What if?

Today, in our latest experience of terrorist threats, I am compelled to ask….

What if the threat is real?

What if we are in danger?

What if we can’t do anything about it?

What if we had a choice?

What if we looked at our options?

What if we looked at each other?

What if we looked to each other?

What if we looked each other in the eyes?

What if we did that for a moment longer?

What if we joined hands?

What if we held hands?

What if we banded together?

What if we could bond together?

What if what’s missing, is connecting? 

What if you could take steps to change that?

What if we could feel safe?

What if it only took making an effort?
What if you did make that effort?
What if we all did?

We feel safe when we are with others.  Even, especially, when we are in danger.  We need to stop isolating.  We need to stop connecting in a superficial way and begin doing it in a meaningful way.  With our children, our parents, our neighbors, our friends, our co-workers, the waitress, the store clerk, the stranger we pass in the hall, or on the street.  We need to start.  We need to take control of the life we want to lead.

Now What? Responding to the Inappropriate Quesiton

Shock.  Horror.  Disbelief.  These are all reactions we might have when asked an inappropriate or uncomfortable question.  Questions like, “How much money did you spend on your last vacation?”, “What brought on that sudden weight change?” or “Is that your natural hair color?” In a workplace or interview setting the questions might instead be, “What was your severance package?” or “Describe your last boss’ biggest flaw.” 

Questions like these are not just inappropriate, they are intrusive.  They attempt a level of closeness or intimacy that is undesired and unwarranted.  They ask us to reveal things about ourselves or our life that we may not want to reveal.  And, they allude to a pending judgment based on our response. 

Very often, these inappropriate questions leave us speechless and unsure of how to respond.  Do we answer the question?  Reprimand the person asking?  Say nothing and let the question hang?  Most often our goal is simply to bring the conversation back onto neutral ground gracefully and tactfully.  Below are some guidelines and some suggestions of how to do just that.

1.      Take a deep breath.  This sounds simple, but it serves several purposes.  It helps keep you calm, it provides you with a few extra moments to decide how to respond, and finally, it gives the asker reason to reconsider what they’ve just asked – potentially leading to a retraction or apology for the question itself.

2.      Respond with grace and tact.  We’ve all heard the adage “two wrongs don’t make a right”.  The same is true here.  Shaming the person who’s asking, or otherwise putting them down will only serve to make the moment more uncomfortable.  Instead, let them save face by not drawing added attention to the question, but rather redirecting it to a more appropriate one.

3.      Use humor.  This may mean a light chuckle at the question, or a friendly but teasing reply of “You didn’t really just ask me that?”

4.      Be honest.  It’s perfectly ok to say “I’m not comfortable answering that question.”

5.      Mirror it.  Ask the question back, changing the focus to how it relates to them.  For example, you can respond to a question about vacation spending with: “Are you looking for affordable vacation spots?”  - This response works regardless of how extravagant your vacation may have been, because it puts the focus on their budget. 

6.      Ask “Why..?”  As inappropriate as a question may seem to you, perhaps the person asking has a valid reason (or thinks they do) for asking it.  Rather than offering an answer, respond with, “Why are you asking?” or “What do you want to know?”  Be sure however, to keep your tone open and inquisitive not irritated or angry.

7.      Silence.  Sometimes, ignoring the question is the best response.  As you do so, try smiling politely, and acknowledging the other person with a moment of direct eye contact.  This has the impact of saying “I’m not comfortable” without actually stating it.

As you choose your best response, it’s wise to consider your relationship to the person.  Is this a friend, relative, acquaintance, or an interviewer for a job?  Has this person asked you inappropriate questions in the past?  Your relationship and experience with them should play an important guide in determining your response.  If it’s an interviewer for a job you may choose to ask why or to be honest about your discomfort.  If it’s an acquaintance you may choose humor or silence.  And if it’s a person who often pushes your boundaries, mirroring their question or asking why might be your best bet in correcting the behavior now – and in the future.

Managing these difficult or uncomfortable moments, as described, has the added benefit of demonstrating your respect for yourself, and for the other person.  It also creates the opportunity for better relationships and better communication.

You Never Listen to ME!

