A RECIPE for success

Last week, my friend Dr Kendi Guantai at Leeds University Business School, invited me to spend the day with graduate students of the Business School. It was so much fun! I got to immerse them in the world of Corporate Snakes and Career Ladders. This time though the dilemma of how to address the concerns an important, yet tricky stakeholder. 

During the business simulation, we explored how important it is for a senior executive to adapt their influencing style to the objective and the audience. Many leaders do this intuitively, but I’m convinced this is a skill we can all learn and practice. 

For a while now I’ve been toying with the different influencing styles I’ve been exposed to over my career, and I think existing taxonomies are incredibly useful. I keep coming back to French and Raven, Musselwhite and Pfouffe and the fantastic work of Positive Power and Influence. 

I think that all professionals should learn them and use them. I confess, however, the most popular approaches are so hard to remember, which makes it impossible for busy people like me and my team to retain, internalise and use.

That’s why a new RECIPE for influence is needed. I smell the scent of success coming out of the oven! 

“R-E-C-I-P-E” is a mnemonic for the six most common influencing styles used in business. It has given my team and I a shared understanding, a shorthand, to talk about influence and motivation.

Without further ado, here’s my RECIPE for success:

  What it is What it sounds like… Use it when you… Tip!
Reward A style based in giving something for a future unspecified prize. “As a sign of good faith…” “here’s a little extra” don’t need anything immediate want to establish long-term rapport Every time you work late, for nothing, you are investing in the relationship with a “reward” behaviour
Exchange You give and receive.

“What can I do to make you stay”

“The deal is…”

know you both have something the other needs/wants This is great for sales or to motivate a team with a clear goal in sight.
Connect Engaging the other at a personal, emotional level

“This is what we can achieve together”

“Yes, we can!”

want to create an atmosphere of unity Politicians are the experts at connect
Inform Using data and facts to make your points I recommend this for three reasons…Evidence suggests that… know the audience can be persuaded by reason/facts

Use it sparingly when you have an airtight case.

Remember it’s not the only tool in your arsenal.

Picture Tapping into your audience’s imagination “Imagine a year from now what our business will be like” want to establish an emotional connection  It’s a very powerful way to open a presentation.
Exit Allowing for time and space when you find yourself at an impasse. Let’s take a break!Let me reflect on this and come back to you.  sense that you aren’t getting anywhere. This is not bluffing or walking away. Make sure you establish a time and place to reconnect.

Interested? If you’d like to know more about our approach to learning and development contact us through here or @carmenspinoza11.

No Women’s Day Parties at Globocorp

Last year, I was in Guadalajara having a strategy session at a smart wearable plant. On International Women’s Day, I got to the office and found a bouquet of flowers on my desk. I also had an invitation to the Women’s Day Celebration’ luncheon held for the staff. The female staff. And I got mad. Our local, mostly male, staff meant well. But I felt they were missing the point.

International Women’s Day is a day to shine the light on gender inequality and the real life-threatening struggle for women around the world, for equal rights and opportunities. No more, no less. 

It’s a useful tool to focus our attention on pressing issues – from access to clean water and sanitation, maternity health, to the gender pay gap – and the gender data gap

We need more women to thrive in tech, in business, in the economy. If you still need convincing about the business case for diversity, or have been living under a rickshaw, check out Delivering growth through diversity.

However, exactly how to build the diverse workplace is not so clear cut. Too many efforts centre on changing women or giving them access to senior positions. That’s not enough. Not only do women need a seat a the table, we need to fix the table.

Here are the things Globocorp is not doing today:

  • We are not just throwing a party.
  • We are not just aiming our diversity programme at women.
  • We are not just donating to a woman’s charity.
  • We are not just running campaigns that give women a voice for a day.

We are, however, changing the business:

  • I’ve talked to Marua so she reviews the data we use to develop wearables and make sure that our default model is not a fictional average white white male with big hands. Reading “Invisible Women” was a wake up call for me, and we will address this gap in our company.
  • Flexible working policies for all – based on balancing the needs of our business with the needs of our trusted talented people need.
  • Giving line managers the tools to spot, speak about and address bias. Not just gender bias but age, race and sexual orientation. Making decisions based on our prejudices -professional or personal – is an issue in all companies.

Now that last point has me and our HR Director, Hugh Mann, deeply intrigued. We want to give our teams what they need to eliminate bias, but the evidence around the impact of unconscious bias training is mixed. So what we’ve proposed is to play more games, and simulate scenarios where we feel bias can play a role in decision making to give employees — male and female — the language to discuss it. 

