Category Archives: Understanding Others

Do you know you have an ‘Approachable Side’?

It’s probably something you never gave much thought to.waiting not talking

I recently came across a post from one of my contacts on LinkedIn it said –

‘Hostile listeners are often on the left of the speaker and concordant ones to the right. At a table, change positions to neuter conflict.’

I wondered if the person posting had come across this an exercise that I taught first to teachers and trainers and then to children and then back to business people – here are two versions below – perhaps you’d like to try it out and let me know what happens?

Checking your Approachable Side

Few of us are aware that we have an ‘approachable’ side, and the implications this can have for conversations with others.  This approachable side also applies to learners too. We have a ‘better / preferred’ side for taking on learning.

This is a fun exercise with huge implications we have found.

Are you more approachable from one side than the other?

In threes

A remains standing on the spot

B thinks up a question and asks the same question from three different positions

A’s task is to notice the differences in his/her response and feelings to the question.

B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me some money?”  B gives A time to notice and fix A’s immediate response.

B moves away and approaches A from the right and repeats the same procedure.

Finally B approaches from the front.

 

Give feedback away from the spot on which A was stood. What did A notice, what did B notice and what did C notice?  Carry this exercise out for all three participants.

Debrief – will this have an effect on where you might stand / sit in the classroom (and at meetings as well).  Notice – are there sometimes pupils (people) with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?

 

and with children we used this version

Checking your Approachable Side

Working in three

Person A remains standing on the spot.

Person B thinks up a question and asks the same question from three different positions, such as ‘can I borrow your pencil?’ (Make it a realistic ask or it won’t work).

Person A’s task is to notice the differences in his/her response and feelings to the question.

Person B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me your pencil?”  B gives A time to notice A’s their immediate response.

B moves away and approaches A from the right and repeats “Could you do me a favour and lend me your pencil?”  B gives A time to notice A’s immediate response.

Finally B approaches from the front and repeats “Could you do me a favour and lend me your pencil?”  B gives A time to notice and fix A’s immediate response.

All three of you get together away from the spot on which A was stood and talk about what you each noticed. What did A notice, what did B notice and what did C (the person watching) notice?

Carry this exercise out for all three of you.

Notice – are there sometimes people with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?

The latter version is included with a story in Picture

Birko and Friends – using stories and NLP to enhance learning
If I can help you wth anything else please either contact me through the Developing Works Website or contact me on 01309 676004, 01224 900748 or 07796 134081 or find me on Twitter or LinkedIn where I share useful tips on Words that Change Minds and Career Managment Coaching.

 

 

 

 

How to’s of good customer care

 

In the last post I wrote about staff not taking initiative when a customer has a problem, of following a policy or procedure. ‘Company rules are…’, this is our policy on complaints’, ‘please read this and write into our head office’. The latter often heard at airports when the passenger with the problem wants and possibly needs a result – now.
An unhappy customer becomes impatient and is frustrated, they can get louder than usual (and don’t always realise this). They no longer care about rules and procedures, ‘gimme a result – now!’. Telling them what to do is a red rag to a bull. The worst case scenario is that they will rehash old wrongs.
And what do companies and those who train people in customer service do? They teach employees to be calm, to say phrases such as: ‘if you shout at me I will terminate this call,’ ‘don’t raise your voice at me.’ Such actions merely light the fire under the potentially explosive situation. Even if the customer appears to physically walk away, they will remember. They will remember every single thing you and your organisation ever did wrong and the experience will imprint on their memory and they will tell other people.

