The communication process really should be easy. You say something to another person. They hear it. They act in a way that is consistent with what you said. End of discussion.

And, it’s not quite that easy.

In reality, the process for spoken communication goes like this:

1. You get a picture in your mind of what you want to communicate.
2. You convert that picture into words, tone, and body language that describes the picture as you see it.
3. The other person hears the words and notices your tone and body language.
4. The other person converts the words, tone, and body language into a picture in their mind.
5. The other person reacts to the picture as they see it.

The reason the real process doesn’t always go as smoothly as the ideal process lies in two key phrases: “as you see it” and “as they see it.”

The challenge in communication is that we often use words, tone and body language that mean one thing to us and something very different to another person. The difference might only be small, and still it is different. As the differences get bigger they can cause major miscommunications that result in wasted time, effort, and energy. In high-stakes or emotion-charged situations, even small differences can drive the conversation in a negative direction.

One way to bridge the differences between how you interpret a message and how another person interprets the same message is to include a feedback loop – you might say an understanding check – into your communications strategies.

As I wrote before, I am not a big fan of silver-bullet, one-size-fits-all communication techniques. I think you need to consider the whole situation before you apply any specific technique or tactic.

At the same time, I think there are some phrases and approaches you can add to your repertoire in preparation for high-stakes or emotionally-charged situations so that you can respond better when you are under pressure.

The communication feedback loop is one approach that I recommend in my private coaching sessions and in the communication workshops that I lead. In my last post, I wrote about the feedback loop in terms of how to apply it to make sure that you understand others more clearly. Today, I’m offering the other side of the communication feedback loop – checking the other person’s understanding of what you said.

In many respects, this side of the feedback loop is a bit more delicate than repeating back what you heard. In this case, you are going to ask the other person to tell you what message they received from your communication effort. Done poorly, asking the other person what they heard can come across as condescending or aggressive. So, you have to work extra hard to add more words, to soften your tone, and to choose non-threatening body language to make this work.

Here are six questions you can use to make sure you have communicated effectively:

• “Would you please say what you heard me say, so I can be sure that I was clear?”
• “So that I can make sure I communicated clearly, would you please tell me what you heard me say?”
• “I just want to make sure that I am clear. Would you please tell me what you understood me to say?”
• “I’d like to make sure I said that clearly. Please tell me what you heard?”
• “I’m not sure that I am conveying my idea the best way. What have you heard me say?”
• “I may have said that in a way that does not really communicate what I’m trying to say. If I did, I’d like a chance to rephrase it. What message did you hear?”

As I suggested in my post about the Five Questions to Make Sure that You Understand Others Correctly, I offer this list as a starting point for you to develop your own. As you develop your list, remember the underlying idea – if there was a miscommunication of any kind, you take the responsibility.

I’d love to see ideas you have for other ways to check understanding. Please add them in the comments section.

Related posts:

1. Five Questions to Make Sure that You Understand Others Correctly
2. Beware of Labels
3. Three Critical Factors to Consider Before You Choose a Communication Technique

Have you ever taken an action – either immediately or at some later time – based on what you heard someone say only to find out after you acted (or spoke) that you did not accurately understand their statement or request?

So far, everyone I have asked this question in a face-to-face conversation answers pretty much the same way. In effect, they all say: “Yes, of course I have.” And, the truth is, so have I.

As the Irish playwright, George Bernard Shaw, said:

“The single biggest problem in communication is the illusion that it has taken place.”

The illusion that you accurately understand another person’s intended message based solely on your interpretation of his words, tone and body language is a trap that can hinder your desire to become a truly remarkable communicator. You certainly have an interpretation of what he intended to say, and you never really know if you understand correctly until you confirm it with him. Confirming mutual understanding is the feedback loop often missing in situations that lead to misunderstanding and frustration.

When you develop the ability to check your own understanding of the messages you interpret from what another person says by consciously inserting a feedback loop, you improve the odds of effectively communicating with her. Well phrased confirmation questions can help you do this gracefully and with ease to improve the odds that you get positive replies rather than snarky comebacks.

Here are five ways you can phrase a confirmation question:

•  “Let me say back to you what I think you just said, so that I can be sure I understood you correctly…”
• “Please correct me if I am wrong. I understood you to say ________. Is that correct?”
• “If I hear you correctly, you are saying _____________. Is that right?”
• “I hear you saying ____________. Is that right?”
• “It sounds to me like you feel/think ____________. Did I understand you correctly?”

