topic with Mark Hall, a friend and mentor of mine. Mark likens communication to the sport fencing, knowing when to lunge, parry, feint, attack, etc. I think it’s a good analogy. Depending on the type of communication, the various aspects of the analogy have merit. For example, in a negotiation there is a time to listen but there may well be a time to cut your “opponent” off with a lunge. On the other hand, in a coaching session, one is far more likely to “disengage.” Different techniques for different scenarios.
As a Talker, I want to share a few effective techniques that I’ve learned that help me keep my mouth shut and “off the attack” when attacking isn’t helpful. The goal of these techniques is to avoid cutting someone off when they’re talking, which sends the dual message that 1) you’re not listening; and 2) that you’re not interested:
- Smoke Detector: We talkers are intimately familiar with that overpowering urge to just cut off the other speaker and SAY SOMETHING!! I refer to this as the “Smoke Detector”. Use this urge as a signal NOT to talk. The few times when this may be the wrong approach will be far outweighed by those times where this technique will benefit you. Don’t overthink it – when you “hear the alarm” get out of the building!
- Count To Three: When the urge strikes you, first wait for the other person to STOP speaking and then deliberately and slowly count to three….and THEN speak. I learned this technique from a former boss/colleague of mine, Ann Weaver and it is extremely effective.
- Finger Tap: An alternative to ‘Count to Three’ is the Finger Tap. It’s basically the same approach but you make the physical effort of tapping your finger three times on your knee. This technique came from Mark Hall.
- Remember The Goal: Remember the goal of your conversation and ask yourself, “is what I am about to say REALLY going to help me get to my goal?” (and you have to ask it exactly like that, by the way).
- Reflect: If you’re not familiar with reflective listening techniques, Google and learn them. It’s standard “communications stuff” with which most of us are familiar but if applied diligently, these techniques work. It’s a good way to make sure you are RESPONDING to the other person and not just talking about their question or concern.
We Talkers need to be on a constant vigil to keep ourselves in check and strike a balance between effective speaking and listening. Only by doing so can we be the effective communicators that our executive roles require of us on both a personal and professional basis. Whether communicating up, down or laterally, the ability to “fence” with style and grace will allow you to not only be successful in your own right but to be a strong example to your teams and colleagues.
© 2013, Mark E. Calabrese