How do you get your point across when your spouse (or sibling, friend, parent) won’t listen? When it comes to having differences of opinion, it’s often difficult to get those closest to us to listen and really hear what we are trying to say.

When we know others well, we develop a short-hand with them. This feels great when our spouse (sibling, friend, etc.) seems to just “get” us, easily understanding our actions or decisions.  But it feels lousy when we are on opposite sides of an issue - especially if they are jumping to conclusions or won’t hear our perspective on a subject. What can be done?

It’s very important to have ground rules for discussing difficult issues. It provides both sides with a road map that promotes listening and understanding, and it creates opportunity for shared decision making and planning. Here are some basic ground rules to try:

1. Take Turns - One person gets the floor at a time. S/he explains his point of view, rationale, supporting details, etc.  The other person listens.
2. No interruptions – This means no dissenting comments, and whoever has the floor is the only one sharing information or opinions.
3. Clarify - After each person is done speaking, the listener must ask questions to clarify what s/he heard. The purpose here is to assure both sides that the listener understands the perspective of the speaker.  Achieving a full level of understanding is key - and does not require the listener to be in agreement.  Reaching a point of strong clarity may take some time and lead to added discussion.
4. Confirm – Once clarity is believed to have been achieved, the listener needs to sum up what s/he understood to be the point of view or rationale of the other side. If the listener doesn’t have it right, return to step 3 and continue the discussion.

These four ground rules are to be used for hearing each side to a story. While hearing only one side may seem sufficient as it changes the thoughts of the other person, take advantage of the momentum and find out what the other party was upset about or uncomfortable with in the first place. By determining where the initial misunderstanding or disagreement came from, you can prevent future disagreements from arising. You may even create a stronger short-hand with this person as a result.

As Cyndi Lauper sang, “Girls just wanna have fun.” But do we know how?

Ladies, let’s face it.  We are often frustrated by the things men “get away with” both in our personal and in our business lives.  We feel angry, disenfranchised, over-looked, or under-appreciated.  Especially if we compare our work to theirs, and feel that we are doing more.  But what is really happening?  Are men really “getting away with it”, or are we merely taking on huge, unnecessary, and possibly unwanted burdens in the name of getting things done?

The reality is that women like to get things done.  That isn’t to say that men don’t.  But we go about it in a very different way – we plan.  We make lists, organize and arrange our day to be sure that everything on our “to-do” list is completed.  When working or teaming with others (especially our spouse or other family members), we check-in to determine if things are going as planned – often ready to jump in (and take over) if they are not.  We plan everything we can - our time, our activities, and even our contingency plans for things that could go wrong.  But does any of this really bring us happiness?  Or does all of this thinking and planning just go hand in hand with stress, worrying, and feeling unfairly burdened? 

More importantly, why do so many women share in this experience and how did we get this way?  To understand it better, we need to look beyond our current situation and to our evolutionary beginnings in the hunter and gatherer societies.    

Men – as hunters – were programmed to focus on two particular tasks…hunting and procreation.  Their survival, and that of their gene pool, was largely based on their ability to find a mate, and to take care of and protect themselves.  Their relationship with other hunters was predominantly competitive as each was seeking the same limited resources.

Women were the gatherers in these prehistoric times.  Gatherers scavenged for easier to obtain foods like nuts and berries.  They had to maintain a broad focus and detailed memory of where to find these precious resources, season after season.  Gatherers also preserved a cooperative spirit with other gatherers as their survival and that of their progeny necessitated that they cared for each others offspring, shared food sources, and warned one another of animal predators. 

In this way, Gatherers had to multitask and socialize just to survive the day – just as Hunters had to maintain solitary focus and take care of themselves in order to do so.  Looking at it in modern times, things are much the same.  Women tend to jump in and help out – at times taking on the work of others.  We are quick to apologize as social relations are important.  And we enjoy a lot of communication.  Men on the other hand are highly competitive, not likely to worry about their social impact, and are content to simply take care of themselves – and procreate. 

So ladies, what can we do?

Since feeling over-burdened is, at least in part, something we bring on ourselves, than surely we can also make some changes.  Here are a few ideas:

1.      Decide when you’ve done enough.  Yes, even if things aren’t done, have a cut-off point, but recognize that this doesn’t mean anyone else will do the rest.  To determine your cut-off point, ask yourself in each situation, how important/valuable the outcome will be, and compare that to the value of taking care of yourself.

