“Touchy Feely” Class at the Stanford Graduate School of Business has been the number one class for 45 years!
“Touchy Feely class” or interpersonal dynamics class at the Stanford Graduate School of Business was the number one class based on student voting for the past 45 years! Makes you wonder about what is taught in class, what students learn, and why students like it the most.
Could it be the real world impact a class like that has on these students? Or the complete avoidance of anything to do with emotions, love, and relationships in traditional business classes? The fact remains that understanding interpersonal relationships is one of the most valuable skills in 2017 and beyond. Ori and Rom Brafman believe is has to do with the most underrated characteristic in business, vulnerability.
Click: the magic of instant connections
I first read about Touchy Feely class in Ori Braffman’s book Click. The book is about the five principles that make people click. The first and most counterintuitive principle is vulnerability, the most underrate characteristic in business. You may have heard of Brené Brown’s The Power of Vulnerability, an amazing Ted talk on how opening up and leading with the heart is the most effective leadership tool. (PS: I like this talk of hers even better: Listening to Shame.
“Vulnerability is our most accurate measure of courage.” -Brené Brown
Maybe Stanford is on to something…
From Stanford’s website:
The ability to forge strong relationships with others is crucial to becoming a more effective manager in today’s complex, global, and highly interdependent organizations.
Technology can never replace authentic relationship building
It’ll enhance it, make it easier in come respects and more difficult in others. Technology has already changed the way we build, maintain and adapt to relationships but some things will never change. Trust, authenticity, humility, all matter No matter what changes about technology, the people behind the technology, developing it and using it still reply on human beings.
In business we rarely talk about how we’re building relationships, how we’re becoming a better team, how we’re becoming better people. But why the hell not? It’s the most important part of business. If you can’t figure out how to get along with other people it’s going to a long lonely life. People are number one, they always will be number one, no matter what technology comes along we will always have to know how to build relationships with other human beings.
How are you building your interpersonal relationship skills daily?
Stop telling people you believe in “relationship building” and “networking”, show people how are you practicing that regularly. Meeting new people, connecting with old friends, volunteering to make new friends, whatever your thing is, keep doing it! If you don’t have “a way” to grow your network, ask someone for advice, you need to start making it a priority. Start reaching out to people and connecting on whatever they want to talk about, be a good listener first. We are all learning how to communicate better, take as many opportunities as you can to be around, communicate with, and help people.
What are you changing?
I was speaking to a grade 12 class and I was trying to give an example of how we resist change. I picked up a desk, moved it 3 feet over. I went on and finished the presentation, the bell rings, students start leaving and a few students start entering the class. Do you know what the first thing they did when they got into that class? Moved the desk back.
With no prompt, no asking, no reminders, a student was so well trained they felt the need to put the room back to where they were comfortable. We’re taught to seek comfort at a very young age.
The problem is life doesn’t always give you perfect rows of desks. Life doesn’t let you plan things out perfectly. Life is rarely “comfortable”, I would argue life tries to frustrate us, push us, and test us to the point where we want to give up. Most people give up. Most people have to deal with so many desks out of place, at one point its not worth it anymore, and they give up.
Don’t be afraid when the desk is out of place, let it be. If you aren’t annoyed by the little things and embrace change, life gets better. The next time a desk goes out of place you won’t be so worried, you won’t be so over come with fears about the desks “looking” out of place. Embracing change early in life helps you deal with change later in life.
How are you keeping your mind fresh? How are you getting outside your comfort zone? That’s where you learn best you know.
I don’t believe the future is in an organizational chart that dictates a clear divide between management and employees. The future is a leaderless organization. An organization that doesn’t need constant management, an organization where you’re free to make decisions on your own, we hope they are good ones but we know we can’t control that.
What we can control is how StratLab grows as a Starfish, by taking on bigger and better (more impossible) problems. To do this structure is a hindrance to true creative brilliance hence why at Stratlab we have as few rules a humanly possible.
The current way to organize a business with Executives, Management and Employees dates back to the 1600’s Read more
Maverick written by Ricardo Semler in Brazil published in 1993. A transformational business book from start to finish. Completely counter what you’d come to expect from a Brazilian industrial tycoon. I think Mr. Semler is one of the most thought-provoking, honest, most humble leaders I’ve ever come across.
