Archive for August, 2009

Get some grit

Posted by John Foster on August 31st, 2009

“Setbacks don’t discourage me” is the best single sentence I’ve read in a long time to describe why people succeed.  This quote comes from an article about Angela Duckworth, a psychologist at the University of Pennsylvania who is studying grit. It comes from extensive research exploring traits other than intelligence that are good predictors of future success.  Despite much evidence to the contrary, we are culturally stuck on the idea that intelligence is critical to success (it’s not really that important!).

I don’t know about you, but I associate the word grit with John Wayne, and the movie True Grit.  Grit, according to the University of Pennsylvania “grit study” is defined as passion and perseverance for long term goals. Gritty individuals have consistent interests over time and pursue goals even in the face of failure.  I guess the long term goal in the movie was justice, but John Wayne is surely the epitome of “set backs don’t discourage me.”

The persona of grit

The popular persona of grit

Grit isn’t just about stubborn perseverance – it’s also about finding a goal that can sustain your interest for years at a time.  According to the UPenn study, grittier people are more satisfied with their lives. The article mentioned above goes on to connect grit with the work of Carol Dweck describing the importance of a growth mindset versus a fixed mindset as it relates to one’s own talent.

After many years fumbling around with leadership development, learning & development, organization development, and early childhood development, I can say that I’m pretty comfortable with the idea that growth is a critical component of success. Growth is not magic, it’s a process that takes time, energy, and support.

Keys to Grit:

  • Commitment to clear, long-term goals/vision/future state.
  • Constant connection with other people for ideas/input (to overcome setbacks).  That’s right we’re back to feedback again!

Popularity: 28% [?]

Post to Twitter Post to Delicious Post to Facebook Post to LinkedIn

Ready for some feedback?

Posted by John Foster on August 13th, 2009

 

UPDATE: for more tips on feedback check out the JFX Feedback category.

Last week we held the first session of the Rypple Learning Collaborative over at Mozilla in Mountain View.  We had participation from Method Home, Pixar, The Federal Reserve Bank, Kiva, Littler Mendelson, Electronic Arts, the Stanford d.School, Facebook, IDEO, and Mozilla.

We hope this effort generates some new insights and ideas that help people do a better job asking for and giving feedback.  So, we spent much of our first time together  sharing our direct experiences with people giving and receiving feedback and generating a list of observations about what seems to work and what doesn’t.

 

Feedback involves 3 roles, not just 2

Feedback involves 3 roles, not just 2

We framed our discussions with the idea that feedback involves not only the person asking/receiving and the person giving/providing, but a “crowd” of people around that pair.  Traditionally, much of the attention given to this topic is on the mechanics of the interaction between the two obvious players.  We included the third role to push our assumptions with a social systems view.

We all shared stories describing real feedback situations to help us recognize some patterns in real behavior.  Once we get a good picture of how people actually behave (not how they should behave), we will try to uncover what works well and what causes people problems.

An early insight from our shared stories is that it makes a positive impact on a feedback exchange when a person is ready for it.  That is, when a person is asking for feedback, they seem to be more able to handle it well than when a person gives it.  So this prompts the question, “What makes someone ready for feedback?”

Our next step is for LC members to begin conducting feedback experiments within their organizations.  From these experiments, we will expand our observations and gather more ideas to push our thinking.   We’ll start posting them on the Rypple Effect blog in a few weeks.

Popularity: 64% [?]

Post to Twitter Post to Delicious Post to Facebook Post to LinkedIn

The costs of a bad reputation

Posted by John Foster on August 11th, 2009

When you say you are going to do something and then do it, you build trust, and trust is a value creation platform.  When you say you are going to do something and then don’t, it can get expensive.  Usually in soft, hard to track missed opportunities.  The immediate costs are often quite low… sometimes you even feel a small gain.  But with a slightly larger lens of time, not having people trust you can cost a lot.  So it pays to say what you’ll do, and do what you say.

I experienced this at a store this week.  I got a card for $80 off at Lens Crafters from work… seemed like a good deal and worth giving Lens Crafters a try although I would not normally go there.  Check out the card below, it seems like a pretty open deal.  It even mentions “designer eyewear.”

Bait and Switch?

Bait and Switch?

