July 30, 2010

Improve People Skills Fast Through Immersion

I’m not generally a big fan of quick fixes and claims of fast improvement, for people skills or any other soft skill. I believe that most of them ignore the natural level of practice and repetition learning requires and they usually over-promise. However, I think there is one smart, effective way to get relatively quick results in developing skills.

Last week, I had a 6-day public speaking training with a very cool group of young participants. The kind of people who definitely had some smart things to say, but hadn’t actually learned how to articulate them with impact in front of an audience. Just the kind of participants I like to work with.

The 6 days of training were an intense learning experience. The participants did speeches almost every day, got and gave feedback, learned public speaking principles and techniques, did exercises and case studies. They got back home each day to research and prepare speeches for the next day, they talked with their friends about public speaking, and they probably dreamed public speaking in their sleep.

By the last day of the training, when they delivered their final celebration speeches, all the participants had made huge leaps in their public speaking skills. They had improved one subset of people skills in 6 days more than most people do in a 1 year.

How did this happen? What we have at work here is what I see as the only effective way to improve people skills or any soft skill fast: experiences of immersion.

Experiences of immersion mean that for a period of a couple of days up to a couple of weeks, you are in a totally different head space. In this period you focus almost constantly on a certain skill and doing the activities which develop it. You eat breath and sleep those activities, you constantly push yourself out of your comfort zone and by the time the period is over, something has visibly changed inside you.

Most self-improvement is done is small, gradual steps. You practice something 30 minutes each day for 6 months and then you see some real progress. With immersion, you practice almost non-stop for 3-5-15 days. There is pretty much nothing for you but that practice in those days. It’s intense learning with intense results.

Before you get too exited and jump into some 1-week bootcamp, I think a small warning is in order: not all skills and not all soft skills develop well though immersion. People skills tend to do so, but on the long run it usually requires a mix between periods of immersion and longer periods of small, daily practice to improve your skills with people in the best way.

This being said, I do encourage you to seek out and get into immersion experiences to improve people skills. Here are some important tips on how to make these experiences happen and make the most out of them:

  1. Save some money. Powerful immersion experiences often involve a training, bootcamp, workshop or adventure of some sort, which will cost you some money. So if you’re interested in one, make sure you put some money aside before you try to get into such an experience.
  2. Take a vacation. Most of us have work, school or families which require us to be there almost on a daily basis. So if you wanna have an immersion experience which will require at least a couple of days, you will probably need to plan and take a small vacation for it. Trust me: it will be one hell of a vacation!
  3. Choose the right people skills. Immersion experiences can be financially, physically and psychologically draining. You can’t afford to do them very often. So when you do, make sure you pick the ones which will improve people skills you find the most relevant: public speaking, conversational skills, confident communication etc.
  4. Don’t loose the momentum. If after an immersion experience you stop practicing, your newly improved skills will usually regress, often at a rapid pace. So keep practicing on a daily basis to reinforce the learning. That initial practice right after the experience is the most valuable one.

In the rushed society we live in, with some many things to do, immersion experiences are a rare thing. And I think this is a pity, since we all want fast growth and this is the only effective way to improve people skills and many others fast. Set the things in place for an immersion, do it, keep the wheels spinning, and you will improve your people skills in a breath taking way.

Image courtesy of Powerhouse Museum

Filed Under: People Skills, Personal Development, Psychology Tagged With: , , , , , 13 Comments
June 27, 2010

How Confident People Talk

I’m listening to the audio version of Atlas Shrugged, by Ayn Rand. So far, it’s a fascinating book and I have an intuition it only gets better. One thing I like about the characters in Ayn Rand’s novels is how they are constructed in epic proportions. Some of them are pure models of confidence, dedication and rational living.

Here is one piece of dialog in the book I wanted to share. It’s a part of the first discussion between Hank Rearden and Francisco d’Anconia. And I think it’s a great example of how two very confident people talk (especially follow Francisco d’Anconia).

He stood there for a while, leaning on a sense of privacy as if it were a physical support.

“Mr. Rearden,” said a strangely quiet voice beside him, “permit me to introduce myself. My name is d’Anconia.”

Rearden turned, startled; d’Anconia’s manner and voice had a quality he had seldom encountered before: a tone of authentic respect.

“How do you do,” he answered. His voice was brusque and dry; but he had answered.

“I have observed that Mrs. Rearden has been trying to avoid the necessity of presenting me to you, and I can guess the reason. Would you prefer that I leave your house?”

