Joanne Cantor, PhD, is an internationally recognized expert on the psychology of media and communications. She is Outreach Director of the Center for Communication Research at the University of Wisconsin–Madison, where she was an award-winning professor for 26 years. Through her consulting firm, Your Mind on Media, she speaks before business, professional, and educational organizations on productivity, creativity, and stress reduction. In recognition of her expertise, Dr. Cantor has testified on numerous occasions before U.S. Congressional committees as well as the Federal Communications Commission. To read Joanne’s complete biography, click here.
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Too often, creation and maintenance of organizational performance measures becomes an administrative exercise accompanied by lifeless, mundane monthly review meetings. Real ownership of a performance measure means an individual is not only accountable for the performance indicated but is dedicated to improving that performance over time. Such ownership seldom exists when performance measures are assigned based on what appears to be a reasonable or logical association. Rather, true ownership occurs when performance measure inputs are assessed and responsibility and accountability deliberately assigned to the individual or work group whose actions and decisions most significantly affect the indicated performance. And as all accountabilities, ownership of performance measures should be documented and communicated to the respective owners.
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Imagine if instead of believing that unexpected decisions are emotional, we assume they have a very specific reason, even if we don’t understand or agree. Then what? Is it just easier to believe the other person to be irrational?
Decision-Makers Must Comply with Their System
Because decision-makers take actions that outsiders regularly believe to be ‘irrational’, we say that they are either ’stupid’ or making an ‘emotional’ decision. Neuroscientists call these decisions irrational or emotional as well. But we – the outsiders and neuroscientists – are rather biased: we see a problem, believe we know the solution, and consider our solution to be the best because it’s the most rational. We forget that every person, every group or family, every system if you will, has a very unique and idiosyncratic set of beliefs and criteria that determine their choices. And what may look irrational from the outside is very, very rational on the inside, even if sometimes unconscious.
Indeed, before anyone makes any decision, they consider it against their own beliefs. Would you walk over to a stranger in a park and harm him? No? Why not? That would be an emotional, irrational decision. But you wouldn’t do it because you have internal, unconscious beliefs and values that wouldn’t allow you to harm another person – especially a stranger.
No one makes decisions outside of their beliefs. The internal, private ’system’ that makes up our functioning rules (as individuals or groups) is sacrosanct, and if any decision might render the system useless, or ‘less-than,’ then another decision will be made. And outsiders cannot understand what’s going or become a part of that decision because, well, because they are outsiders.
If you were going to start working out daily, you’d have to either get up earlier or move something else in your schedule around. You’d have to probably start considering to eat healthier, and maybe stop having so many sugary drinks. It’s not about the gym, or about the weights; it’s about your system and how it’s willing to change so it all becomes a seamless whole that operates in tandem to serve you.
Decision-makers live in a unique system of rules and roles and relationships, history and initiatives, feelings and vendors and budgets. Change anything and everything else gets touched in some way. Before decision-makers decide, they must figure out how to manage all this so it ends up butter-side-up; understanding their needs, doing SPIN or Sandler or Relationship sales, or or or, only manages the problem end of the decision – the very, very last action that decision-makers need to take – AFTER they’ve managed their systems change bits. And again, no matter what we ask or what we are told, we can never, ever understand someone else’s system, just as they can’t understand ours.
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“People may doubt what you say but they will believe what you do.”
Lewis Cass (1782 – 1866) American military officer and politician
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Five perspectives that will (honestly!) create enjoyment in your cold calling
Most of us dread our days of making cold calls. We take a deep breath, pump ourselves up, and prepare to talk with a perfect stranger. Is there any wonder a gray cloud sometimes hangs over our desk?
It really doesn’t have to be this way. Cold calling can be an interesting, intriguing, fulfilling adventure.
Here are five perspectives that will give you an entirely new outlook on cold calling. When you apply these new perspectives, cold calling can actually be enjoyable. It can become personally fulfilling as well as financially rewarding.