Two solutions – as a customer it really helps to say ‘I’m sorry to bother you, but could you help me please.’ This is so disarming to most people they will help you. Even the most intractable and jobsworth people will listen and often point you in the direction of a colleague who is known to be helpful. Taking on some of the blame yourself really helps. It might not be what you really want to do, but it can help.
When you’re providing the customer service, being aware of how the customer is reacting using appropriate LAB Profile® Influencing Language is really appropriate, useful, customer friendly and will get you repeat business (at times there are customers however who make their own completely internal decisions and cannot be retained – they are a minority).
The customer knows he or she is right, it helps therefore if you are in customer service to get the aggrieved customer to listen to and understand you, start where they are – ‘I know this must be really awful for you ………..,’ ‘you may want to consider’, ‘this may be in your best interest,’ ‘may I make a suggestion?’
They want you to break the rules for them, your policies and procedures are not of the slightest interest to them. They want you to do something now. And you might well be surprised to find that at times when you’ve agreed that the situation is terrible, and used some of the LAB Profile Internal Influencing Language you may want to consider, this may be in your best interests, may I make a suggestion?. You might be surprised if you say to this upset customers, whilst I can’t get you on a flight right now, I can get you a meal to begin with (and let them know you’re not supposed to do, it’s breaking the rules just for them but you’d like to help) and I can arrange for you to use a phone privately and I can locate your luggage and I can help you to find some accommodation. Then it’s highly possible that the upset customer will calm down and will listen to you and later will let everyone know how well their problem was treated.

Don’t just believe me, try it out for yourself or ask me for some info or clues on how to find out more about this. There are tools and a tried and tested methodology.

Rosie O’Hara is one of the UK’s foremost Trainers and Consultants of the Language and Behaviour (LAB) Profile®, Words that Change Minds. Her background is in mechanical engineering and the German language – more information on uses of the LAB Profile® for Team Building, HSE, Management, Negotiation, Market Research, Recruitment and in Executive Coaching and more contact Rosie on 07796 134081, 01224 900748, or 01309 676004 or take a look at the website click here

The how to’s of poor customer care

Anyone reading this will recognise themselves in either having been on the receiving end frustrationof this, or having had customers, clients, clients, delegates complain about this (in this case you might perceive the other person to be wrong).
This is not based on one particular case; rather it’s a summary of many different experiences, many of us will have had. Ever been somewhere where your needs are largely ignored because staff is getting things done’? Clearing tables, looking busy behind a desk or counters etc? The person you would like to help you or take you seriously is too busy focussing on the task rather than the person?
When as a customer you are unhappy, no one takes the initiative to put things right. It’s more the case that it seems too much trouble, or our procedures won’t allow that (airlines are good at this).
The member of staff of whom you expect help behaves as if you are just a downright nuisance. Sometimes they make the ‘right noises’ but then later you discover they did nothing? They say they’ll ‘pass the message’ but they don’t.
They repeatedly tell you what they can’t do, without offering any alternatives? An example of this and the previous question. We had a training room booked for 7 people on arrival there were twenty seven chairs in said room and two large tables (no tables required). We asked for the tables and twenty chairs to be removed. We were told ‘we have nowhere to put them,’ and asked ’are they really in your way?’and then ‘it makes it easier for us for later.’ I was told I was being unreasonable in my requests.
The staff whoever they are follows a set procedure, ‘read our customer policy’, ‘complain to our head office’, ‘I can’t do that for you’.
In terms of the Language and Behaviour Profile this translates as – Things, tasks, objects are more important than People – who pays the wages, affects your bottom line?
Staff are reacting – they will respond, so they don’t totally ignore you, but they are unwilling to take an initiative.
The staff and often company behaviour is that they believe that anyone who does not fit their expectations is completely out of line and odd.
These are people who would rather work alone, a common hiring error – companies ask for and hire people who can work ‘independently, at their own initiative’ – this leads to people whose preference is to work completely alone, i.e. in a darkened room with absolutely no customers around to bother them. Customers disturb them, get in the way of the things they have to do, keeping the place tidy, neat, looking good, and making life easy.
Staff only notice what is wrong or can’t be done in respect of the customer or client,
The staff are focussing on a process, rather than a service. On a linear progression that has no time, room or facility for dealing with complaints. The problem with this process is these people who have been hired to follow this process are people who once they have started, they cannot stop. Hell mend you if you interrupt them. They must get to the end of the process this is how they are made.
Recognise some of this in customer service you have received, or customer complaints you have had?

