Listening with Gratitude

November is the month in which we celebrate thanks. Thanks for our family, friends, and colleagues. While we each count our blessings for different things, much of what we are grateful for is the people in our lives. How do we express that gratitude? The obvious answer is by telling people, the less obvious answer is through active listening.

When people feel truly heard, they feel appreciated. We think we listen everyday, but often the person on the other side of the conversation doesn’t really feel heard. Listening seems easy, but it really difficult. Part of what makes it difficult is all the talk that goes on in our own heads and the amount of distraction our senses constantly filter.

Let’s take an example. You are sitting in a meeting and a colleague is explaining the results of a recent project. At first you are watching her intently and hear not only every word, but also notice details like how she is standing and the volume of her voice. Then a thought pops into your head, ‘I wonder who helped her on that PowerPoint.’ Pop, listening degrades. Then a fire engine siren from outside catches your attention. Pop, listening degrades. The nature of being human is to be distracted and that makes good listening difficult.

Improving listening skills, like everything in life, takes practice. This practice falls in to two categories: silent and active. The silent practice is training your mind to quiet down and avoid being pulled by sensory input. The active practice is honing your ability to put all attention on to the speaker.

Julian Treasure, sound expert, says that just 5 minutes of silence a day changes our listening. There are many ways to get silence every day. Meditation is one and there are endless types of meditation from focusing on your breath to silently repeating a mantra in your head. During meditation, your senses give you input and you return to your breath or the mantra – you are practicing focusing your mind. The more focused mind will find it easier to listen to someone with greater attention.

The active listening skill can be honed through intentional activities. One method is to keep your mind actively engaged on the speaker through noticing verbal and nonverbal elements of the person. Focus on what they are wearing, how they are standing or sitting, what they are saying through their facial expressions, and on the volume of their voice. Take mental or written notes to summarize their key points in your own language. All of this intentional activity will give you the ability to react in ways that makes the person feel heard. You will look physically engaged because you are and you will have better questions and comments because you will have assimilated the content in a more thorough manner.

Farnam Street recently had a post on Listening and the Learning Lens that well articulated an active listening technique. Because information enters the brain through our senses, the lenses we wear make a difference in how we communicate.

There are lens distorters (limits of language, differences in histories/cultures, current context, irrational expectation of rationality) that change the way we each listen, but mostly we fall into either the ‘lecture’ or ‘learning’ lens. Taking the learning lens increases your attention on the other person and makes the conversation ‘a journey of discovery not a battle of wits.’

Another listening skill builder that is apropos for this month is listening with gratitude. This is hearing with a filter of thanks and appreciation. As somebody is speaking, think of what you like about this person and how he or she contribute to your work or your life. Listen for how what they are saying right now will somehow make an improvement in something. Then you will naturally think of positive feedback to give that person to make them feel heard and appreciated.

Playing with Fear

The interesting thing about the Halloween is that it takes a light view of the human fear of death with people dressing up as ghosts and goblins. The origination of the Day of the Dead also takes a lighter view on the subject with the concept that death is actually a part of life and can be celebrated. Theses holidays let us look at fear in a different light; to take it as a natural part of being human.

The fear of public speaking is one of the top fears for people. There is something about communicating under the spotlight that raises the adrenaline in everyone. But, this fear doesn’t have to be a heavy burden either. By shifting perspective, everyone who faces the task of speaking in front of others can lighten their fear.

The first thing to remember is that the body’s physiological reaction to fear and excitement is one and the same. If you are excited to see a friend or your favorite band, your heart rate quickens, you get butterflies in your stomach, and you start to sweat more. These are all the same things that happen when you fear speaking in public. Physiologically, the sympathetic nervous system kicks in and your brain releases hormones that amp up your body in preparation to react quickly to what is about to happen. That can be a good thing; a natural part of being human.

That human reaction is what allows us to raise our voice and become animated in a way that engages the audience while we speak.

Just like we play with fear around Halloween by decorating with images of death and dressing up in monster costumes, we can also play with the fear of public speaking with make believe and pretending. Pretending that the fear is excitement shifts the mind to a more positive place. Visualization during preparation time and right before speaking is make believe that can really help.

To use visualization during preparation, make believe that all goes perfectly during your speech or presentation and then visualize every detail of that success. Imagine walking into the setting and getting a positive response from the audience. Imagine your voice projecting strongly and confidently and seeing head nods and smiles from the audience. Imagine people clapping or saying good job at the end of your presentation. During this make believe incorporate all of your senses – hear, see, and even smell as many details in your imagination as possible. After you have done this several times during preparation, then just prior to your speech quickly bring this image of success back into your brain. This make-believe practice really does boost your success.