The action of naming an issue instead of evading it, was so unlike the usual behavior of all the men he knew, it was such a sudden, startling relief, that Rearden remained silent for a moment, studying d’Anconia’s face. Francisco had said it very simply, neither as a reproach nor a plea, but in a manner which, strangely, acknowledged Rearden’s dignity and his own.

“No,” said Rearden, “whatever else you guessed, I did not say that.”

“Thank you. In that case, you will allow me to speak to you.”

“Why should you wish to speak to me?”

“My motives cannot interest you at present.”

“Mine is not the sort of conversation that could interest you at all.”

“You are mistaken about one of us, Mr. Rearden, or both. I came to this party solely in order to meet you.”

There had been a faint tone of amusement in Rearden’s voice; now it hardened into a hint of contempt. “You started by playing it straight. Stick to it.”

“I am.”

“What did you want to meet me for? In order to make me lose money?”

Francisco looked straight at him. “Yes – eventually.”

“What is it, this time? A gold mine?”

Francisco shook his head slowly; the conscious deliberation of the movement gave it an air that was almost sadness. “No,” he said, “I don’t want to sell you anything. As a matter of fact, I did not attempt to sell the copper mine to James Taggart, either. He came to me for it. You won’t.”

Rearden chuckled. “If you understand that much, we have at least a sensible basis for conversation. Proceed on that. If you don’t have some fancy investment in mind, what did you want to meet me for?”

“In order to become acquainted with you,”

“That’s not an answer. It’s just another way of saying the same thing.”

“Not quite, Mr. Rearden.”

“Unless you mean – in order to gain my confidence?”

“No. I don’t like people who speak or think in terms of gaining anybody’s confidence. If one’s actions are honest, one does not need the predated confidence of others, only their rational perception. The person who craves a moral blank check of that kind, has dishonest intentions, whether he admits it to himself or not.”

How many people do you know with the skills and confidence to talk like that in real life? I certainly wish I would see more.

Filed Under: Attitude, Inspirational, People Skills Tagged With: , , , 10 Comments
June 9, 2010

How to Give the Really Negative Feedback to the People Who Really Can’t Take It

One thing I find interesting about the people who have the biggest flaws is that very often they’re also the ones who have the hardest time seeing them and accepting them. If a person is a real pain in the ass, she probably sees herself as a really cool person, with awesome people skills, who everybody loves.

This is the result of a combination of things:

  • A big ego;
  • An even bigger lack of self-awareness;
  • The facts that let’s face it, it’s hard to accept that you have some major flaws.

As a result, giving feedback to these people about their flaws (meaning really negative feedback) will usually leave you wondering what did you open your damned mouth in the first place. I am proud to have a pretty good success rate in giving really negative feedback to the people who really can’t take it, and getting through to them (and by ‘pretty good’ I mean about 50%).

Here are some of the ideas which create the best results specifically with these kinds of people, when you give them really negative feedback:

1. Catch them when they’re questioning themselves. Even the most arrogant and blind person has moments when she’s wondering if it’s possible that she did something wrong, that it’s her fault. When the manager with terrible people skills will lose his 5th employee that month, chances are that at least for a couple of minutes, he’s questioning his people skills as a manager. It’s the best opportunity to deliver the negative feedback.

2. Earn their trust. When a person knows that you mean to help her and that your judgment is sound, even if she usually can’t take negative feedback, she will become a lot more open to yours. I sometimes give pretty brutal feedback in my coaching to people who otherwise don’t take it well. And because I have earned their trust as a coach, they take my feedback well. Find your own ways to earn their trust, and use them.

3. Give it in thin slices. Don’t use one opportunity to tell a person like this about all her flaws, which could be quite a few. It works with some, but more often than not, it just seems like you’re set on butchering her and this is why her defenses will go up. My recommendation is that you point out one flaw in one feedback.

4. Back it up with hard evidence. It will be tough to convince a person like this of a certain flow. When you point it out, she will just deny it. This is the moment when you need to present real, powerful examples of that certain flaw. For example, when you say to this person that she often breaks her promises, she will say: “No I don’t. I never break my promises”. It is at this point that you pull out the big list of real situations when she did break her promises and start reading it. Kidding about the list by the way; you should have them in your head, otherwise is seems like a trial.

5. Whatever you do, do not loose your temper. With this person, it is very likely that as you give her the negative feedback, she will loose her temper and get verbally aggressive on you. In my perspective, if you do the same, it’s game over. Your chances of getting your feedback accepted have gone down to zero. This is why it’s essential to keep you calm, or at least to be able to fake it.