If you look closely at each question, you will see a common thought:  if a miscommunication happened, it’s my problem and not the other person’s.

You can probably find other ways to express the same idea, and I encourage you to do so. You do not want to say the same thing over and over again in the same conversation to the point that you sound like an inauthentic automaton.

This list is a good place to start your own list of confirmation questions.  I suggest that you think of others to add to your communication toolkit so that you can have many of them to pull on when you find yourself in the middle of a high-stakes conversation.

If you have other ways of confirming that you understood correctly, please add them in the comments section below.

Related posts:

1. Six Questions to Make Sure You Have Communicated Effectively
2. Hear and Understand to be Heard and Understood
3. Three Critical Factors to Consider Before You Choose a Communication Technique

Sometimes, life gets messy — as shown by the picture of the living area in my home this morning.

When I first walked through this area on my way to get a cup of coffee and some breakfast, I felt a bit stressed.

My family was still asleep, and I had a full day of work planned in my home office. The mess felt a bit overwhelming and out of control.

If you look carefully by the rocking chair near the middle of the picture, you will see an insulated coffee cup. That cup represents the time I spent reading, reflecting, and planning before starting my day.

My morning reading included Today We Are Rich by Tim Sanders, and my reflection included writing in my Gratefulness Journal (an idea I got from the book).

As I wrote a list of things for which I am grateful, I looked around the mess in my home, and I saw evidence of:

• One daughter’s recent high school graduation and the celebration that followed
• Another daughter’s four day HOBY leadership seminar experience
• Two daughters who love listening to and playing music
• My dad’s hastily celebrated birthday while my parents visited our home for graduation ceremonies
• A community service project that my wife helped to organize
• A wife who worked hard to keep up with laundry during the last three action-packed weeks
• The opportunity that my wife and I had to work at the HOBY leadership seminar
• People who came home at the end of long days of serving and working with others too tired to put away the mess
• Business projects and opportunities that I have worked on while my wife kept everything else moving forward

As I re-framed my view of the mess in terms of the lives, relationships, and experiences that it represented, it transformed from stressful to soothing.

The lesson in this for leaders is to, at least for a short time, embrace messiness because of what the mess represents.

Your mess might by physical, like the one in my home this morning, or more intangible, like a long to-do list or a hectic project schedule. In either case, learn to embrace the temporary disarray, disorganization, and messiness because of the growth and progress it represents.

You can’t live with the mess forever — eventually you’ll have to clean it up. In the meantime though, find a way to frame it positively so that you can find the energy and enthusiasm to lead positively.

Now, I think I’ll go take another look at the mess and the memories it represents before my wife and kids get it cleaned-up.

Related posts:

1. Commit to Continual Learning – Life Lessons From Cal Ripken, Jr
2. Rules Without Relationship Breeds Rebellion
3. Conflict Resolution from John Wooden – What’s Right Not Who’s Right

Two questions I often get in workshops, from coaching clients, and in consulting engagements are:

1. How do I work with an unmotivated person? and
2. How do I motivate someone to work harder?

Here are the quick answers:

1. There is no such thing as an unmotivated person. Everyone is motivated to do something. Therefore, everyone is motivated.
2. You cannot motivate someone else to work harder. You can find what is important to them — what motivates them — and then find ways to make sure they get more of that as a reward for high-level performance.

According to this model for understanding what motivates behavior, behaviors come from our choices about what he hope to experience (in some cases what we hope to avoid experiencing). So, the key to “motivating” another person is knowing what they view as a reward for working hard or doing a certain behavior. (No, I did not change my mind about your ability to motivate someone else. I’m just using the word in a figurative sense.)

As a leader working to influence the behavior of other people, here are three clues you can look for to know what motivates them to high-level performance

1. Their personal lives
   Their hobbies and other outside work activities are clues to what they enjoy and what might motivate them to behave in certain ways or to achieve great results.
2. Their DISC behavior style
   When you understand their behavioral style, you have at least partial insight into their needs and desires. When you understand another person’s needs and desires, you have good clues about what they might view as a positive motivator.
3. The tasks they like to do at work
   Sometimes, you can let people do what they would prefer to do after they accomplish what they don’t want to do so that the preferred task becomes a type of reward. This approach is sometimes called Grandma’s Law: “You can have desert after you eat your broccoli.”

Over the next few posts I’ll elaborate on each of these three clues to offer some practical application tips.