Playing to know, playing to win

Corporate Snakes and Career Ladders is a very useful for tool for this. Playing and having fun opens your brain to learning, relaxes you and breaks down defense mechanisms. Working with fictional people like me allows you to have tough conversations in a safe space. At Globocorp, Corporate Snakes and Corporate Ladders for diversity is an experiment in pilot phase, and I hope to roll it out across the business soon. 

Speaking up to eradicate bias takes three things: the language to spot it, the courage to name it, and a corporate culture open to changing its ways. Since it is very complex and engrained into a person’s history and culture, it has as many shapes as there are stars under the sky. 

You can’t address it with a one day workshop, as much as my CFO would like me to. Instead, we can give people the tools to recognize when they suspect bias is at play – and practice ways to put it on the table, and deal with it. 

Today, we commemorate the progress made and the changes needed to address the fact that globally, as humankind, we’ve build a world that marginalises half the population. Half the market.  

The world of simulation might help you navigate the waters of tricky conversations. Now that’s a way to mark International Women’s Day.

The ‘how to say no’ menu: dessert

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Yesterday, inspired by a session at #EMENAcomm, I shared my tips on how to say no.

Once the conference ended, I was invited to dinner with some of the speakers. Over drinks and lovely Indian food at the Maharaja restaurant, the subject of saying no and negotiating your time came up again.

“There isn’t a team in the world that can take on all the work, all the time” Zanya, a brilliant agency owner from Belarus confessed, “So saying no is a skill few of us master in time.”

So these two articles are an attempt to share what I’ve learned and maybe sparking so culinary adventures in my readers.

Part 1 covered the beginning of a meal:

• appetisers which are simple and easy to use approaches,

and

• main courses, or slightly more robust sophisticated ways to say no.

They all respond to two questions:

How do you say ‘no’ without annoying your customer or stakeholder (internal or external)?

How do you manage your time effectively so that you are focusing on the right things, at the right time, for the right result?

For those who want a bit extra, I’ve pulled together a couple of advanced tactics.

They come with a warning: Don’t eat too often from this part of the menu! These are more controversial and slightly riskier.

Give normal

This is a polite version of ‘computer says no’. It goes like this, “I know you have asked for X, but our system can only do it in this way. So this is the normal output. I wish I had time to produce a super customised report for you, but this standard format has all the info you need.”

Negotiate

Let them ask for the output but you define how it is to be generated. Produce the analysis in a way that is convenient for you. You can do this under the guise of ‘Normal’ above.

No

What happens if you just say ‘no”? Will we end up in court? Will our most valued employees leave? Will part of our organization fail to achieve its objectives? Will part of our strategy miss the mark? Will you get fired? Think about the consequences … you might be surprised at how small they are.

Neglect

Sometimes the problem will go away. I find this a lot with emails when I am on holiday or on a site visit. Sometimes, when I get back the issue has resolved itself, or the person managed without whatever it was that was oh-so urgent. Of course, this tactic doesn’t always work: sometimes they will come back and chase you … in which case you need to switch tactics (“so sorry I never got back to you! mea culpa”).

Like I said, these are more controversial so use them with care.

Remember to go back to your personal stakeholder map so you ensure you have enough reputation points in the bank to take a risky gamble.

And remember, practice makes perfect so try out these techniques in low-risk situations too. So you feel at ease with each course of the meal, and maybe you can even whip up a dessert of your own.

Simulations and role-playing are a perfect way to flex your negotiation muscles. When you play Corporate Snakes and Career Ladders, you get to put yourself in my shoes and learn how I say no to Buck, Isobel and Marua from time to time. So consider joining us for a game.

Do you have any other strategies? Please do share!

I’m all ears at @carmenspinoza11

The menu of how to say no, first course.

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My time is precious. So is my team’s.

We work hard to focus on the right things.

This week I have invested two days spending time with fellow communication leaders at the IABC EMENAComm. It was convenient travelling back from Dubai, to stop and recharge my batteries while spending time with old and new friends.

Today at lunch, I had a long chat with Laila -a young  marketing director-who is being pulled in different directions and needs to set boundaries. Now, I am listening to the fascinating story by Hanisha Lalwani. Her courageous story has inspired me.

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I know how that feels. As the Communications Function, we are strategic advisers and get a lot of requests to help others. Marua Kobayashi, our COO, is frequently popping by wanting advice or support for her latest initiative.

It’s often a pleasure to help her but sometimes we need to keep control of our own agenda, and not be completely beholden to other people’s needs.  Which leads to the big challenge:

How do you say ‘no’ without annoying your customer or stakeholder (internal or external)? How do you manage your time effectively so that you are focusing on the right things, at the right time, for the right result?