Don’t expect to make every person accept any feedback. No amount of people skills will allow you to do that. But, do expect to be able to break even the toughest shell, at least once in a while. And give it a try before saying no.

Filed Under: Career, People Skills, Psychology Tagged With: , , , , , , 12 Comments
May 31, 2010

Good People Skills = Building Trust

This is a guest post by my friend Maria Dinu (Galca), who is an Effectiveness Coach. She works full time in HR for a Fortune 100 Company, and coaches in her free time. She blogs about how to better manage your life on LifeToolkit.net.

I pride myself with having worked with various types of people in my 10 year career in the NGO and corporate field of HR. I’ve seen young people who were very close-minded, 16 year olds who were wiser than 50 year olds, company leaders who mocked their people, or Finance leaders who could explain the business in 5 minutes to their kid. I’ve had bosses I loved, although they knew little business, and bosses I … well, didn’t like so much, although they were experts.

And there’s one thing I noticed, in all these cases.

In business, and life in general, you’re nothing if you can’t build trust.
Trust = Credibility.
Trust = Leadership.

If people trust you, they will ultimately follow you. As Stephen R. Covey puts it, in his very good book “The Speed of Trust”, trust can get people to accomplish things in a company much, much faster.

Relationships based on trust work faster, because there are no insecurities. There are no check-ups. There are very few fights. And, what’s a company, if not an intricate set of relationships?

How do you build trust?
The saying “It takes 10 years to build trust, and one second to destroy it” is very true. Trust is built through time. But I’ve seen results in months, if not days. Let me tell you a story.

Some years ago, I worked with a person for whom I made every day difficult, on purpose. I’m not proud to say that, and I did not enjoy that time. The reason I did it was that somewhere, in my mind, I had the feeling that new manager would spoil my career. She was new, and she had not established herself correctly in front of our team. So, I said, why not show her that this is not the way things work?
(Of course, things did not work. They only got worse)
What changed dramatically was that I found out she supported me. She talked to me openly about the situation, and showed me she cared. And things did happen. Turns out, I was wrong. And feeling ashamed.
Afterwards, she became, if not a good friend, an esteemed manager from whom I learned a lot, despite differences.

1. The number one way to build trust in your relationships, is show people you care. If your team feels you care, they will be there for you. Go out for coffee with them. One of the very good team leaders I know established excellent relationships with her people from Day 1, taking them out to beer, and saying openly “I’m here for you. I’m human, just as you.” A great HR Manager I worked with gained the trust of her 100+ people saying in an open meeting “I’m here to help.”

2. You don’t need to be a best friend. Only respect your word. OK, going out to beer with the team is a good way to build relationships. But I never went to beer with my previous boss – all the trust established was gained from respecting one’s word.

3. Transparency, even in the worst situations, can gain you more trust and support, than keeping “the bad news” a secret. In the time of crisis, many companies had to let people go. Imagine the number of business managers who had to go in front of their people and say “We’re not doing well.” Who would have the guts to do that?

Well, it turns out from various studies (including the reputed Mc Kinsey) that transparency gains you more trust than if you shove the dirt under the carpet. Going in front of the team and saying “We’re not doing well, and here’s why, and here’s what I’m doing about it” will get your people supporting you than ever. And, you know, it just might be THE thing to get the company out of difficult times.

Building a circle of people who trust you may be the best thing you do in your career. Not only will they recommend you, support you and encourage you, but they will help you reach your goals faster, and in a more productive way than ever before.

Filed Under: Career, People Skills Tagged With: , , , , 5 Comments
April 9, 2010

How Having a Life Can Improve Your People Skills

People skills have an interesting dynamic, because in order to improve them, you sometimes need to dig in other areas, improve there, and then you will see your people skills go up as well. And if you only work on them directly, you will often just create a superficial result.

One such area is having a life. Every person I know who has not just good, but awesome people skills, also has a very reach and meaningful life. These people travel a lot, read a lot, meet all kinds of people, and try all sorts of hobbies. Not only does this give them a certain confidence and charisma, but it also eases their social interactions with others.

If you think about it, your life and your person are what you put on the table when you’re talking with someone. They create content and context for your social interactions. If your life is very repetitive and uninteresting, if you as a person are shallow and conventional, it’s like putting a bag of peanuts on the table and asking the other person if she wants to dine with you. Not very appealing for her.

One particular effect I value which having a life has on your social interactions is this: having a life allows you to relate to almost anything the other person says or does. This can be one of those key people skills, as it’s helps you greatly to break the ice, build rapport and make quality conversation with others.

Here’s on example of not relating effectively to what someone says:

You: “So, what did you do this weekend?”

