Five Cent Company Culture Upgrade

With just 5 cents, you can make a major upgrade to your company culture. And are you ready for the kicker? You don’t even have to spend the five cents. You can keep your money and still get the upgrade. Look in the sofa cushions, grab five pennies, and read on.

COMPANY CULTURE

There’s a lot of talk about the importance of company culture. There’s not a lot of clarity about what company culture means. At The Yes Works, we have a useful definition of culture:

A company’s culture is the set of contagious tendencies of behavior, language, and values common to the people working there.

Want to know the secret to this five-cent/free company culture upgrade? Thank you. No, I am not thanking you for your interest (although, thank you for your interest). That’s the secret. “Thank you,” is the secret.

Thank you is a behavior that reflects the attitude of the thanker and affects the attitudes and the behavior of the thanked and of everyone who overhears the thanks. In an environment of recognition and gratitude, people are engaged.

A so-called leader I once spoke to said, “Why would I say, ‘Thank you,’ to my employees for doing their job. I pay them. Their paycheck is my thanks.” He wondered why he had to constantly police people to insure they spent their time on task, and why there seemed to be a problem of petty theft at the office. He didn’t believe in a connection. “That’s how people are.”

Whenever I hear, “That’s how people are,” I know that’s a team that could benefit from a shot of Adeptability.

Another employer I met recently complained that her executive assistant said she’d like more feedback. “I don’t know if I’m doing a good job.” This employer bragged, “I told her, ‘You’re still here, aren’t you? I haven’t fired you. That’s how you know that you’re doing well.’” She added, “You can’t coddle people.”

You may find these exchanges cartoonish. The sad truth is, they’re painfully common.

You’re here, reading The Yes Works blog, so your culture and your leadership are doubtless light-years ahead of that. Let’s take it to the next level. Introduce or turn up the volume on a “Thank You” Culture.

“Thank You” Culture

The research shows that if you want performance, you should be thanking people. Non stop. Thank the people who work for you. Thank your customers. Thank your vendors. Thank the people you work for, and those whom you work with. Cultivate a company culture of thanks.

Why bother?

THE THANK YOU ROI

The reasons are simple:

  1. It’s polite. Don’t get a reputation as a self-centered boor.
  2. It’s good for relationships, and as you may have heard me say before, “It’s never about the thing. It’s always about the relationship.”
  3. We crave it. One of the top complaints people have about work, “My contribution is not recognized or appreciated.”
  4. It’s contagious. When we’re thanked, we thank. Thank a lot, and the thanks are going to propagate all over your company.
  5. It reinforces the behavior you want. Behavior recognized and rewarded is behavior repeated. Thanks encourage performance.
  6. Use it or lose it. Behavior not specifically recognized and rewarded fades away. It’s not because people are peevish. It’s the way our brains are wired. Thanks reward the centers of the brain that crave belonging — and those centers are powerful indeed. “Thank you” is the best kind of peer-pressure.

A management truism is, you reliably get what you measure. That’s true of ourselves as well as those we supervise, so we’ve got a tool for you. It’ll help you drive your “thank you” performance.

Five-Cent Thank Yous

Here’s the five-cent tool you don’t have to pay a dime for. It’s an easy and contagious company culture upgrade.

  1. Put five pennies in your left pocket.

  2. Every time you thank someone for something they’ve done, move one penny from your left pocket to your right pocket.

  3. Every single day, make sure you’ve completed the transfer of funds from left to right. That’s 5 thanks a day. Better than an apple for company health.

Sound simple? It is. Still, it can be quite a challenge. We all like to think we’re gracious bosses and colleagues. Fact is, when the pressure is on, when we’re feeling busy and pressed for time, gracious may go right out the window. Saying, “thank you,” it’s only going to count — only going to deliver the benefits — if you’re received as genuine.

There’s a skill to finding and delivering a thank you that’s genuine even when you’re stressed, even when under duress. We’ve got some suggestions.