Related posts:

1. Employee Motivation Tips: Their Personal Life
2. Employee Motivation Tips: Their DISC Behavior Style
3. Effective Communication Skills: How to Quickly Guess a Person’s DISC Style

I use the DISC model because:

• It is simple enough that…
  • I can work with someone for only a few minutes and help them gain perspective they have never seen before.
  • I can use it to help me when I am tired, stressed or angry.
  • I don’t need assessment results to understand another person.
• It is descriptive enough that…
  • It helps me to see others more objectively and less subjectively.
  • It leads me towards understanding and away from judgment.
• It is accurate enough that…
  • I can get a good guess about what someone wants from me when we communicate.
  • I can quickly understand another person’s perspective.
• It is flexible enough that…
  • I can use it “on the fly” in real-life situations.
  • I can see the blends, subtleties and variations in other people’s perspectives without trying to force them neatly into a single box or label them.

Is the model perfect? No.

Does the model explain every nuance of human behavior? No.

Are there better clinical or analytical models? Yes.

Despite these limitations, for real-world, working-with-people-in-the-moment situations, it is the best tool for me.

These are the reasons that I use the DISC model.

Related posts:

1. DISC Model FAQ’s: Is Changing Your Behavior Phoney?
2. Using the DISC Model: How to Create Stress for Other People
3. Using the DISC Model: Focus on Needs More than Behaviors

During the week between Christmas and New Year’s day, my wife and I went to the Biltmore Estate in Asheville, North Carolina. Near the end of the day, we stopped in one of the gift shops, and we found the plaque shown in the picture with this post. We immediately loved it, and I knew that it would become the object of a series of posts inspired by the message on it. This is the first of those posts.

Accept differences. What a simple, yet powerful concept.

By accept differences, I do not mean tolerance. I have already written about why I don’t want to be a tolerant person.

When I say accept differences, I mean that I see the power in understanding how other people develop thoughts and feelings about certain topics that are different from my thoughts and feelings without lapsing into criticism, condemnation, and moral judgment about them as human beings.

As I see it, accept differences means that I can…

• Accept the person even when I do not accept his ideas, thoughts, and beliefs
  
• Be friendly, cordial, and respectful despite our different viewpoints
• Work with someone to solve a problem even when we disagree about issues unrelated to the problem we are solving.

One day recently, my wife told a teenage girl that she disagreed with the teenager’s choice and the teenager replied: “Mrs. Harris, don’t be hatin’.”

Does disagreement really have to imply hate?

I do not think that my disagreement with a persons behaviors or choices means that I hate her, and I don’t believe that a person hates me simply because she disagrees with me.

Accept differences.

Related posts:

1. The Difference Between Doing and Mastering
2. How to Take Charge of Your Life – General Principles
3. The ABC’s of Life: Express Thanks

I was helping my wife clean our living room, and I was, as I often am, thinking about what I could write here. I was not thinking about my wife, my kids, or my professional colleagues.

I was just thinking. (Remember, I am a recovering engineer. I am almost always “thinking.”)

I started thinking about how we often misinterpret other people’s meaning, and this little rhyme popped (almost) fully formed into my mind.

So, I share it here with you today:

I’ll never know your real intent,
Until I ask you what you meant.
And, if you choose, in your reply,
To then, tell me the reason why.

Related posts:

1. Six Questions to Make Sure You Have Communicated Effectively
2. Three Critical Factors to Consider Before You Choose a Communication Technique
3. Do This If You Want to Guarantee Conflict Escalation

As I read about, study, and work to apply effective conflict resolution techniques, I see one common and overwhelming problem develop in workplaces, families, and social organizations. I see the same problem develop just about everywhere I see people interact.

What is this huge problem?

People make assumptions about other people’s intentions.

Sadly, they often make wrong assumptions about the other person’s intentions.

This behavior is so common and so prevalent, I have written about it on at least two other occasions.

In one post, I told the story of how I started down the path of wrong assumptions in an interaction with my daughter.

In another post, I shared an observation I made about an interchange where one person based their entire interaction with another person on their assumptions about the other person’s intentions without ever asking for clarification.

Recently, I had the opportunity to observe another interchange between two people who got seriously engaged in a heated conversation because one of the parties took offense to what he believed to be the other person’s intentions. For the purposes of this post, let’s say their names are John and Joe.

In a small meeting setting, Joe raised a question about something John had proposed in a previous meeting. I heard Joe question the proposed approach to solving a problem. Apparently, John heard Joe question the necessity of solving the problem.