Next time ways to deal with this – from both angles

Rosie O’Hara is one of the UK’s foremost Trainers and Consultants of the Language and Behaviour (LAB) Profile®, Words that Change Minds. Her background is in mechanical engineering and the German language – more information on uses of the LAB Profile® for Team Building, HSE, Management, Negotiation, Market Research, Recruitment and in Executive Coaching and more contact Rosie on 07796 134081, 01224 900748, or 01309 676004 or consider the information on this website here

 

Getting out of a Personal Crisis State

This is a transcript of a technique that I wrote in 2010 and meant to include in my second

frustration (2)

Frustration

book ‘No More Bingo Dresses’ and for some reason didn’t.

This technique is based on modelling work carried out by Richard Royce in 1995; he modelled 3 individuals of whom I was one. I recently (2010) realised I had used and put into practice this technique far faster than ever before in my life (and now unconsciously), partly due to my knowledge and skills and experience in NLP and also partly due to the realisation I needed a faster reaction than I might have had in the past given such a “crisis” and the need for me to “move towards” to a good and useful result in life, to be “proactive”, and take control over my life.

This exercise is useful to learn in case of crisis times which may occur and also to work with individuals who are in a crisis state and can’t yet find the way out.

What follows is the practice exercise to use in a group to develop an understanding. When working with an individual, presuppose they already have the physiology to avoid too deep an association.

Sit or stand in a position where you are on your own (isolation), look down (avoidance), feel tension in your stomach and your back. There is an overwhelming blackness descending on you and everything is becoming hopeless. (Only allow this to happen for a short period of time).

Whilst still accessing this hopeless state, start to look up to the left and right, whilst doing this breathe into the blackness in the stomach, move both hands “weighing up possibilities”, slowly move the shoulders back, breathing, breathing all the time, noticing relief, noticing how everything is becoming easier, there is a way forwards, there is a way out of this. Notice how the feeling in your stomach lifts up and moves away.

Ask yourself what possibilities are there? What opportunities do I have? What happens when I make my own decisions? What will make me feel good? (Advanced NLPers will know to ask themselves “how can I make myself feel good?”).

Tell yourself – I am capable, I can be in control, I am in control.

Step outside yourself and look at the new you, you are becoming, strong and dependable, in control. Do you need to add anything to this?

Take this new you and move forwards, starting to plan, create a series of visual images of places to go, things to do. Where do I go to ask? What will I see in the future, what will that future look like, sound like and feel like? What resources do I need, which of those can I create myself?

Anchor this new you in appropriate way. If necessary go back and practise, tweak, add and change whatever is necessary.

 

Contact me via http://www.developingworks.com or +44 (0) 7796134081

Words that turn people off

Do you like to be told what to?

Most of us don’t usually. We want to decide for themselves. yelling at phone

Depending on how we say and do something (or don’t say and do it), our ideas will be considered or immediately dismissed by the other person/other people. When people are processing life, the world and the universe in this way, they are have an Internal Motivation Pattern.

When people are in Internal Mode, they like to gather information and evaluate it for themselves and hate having someone decide for them. In fact, they love to make their own decisions, based on what is important to them.

So here are the Top Ten Things to Avoid Saying to an Internal (or someone who feels that way)

Words That Close Minds
1. You should …… (almost guarantees they won’t)
2. I need to talk to you. (especially unhelpful to say to your partner in life)
3. I have the solution to your problem.
4. I know what you did wrong.
5. I know why that won’t work.
6. I told you so.
7. I have a better idea.
8. You should have an open mind about this.
9. Here’s what everyone thinks about what you did/do/will do.
10. No one is doing that any more.

Top Ten Suggested Things to Say to an Internal
Words That Open Minds
1. I have an idea that I’d like to run by you to find out what you think.
2. May I make a suggestion?
3. What would you think if we ……?
4. When you are deciding about X, what are the most important things?
5. I have an idea that may not be completely useless.
6. Here’s what I think….. what is your opinion?
7. You said that X, Y, and Z were important, so that’s why I’d like to suggest ….
8. Here is something that you may wish to consider.
9. Here is something that you may wish to avoid.
10. You be the judge.