2.      Let others be responsible for themselves.  Don’t check in on the progress of others unless you genuinely need to know.  No more hovering over your children regarding homework, your spouse regarding household duties, or your co-workers concerning project updates.  Recognize that it is not your job to oversee the work of others.  Imagine what they might learn or achieve if you step back.

3.      Enjoy the moment.  Men are much better at this than women are. All our planning and scheduling leaves us living in the future.  Find ways to embrace the moment – even if everything on your to-do list is not done.  Reprioritize what matters most to you, and keep true to that list instead.

4.      Recognize your own core nature.  We evolved by taking care of others, so this isn’t something we’re likely to be able to release without experiencing some stress.  However, the above suggestions should help you to step back a bit more, letting others be in charge of their own destiny.  If you do, you just may reap the rewards of feeling a little happier, a bit more relaxed, and even experiencing a little bit of fun.

Communication - Enough is Enough!

We talk about the importance of communication, yet are we getting any closer to solving our communication problems?  All too often, the answer is "No".  Well I'm here to say, "Enough is enough."  Are you with me?

Good. Because here is what I'm really saying - enough is enough. In other words, as a specialist in communication and conflict resolution, I can tell you that the biggest problems I find in business, among teams, and within families, occurs when one, both or all parties fail to pay attention to whether or not enough information has actually been exchanged. How could you know when this is happening? Read on:

1. You can tell the other person is "giving in" to you - or you are giving in to them.  Often done to avoid an argument or lengthy discussion, this situation occurs when we try to get things done without over-questioning or over-explaining. Things may seem fine as work is getting done and things are being handled. However, the long term result is that the party who "gives in" makes assumptions about the other person and the reason for their requests. They may see him or her as difficult, unreasonable, or even foolish. Over time respect is lost and the relationship is damaged.

2. You unexpectedly get resistance over something - Similar to the situation above, this time the other person isn't giving in, but is in some way pushing back. S/he may be quietly avoiding work that should be done, pushing your buttons by asking questions you see as unnecessary, or repeatedly doing something the "wrong" way. You may feel frustrated or angry with this person's attitude or behavior. Over time this resistance may reach to a level of insubordination and discipline.


3. You find yourself telling the other person to "Just do it" - Perhaps you've learned to expect resistance over a particular request or by a specific individual.  Rather than enter into a discussion you give a straight-forward order. You may see this as the fastest way to get from point A to point B, but at what cost? While intended to cut out some of the problems above, instead this type of communication complicates things further. A direct order demonstrates a lack of trust in the recipient's ability to make decisions or think things through. In business this causes employee dissatisfaction and in any situation erodes positive elements of the relationship.


4. You sense the other person's unspoken confusion, annoyance, or frustration - Perhaps you are savvy enough to recognize these signs of resistance, but are you addressing them? Have you truly unveiled the problems that lead to those feelings? Most of the time we take the shortest route for getting something done, and instead of entering into a discussion about the task, request, etc., we respond by allowing one of the three prior scenarios to take hold. Or, we do seek to address the issue, but allow it to be closed even when we aren't sure that the problem has been solved - only that the effort has been made.


In all of these situations, "enough" did not happen. The best of intentions did not lead to the best results. Instead, communication was stilted, incomplete, compromised, or completely ignored.  To improve communication, you must be sure that the information exchange also answered the question, "Why?"  In other words, why is this needed, why should it be done this way, and/or why are you resisting the request that was made?

Deciding Who's First

Whether you are married, have children, or single and on your own, when it comes to personal matters, it’s often hard to find the right balance of taking care of your family, yourself, and ‘being there’ for other friends and loved ones. 

Your mental debate may even lead to conflict if others who learn of your choices, don’t approve.  Below are some thoughts/guidelines for managing these issues while improving your relationships with others.

1.      Be True to Yourself – Prior to making a decision, and certainly before communicating that decision to others (who may not approve), think about why that decision makes sense for you.  For example, say you are choosing to get a massage instead of helping your cousin.  What are the reasons for that decision?  Is it because you two have a difficult relationship?  Because he’s never helped you when you needed it?  Because your back is injured and the masseuse can only fit you in when your cousin needs you?  Think about the reasons for making what could be termed a “selfish” choice.  Often times “selfish” choices occur as a result of a damaged relationship, and the desire to avoid or punish the other person.

