Utilize four-minute conversations

4 minute.001A lot can be accomplished in a four-minute conversation. It’s long enough to make a solid connection and a good impact; it’s short enough to maintain a quick pace and uninterrupted flow.

A short conversation—10 to 30 seconds—may satisfy basic social norms but it’s not long enough to truly connect with someone. It will seem polite but likely be ineffectual. But in 240 seconds, a solid and profitable connection can be made.

Conduct your own experiment to see if this is true. The next time you’re mingling with a group of people, engage in a few short conversations and in a few four-minute conversations and sense the difference. When you arrive at work tomorrow, instead of slowing down just long enough to say a brief hello to your office mates, come to a complete stop and spend four minutes with each person or group.

The constructive use of four-minute conversations can make a huge difference in human encounters, particularly the following.

First four minutes of reengagement

Marriage counselors tell us that a critical time in all marriages is when husband and wife reengage at the end of the day. Prioritize that time and it will enhance your relationship; neglect that opportunity and you’ll damage it. The same window of opportunity occurs when your kids get home from school and when you first see your office mates following the weekend.

First four minutes of a new encounter

You never get a second chance to make a first impression. When you meet someone for the first time, carefully orchestrate the encounter. Be nice. Be genuine. Make it easy for people to enter your personal space. Show interest in the other person. Talk more about the other person than you do about yourself, but talk about yourself, too.

[reminder]What are your thoughts about this essay?[/reminder]

Summary
What? – A lot of good can happen in a four-minute conversation.
So what? – This should be a “tool” in our relationship toolbox.
Now what? – Immediately start using this relational technique.

Leaders – This is a great people skill for your team members to embrace. It’s also a good tool for you to use as you relate to people in your organization.

Avoid the diminishing-expertise syndrome

Russian matryoshka dolls
Russian matryoshka dolls

Great teams are led by people confident enough to recruit people better than themselves.—Warren Bennis

A favorite toy among Russian children, the matryoshka doll is a series of wooden dolls that nest inside each other and get progressively smaller and smaller. Open up the largest doll and you’ll find a smaller, identical doll. Open up that doll and there is yet a smaller one. There may be as many as 15 dolls inside the largest one.

The matryoshka doll can teach us some important lessons on how good leaders build a great team and how insecure or uninformed leaders can inhibit the growth and health of their organization by choosing weak team members.

Recruit people who are “bigger” than you are.

If the person at the top of the organization intentionally hires someone who is “smaller” (less qualified with less potential), and that person recruits someone who is “smaller” than herself and this selection criterion continues to cascade down through the entire organization, eventually it will produce a dumbed-down organization.

Recruit people who are “different” than you are.

All of the dolls inside a matryoshka doll are identical (except for their size). If a leader only recruits people who are similar to himself—same personality, gifts, age range, perspective—his team will not benefit from the critical element of diversity.

Choosing quality team members is the leaders most important job.

For a leader, important decisions fall into two categories: strategy and people. I think the people decisions are the most important because if you get the right people on your team, they will help you set the right strategy.

When I was a kid, we often played an impromptu game of softball or basketball after school. Everyone who wanted to play gathered, two captains were chosen, a coin toss determined which captain chose first, and then teammates were selected one at a time. The captain who chose the best players, won. Sometimes a captain would choose a less-skilled player early in the selection process so as not to hurt the person’s feelings (no one wanted to be chosen last). While that might have been the kind thing to do, it wasn’t the smart thing to do if you wanted to win.

Leaders, choose the best and the brightest to serve on your team and your organization will prosper.

This suggestion is not for the insecure and paranoid; it takes a lot of emotional fortitude and self-confidence to recruit and empower people who are smarter, more competent, edgier, and more connected than you. But if you don’t, you and your organization will suffer from the diminishing-expertise syndrome.

You may wonder, “Won’t that make me look bad?” No, it will make you look like a competent leader. Remember, leaders get work done through other people. Also, surrounding yourself with top-flight people will motivate you to continue to grow and become better yourself.

In her book Team of Rivals, Doris Goodwin reminds us that when Abraham Lincoln was elected president and began compiling his cabinet, he not only chose strong and competent men, he actually chose men who had run against him in the primaries, men who had hoped to have his job—essentially, he chose a cabinet of opponents. Lincoln reasoned, “I have looked the party over and concluded that these men were the very strongest men. I had no right to deprive the country of their services.”

Surround yourself with great people.

Summary

What? – When insecure leaders recruit team members who are less competent than they are, the team suffers. If this mentality is systemic, it will negatively impact the organization.
So what? – Leaders must recruit the brightest and the best, even if the candidates are better than the leader.
Now what? – When given the opportunity to choose team members, choose the best.

Leaders – Analyze yourself in this area. Are you guilty of the diminishing-expertise syndrome? If so, adjust your mentality.

Filter and edit your speech

phone call 3.001Have you ever known someone who tends to say everything he thinks? There is no filter between thoughts and speech. It is a flawed type of communication that reasons, “If I think it, I should say it.”

Verbal diarrhea.