As we celebrate Halloween and Day of the Dead at this time of year, we can also celebrate our human fear of speaking. We can use our natural physiological reaction to our advantage by speaking confidently, just as we imagined.

Time Period Matters

It is human nature to assume that our current perceptions are real and right. But ‘real and right’ is a matter of being situated in a particular time period in a particular part of the world.

Two recent occurrences brought the idea of ‘time period matters’ to the top of my mind. The first was the Medium post by Karen X. Cheng and Jerry Gabra showing how magazine covers have changed over time, and the second was a discussion in my Leadership Communication class about how leadership theories morph over time.

Things we as a culture hold true today are not things other humans held true in the past nor will necessarily hold true in the future. Intellectually, that is an easy concept to grasp. The problem is that we don’t hold this concept top of mind when we are communicating with others. The ‘real and right’ perspective is problematic because is narrows our listening of others, limiting our ability to find commonality and get along peacefully. Our perspective can be vastly broadened when we realize that real and right is conditional.

The Evolution of Magazine Covers was a recent Medium post that exemplifies that time period matters. The display of magazine covers for publications ranging from Cosmopolitan and GQ to the New Yorker and National Geographic showed just how drastically our ‘real and right’ has changed over time.

1937v2015CosmoCover

NatGeo Change over Time

 

The percentage of female body parts exposed increases significantly, and the hairstyles change. The amount of text on the cover of National Geographic decreases, and the language becomes much less scientific and more colloquial. The headlines on the magazines reveal what was top of mind in that given time period. The article dubs it, “survival of the fittest, capitalist edition,” but it is also a reflection of what our society deems important and appropriate. ‘Right and real’ changes over time, just like the magazine covers.

Teaching Leadership Communication at San Francisco State is awesome because every class has students from every walk of life, bring together many varying perspectives. We recently discussed how leadership theories, and I could hear the judgment in students’ voices as they commented on older theories centered on a person’s inherent physical traits. The indignant sentiment expressed was, “Of course it is not true that a large person with a deep voice is naturally a better leader than a small person with a high-pitched voice.” Not true? Not true when? Not true where? In our time, in our place, we think that judging leaders on their physical traits is sexist and racist. But in past time, this was ‘real and right’ for a group of people. This brings up questions like, what changed? At what point did that cultural moral compass shift, and why? By asking these types of questions, we can gain a deeper understanding for the transience of real and right.

Seeing how others thought differently in the past helps us to realize that how we think and act now may seem totally absurd to another people in another time. Springboarding from change over time, we can apply the same realization to spatial, cultural, and social differences. Even our own perceptions, which we often perceive as a fixed component of our character, are really quite malleable. By acknowledging that our ‘real and right’ is not permanent, not pervasive, we can have a more open mind. With a more open mind, we have a broader listening of others. When someone says something outside of our ‘real and right’ zone, we won’t immediately dismiss it as wrong. We might consider their opinion and listen respectfully, even if we disagree in that spatial and temporal moment.

 

Storytelling Rationale

Once upon a time, a young teenager received an orange in her stocking at Christmas and was elated beyond belief.  That teenager who showed gratitude for a sweet ripe piece of fruit on a cherished day of the year was my grandmother, a first generation immigrant who had lost both her parents and was barely scraping by under the care of her older sister.  In times when I feel irritated by little things like that the store is out of my favorite flavor of Noosa yogurt, I pause and think about the appreciation my grandmother felt for an orange and it helps me put things in perspective.

That is a simple story, but it contains a number of elements that makes stories appealing to humans including a hero, a struggle, and a moral.  In the last number of years the story has come into vogue as research points to the genre as an effective means of sharing information in business.

“. . .our stories carry emotion that connects us with people and drives a point deeper and deeper into our psyche.”  This quote comes from Dianna Booher in an article titled, 7 Tips For Great Storytelling As A Leader.

The structure of a story is familiar to humans and depicted in the Freytag Diagram created by the 19th Century German scholar.

Freytag-Pyramid

These identifiable pieces of a story move in a sequence from beginning to end.

1. Exposition or Introduction presents the setting (time and place), characters (protagonist – hero/heroine, antagonist – villain), and the basic conflict.