2.      Be Honest – Keeping your rationale to yourself isn’t helping.  And, it will likely build added resentment from others if it is misunderstood.  In making a choice that others can’t readily appreciate, be prepared to communicate your reasoning with those impacted by it.  (For guidelines on having those conversations see my earlier article).

3.      Know Your Priorities – Sometimes, it isn’t a selfish choice that becomes a challenge.  It’s the reverse.  Perhaps a friend wants to see you (and you them) but it means your child will have to endure a play-date with a child she doesn’t like, or be left with a babysitter you don’t feel great about.  Here your concerns are letting someone down one way or the other.  While your child may forgive you more easily, or be simpler to bribe with a toy or dessert, think about which choice makes you feel better as a person.  Worry less about how your rationale sounds to others, and more about your own conscience and what helps you to sleep well at night.  Let that feeling guide you. 

4.      Don’t Make Excuses – When communicating your choices, don’t turn them into excuses.  Explain yourself directly and with factual points, including any notes about how you might be able to compromise, or make it up to the other person, if that is what you want to do. 

5.      Hold Your Head High – This is just a reminder that if you are true to yourself, honest with others, communicate clearly, and make added efforts when reasonable, you should be able to feel good about yourself, your decisions, and your relationships with others.

Preschool Wisdom meets the Modern Workplace

Developing teams who work well together and support one another is an on-going challenge – and a frequent topic of my articles. However I recently recognized a way to address that challenge that’s so simple it brings to mind the popular book of nearly 25 years ago, “All I Really Need to Know I Learned in Kindergarten” by Robert Fulghum.

The revelation is based on an activity at my daughter's school which keeps kids connected and engaged, (qualities all employers want of their staff) while bolstering their self-esteem and giving them opportunities to be a leader (qualities that are difficult to both develop and assess). The activity is Share Day, and here’s how it works: Each child has an assigned time when he or she gets to share something with his classmates – by way of show and tell, and they get to ask questions about it. Through this activity the children get to know each other better, learn of their shared interests, and develop a level of interpersonal appreciation and respect for one another.

Apply that lesson to a business setting and the outcomes could be far greater. Share Day would facilitate staff in getting to know one another beyond the scope of their work. It would create an atmosphere of understanding and compassion, which translates into better workplace relations and stronger teamwork. It can help shy and quiet staff to connect with their coworkers, and it creates a platform for developing – and recognizing - natural leaders that others will follow.

There’s more good news. Share Day creates a specified time and place for engaging in personal conversation. This means staff would know when they get to share, and likewise, when not to share. Share Day presents staff with an appropriate place to talk about their recent accomplishment, to brag about their kids, or to share good or bad news that is affecting them. Rather than sending non-work related emails, this would be the forum in which staff could talk about their recent vacation, ask for sponsors for the marathon they'll be running, or to buy cookies for their child's scouting troop.

Here are a few guidelines for implementing Share Day at your company or organization:

1. Incorporate "sharing" into team meetings, either as the warm up, or as a way of closing the meeting.
2. Limit Share Day groups to a maximum of 12 people. If you have more than that, the team should be divided into logical groups based upon who staff work most closely with.
3. Limit each person’s sharing to 5-7 minutes. Lunch and breaks are the time for added sharing if desired.
4. Share Day does not need to be a part of every meeting, but should occur about once a month.
5. Each person should be allowed (and scheduled) to “share” about once a quarter.
6. Strongly encourage all staff to participate when it is their turn. Allowing staff to opt out will likely cause other staff to feel vulnerable or judged by their peers and ultimately undermine your goal of improving teamwork and employee relations.
7. Have a kick-off meeting in which staff help in creating rules for Share Day.

Remember that the immediate goal is to help staff bond. Bonding yields trust, better workplace relations, higher productivity, greater loyalty, lower turnover, etc. If you follow the guidelines above, you are spending less than 20 minutes a month on staff relations, and likely yielding a huge return on that small investment.