July 2009

on a personal note: I certainly hope you enjoyed your Independence Day holiday and had a chance to reflect on both the blessings and responsibilities of freedom and what a privilege it is to live in America. In our little city of Temple Terrace, we start with a parade through town. Politicians, City officials and clubs from the community along with bands from the local high school and university strutted and tossed beads and candy. While the city government had to cut fireworks from the budget earlier this year, the citizens and businesses chipped in. Over $20,000 was raised and the display was even more spectacular. To highlight the evening's event The Florida Brass and Woodwind Band played (with the conductor dressed as John Philip Sousa) and as they began to play the 1812 overture the fireworks started! What a thrilling way to end a great day!

Sincerely, Dr. Mel Jurado

Now as the summer heats up reflect on the following ...

Communicating with People ... Inspire or Expire!

What Did You Say?!

As an Industrial-Organizational Psychologist, my practice management focuses on the human-side of enterprise. One of the most intriguing aspects of my practice is observing how miscommunications can pre-ordain unintended outcomes.

One of the pitfalls many fall prey to is a failure to get to the point. It's happened to some of the greatest writers and communicators of our time. Case in point: the young B.F. Skinner was inspired to follow a career in psychology after reading a book by George Bernard Shaw. It's interesting to note that the last chapter of the book actually denounced Behaviorism but Skinner never read that far - he thought the end of the book was dull. After he became one of the world's most influential thinkers, Skinner met Shaw and told him that his book had convinced him of the truth of Behaviorism. "Good God," Shaw replied, "I though I had demolished it!"

Perhaps he would have, if he'd made his point sooner.

Personal application:

When are you apt to beat around the bush rather than getting to the point? Review the last several e-mails or letters you sent, how could you have communicated more succinctly? Are you upfront with the most critical pieces of info you need to convey?

Don't be a But-head

Eliminating the word "but" from your e-mails, conversations, and dealings with others will strengthen your ability to persuade others. The reason is any time you use the word "but", what others hear you saying is that you disagree with them. For example if you say "I liked your report, but let me share this ... ," others wonder if you really liked their work or not. The solution? Always replace "but" with "and." Replacing "but" with "and" eliminates verbal missteps that can lead to hurt feelings and strained team relations.

Leadership Strategy - Making Failure Work for You

It seems incongruous, how can failure ever work to a leaders benefit?! From the perspective of those we lead, work alongside, do business with, we can actually increase other's positive perceptions of us in the face of failure if we get in front of it, take personal responsibility, and are forthright with those around us.

Case in point: John F. Kennedy achieved his highest level of popularity after he flubbed the Bay of Pigs. Although it doesn't seem to make sense, JFK gained a ton of popularity after this very public failure. In psychological terms it's known as a "strategic-pratfall effect." Although the invasion was botched, the President was quick to accept responsibility for it. In doing so, he showed the public not only that he was human in making mistakes, but also that he was honest and open about owning up to them. When JFK failed so publicly but didn't pass the buck, people identified with his problem and actually reported a greater confidence in his ability to lead and be trusted.

Personal Applications:

What do you need to take responsibility for without passing the buck or making excuses?

What might such transparency do to you ability to inspire and build trust with those you work, live, and play with?


WARNING - Are you Inspiring or Expiring Around People?

How do you hold up against these ending quotes?

"Management problems always turn out to be people problems."
--John Peet

"Hold yourself responsible for a higher standard than anybody else expects of you. Never excuse yourself."
--Henry Ward Beecher