It’s interesting to note the differences between the two approaches. The first list is mainly about you deciding for the other person, while the second encourages the other person judge for his/herself.

Which list ‘makes you feel better’?  Which list do you think would get you better results?

With thanks to Shelle Rose Charvet

 

For more info on Words that Change Minds please click here

Words and Wheelbarrows – How to check what someone is really saying

Now I’m not writing this about the 14 linguistic distinctions – just about one of the Deletions which Wheelbarroware known in NLP (Neuro Linguistic Programming) as nominalisations – that means it’s a process word (a verb or a doing word) that’s been frozen in time and made into a noun (that’s a naming word).

Some examples – a word like ‘Relationship’

First it can have so many meanings – it can be a relationship with a significant other, with a friend, with a child, with a customer, with a client, with a work colleague, with a boss etc. And whatever of those it is, it can have completely different meanings to those people involved in the relationship (or not).
So when someone says ‘my relationship is not right’ – we really need to start asking that person questions, not assuming we know what they are talking about. After all we only know about the kind of relationships we are in, or the ones we have known, or seen from our perspective. If we assume and give our advice, the worst case scenario is that we can lose a friend or be blamed for giving advice that was well meaning, but they may not want that advice.
To find out more about what that word means for the other person, we need to turn that nominalisation into a process and find out what’s not right for the person who made the statement ‘my relationship is not right’. So we ask (carefully, with great respect and sincerity and in a kind of the ‘pass the salt’ tone) something like ‘how would you like to be related to?’ It might seem weird, but this will give you more to work with. It might bring up another nominalisation or other deletions, distortions and generalisations, but I only wanted to give you this as a taster. You will then find you have more idea of what the person means (and you could have been barking up the wrong tree) and their relationship and what also eventually happens is that the person who was having the problem has more idea of what it is they want in life.

However some clues to which words are nominalisations – firstly there’s the wheelbarrow mentioned in the title. There’s a kind of rule of thumb that anything you couldn’t put in a wheelbarrow (and sometimes it will be a very large wheelbarrow, so for example for a ‘crowd’, a ‘building’ etc.) is a nominalisation, so things like ‘fear’, ‘love’, ‘hate’ etc. and also words ending in the following –

-ance (compliance) -ness (happiness)
-iency (efficiency) -itude (gratitude)
-ful (painful) -ment (fulfilment)
-ship (friendship) -ence (difference)
-able (reliable) -ion (depression)

You can apply the kind of questioning I mentioned earlier; sometimes it’s not so obvious what the process word/doing word/verb is, sometimes we just need to think a little about how we will ask a question to get to the root or heart of the matter, so that we understand more about what the other person is annoyed or upset or aggrieved about.

So (the following are all examples you could use, there will be others) –
Compliance – How’s that not complied with?
or How would you like that to be complied with?
Happiness – How would you like to be happy?
Efficiency – How do we need to be more efficient?
Gratitude – How would like them to be grateful?
Painful – Tell me more about the pain?
Fulfilment – How would you like them to be fulfilled?
Friendship – How would expect a friend to be?
or Tell me more about being friends.
Difference – How do they differ?
Reliable – What is someone like you can rely on?
Depression – How does that depress you?

This kind of thing is really useful, what is also useful and helps you avoid the pain of misunderstanding and misinterpreting and losing friendships, preventing the onset of World War III at home, getting to the core of a problem at work is thinking in this way:

Notice how you form your own reality, pay attention to what you are saying to yourself – this will make you more effective and successful. Also think about what you say to others, if you are not clear, if you use lots of nominalisations (and some cultures and organisation do, all the time) how will others understand you?

Always be in rapport (so point your body towards the person, match or mirror their posture, use their words), soften your voice, softer tones and phrase questions in a more acceptable way.
“I wonder exactly what you mean by that…”
“That’s interesting, can I ask you ……”

Think carefully about what you say and listen carefully to what others say and train your intuition to recognise patterns, know when there is information missing, when it’s useful to clarify meaning or open choices. Where the conversation is based on a relationship (of whatever kind) – be careful, very, very careful with the Meta Model – if not used with care it becomes a task-based process. For example if someone says “I liked that” asking “How specifically did you like it and what exactly did you like?” may not be appropriate in certain circumstances and I can think of a few!