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Ari Galper is the World’s #1 Trust-Based Sales Expert and the Creator of Unlock The Game®, a new sales mindset and approach that has revolutionized the world of selling. His profound discovery of shifting one’s mindset to a place of complete integrity, based on new words and phrases grounded in sincerity, has earned him distinction as the world’s leading authority on how to build trust in the world of selling. Ari has been featured in a multitude of leading sales and business books for his unique and special trust-based sales approach and interviewed on networks such as CNN Money and Sky News. To read Ari’s complete biography, click here.
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Boost Your Creativity in Our Overloaded Information Environment
/in Practices for Professionals/by Joanne CantorEinstein used to say that when he’d hit an impasse on a problem, he’d go sailing – and the answer would often come to him on the water.
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About the Author
Map Performance Measure Ownership
/in Organizational Accountability, Organizational Performance Measures, Premium/by StrategyDrivenToo often, creation and maintenance of organizational performance measures becomes an administrative exercise accompanied by lifeless, mundane monthly review meetings. Real ownership of a performance measure means an individual is not only accountable for the performance indicated but is dedicated to improving that performance over time. Such ownership seldom exists when performance measures are assigned based on what appears to be a reasonable or logical association. Rather, true ownership occurs when performance measure inputs are assessed and responsibility and accountability deliberately assigned to the individual or work group whose actions and decisions most significantly affect the indicated performance. And as all accountabilities, ownership of performance measures should be documented and communicated to the respective owners.
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Decisions are Never Emotional
/in Decision-Making/by Sharon Drew MorgenDecision-Makers Must Comply with Their System
Because decision-makers take actions that outsiders regularly believe to be ‘irrational’, we say that they are either ’stupid’ or making an ‘emotional’ decision. Neuroscientists call these decisions irrational or emotional as well. But we – the outsiders and neuroscientists – are rather biased: we see a problem, believe we know the solution, and consider our solution to be the best because it’s the most rational. We forget that every person, every group or family, every system if you will, has a very unique and idiosyncratic set of beliefs and criteria that determine their choices. And what may look irrational from the outside is very, very rational on the inside, even if sometimes unconscious.
Indeed, before anyone makes any decision, they consider it against their own beliefs. Would you walk over to a stranger in a park and harm him? No? Why not? That would be an emotional, irrational decision. But you wouldn’t do it because you have internal, unconscious beliefs and values that wouldn’t allow you to harm another person – especially a stranger.
No one makes decisions outside of their beliefs. The internal, private ’system’ that makes up our functioning rules (as individuals or groups) is sacrosanct, and if any decision might render the system useless, or ‘less-than,’ then another decision will be made. And outsiders cannot understand what’s going or become a part of that decision because, well, because they are outsiders.
If you were going to start working out daily, you’d have to either get up earlier or move something else in your schedule around. You’d have to probably start considering to eat healthier, and maybe stop having so many sugary drinks. It’s not about the gym, or about the weights; it’s about your system and how it’s willing to change so it all becomes a seamless whole that operates in tandem to serve you.
Decision-makers live in a unique system of rules and roles and relationships, history and initiatives, feelings and vendors and budgets. Change anything and everything else gets touched in some way. Before decision-makers decide, they must figure out how to manage all this so it ends up butter-side-up; understanding their needs, doing SPIN or Sandler or Relationship sales, or or or, only manages the problem end of the decision – the very, very last action that decision-makers need to take – AFTER they’ve managed their systems change bits. And again, no matter what we ask or what we are told, we can never, ever understand someone else’s system, just as they can’t understand ours.
About the Author
Leadership Inspirations – Believe None of What You Hear
/in Leadership Inspirations/by StrategyDrivenLewis Cass (1782 – 1866)
American military officer and politician
How to Genuinely Enjoy Cold Calling
/in Marketing & Sales/by Ari GalperFive perspectives that will (honestly!) create enjoyment in your cold calling
Most of us dread our days of making cold calls. We take a deep breath, pump ourselves up, and prepare to talk with a perfect stranger. Is there any wonder a gray cloud sometimes hangs over our desk?
It really doesn’t have to be this way. Cold calling can be an interesting, intriguing, fulfilling adventure.
Here are five perspectives that will give you an entirely new outlook on cold calling. When you apply these new perspectives, cold calling can actually be enjoyable. It can become personally fulfilling as well as financially rewarding.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author