Her: “I went to a tango festival. I’m taking tango lessons you know.”

You: “Aha, really? “

Here’s the same example with a twist:

You: “So, what did you do this weekend?”

Her: “I went to a tango festival. I’m taking tango lessons you know.”

You: “I have a friend who dragged me to a couple of tango lessons once. It was actually a lot more fun than I expected. I liked the fact I started learning how to be a good lead. I think that’s important. “

See the difference? In the second case, you are actually relating to what the person is saying, connecting your experience with hers. But in order to do that, you need to have taken tango lessons, known someone who has, or at least talked about it with someone who was into tango.

There is a huge link between having a life and having the skills to relate. Yet, people who live rich, meaningful lives are rare. Even if we live in a world where we have a ton of options, my experience is that most people have pretty dull and repetitive lives.

This being said, here are some starters towards enriching your life:

  • Consider activities you have never done before and try them out;
  • Make sure you vary your activities and don’t stop at just one or two;
  • Include some sports, and some social or group activities in your agenda;
  • Save money to afford some of the more expensive activities you can try.

When you have tried just about anything or you know just about anything, I believe you are in a place where you can make great friends, build great business relationships and influence people with ease. Having a life is one of the most important ways you can use to improve your people skills.

Filed Under: Lifestyle, People Skills Tagged With: , , , , 22 Comments
March 18, 2010

People Skills and the Philosophy of Honesty

In my view, you don’t have awesome people skills until you understand honesty and you apply it effectively in your social interactions. Which most people I believe, do not.

Yesterday, I was working with a client on improving one of those key people skills for getting a top job: his interview skills. He was asking me stuff like: What do I answer if they ask me about my career goals? What do I answer if they ask why I left me job? What do I answer if they ask me about my hobbies?

And I was answering: The truth. The truth. Yeah, still the truth. After about 3 questions like these, I started realizing a very common problem: my client was in a limiting mindframe about honesty, and the questions were coming from this mindframe.

Let’s do some theory. I think there are generally two mindframes (or philosophies) you can have about honesty in relating to others.

1. The mindframe that pleasing is the rule. These people believe that what comes out of their mouth must be what the listener wants to hear, must get the listener’s approval and appreciation.

Before saying anything, the people in this mindframe will ask themselves: what will please the other person? Then will say that thing, disregarding the concept of honesty. For them, honesty is only the exception to the rule, and they allow themselves to be honest only in a few cases, with safe people.

2. The mindframe that honesty is the rule. These people believe that integrity is the most important thing and what comes out of their mouth must be in correspondence with the facts.

Before saying anything, the people in this mindframe will ask themselves: what is the truth? Then they will say it, assuming the consequences of their honesty. For them, dishonesty is the exception and there will be very few cases where they will refrain themselves from being honest.

I’m not saying there are people who are liars all the time, and I’m not saying there are people who are honest all the time. I’m not saying lying is all bad, honesty is all good. That would be a bit extreme for my rational nature.

I am saying there are different philosophies in life, which will make you more oriented towards lying as you natural communication style, or towards honesty. And I am saying that the second one is a far better option.

When you live life with the mindframe that honesty is the rule with people, as well as the skills of honest communication, two very important things happen:

  • You don’t complicate and you don’t make social interactions a burden by trying to come up with what the other person wants to here almost every time;
  • You have credibility and you build much stronger relations with others, personal and professional, which are based on trust, respect and authenticity.

From some points of view, honesty with people is risky. Looking at things in perspective, I believe the gains substantially outweigh the loses. This is why, when it comes to people skills, I go for a philosophy of honesty.

Filed Under: Attitude, Inspirational, People Skills Tagged With: , , , 10 Comments
March 11, 2010

I Have People Skills!

At a recent training covering certain people skills, one participant kept asking why we’re talking about various stuff, because he’s an experienced manager who knows all this stuff and has good people skills.

Later in the training, this participant was involved in a role-play where we observed his people skills, especially those related to conflict management. The manager not only broke almost every rule for effective conflict management in the book, but even some which aren’t even in the book and now should be taken into account.

It didn’t surprise me, considering that in my work as a communication coach, I find it common for people with bad people skills to believe they have good people skills. When it comes to this area, it’s easy is to have huge blind spots, the size of the dark spots on the moon.

This particular experience though, reminded me of a scene in Office Space, a dead-on satire on the corporate life and one of my favorite movies. Here it is:

I constantly encourage people to put aside their presumptions about their skills and look at the facts as objectively as they can. Since our mind can fabricate our self-image to a great deal, by looking at the facts they will often discover unexpected things.