Upon arrival at the store, I learned that Oakley products were excluded.  Oh, and not Maui Jim either.  I came to order a set of prescription lenses for my Oakley frames, so I pressed the issue after reading the card again.  There’s no mention of any kind of exclusions, although I can see that it says “complete pair”.  So I ask if I have to get new frames to qualify.  “No, Oakley doesn’t let us give discounts on their products.”  I ask her to read the card and show me where Oakley is excluded.  She can’t find that anywhere.  I press further, and she gives me a corporate business card and suggests I call there.  I find out this is not a toll-free “help” number, but the main line to the corporate headquarters.  I get to a Service Representative and he asks if I’ve spoken to the General Manager of the store.  He sends him an email and I get a call back.  He says, “Sorry, Oakley is excluded.”  I let him know I think this is a “bait and switch” and I don’t want to do business with a company that isn’t good for their word.  We conclude the deal and I am done with Lens Crafters… probably for life.

Let’s estimate what the costs might be:

1. I buy new glasses every 2 years x 40 years= 20 $300 pairs they won’t get ($6000).

2. I tell all my friends that this is not a good store.  Let’s be conservative and I affect one person for one visit  at $300.  Or, say I affect 5 people for life = $30,000.  Hard to say what will really happen here.

3.  I go to YELP and give them a bad rating.  Could be hundreds of people who check that before shopping.  Lets just say 100 x $300= $30,000.

This is fuzzy math, I realize, but it’s easy to imagine that instead of an advocate they’ve created an enemy.  They put the card together, sent it out, and then refused to honor it.  They could have said $10 discount on any frame, with some exclusions.  But they didn’t.  I’d call that poor execution in this promotion.

The cost of poor execution and then refusing to honor it is much higher than simply honoring it.  Sure, if they honor it, they risk me telling my friends to go get their Oakley lenses for $80 off.  But that’s a very small number of people, and the card has an expiration date of September 2009, so the exposure is limited.

Popularity: 10% [?]

Post to Twitter Post to Delicious Post to Facebook Post to LinkedIn

Ambiguity kills feedback

Posted by John Foster on August 5th, 2009

I hear from lots of people that it’s hard to get feedback. The top five reasons I’ve gathered:

  1. They don’t have time
  2. They don’t want to hurt my feelings
  3. They weren’t paying close enough attention to give me details
  4. They’re afraid to be seen as a critic (or bitchy) (or mean)
  5. They don’t respond to my request (usually by email)

Sound familiar?  Seems right to me… why would anyone want to give you feedback with all of those great excuses?  The risks involved for people to help are pretty big because most requests for feedback involve a great deal of ambiguity.   Ambiguity means that the potential downsides to getting involved with you outweigh the benefits of helping you, and their social radar starts going off, “avoid, avoid, avoid!”

People are more likely to give you feedback if you remove ambiguity from the situation by doing two things:

1. Share your intentions. This is about being transparent, but also about being super clear.  For more on this distinction, check out John Maeda’s post at Harvardbusiness.org. What were you hoping to accomplish in the action you are asking about?  Say something like, “I was hoping to get everybody on board for this project today.  Do you think I was successful?  What worked?  What didn’t?”  This gives your feedback partner an invitation and a point of focus for a useful response. Sharing your intentions allows them to be short and sweet, and dispels fears of being out of tune with your needs, or thinking too hard, or getting bogged down in a long emotional debrief.

photo by Andreas Sundgren on Flickr

photo by Andreas Sundgren on Flickr

2. Ask for help, but be specific.  Being seen as a helpful person is good for someone’s reputation.  But according to social proof theory, people are more likely to respond if you ask them individually, in a specific way.  Otherwise, they will wait and see if someone else will give help, leaving you with no help.  Studies show that people will walk by a seriously injured person on the street simply because others are walking past him.  The ambiguity of the situation stuns them into no response.

“Is he a homeless man sleeping?”  “Is this man dead?”  “Is this man injured?” (I really can’t get involved with this!)

When the injured person breaks the pattern by pointing to a specific passer-by and saying something like, “Hey you, my leg is broken, can you call 911?”  The response rate is above 90%.  Again the source of confusion for potential helpers and their lack of response is ambiguity.  When there is not a clear call for help, people will general take cues from others around them before risking a response.  When nobody is helping, nobody will help.

Use these two tips together and you make it much easier for someone else to give you valuable feedback by removing ambiguity from the situation.

Popularity: 23% [?]

Post to Twitter Post to Delicious Post to Facebook Post to LinkedIn