Taken from ‘No More Bingo Dresses’ published MX Publishing 2010 more details please click here.

If you’d like to know more faster, please  contact me Rosie O’Hara the Developing Works website, or via my Coaching Website tel. +44 (0) 7796 134081 (What’sApp as well), +44 (0)1224 900748, +44 (0)1309 676004. And please comment on this blog too.

Are You Saying What they Want (Need) to Hear?

Or are you just speaking in the best way you know how, because you are an expert on your subject and after all the that’s yelling at phonewhy they want to use you isn’t it? Well yes they do. Whoever you are contracted to does want to use you and they may well know you have the technical expertise. However they also want and need (more importantly) you to listen in a way that when you answer them they know you have really listened to them.

How might you do that?

Well ask your customer, client (significant other) ‘what’s important to you?’

Then listen, listen to their words (make a mental note, write their words, avoiding your version, write their words down, or ask for permission to record – saying you want to get things right for the client).

Then assuming you have their words, you can simply repeat their words back i.e. ‘having fewer breakdowns’, ‘having less problems’, ‘having uninterrupted work time’ and add on to their words in a ‘pass the salt kind of voice (politely)’ – what’s important to you about that?

Do this three (yes 3) times.
Your client, customer significant other will know, will feel listened to and you could be surprised, as often the first thing we say is not what is really important, the more important thing comes later.
You will have much improved information with which to work and you’ll get it right for the client and be their contractor of choice.
You may also hear about problems, about things they want to avoid. The worst thing to talk about in this case, is what they will gain or achieve, because they want to know how you will help them avoid, steer clear of, not have, get rid of, exclude, move away from these issues.
On the other hand if your client wants to know about what they will gain, will achieve from your services, tell them just that.
Try it out and things might just work better (and by the way the majority of the world of work likes things to improve, be less of a problem, easier, rather than new and different).

If you’d like to know more faster, please take a look at my LInkedIn profile and some of the Slideshare presentations on my Summary there, as well as previous articles on LinkedIn or contact me Rosie O’Hara the Developing Works website, or via my Coaching Website tel. +44 (0) 7796 134081 (What’sApp as well), +44 (0)1224 900748, +44 (0)1309 676004. And please comment on this blog too.

