Just be around them more. That’s it, that’s all, no kidding. Regularly being in the presence of someone makes you more appealing. Do you want to build rapport? Show up, again and again and again.
Familiarity builds contempt? Actually it’s literally the opposite.
From Ori Brafman’s Click, it’s not personality, likes, dislikes, personal characteristic or anything else, close proximity to someone will make you get along with them better. They reference an MIT study about dorm rooms in university, students who live in the centre of a hallway have on average more friends than the people who live at either end. Your best friend on average in a dorm room? The person who lives closest to you, your neighbour. The students have nothing special about their living arrangements accept the closer you are to people, the more friends you’ll have.
It makes no sense, you feel there has to be more to it but there isn’t. Proximity is the single best factor in helping you build a relationship with someone.
The best teams I’ve played on and coached weren’t the most skilled but the ones that got along the best. If you get along easily, you’re going to hangout more. The more you hangout, the better you know someone. The better you know each other the better the team plays.
That matters in a team atmosphere because when things are going well it’s easy to manage a team, it’s when the shit hits the fan you come closer as a team.
Same in business, the closer you are as a team, the better you’re going to perform in the long run. And now you know the easiest way to grow your team, simply make them hangout more. Want to get along better with someone? Show up to events they’ll be at more!
Where are you putting in time just showing up again and again?
“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.
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
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!
1. How To Fail At Almost Everything and Still Win Big – Scott Adams
Counterintuitive thinking on how one attains success. It’s a fun read, he’s a cartoonist so you can imagine how much fun Scott has in a book. My favourite part was the first time reading through, he gives you some piece of contrarian advice and then follows it up with “remember, you are the one taking advice from a cartoonist”. He’s not afraid to make fun of himself. Read more
“No matter what business you’re in, to thrive you must fight the presumption that you know your customer.”
As soon as you claim to “know your ideal customer” you’ve lost. You no longer try to impress, you develop a standard operating procedure, you try and stream line your operation at the detriment of your customer. Always, always, ALWAYS ask for feedback and never shut down a customer from speaking their mind, even if you disagree. The fact that you are willing to open yourself up to feedback it a step ahead of everyone else. Read more
The most underrated thing you can do for your life is exercise. There are so many positive side effects to physical activity that it’s almost insane how we live our lives sitting at a desk for hours on end. We learned that in school, businesses thought it was a good idea too, “hey put everyone in cubicles!”. What a terrible idea that was. Read more
1. I remind 8 year olds trying out Volleyball for the first time this very lesson.
ANYTHING you try for the first time is going to be hard, don’t let that discourage you.
Remember, you just need to stay in the game longer than everyone else and you’ll be the default winner. Keep treading water, keep above the water line. Another day alive is another day closer to your goal.
2. In Richard Branson’s “The Virgin Way” he tells a brilliant little story about the Bumblebee. For decades scientists have been stumped by the Bumblebee. When you take into account the size of the body compared to the size of the wing span, the Bumblebee on all accounts should NOT be able to fly. It is a scientific impossibility. Then Branson’s goes on to say that up until this very day, not one scientist has ever been able to explain that to a Bumblebee.
Don’t listen to people who use the word impossible. They live a shallow life and will never reap the rewards of amazing breakthroughs, innovative new ideas and groundbreaking discoveries. To the future on-word we march, into the crazy unknown.
From Richard Branson’s The Virgin Way he talks about the 7 most important words for leaders to use. “I’m not sure, what do you think?” puts your staff at ease, makes everyone around you feel like you aren’t a know-it-all and willing to implement other people’s ideas.
When you ask others for their ideas you get more options to choose from. You incentivize people coming to you with innovative solutions to organizational problems. Today’s best businesses empower their people to share ideas up the chain of command. As a leader, the less ideas you come up with to implement, the more champions you’re building up around you. Also, when you adopt your staffs’ ideas, you’re creating a very important incentive for your people to want to offer their ideas (very few organizations actually care about what their frontline employees think, let alone ideas they have).
When you ask others what they think, what you’re really saying is “I actually care about you and what you think of this organization”. As funny as that sounds, unfortunately most organization leaders don’t think their people are that smart, they’ve built up a facade that business is run by executives and the people who where suits to work everyday. When it really comes down to it, the best organizations have the best people on the front lines, and no, for the most part they don’t where suits.
I think we all can learn a lot from what Mr. Branson has taught us about business. Below are a few of my favourite quotes. Read more
- 33 Lessons in Neuromarketing
- 23 Questions On How To Break Your Customers Expectations
- 21 Questions About Your Change Management Strategy
- Content Creation Strategy
- 27 Questions About Your Customer Service Strategy
- What’s Your Why? Strategic Planning in 2017
- 32 Questions About Your Research Strategy
- 24 Questions About Your Measurement Strategy
- 21 Questions About Your Search Engine Strategy?
- 14 Questions About What Type of Company You Want To Be
- How Do We Do Search Engine Optimization (SEO)?
- How Do We Measure Your Website Strategy?
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