Before you turn your thoughts into sound waves, send them through filters that will snag the detritus and let the worthy thoughts pass through. Filters like these:

  • Is what I’m about to say accurate and truthful (or am I assuming, telling a half-truth, misleading, etc.)?
  • Is this the right time to speak?
  • Is this the right place to speak?
  • At any given time in a conversation, is it my turn to speak or should I remain silent?
  • Is this the best person(s) to share these thoughts with?
  • Will what I say be helpful? Is it necessary?

If you allow these filters to do their job, I suspect you’ll talk less and the world will be a better place.

Thoughts that make it through the filters will then need to be edited. A good editor makes prose clean, clear, and concise. Here are some items to consider:

  • Have I already said this? If so, there’s probably no need to repeat it.
  • Will what I’m about to say make sense?
  • Does my audience have the right context to understand what I’m going to say?
  • How can I be most clear and concise?

If you edit your thoughts before you speak them, we’ll more easily understand what you want to say and the risk of miscommunication will be greatly decreased. Before you speak ask yourself if what you’re about to say is worth it.

The gold standard for communication is: well said and worth saying.

[reminder]What are your thoughts about this topic?[/reminder]

Summary
What? – Filter and edit your thoughts before speaking.
So what? – Analyze yourself: do you scrutinize your thoughts before you speak?
Now what? – It takes time and self-discipline to incorporate these suggestions into your life, but the sooner you start, the better.

Leaders – Consider your organization’s internal and external communication. Are all communiques filtered and edited? When you use your “leader’s voice” are you careful and thoughtful about what you say?

Forgive others

forgive2.001To forgive is to set a prisoner free and discover that the prisoner was you. —Lewis Smedes

In her book The Liar’s Club, Mary Kerr tells the true story of a married couple who had a major argument over how much the wife had spent on sugar. Instead of resolving the simple dispute, both husband and wife held on to their grudge and refused to speak to each other for forty years. As if silence wasn’t enough to perpetuate their dispute, one day the husband took a saw and literally cut their frame house in half. They lived the rest of their lives in separate sides of the house.

Granted, this story is rather extreme, but it does illustrate the damaging effects of unforgiveness. In years of counseling, I’ve never known a couple to cut their house in two, but I have seen couples who were emotionally separated from each other, often for decades, because of unresolved offenses.

Forgiving others brings freedom in three areas.

1. The one who has been offended is set free from harmful emotions.

When offended, our natural response is to become angry, and initially, there’s nothing wrong with that; anger is an instinctual and appropriate response to hurt. But unresolved anger can soon escalate to bitterness, hatred, and other toxic emotions.

Notice who is adversely affected by these dangerous emotions—the offended, not the offender. When we refuse to forgive others, it is often we who suffer the most. So we must forgive for our own well-being.

This is why we must forgive even if our offender doesn’t ask for forgiveness. Our offender may never ask forgiveness so we must choose to forgive, otherwise we will suffer twice: once at the offense and on a continual basis if we harbor anger or hurt.

Marshall Goldsmith said, “Forgiveness means letting go of the hope for a better past.”

2. Relationships can be healed.

Philip Yancey, in his book What’s So Amazing About Grace, wrote, “Forgiveness offers a way out. It does not settle all questions of blame and fairness—often it pointedly evades those questions—but it does allow a relationship to start over, to begin anew.”

In the early years of our marriage, Mary and I argued often, and sometimes the squabble would become so complex we’d even forget what the initial issue was. In the heat of an argument, we would drag in issues from the past, present, and even the future. We returned insult for insult. We’d dig in our heels, choose our weapons carefully, and engage in mental and emotional battle.

But as we’ve matured we handle disputes differently. We still argue, but it seldom gets out of hand. Moments into the conflict we may say something like, “Sweetheart, I love you. Regardless of what happened to cause this dispute, our relationship is more important. Please forgive me for my part in this misunderstanding.” Are we naively ignoring the issues? No, we’re simply maintaining the integrity of our relationship.

Forgiveness is life-giving water poured upon a parched, dry relationship. Without it, relationships can spiral out of control until they are broken or impaired.

3. Forgiveness offers grace to the offender.

When President Lincoln was asked how he was going to treat the rebellious Southerners when they had finally been defeated. The questioner expected that Lincoln would take a dire vengeance, but he answered, “I will treat them as if they had never been away.”

When we forgive others we offer them grace and emotional release from feelings of guilt.

It’s important to know that forgiveness is a choice; it’s a function of our wills, not our emotions.

We must choose to forgive because we will seldom feel like forgiving. I often illustrate this by holding a pen in my hand and then, as an act of my will, I drop the pen on the floor. Forgiveness is like that; we must drop the issue and the offense. Just let it go.

Forgiving an offense doesn’t mean we will forget what happened. It may be hard if not impossible to forget the details and memories surrounding an offense. But forgiveness will provide emotional relief, and in time it will ameliorate painful memories.

Forgive one another.

[reminder]What are your thoughts about this essay?[/reminder]

Summary
What? Forgiving others will bring relief to both the offender and the offended.
So what? Make forgiving others a consistent part of your life.
Now what? During a time of quiet reflection, make a list of those who have offended you. As an act of your will, forgive them.

Leaders – The mental and emotional condition of your team members will, for better and for worse, affect their work and ultimately the organization. Unresolved issues in both private and work relationships will hamper productivity. The willingness to forgive others will resolve many of these issues.

A recent blog—Include these three phrases in your conversations—addressed some of these issues.