Cool Down (22 page)

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Assessing timelines
. Most things take longer than we want them to, but most of us plan too optimistically. This is why Parkinson's Law exists, and why rushing event to event exists. By taking the time to assess realistic timelines, you will be better able to face a realistic day. Even if crises are a regular part of your daily life, by expecting the crisis you remove its reactive, emotional power and turn it back into a regular task. When you schedule a phone call, how long do you think it should take? How long do you want it to take? Can you plan in your mind, before lifting the receiver, how long you will give the person on the other end? Can you inform that person, with correctly chosen, positive words, how long this call should take? When you say yes to a request from a colleague, are you assessing how long this task might take, or are you accepting it for fear of offending? Could you instead take a few minutes with that person and analyze the task together, including alternative timelines or other people to whom you could delegate? These are all small examples of taking the time in advance to identify and reify timelines before moving ahead.

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Preparing for meetings
. Planning ahead is not reserved solely for tasks, of course. When the chairperson of a meeting chooses to slow down a little, he is then able to put more thought not just into the timing of the agenda items but also into the strategic seating of other participants around the table, so as to keep the jokers and the stronger personalities closer, and to maintain a line of sight with the quiet analytical types. This guarantees stronger and more equitable participation and, in turn, greater profitability for the meeting. By planning his entire day, so that he is not running from event to event, the chairperson ensures that he arrives first at the meeting. This allows him to set the stage physically. In addition to seating plans, he can ensure the room is appropriate, any technology to be used, e.g., projectors, teleconference phones, etc., are functioning, in fact, that everything will go smoothly. This helps set the stage emotionally for all participants and helps to focus the meeting from the very start.

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Seating at restaurants or other discussion scenarios
. People in a hurry don't get much of a chance to contemplate the finer points of power within face-to-face relationships. Often, when they're running late and thinking event to event, it seems like a miracle just getting to the next appointment on time. This, of course, removes the possibility of maximum leverage. Take, for example, a two-person meeting. Whether it's at a restaurant or in a meeting room, the person who arrives first gets first pick of the seating. That opportunity profoundly influences the power relationship of the meeting from that point forward. Whoever arrives second must accept second choice. This principle applies regardless of gender or rank. For the person who arrives second, the territory has already been staked. This might make a big difference in the quality of the conversation and its ultimate profitability.

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Knowing as much as possible before a meeting
. Knowledge is power, as many claim, and the more you have of it, the better suited you will be for a well-informed, productive interaction. This means taking the time to perform due diligence on a person or company prior to a first meeting. The information gleaned from this type of research can easily be reviewed during those quiet, clear moments between the time you arrive at the meeting place and the actual start of the meeting. It also refers to ensuring your pre-departure checklist is reviewed and complete, including exact knowledge of directions, cross streets, security access, and anything else that might serve to otherwise delay your arrival and raise your stress level.

A chief executive who sent his staff an email accusing them of being lazy and threatening them with the sack has seen the share price of his company plummet after his message was posted on the Internet.

In the three days after publication of his outburst—which gave managers a two-week ultimatum to shape up—stock in the American health care company dropped by 22 percent over concerns about staff morale. It is now trading at more than a third less than it was before the email was sent.

His email to managers read: “We are getting less than 40 hours of work from a large number of our employees. The parking lot is sparsely used at 8 a.m.; likewise at 5 p.m. As managers, you either do not know what your employees are doing or you do not care. In either case, you have a problem and you will fix it or I will replace you.”

… The CEO wanted to see the car park nearly full by 7:30 a.m. and half-full on weekends. He wrote: “You have two weeks. Tick, tock.”

A week later, the email appeared on a Yahoo financial message board and Wall Street analysts began receiving calls from worried shareholders.
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• Knowing what you look like reinforces the idea that human beings access 70 percent of what they know by way of visual cues and non-verbal communication.

• Knowing what you look like enhances charisma and influence.

• Knowing what you sound like is as important as knowing what you look like in terms of making you appear more relaxed, credible, and influencial.

• Writing requires a discipline and a style that connects to the reader and motivates him to action.

• Top-quality writing is achieved by planning and proofing.

• The “true end result” refers to what the reader does once having received and read an email communication (or any other type of communication). Are you able to slow down enough to identify the true end result?

• Hearing yourself speak is a powerful way of assessing your own ideas.

• Selling and influencing others are skills that every person needs. They are based on active listening and trust.

• Managing up and delegation are two examples of how time and focus on others can yield greater results for you.

• We can learn the value of planning from professional project managers, and then apply their proven techniques to all situations.

• How do you come across to others?

• How do you know? Who have you asked?

• What is your job? In what ways do you “sell” in order to get your work done?

• Who do you talk to?

• Who do you try to impress? How many people do you need to sell to and on how many levels?

• Analyze your current techniques for connecting with the people you wish to influence. How much “telling” do you do? How much “listening”?

• What differentiates you from all the other “suits” in the company across the street?

• Are your clients aware of what makes you different?

• Have you asked them? Have they told you?

• What techniques are you willing to try so you can observe your visual and speaking skills?