Here are a few guidelines from our Adeptability program:

  1. BE SPECIFIC. “Thank you,” even, “Thank you for your work,” is nice but gets limited ROI. Specific is far more powerful. “Thank you for double-checking my work to ensure we’re error free on this report.” That’s specific. That’s powerful. “Thank you for consistently turning your work in ahead of schedule. That keeps us on target for our clients and ensures we have a reputation for value.”
  2. TALK ABOUT BEHAVIOR. It’s not useful to thank people for generalities or for your interpretation of  their attitude — “Thank you for being friendly. Thanks for being awesome.” Thank people instead for behavior. “Thank you for smiling at me this morning.” Thanking someone for being, “helpful,” is fine. Thanking someone for, “giving me a heads-up before the meeting that Greg might need the Klein Numbers,” is better. Not only does that make the behavior easier to repeat. It’s also more gratifying to hear. I know you mean it.
  3. CULTIVATE GRATITUDE. Nothing is too small to be worthy of thanks. Thanks for holding the door. Thanks for the paper clip. Thanks for hearing me out. Thank you for coming early to the meeting so we could start on time. Thank you for always doing what you said, or communicating in advance if there’s trouble. (Gratitude, by the way, is good for you — physically and psychologically.)
  4. DEBT ACCUMULATES. CREDIT DOESN’T. Did you miss all your thank yous yesterday? Get ten in today. Did you get ten in yesterday? You still owe five today. (Need proof that this idea that credit doesn’t accumulate is a practical principle of real truth? If you get a bonus this week, is it okay with you if your employer doesn’t pay you next week?)
  5. SPREAD THE LOVE. Don’t focus all your gratitude on your close-in teammates. Spread some gratitude to others in the group, and also to those outside your department. Together with your teammates, become the “Thank you” department. Build a department reputation for gratitude. Watch how easy it becomes to get things done across silos that used to be like pulling teeth.

BONUS

Are you crushing your thank you numbers? Here are a couple of suggestions for upping your game.

ADVANCED SKILLS:

  1. FORGET 5 CENTS. Go for 10. Go for 15. When you’ve cultivated your gratitude capacity, you begin to notice oodles of opportunities. It becomes an unstoppable habit. Spread this culture contagion even wider.
  2. TALK RESULTS. You’ll notice that some of the examples above don’t end with thanks for the behavior. They go on to name the result of the behavior. “Thank you for checking my work,” names a behavior. The likely result, “We turn in an error free product.” You can also build an Accountability Culture on this behavior-results type of feedback. Actually, you can’t separate the two. “Thank you for pointing out where I was failing to deliver.” Behavior. “I’m beginning to notice a tendency I have to gloss over that area of my work, and I’m taking actions to insure I remain attentive.” Result.
  3. PLANT AND FERTILIZE. Sometimes people hold back the behavior you’re looking for. Maybe they’re not sure you really want it. Maybe they’re uncertain their efforts will be recognized and received. Only getting a shadow of what you’re after? Try thanking people for the whole thing, even if you’re getting only the barest hint. “Thank you for your quality control attention on the whole project like that.” Even if they’ve only been scratching the surface, you’ll watch the behavior grow under a nurturing thanks. Thanking someone for their effort in building a new skill will drive and motivate more effort and faster improvement.

Gratitude is an Adeptability Culture skill. It’s contagious. It’s productive. It’s not the only way to get exceptional results. It is one of the easiest and most sustainable ways to drive ever improving performance and productivity.

And it does a body good. Pass it on.

 

____________

Communication and collaboration are some of the hardest things to get right in any company culture, and the difficulty increases exponentially as you add more people to the team. Adeptability Training gets teams communicating and collaborating effectively as a matter of habit and mindset. Book a call today.


Business Relationships: Make or Break With Micro-Responses

Today I’m thinking about micro-responses and how they can make or break your business relationships (and therefore your career).

A Business Relationships Story:

The other day at a store, I said to the clerk, “Hey, I’m hoping you can help me with something.” Before responding to me, she closed her eyes, lowered her head, and let out a quick breath through her nose. Then she looked at me and said, “Sure. How can I help you?” I instantly wished I hadn’t gone into that store. Our business relationship was in bad shape.

Above, I wrote that she closed her eyes, lowered, her head and exhaled “before” she responded to me. That wasn’t really true. That body language was her first response. And it was a foundational moment for our relationship.

We humans are, “meaning making machines,” so of course I interpreted that micro-response in my mind. To me it meant, “I don’t want to help you. Don’t bother me.” That response and the meaning I took from it had a more profound effect on my experience than her spoken response, “Sure. How can I help you.” I believed her non-verbals more than I believed her words.

 

It’s never about the thing. It’s always about the relationship.

 

The store clerk was willing to help me. She did help me. And even so, she tore down the business relationship with her initial micro-response.

A Take Away:

Micro-responses can tear down the relationship, and they can also build it up. How often do you smile at the people you work with when you encounter them? How often do you approach their requests with an attitude of “yes”?

Micro-responses that tear down relationships:

  • Sighs
  • “Oh no”
  • Frowning
  • Head shaking
  • Avoiding eye contact
  • Etc.

