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Archive for July, 2009

Does Language Affect our Thoughts?

Thursday, July 30th, 2009

By Michael McCauley

Lera Boroditsky is a Stanford University assistant professor of psychology, neuroscience, and symbolic systems. Recent research she’s done suggests that the words we use actually affect our thoughts. She has found that even something as seemingly small as the gender of nouns  can have a deep impact on the way we think. For example, in German the noun for “bridge” is feminine while in French it is masculine. When describing the same bridge, German speakers saw it as having feminine characteristics, using terms like “floating above the clouds,” “breathtakingly beautiful,” and “elegant and light.” When describing the same bridge, French speakers described it using masculine terms such as “immense,” “powerful,” and “a concrete giant.”

Boroditsky also found that people tend to have a better memory for colors if each shade has a distinct name. For example, in English two different shades of blue would be commonly called light blue and dark blue. In Russian however, these same colors would be called “goluboy” and “sinly.” When given three color swatches and asked which of the bottom two was like the top one, native Russian speakers were much faster than English speakers when the colors had distinct names.

In still another experiment, Boroditsky found that English tends to focus more on who is to blame for a particular incident - for example, “she broke the bowl” even when it was broken accidentally - while Spanish and Japanese describe the same event more like “the bowl broke itself.” When groups of English, Spanish and Japanese adults are shown video of the same event, sure enough, English speakers tend to remember who was to blame for the incident while Spanish and Japanese speakers tend to remember what was done. In Boroditsky’s words, “this raises questions about whether language affects even something as basic as how we construct our ideas of causallty.”

What does this all mean? Simply, that the words we use in daily speech may actually “color” our thinking in subtle ways. It may even impact the neural pathways that are most easily formed in our brains.

Definitely something to think about, but choose your words carefully!

When What You Want Cannot Be Gotten Instantly

Friday, July 24th, 2009

By William Seidman

We live in a world of instant gratification. Twitter is a great example of this: 140 characters being fed constantly. There’s an expectation that almost anything (and anyone) we need can be found on the web instantly.

But what about the things that really do take time?

Imagine that I want to be an Olympic swimmer. I google “Olympic swimmer” and read a lot of articles on how to become an Olympic swimmer.

Am I ready to compete in the Olympics?

Obviously not, and it is almost silly to think that way. I have to have natural talent and must then put in a lot of work to get good enough to qualify - if I’m also lucky.

But if people are trying to learn a new business practice, daily pressures drive them to assume that they can learn it instantly, without study and without practicing.  So often, we work with people who go to a training class or look something up in a knowledge management database and think they have got it, or at least are unwilling to allocate more time to learn it.

There is such a strong expectation for instant everything — people expect problems to be fixed or improved instantly, without much work.

But there are some things, like sophisticated business processes and business leadership, that can’t be learned instantly. Long term practice and development is needed.

There is this profound gap between an expectation for instant gratification and some areas where the capability cannot be developed instantaneously.

Manage Relationships and Then Get the Work Done

Monday, July 20th, 2009

By William Seidman

I’ve been working with two people in big companies who are feeling frustrated. Both are very accomplished, successful individual contributors who are getting marginalized by their organizations. In one sense, they are creating the problem for themselves; they think that simply working hard, and achieving tangible results, will gain them the respect they desire.

They are not really managing their environment, though. It feels odd to both of them to have to manage their manager and their peers.

A hard truth is that success in an organization has much more to do with managing the relationships around you than just getting work done.

I suggested that both re-think their role into managing their program rather than just working.  It’s not easy, but it is the only way to success.

Training Brains for Improvement in Reading - and Work Performance, too

Thursday, July 16th, 2009

By Michael McCauley

Researchers recently set out to answer a question that dogs educators and parents:

Why are some kids better readers than others?

They used functional Magnetic Resonance Imaging  (fMRI) to study the brain activity of both high and low performing readers.  Brain activity turned out to be significantly different in the two groups.  

This raised another question: Could the brains of the low performing readers be somehow “trained” to mimic the same brain activity as the high performers? The researchers set about developing a software program, called “Fast ForWord,” to specifically address this question.  It turns out that language acquisition has to do with how the brain “hears” and interprets sounds. The software was designed to deliver acoustically modified speech that helped students learn. Over time, new synapses were formed in the brains of the learners, allowing improved language processing. The results were staggering. Initial students that used the software in one-hour daily labs showed significant improvement; there was an  average reading level gain of eight months in 29 days.

This research has implications for early learning, but it also has implications for businesses. It demonstrates in a very tangible and measurable way that the brain is trainable. The tired adage that “old dogs can’t learn new tricks” doesn’t apply any more. Given the right stimulus, we can now “train” the brains of lower performers to mimic the activity of top performers, even at an early age. A similar approach can be used to help lower performers in business think and act like the highest performers.

Resisting Planning is More than Wasteful - it’s Foolish, too

Monday, July 13th, 2009

By William Seidman

Many people don’t like to plan - have you noticed?

I am working with two teams, on projects that will touch thousands of people. In each team there are people who resist taking even a few hours to plan. I’m not talking about endless meetings - I’m talking about a few hours’  planning.