Here is my menu of tips for saying no to people so that you can keep control of your agenda. These tactics sometimes work for me. I don’t use all of them in all situations. You will like some better than others, so feel free to pick and choose.

I leave you with the appetisers and the main course, and will go back to my session. The desserts will come tomorrow.

Appetizers

They are little things which are easy to do and generally won’t get you into trouble.

  • Disappear. People can’t interrupt you if they can’t find you. Find a quiet room somewhere. Lock yourself away. Turn off email. Do what you need to do and then re-engage.
  • Delay. Say “yes, but not now”. You are the middle of something. You are about to have meeting. You have a phone call you need to make in five minutes. You are travelling. “Of course I will do it for you, but it will have to be later / tomorrow / next week, etc.” Remember the old maxim: “a lack of planning on their part does not constitute an emergency on your part”.
  • Direct. Point them in the direction of the intranet or wherever so they can self-serve the information they need. Send them a link. Or send them to a colleague who is better placed than you to deal with the issue. (This works especially well for me when I am travelling.)
  • Deal. They want something from you. Ask for something in return or give them a little obstacle to overcome. “Absolutely, I would love to help you. Have a look in my diary and find a free space so we can give proper attention to this. Send me an invite and arrange a time to come to my office.”

Main courses

These are slightly more complex items which move slightly beyond the immediate tactical request and your instant response.

  • Stakeholder analysis. How important is this request or this person to you? Do you have lots of reputation points in the bank with them already, or do you need to strengthen the relationship?
  • Say yes, but with conditions or discussion. Can you get more resources? Can you delay another request from them? “I’d love to help, but I’m just doing something for X. Can you negotiate with her on which of your two requests is more critical and I’ll prioritise accordingly? Can you do the task in a simpler, quicker way?”
  • Strategy connection. Ask questions about the business need, which elements of our strategy this supports, what is the wider context. Why is this request important?
  • SPIN. This stands for “Situation, Problem, Implication, Need.” What is the situation or context? What’s the problem they are trying to solve? What’s the implication of the problem and what is the need? This is a sales technique which enables you to open up the conversation and explore the underlying need… and maybe, find a simpler solution that saves you time, energy and resources.
  • Simplify. “Yes, of course, I can give you a quick short reply now or a more detailed thought through analysis later. Which would you prefer?”

Desserts are more controversial so I will share them with you as part 2 of this menu (you can follow me here if you wan to be sure not to miss it).

Those are my tips, my menu, but what are your tips for saying no and managing your time? Are they appetizers, main courses, or desserts?

As Hanisha invites us to do: ‘says yes to talk about saying no’.

A note from Hugh Mann: 2019 is the year of you

A guest post from Hugh Mann, HR Director

Dear Carmen,

Hugh Mann - HR DirectorJust a quick note from me, your HR director, to remind you that continuing professional development is important. Indeed, Isobel Ching, our CEO – has this as a priority for all of us. As she has set out:

  1. In-person matters more than ever.
  2. CEOs are not getting the data — or advice — they want.
  3. Practicing analytical thinking and complex problem solving is mission critical.

Here are some quick ideas focused on this for the year ahead. It is a mix of conferences – which can help you learn and connect with your peers –  as well as things you can do anytime (podcasts and blogs).

And on the latter note, as learning is best with others, you may also want to encourage others by sharing these:

1) In-person matters more than ever

There are lots of opportunities – these are just a few of them. Be sure to share any interesting ones you come across that are not mentioned below:

#EMENAcomm in Bahrain

Later in the spring – in Milan there’s an opportunity to explore agile practice…

And one of the year’s blockbuster opportunities: #IABC19

2) CEOs are not getting the data or advice they want

First of all, are you too distracted?

Are you clear about your role?

You might want to revisit this brief post on etymology in the boardroom from earlier.

Are you sure you’re really listening

3) Practicing analytical thinking and complex problem solving is more important than ever

Better understanding through slowing down

How to say no – an often overlooked skill in this domain

Analytical thinking is essential – but it can also equal cognitive overload and analysis paralysis. In HR we wish people wouldn’t forget that a skill like this is best maintained through regular, careful practice. I know you enjoyed the menu of how to say no – so I thought this discussion on the same topic might also be of interest.

Most important: test your ideas with others

(Banner graphic of PRSA Employee Communications Connect 19 Conference logo) And of course: regular sessions of Snakes & Ladders. You could for example come along to the pre-conference session we’re running for #PRSAConnect.

And as a warm-up, don’t forget we have a whole collection of interviews where your peers share what they’ve learnt playing the game.

Good luck in 2019!