2. Rising Action is where the basic conflict is brewing and there is tension associated with this conflict.

3. Climax is the turning point with a change either for the better or for the worse in the protagonist’s situation.

4. Falling Action is a reversal where the conflict between the protagonist and the antagonist begins to resolve. Then the protagonist either wins or loses to the antagonist.

5. Conclusion is the end of the story, which is sometimes called dénouement, where there is a resolution one way or another and the characters move on.

 

Another way to look at stories is through the perspective of the hero’s journey.  In Winning the Story Wars by Jonah Sachs, the author uses the hero’s journey as a basis for how organizations can generate truthful interesting stories.

Using this framework, Sachs places the story listener as the hero and the organization in the mentor and storyteller role.  The hero is not a helpless consumer, but rather an activist pursuing higher-level values.  The mentor is to help the hero in pursuing those values.  The journey is about the hero, not the storyteller.

Unskillful storytelling – that we see and hear all the time – is about the storyteller as the hero. This model upends that, puts story consumer as hero.

This has significant implications for organizations telling their stories – shifting from the ‘excellent product/service’ view to the ‘here’s how we help you’ perspective.

Another book, Storytelling Animal by Jonathan Gottschall, focuses on why storytelling is a fundamental human animal instinct.  Our ancestors listened to stories around a campfire, because if they didn’t they got eaten by lions.  In an evolutionary sense, humans are designed to assimilate information in stories – it is part of survival.  Stories help us deal with the human condition on every level and are, therefore, integral parts of being human. Gottschall wrote a recent article, Why Storytelling is the Ultimate Weapon in which he outlined the work of psychologists Melanie Green and Tim Brock that showed that people absorbed in story drop their intellectual guard and process information emotionally such that they are unable to detect false notes or inaccuracies.

Research highlighted in the New York Times article, Your Brain on Fiction, has shown the brain is affected by story telling in ways that make it ‘experience’ and remember information.  When just receiving facts, only the languages processing part of the brain is activated (Broca’s area & Wernick’s area), but with story telling more areas get activated. A 2006 Neuroimaging study in Spain showed when users read words with strong odor associations, the olfactory cortex lit up. In 2012, Brain & Language published study from Emory University when people read metaphors involving texture, the sensory cortex responsible for touch lit up.  Laboratory of Language Dynamics showed the same when people read sentences about movement – the exact part of the motor cortex responsible for the limb movement lit up. Research out of Princeton published in 2010, showed Neural coupling between the storyteller and receiver such that the receiver’s brain appeared that it turns story into perceived own experience.

“The brain, it seems, does not make much of a distinction between reading about an experience and encountering it in real life; in each case, the same neurological regions are stimulated . . .. the brain responds to depictions of smells and textures and movements as if they were the real thing  . . .”  Your Brain on Fiction

2015 Bits of Wisdom

How do you take the intention to be mindful and integrate it into work in the technology industry?  What does it mean to be mindful in business?  Leaders of organizations in the S.F. Bay Area met at the 5th annual Wisdom 2.0 conference to share, well, their wisdom.

I have intentionally practiced mindfulness since 1999 and have a particular interest in exploring how awareness changes communication.  Here are paraphrased quotes from those who inspired me at the conference. I hope they inspire you to pause and pay attention.

Where neurons fire, they wire.  Practicing good communication reinforces a positive brain pattern.  – Dan Siegel, Clinical Professor of Psychiatry, UCLA School of Medicine; Co-Director of the Mindful Awareness Research Center; Author, Mindsight

Mind science shows that anxiety increases when we are around people of difference.  Mindfulness helps people be with that anxiety and that allows people of difference to interact.  – john a. powell, Executive Director, Haas Institute for a Fair & Inclusive Society; Professor of Law and Professor of African American Studies and Ethnic Studies at University of California Berkeley

Weapons of mass distraction are everywhere all the time  . . .  we must go offline in order to process. – Pico Iyer, Author, including TED Book – The Art of Stillness

Compassion is putting yourself in the shoes of those you don’t like.  It is not easy.  And it is certainly not soft.  – Jeff Weiner, CEO, LinkedIn

There us a vicious circle of the flight from conversation.  People are afraid to be with self, and, therefore, can’t truly be with others. Rule of three – we found that college students maintain a group conversation so long as three people in a group are looking up from their device.  There is permission in the conversation to look down and then back up.  This leads to very surface conversations – ones that can be maintained even when attention is fading in and out. – Sherry Turkle, Founder and Director, MIT Initiative on Technology and Self; Author, Alone Together