Micro-responses that build up relationships:

  • Smiles
  • Nodding
  • “Uh-huh”
  • Eye-contact
  • Slightly raised eyebrows
  • Etc.

These micro-responses are pre-conscious and reflect the thoughts you have about the situation (or person) presenting itself. You can’t necessarily control micro-responses in the moment because they come before you know it. You can, however, notice them as they come or afterward, and instruct yourself in how you want to respond for the future.

And if you’ve made a destructive micro-response, you can apologize for the impulsive reaction. An apology, when it’s called for, is a powerful relationship builder.

You can ask those around you to give you feedback specifically about your pre-conscious micro-responses and enlist them in your effort to improve your collaborative ability.

Something to Practice:

You can give yourself instruction and deliberately apply your awareness  in advance of the situations where micro-responses come up.  Some of those may include:

  • When someone makes a request of you
  • When someone comes unannounced to your work space
  • When you encounter someone when walking through the office
  • When someone gives you feedback — corrective or congratulatory
  • When someone asks you for a status report
  • When someone tells you about their personal life, or asks you about yours

Keep track. Prepare to build your business relationships. When you catch yourself tearing down the relationship, make a quick apology and move on.

The greatest benefit of this awareness and discipline… You can change your own attitude through this practice, and improve your own outlook, morale, and value in your organization.

Today I’m thinking about micro-responses and how they can make or break your business relationships (and therefore your career).

A Business Relationships Story:

The other day at a store, I said to the clerk, “Hey, I’m hoping you can help me with something.” Before responding to me, she closed her eyes, lowered her head, and let out a quick breath through her nose. Then she looked at me and said, “Sure. How can I help you?” I instantly wished I hadn’t gone into that store. Our business relationship was in bad shape.

Above, I wrote that she closed her eyes, lowered, her head and exhaled “before” she responded to me. That wasn’t really true. That body language was her first response. And it was a foundational moment for our relationship.

We humans are, “meaning making machines,” so of course I interpreted that micro-response in my mind. To me it meant, “I don’t want to help you. Don’t bother me.” That response and the meaning I took from it had a more profound effect on my experience than her spoken response, “Sure. How can I help you.” I believed her non-verbals more than I believed her words.

 

It’s never about the thing. It’s always about the relationship.

 

The store clerk was willing to help me. She did help me. And even so, she tore down the business relationship with her initial micro-response.

A Take Away:

Micro-responses can tear down the relationship, and they can also build it up. How often do you smile at the people you work with when you encounter them? How often do you approach their requests with an attitude of “yes”?

Micro-responses that tear down relationships:

  • Sighs
  • “Oh no”
  • Frowning
  • Head shaking
  • Avoiding eye contact
  • Etc.

Micro-responses that build up relationships:

  • Smiles
  • Nodding
  • “Uh-huh”
  • Eye-contact
  • Slightly raised eyebrows
  • Etc.

These micro-responses are pre-conscious and reflect the thoughts you have about the situation (or person) presenting itself. You can’t necessarily control micro-responses in the moment because they come before you know it. You can, however, notice them as they come or afterward, and instruct yourself in how you want to respond for the future.

And if you’ve made a destructive micro-response, you can apologize for the impulsive reaction. An apology, when it’s called for, is a powerful relationship builder.

You can ask those around you to give you feedback specifically about your pre-conscious micro-responses and enlist them in your effort to improve your collaborative ability.

Something to Practice:

You can give yourself instruction and deliberately apply your awareness  in advance of the situations where micro-responses come up.  Some of those may include:

  • When someone makes a request of you
  • When someone comes unannounced to your work space
  • When you encounter someone when walking through the office
  • When someone gives you feedback — corrective or congratulatory
  • When someone asks you for a status report
  • When someone tells you about their personal life, or asks you about yours

Keep track. Prepare to build your business relationships. When you catch yourself tearing down the relationship, make a quick apology and move on.

The greatest benefit of this awareness and discipline… You can change your own attitude through this practice, and improve your own outlook, morale, and value in your organization.


Case Study - Mean to Team (Part 1 of 2)

The trivial details – names, and the like – in this case study have been changed to preserve our client’s anonymity.

THE TEAM:

12 engineers make up the operations team supporting the IT department of a large school with 25K employees.

“You undercharged me.” — Jack, the Team Leader

 

THE SITUATION:

When Jack, the Operations Team leader, reached out to us, he cited communication and cohesion challenges on his team. We soon learned that he was understating the problem.