One person - responsible for a marketing program that effects hundreds of millions of dollars in business - said, “I just can’t afford to plan.”

We have reduced the planning process, even for mega-projects, to just a few days.  One manager said: “We accomplished in 3 days what would otherwise have taken 6 months.”

Yet even people who participated didn’t want to plan any more.

Does being thoughtful and planning go against human nature, or are people simply in so much of a rush that planning seems like a needless process?

How to Work for a WOW Company - How to Transform Yours Into One

Thursday, July 9th, 2009

By Rick Grbavac

The idea of creating a “wow” experience really clicked with me this morning.  When put in context of an article I read last week, “The One Thing You Need to Create WOW Experiences,” in which the author, Michael Hyatt,  discusses the attainment of competence in organizations, I asked myself, “Do I want to work for a company that is WOW or one that is competent?”

Michael Hyatt mentions five obstacles to creating the WOW:  Time, Resources, Experience, Committee and Fear.  We seem to run into all five of these excuses when trying to engage new clients in our solution.  Here are some of my ideas on avoiding the excuse mentality:

  • Take time to think and plan. The first 15% of any initiative determines whether it will be a success or failure.
  • If it is important to the organization, make a good assessment of the ROI and invest the money. How many times would you like to give me a dollar if I gave you back $10?
  • Look to your top performers - who are probably your positive deviants -  for your experience. They have already figured out the way to be successful in your culture and organization. Tap into what they do and how they think.
  • I’m all for inclusion, but sometimes committees get in the way. Have some figs and drive for the wow.
  • Fear is crippling. Take the leap and learn from it. New is not always bad. It can inspire a company to look at issues with a new set of eyes and come up with better answers.

Great Branding and Company Culture

Tuesday, July 7th, 2009

By William Seidman

I’ve been talking with  people who are experts in branding. I asked them how far into the operations of the organization they went.

When Cerebyte was working with Jack in the Box,  the company leaders saw the brand as being present in everything they did, even the facial expressions of the counter person handing over food to customers. Great branding involves so much more than great image-making and good advertising! It must be interwoven into the entire organization - the entity we call “company culture.”

The same ideas are discussed here . You can’t just create a brand without having the organizational culture/ the company culture to match and, ultimately, it is the culture that creates the true brand, not advertising

Learning How to Do Things Really, Really Well - from the CEO of McDonald’s

Friday, July 3rd, 2009

By Rick Grbavac

Industry award-winner Jim Skinner has led McDonald’s to amazing performance over the past year using a formula that sounds identical to what we teach every day:

  • Rebuild purpose
  • Realign talent with a return to the company’s fundamental principles
  • Focus on leadership development to strengthen internal talent
  • Hands off management style, empower the people
  • Set high expectations
  • Demand accountability
  • Be better, not just bigger

 His simple assessment: “With 32,000 locations around the world, you need to have a good team aligned with a solid plan, with very simple expectations about what needs to get done.” 

And here’s a refreshing idea: Skinner’s  first goal was to set long term growth.  Long term.  I love to hear a CEO talk about long term vision and then actually execute a plan to achieve it.   During the 5 years he has been CEO, McDonalds’s has experienced a compound average growth rate  of 19.2% with an increasing operating margin.

CEOs  can learn a lot  from a close reading of Skinner’s methods and philosophy. He’s a straightforward and plainspoken leader who leads!

5,127 Prototypes? True Positive Deviants Don’t Give Up

Wednesday, July 1st, 2009

By Michael McCauley

I was reflecting on Malcolm Gladwell’s assertion in Outliers: The Story of Success that true expertise requires 10,000 hours of practice. Then I read about James Dyson, father of the modern, bagless vacuum cleaner. His story is  amazing, and he is a true positive deviant. To get his invention to market took him 14 years, multiple lawsuits, and more than 5,000 prototypes!

Dyson credits his confidence in himself and his idea for pulling him through the tough times. Early on he believed that people succeeded only if they had the best of everything - the best idea, the best connections, the best facilities, etc. But then, through a chance meeting with another entrepreneur, he realized that to be successful you had to follow your heart - if he thought it was a good idea, then he should pursue it and not worry about what people thought.

 Another positive deviant, Henry Ford, once said that “”Failure is simply the opportunity to begin again more intelligently.” He was a prolific inventor and was awarded more than 160 U.S. patents in his lifetime. But they didn’t come easy. His first automobile company went out of business. He then was forced to leave his second automobile company, and went through financing troubles with his third. However, through it all, he knew his idea was the right one - an inexpensive car for the masses - and he wouldn’t give up.

There are numerous other stories of those who persevered. Whether it’s Dyson with his 5,000+ prototypes or Ford with his multiple tries at forming a successful company, one of the things that makes positive deviants successful is their unending patience, persistence,  and their “never give up” attitude. Today’s world seems to reward just the opposite - we want everything done quickly.

 How many of us are willing to stick with an idea long enough to see it through, even against overwhelming odds? But that’s exactly what positive deviants do - they never give up!

 
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