Emotional Intelligence – About Using it With Baby Boomers

Baby Boomers were born between 1946 and 1964 and form a larger older couplecohort than the others I’ve previously written about. (Sometimes they are referred to Baby Boomers I and Baby Boomers II with the cut off year between being 1959.)
Certainly those born before 1959 can remember Martin Luther King and John F Kennedy, the Beatles and Elvis and other massive changes to the world of politics and the music industry.
Don’t underestimate the Baby Boomers, amongst Baby Boomers there are some powerful people in the world today who have made a lasting impact. This cohort includes such people as Bill Gates, Steven Spielberg, Madonna, Barack Obama, the Price of Wales, Vladimir Putin, Tony Blair, Benazir Bhutto, Angela Merkel, Ellen DeGeneres and many, many more.
The name was given to this cohort, no one knows by whom or when to describe the generations born after the Second World War, when populations worldwide experienced a boom in births. This boom due on the one hand to partners returning home and on the other hand to the start of movement of families, particularly in Europe to countries where they were either displaced as a result of war or to which they had moved as a result of labour shortages due to war. It was now safe to have children in so many ways. It is also important to understand however the British Baby Boom was not as vast (25%) compared to the US (40%) Baby Boom and circumstances in which the early cohorts in both parts of the world grew up were very different up until 1959 (in the UK there was still rationing to a great extent). Similar applies to continental Europe as well; the world was a more austere place.
The focus here is on communication. Baby Boomers value knowledge. They grew up with encyclopaedias. If you were very lucky and your parents could afford it (or a man came round and collected weekly payments) you had the whole 15 volumes of the Encyclopaedia Britannica in the UK or its equivalent elsewhere.
Baby Boomers value face to face communication and discussing knowledge or information with other people. For them face to face communication means in person, particularly when they want to do business. They may well be as good as younger people at using LinkedIn, Twitter, video communication etc., but for many other things they like to meet you in person.
People of this cohort are rational. In their eyes there has to be a reason for something having happened. They believe in ‘commonsense’. However what is commonness to me may not be commonsense to you. These traits are not always useful as we need Emotional Intelligence or soft skills to understand others better. See this link here for some potentially useful frames for everyday life and to understand ‘commonsense better.Baby Boomers like to negotiate, not just in business, but also in life, using rational thinking this may take longer.
Baby Boomers are prone to working long hours, you work until the job is done. Even though in the UK for Baby Boomers university education was free a far lower proportion of over 50s actually has a university degree and would therefore have been paid less for longer hours. They have also either not accrued a pension pot or one that is not generous, due to belief that the state would provide after all their years of hard work.
They are however more loyal to a company or organisation it can take a lot for some of them to change their loyalties. Loyalty is everything and money will motivate them to stay as opposed to younger generations who will move for more money and are not as loyal to a company or brand (there will always be exceptions). Baby Boomers are driven by the fact that their parents probably had little money and struggled to provide them with the material things they needed in a changing world. The change for them was just as monumental in their growing years as for other generations, but slower than in the current day and age. It has in some circumstances led to some Baby Boomers wanting and having everything material, facts that can lead to some bad press for Baby Boomers – in the words of Mike and the Mechanics in the song the Living Years ‘Every Generation Blames the One Before.’
So how would Baby Boomers like to be communicated with? You will find some who do not like change, some who may refuse to adapt. A major change once every ten years might work for them but they are happier when they take charge of the change themselves once every fifteen to twenty-five years. They like to hear what things have in common, what has not changed as well as how things are the same. Others will accept change once a year if the change is not drastic. They need change once every five to seven years. They like to hear that things are the same except more … less …better. They tend to resist major changes except when they are perceived to be gradual. Upgrades are okay because they are about an improvement new and different is not (think of those people you know who still have a mobile phone that’s like a brick and who has a smarter smartphone).

They like to talk about people and name them and meet with you regularly. They like to be given praise and told how valuable what they did or said was. They follow procedures and processes well. They value their own territory of responsibility and when needed will work together with others. They appreciate an understanding of others and how they are thinking and feeling (they don’t always get that right, because unless they have truly learned to understand others from the other person’s point of view, they only understand how they themselves would feel).

If you’d like to know more contact me Rosie O’Hara the Developing Works website, or via my Coaching Website tel. +44 (0) 7796 134081 (What’sApp as well), +44 (0)1224 900748, +44 (0)1309 676004. And please comment on this blog too.

More from the Playground at Work – Immature at Work?

So last time I mentioned the Satir Categories, well the Blamer. So here a little more on these distractioncategories. What I think is interesting about Virginia Satir is that she was a family therapist, so why mention her in the context of work? Well we often spend more time at work than with our families so work becomes our family. Sobering thought.

Virginia Satir was one of the people modelled in the early days of NLP. She was a highly effective family therapist. Virginia identified, in her book People Making, the following behaviours; they are not exclusive to dysfunctional families. We can notice them everywhere.

Virginia had four behaviours that were responsible for many conflicts and one used for resolving conflict and bringing people together.

There is an NLP Presupposition or Operating Belief ‘Mind and body are part of the same system and what effects one affects the other’. For example if you hunch up when sitting at the PC and trying to meet a tight deadline, you will feel stressed and then that stress will manifest itself physically in your shoulders, back, or elsewhere. Our bodies react to whatever changes our minds go through and vice versa.

Your body gives signals to other people and sometimes people will read these signals incorrectly. However when you create a smokescreen and gloss over your problems in your mind, others will intuitively know that something is incongruent and their reaction to us may not be the one we intended, they might ‘write us off’ or they might ‘treat us in a way we didn’t want’.