Semco, a heavy duty industrial manufacturer has no rules to live by. You pick your own hours, pick your own pay, pick your own vacation times, heck you even vote on your own managers regularly! Twice a year you fill out a 30 question questionnaire about your management and division you work in.
No one has a long term contact. No one is employed longer than 6 months. Everyone’s salary is openly known by anyone who cares to know.
Semco is the most democratic company I’ve ever read about, and they did it in a 1980’s Brazilian economy. Not the beacon of sought after economies you once thought, on the contrary, Brazil was avoid by many businesses because of the government, high inflation rates, and a fast growing unpredictable future. It’s astounding what Ricardo and Semco accomplished during this period in Brazil.
How did they get it so right?
Ricardo lucked out in a sense, his father build a multi-million dollar company. He became of age and realized it would never last in its current state. Plus the fact that second generation wealth is squandered 70% of the time, Ricardo had to make a gamble.
He was courageous in his decisions but the theme throughout his career and the book was that he cared (and still cares) dearly about people. It’s so refreshing to see in someone like him in a leadership role, putting people before profits.
Telling, forcing, commanding, never works. Inspiring, helping, listening, always does. Read more
It’s not about how good you are, it’s about how good you want to be.
Well do you? What’s your purpose? What’s your fate? Do you believe you were destined to do something? Don’t you worry child, heaven has a plan for you.
When we start projects at StratLab we like to understand the organization we’re working with, the best way we’ve found is to be what David Kelly would call The Anthropologist. The most success we’ve had (and still have) is really getting to know an organization. Going to the Annual General Meeting, Christmas Party, Golf Tournament, Fundraising dinner, basically anything they will invite us to we’ll go. You get to know people on a different level when you see them out of the office in the “wild”. Don’t ever be afraid to get out from behind your laptop to do some hands-on research.
One of the most successful projects we worked on was with the Regina Police. It was an internal marketing strategy where we were to change their core values, vision and mission to better reflect their current culture. It took Six months longer than we thought because we really didn’t want to rush the research process of interviewing every level of different Police officer. It was amazing
From David Kelly’s 10 Faces of Innovation, the Anthropologist is the face of discovery and understanding.
To observe without judgement. To develop an empathetic understanding of the organization. You must look at the tiniest of details, the most mundane things can have a major impact on what the end consumer takes away in their experience.
From the book:
The Anthropologist is rarely stationary. Rather, this is the person who ventures into the field to observe how people interact with products, services, and experiences in order to come up with new innovations. The Anthropologist is extremely good at reframing a problem in a new way, humanizing the scientific method to apply it to daily life. Anthropologists share such distinguishing characteristics as the wisdom to observe with a truly open mind; empathy; intuition; the ability to “see” things that have gone unnoticed; a tendency to keep running lists of innovative concepts worth emulating and problems that need solving; and a way of seeking inspiration in unusual places.
Look into a company as if you were Sherlock on a case
Asking questions, becoming very curious, always asking “why” and never excepting “that’s just the way it is here.” The Anthropologist needs to uncover the hidden story behind what the client isn’t telling them. Remember what Sherlock Homes said, “the devil is in the smallest of details.” -or something thing like that. The little things matter. Pay attention to the little things.
Create a company “idea wallet”. Much like your wallet that you carry money around in, your companies idea wallet is where you think and pitch ideas.
How do you get to really know an organization?
By asking questions of course you silly nilly!!
Any question that leads you closer to the central purpose of that organization, generally it’s not your run of the mill questions that are going to get to the bottom of things. People never simply open up to you, you must gain their trust first. Be positive, listen to their answers, and be very respectful (no judging). You need to get creative, the more out there the question is, the more people have a chance to show you their personality. See some ideas on research questions you could use.
Vuja De thinking (from Practically Radical)
Seeing a problem for the first time, through a new lens. The definition of Deja Vu is seeing something you’ve seen before in a ridiculously clear manner. Vuja De thinking is approaching problems like you’ve never seen them before. Trying to solve your organizational problems with novel solutions we’ve never thought about trying. The next time you want an “expert” to solve the problem instead why not ask a beginner to take a stab at it, you may surprise yourself!
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