The line in the movie scene which names the title of this article gets me laughing every time: “I have people skills!“

Filed Under: Inspirational, People Skills Tagged With: , , 2 Comments
March 7, 2010

How Knowing Yourself Can Improve Your People Skills

Finding my niche as a communication coach and figuring the lifestyle that suits me was not a revelation, it was a process. One of the stepping stones in this process was knowing myself thoroughly and understanding what I have to offer.

An interesting side effect was how much I improved my people skills, as a result of improving my self-knowledge. There is an obvious link between knowing yourself and choosing the right career. I discovered there is also a strong but more subtle link between knowing yourself and your people skills.

It’s funny how the effective personal development in one area often starts in another, apparently far away area. Here are some specific ways I experienced myself how knowing yourself can improve your people skills:

1. More social confidence. When you know yourself well, you know what you are about and you understand your strengths. From this place, confidence to put yourself out there often comes naturally. Knowing yourself often pushes you to meet people and to express yourself socially.

On the other hand, people who have a blurry image about themselves are more reluctant to put themselves out there. They don’t even understand who the person they put out there is, so they often have superficial interactions with others.

2. Building comfort. I realized one of the best ways to make people feel comfortable with you is to give them the chance to know you as a person. And you do this by expressing your thoughts, values, passions, emotions, in a powerful way.

But of course, in order to do this, you have to know them. As you know and open yourself up authentically, it’s easier for other people to reciprocate by opening themselves up. This two-way process is essential in building strong relations.

3. Investing in the right relations. How often have you heard people complaining about how they have the wrong friends or relationships? It’s easy to get caught up in time and energy consuming relations with people who are not a good fit for you when you don’t know yourself.

However, when you understand yourself, your intuition and your logic will better tell you who is a good fit for you. This will help you invest time and energy in maintaining and growing the relations with the right people for you, and letting the other ones fade.

There is a very simple lesson here: if you want to improve your people skills but you don’t know yourself very well, forget your people skills for a while and focus on this aspect. Get to know yourself better and as you do, you will improve your people skills and you will also create a solid foundation for them.

Filed Under: People Skills, Personal Development Tagged With: , , , , 13 Comments
March 1, 2010

Taking Success Advice from Successful People Is Not a Good Idea

I was recently watching the last The Tonight Show with Conan O’Brien, in which he said goodbye to NBC and his fans. His memorable last words were: “If you work really hard and you’re kind, amazing things will happen. I’m telling you: amazing things will happen”.

I’m sure Conan O’Brien is a cool guy and I think he has some great achievements, but if working hard and being kind were the only two ingredients for amazing things to happen in one’s life (aka being successful), we would have a lot more successful people, living amazing lives.

I believe that sometimes, successful people can give powerful success advice. I personally know some who do. However, I believe this is rather the exception than the rule, and in most cases, taking success advice from successful people is not such a good idea.

The main reason is the fact there is a huge difference between being successful and being able to understand success and teach it to others. Here are some phenomena which often happen with successful people:

  • They’re naturals. They do things in a certain way out of instinct, and this gives them results. But they don’t really know what exactly they’re doing which gets them success, even if they think they do. So they will often give advice like: “Just be yourself. Act naturally.” Ha?
  • They may consciously try certain things which give them the results they want, but they try multiple things at once and they’re not able understand which one of them exactly works and is the true source of their success.
  • They discover things which help them get results, in their context, and they wrongly believe these things apply to everyone, in every context. They generalize quickly, ignoring the specifics of each human being and each situation.
  • They lack the skills to present and explain their ideas for success in a very clear and meaningful way, which would make the advice truly useful.

I know that successful people are given a lot of credibility in offering advice for success, and sometimes for personal development. People think that someone who has success is the best to teach it. Considering the points above, you can see why this is faulty logic.

Successful people need a lot more than success to also provide solid success advice. They need a high degree of awareness, analytical skills, scientific, critical thinking, communication and people skills. Only then, you can rely on them to give powerful success advice.

Beyond successful people, I believe there is one other category of people which is usually much better at giving success advice. I call them modelers. They’re the people who observe, study and model successful people, extracting the patterns of success.

Why are they better at giving success advice? For one, because they generally have a lot more of the skills presented above, which are required to understand and teach success. And also, because they don’t stop at modeling just one successful person.

It’s great that you’re looking to understand success and use this understanding in your personal development. In this journey, remember that choosing the proper sources for success advice can be just as important.

Filed Under: Psychology, Success Tagged With: , , , , , , 13 Comments