Distracter
Distracters seek attention to compensate for their feelings of loneliness or inadequacy. The positive intention (‘all behaviour has a positive intention’ – another operating belief) behind this behaviour is to protect them from facing up to things. Distracting behaviour includes removing a hair from your jacket while talking, sabotaging a conversation by making a joke, interrupting a conversation, frequently changing the subject. There are many types of distracting behaviour that people use to deflect attention from a subject that may be reminding them of their feelings of loneliness and inadequacy. (Over time this becomes a pattern and they are not consciously aware of what they are doing)

Placater
The placater is out to please – talking in an ingratiating way, never disagreeing and always seeking approval. Feelings of an inability to cope alone create a martyr or ‘yes man’ (or woman!). A placater is often the first person to accept blame when things go wrong. (Over time this becomes a pattern and they are not consciously aware of what they are doing)

Blamer
See the previous blog post;)

Computer
Computer-like behaviour is very correct and proper but displaying no feeling. The voice is dry and monotone and the body often very still and precise in its movements, which are at minimal – masking a feeling of vulnerability. (Over time this becomes a pattern and they are not consciously aware of what they are doing)

And there’s the Leveller but that’s for next time

Like to change behaviours through coaching or training to understand others? Please contact me via http://www.rosieohara.com or http://www.developingworks.com or phone 07796 134081

More from the Playground at Work – The Telltale (or Clype in the North of Scotland)

My youngest grandson was playing next to the slide, being the dare devil (polarity responder) he Slide is, he decided it would be more fun to climb up the slide rather than slide down it. He started up it. No sooner was he on his way, a boy about his age came running over to him and started to put him to rights, ‘you can’t do that. You’re not allowed, stop it now or I’m going to go tell my Mum.’ My grandson jumped down from the slide and thought about what he was going to do next. Interesting thing was that the telltale began to follow him. Whatever my grandson did, there he was with a new threat to get his mum if my grandson didn’t do exactly what he said. The telltale was going to make sure others followed the rules even though he had no direct authority. And if he could out them for not following the rules, he might just turn out to be the ‘good’ one in the eyes of the ‘boss.’
When it comes to your working life, you need to be emotionally mature and able to act professionally in every situation so that you can be viewed as mature or professional by your managers and bosses. If you act like an immature child, it’s likely that management will see you as immature, and treat you accordingly. I’ve noticed curiously that in organisations where the words professional or professionalism are bandied about that’s where the concepts of professional or professionalism are applied least. (And the words are also used to blame others for people’s own shortcomings).
What does this mean at work (or life in general)? In both of these cases, the behaviour got the person something (the swing to themselves, the power to influence the boss). The problem is that in the end these children had no one to play with. Well no one who is into healthy relationships.
NLP uses something called the Satir Categories based on the work of Virginia Satir, one of the categories (more about these next time) is called –
Blamer
Blamers find fault – never accepting responsibility themselves, always blaming someone or something else. They feel unsuccessful and lonely. They will sometimes have high blood pressure, (or other disorders and/or feelings of inadequacy) and come across at times as aggressive or tyrannical. They will tell you what is wrong with things and whose fault it is, and in doing so become powerless to do anything about it. By blaming external factors they have absolved themselves of responsibility. (Over time this becomes a pattern and they are not consciously aware of what they are doing)

In respect of work (or life in general) ask yourself
• Are you doing things that may be costing you ‘friends’ or just people to get on with (who are mature and responsible)? If so, what could you be doing differently to ‘play nice’ with those around you?
• If you come across one of these patterns in your playground (at work), what do you do?
Say ‘No.’ They probably won’t like it, but they’ve got to learn eventually that real adults ‘share their toys’ and play nice with others around them.
Unless you want to do the same job for the rest of your life, get the same results as you always have done (which blamers inevitably do) no chance of promotion, then it’s a good idea to pull your socks up, grow up, and prove that you are emotionally mature enough to handle moving up in the company to a better position.

Like some help on changing thoughts, behaviours (as in yours) ? contact me via http://www.rosieohara.com or http://www.developingworks.com or phone 07796 134081

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