Diversity is about brining together people of different background and characteristics to perpetuate innovation.  Inclusion is about creating an environment where people feel they can bring their whole self to work.  – Nancy Lee, Director of Diversity & Inclusion, Google

The reason you are here on earth deserves time, so make physical and psychological space for MUST.  – Ella Luna, Artist; Author, The Crossroads of Should and Must

Instead of building identity by having, millennials are building identity by doing – using experiences to build social capital. – Julia Hartz, Co-Founder & President, Eventbrite

We bring mindfulness to BlackRock by connecting it to performance.  People understand being in the past and being in the future: they pull experience from the past to make good decisions about the future.  We position mindfulness as adding to that with the Present.  Having skills to move between past, present, and future increases performance.  Our Meditation Program offers training and resources to more than 1300 employees.  – Golbie Kamarei, Global Program Manager, Global Client and Sales Excellence, BlackRock

Impact Hub Oakland is a perfect petri dish for addressing how we create a more equitable, compassionate society combining business and social justice. – Konda Mason, Co-Founder & CEO, Impact Hub Oakland

Political leaders need to talk about the science of Mindfulness and the hits if people are not ready to hear about it yet. – Tim Ryan, U.S. Congressman, Ohio; Author, A Mindful Nation

There needs to be a shift to full system optimization within an organization.  That happens through awareness – it is not about anyone person it is about the mission.  Evaluations need to be based on meeting the mission, not individual goals.  – Fred Kofman, Vice President for Leadership and Organizational Development, LinkedIn

Leadership is about inspiring others to meet common objective through vision, conviction, and communication.  –  Jeff Weiner, CEO, LinkedIn

Effortless power is a place where you feel both the greatest ease and the greatest strength.  – Christine Carter, Sociologist, UC Berkeley’s Greater Good Science Center; Author, The Sweet Spot & Raising Happiness

 

Follow me @jennkammeyer to read more perspectives on communication

Focus on Strengths through Positive Observation Forum

The theme for the Western States Communication Association (WSCA) Conference 2015 was Accentuate the Positive.  I shared my use of the Positive Observation Forum in the Communication Classroom in tandem with Dr. Jensen Chung on a panel with other communication scholars.  Although our use of the Positive Observation Forum (POF) is specifically designed for the university classroom, the rationale behind it and its success factors can be applied to business.

Strengths-based psychology and research on the benefits of focusing on strengths has gone mainstream in the last decade.  Work by Gallup StrengthsFinder, Values in Action Institute on Character, and Center for Applied Positive Psychology has shown that discovering and fostering strengths is more effective than focusing on weaknesses or areas of needed improvement.  Teams are better off playing to each contributor’s strength rather than fixing the perceived weaknesses.

To this end, having people aware of and improving their strengths is a good idea in the communication classroom and in business.  In the communication classroom, the Positive Observation Forum is a tool used to this end.   Students observe others’ strengths in communication and leadership during class activities and then share their observations through an online forum.  The same technique can be used in business.  Most companies have a shared communication forum for various business functions from scheduling to sharing documents to meeting remotely.  Incorporating a place on this forum to commend others’ work is a great addition.  It shifts the culture to a focus on strengths and jobs well done.  It reminds those who are doing a good job that they are appreciated and it encourages others to emulate the good work based on their own strengths.

The pitfalls of implementing a successful POF are lack of participation and poor quality contributions.  The way around both of these pitfalls is communication and motivation.  In terms of communication, potential POF participants need to be told the benefits of being involved and what is expected of them.  The leaders of the organization can communicate benefits of a positive-focused work environment and learning from colleagues on the actual forum, through emails, and in face-to-face meetings. Motivation can be as simple as acknowledging participation during company meetings and as creative as giving rewards or tying participation to employee evaluations and bonuses.

Of course, having leaders participate with high quality contributions on the POF will set an example for others to follow.   To boost quality, I suggest requiring not only the listing of the strength observed, but also illustrative examples of the strength.  For example, instead of just “Sue is a good presenter,” the POF entry would be “Sue is a good presenter because her PowerPoint during Tuesday’s meeting had only 10 slides with interesting graphics and no bullet points and she stayed within the time limit so the meeting was productive.”

In summary, a POF is one way to implement a strengths-based focused that research has shown to be effective. Active POF participation with high quality within an organization will most definitely ‘Accentuate the Positive.’