John’s body went almost immediately rigid as he turned to face and lean toward Joe. His voice tone grew sharp, and his volume went up. In all fairness to John, I don’t really know what he was thinking. I did perceive his tone and body language to become aggressive.

The conversation got progressively more heated as Joe and John spoke.

As they continued, John made direct, negative comments about his view of Joe’s intentions. He used words like:

• “You just said that because you want to…”
• “You didn’t have the courage to speak earlier about…”
• “I knew you would do this to me…”

In rapid succession, John manged to:

• Negatively label Joe’s intentions,
• Attack Joe’s character, and
• Express his view that Joe was doing something “to” him.

It only got worse from there, and it all began with John’s assumption about Joe’s intention.

John immediately assumed that Joe had a negative intention. His response followed the classic conflict escalation cycle almost perfectly. From this negative interpretation, he went to anger (my interpretation of his emotional state), and both parties found themselves locked in a negative conversational spiral.

Had John been willing to question his assumptions about Joe’s intention and then to engage in conversation and dialogue rather than in attack and recrimination, the situation would likely have gone in a totally different direction.

The next time you find your assumptions about another person’s intention leaning towards the negative, stop yourself for just a moment and question your assumptions.

• Did they mean that as an attack or simply as a statement of their opinion?
• Are they attacking my character or are they just trying to understand my approach?
• Did they mean what I think they mean?

I’m sure you get the point. Take just a moment to slow down and question your assumptions before you dive into the conversation.

Related posts:

1. Conflict Resolution from John Wooden – What’s Right Not Who’s Right
2. Conflict Resolution Insights: Why Conflicts Escalate
3. Conflict Resolution Tips: See Others Fairly

Guy Answers the Question:
Can I Change My Personality Style on Purpose?

People often tell me that they believe that they have changed their personality style, and then they ask me if I think this is possible.

My general answer is this: It might be possible. I don’t think it is probable.

In short, I don’t think that your core, inner, basic personality style changes unless you experience some type of major psychological or brain trauma.

I do think that you can learn to behave differently in different situations. I think that you can learn to adapt, mold, and shape your behavioral style to increase your effectiveness in a broad range of situations.

However, changing your words and actions does not change your personality style.

Further, why would you want to change your personality style? Assuming that you fall in the range of normal human psychology, your personality style is just another expression of “normal.”

Wanting to change your personality style implies that there is something wrong with your natural one.

In the vast majority of people, there is nothing wrong with their personality style. So, why try to change it?

As we consider the question raised in the title of this post, we have to carefully distinguish between who we are and what we do.

Personality style relates to our perceptions, interpretations, priorities, and reactions to the world around us. Behavior style is often related to our personality style, and it is influenced by many other things. Personality style is part of who we are. Behavior style is merely what we do. They are definitely related. They are not exactly the same thing.

So, can you change your behaviors in response to the world around you? Absolutely you can!

Can you change your personality style? Not real likely.

Related posts:

1. DISC Model FAQ’s: Can Your Personality Style Change Over Time
2. DISC Model FAQ’s: Is Changing Your Behavior Phoney?
3. A DISC Model Question You Should Ask of Yourself

Guy Answers the Question:
Is Changing Your Behavior Phoney?

As I teach, train, and coach using the DISC model, people hear me say that I encourage them to change their behaviors to fit the situation and to better connect with other people.

Sometimes, people ask me if consciously changing behavior is phoney or fake. This concern raises another common question about the DISC model, and how I recommend people use it to connect and communicate more effectively.

In answering this question, I often refer to a Thomas Jefferson quote:

In matters of style, swim with the current. In matters of principle, stand like a rock.

As I see it, choosing a behavior, word, or tone that will improve your communication effectiveness is not a moral or ethical issue. It is just a matter of style.

We often change our behaviors for different environments. For example, most people recognize that appropriate behavior during a wedding ceremony is likely to be different from appropriate behavior at the celebration party after the ceremony. Different environments call for different behaviors.

As long as your intent is not to defraud, manipulate, or somehow deceive the other person, behaving in a way that might be uncomfortable or unnatural for you in the interest of connecting with them is not fake or phoney. Rather, I see it as working to create a better environment for the other person.

Related posts:

1. A DISC Model Question You Should Ask of Yourself
2. DISC Model FAQ’s: Could I Have More Than One DISC Behavior Style?
3. Applying the DISC Model: Breaking Through A Common Frustration