Interpersonal tensions were so extreme on Jack’s team that he was frequently physically ill before, during, and after staff meetings. Just imagining being in the same room with all those people at once, with the strife he experienced weekly in that room, caused him to vomit. Jack gave us this example of the tension level:

Mark requires Margaret’s work product to complete his own work. Mark won’t talk to Margaret directly, however. He won’t even look at Margaret. She won’t even say, “Good morning,” to him. Instead, when Mark needs Margaret’s work, he asks Gary to get it. Gary goes to Margaret. Margaret rolls her eyes. Gary rolls his eyes. Mark sits at his desk, drumming his fingers waiting for Mark to return so he can get back to work.

What an unnecessary and destructive waste.

On his wall, Jack had posted an acronym of traits he and his team had committed to embodying. While I’ll keep the acronym to myself, to protect the client’s anonymity, I will say that one of the traits was, “professional.”

I complimented Jack on some commendable ideals and asked out of curiosity, “How do you guys define ‘Professional?’”

He answered, “You know. Everyone knows what ‘Professional’ means.”

“Sure,” I said. “You know what it means, and I know what it means. But the problem is that we each have different definitions. But we assume that our own definition is universal.” I laid out a scenario:

Betty and Dave are standing outside their cubicles, talking about their weekends and their kids, and laughing. After about a minute, Stan gets very irritated. Don’t they see him trying to work in the next cube over? They’re so loud. Why don’t they just get to work? It’s work hours. To Stan, they are clearly unprofessional.

Meanwhile, Betty and Dave both wonder why Stan — who is sitting right there — hasn’t joined the conversation or even said hello. It’s clear to them that a little light conversation on a Monday morning reacquaints them with each other. It lubricates the professional relationship, and gives them insight into each other’s strengths, weaknesses, and what stresses or joys from their personal lives might affect their work today. Stan, however, seems to be giving them snide looks and is muttering something under his breath. To Betty and Dave, Stan is clearly unprofessional.

“Yes,” Jack yelled when I had finished my short story. “That’s my team.”

Beyond helping teams define important terms and values so that everyone’s on the same page, we explained to Jack, we also help to establish a foundation of empathy — as a habit — between people. Each person’s perspective helps to create a rich and well-balanced vision for the team as a whole. There’s a bit of one of my father’s favorite jokes in the training we offer:

Two arguing men in the community come to the Rabbi to ask him to settle their dispute. The first explains his perspective. The Rabbi replies, “You’re right.” The second argues his case. The Rabbi says, “You’re right.”

The Rabbi’s wife, overhearing all this, says, “He’s right? And he’s right? How can they both be right?”

The Rabbi shrugs and says, “You’re right too.”

 

THE TRAINING:

Soon after our first meeting with Jack, we met with his team for the first installment of their training. We were there, ready to begin the training on time. For the first time in our company history, however, we did not start our training on time — even with everyone in the room. The first 5 minutes of the training time were spent in an argument.

Kerry was certain that the training had been scheduled for 3 hours. Sally rolled her eyes and said, “I saw that in the last email, but every other email (and the calendar invitation we all got) said 4 hours. 3 hours was a typo. It’s 4 hours.” Kerry insisted it was three. Sally repeated that it was four. This went on for some time with only little variation. Jack, their boss, sat between them, bemused. We, The Yes Works trainers, sat before them, diagnosing the patient and seeing first hand the disfunction that Jack had described.

Each was so focused on being right (and in Kerry’s case, on going home), that they completely overlooked the authoritative resources in the room that could have settled the argument. We were there, looking at them, and would gladly have shared what our intentions were as the trainers (and what we’d been paid to do). Their boss sat only feet from them — between them — and could easily have defined the expectations. But neither of them asked him, and he didn’t interrupt to resolve either the content of the dispute, or the context of the dispute.

Kerry seemed committed to reading any ambiguous communication to him “in his own favor.” Evidently, he defined “in his own favor” as whatever would have him out of this place and this activity the fastest. Sally seemed committed to using the power of her reasoning to defeat Kerry’s wrong-headedness. Jack seemed disinclined to intervene. He did not assert his authority about a matter that had an authoritative answer. He did not bring his employees back to a focus on in purpose instead of self-interest.

When the dust eventually settled, we began our four hour training.

Some of the team was excited to have us there, and participated from the first moments with gusto. Others, like Kerry, were there because they had been required to be there, and were reluctant. Within minutes, however, we had the entire group on their feet. They laughed. They moved past some fears. They saw new sides of one another. They all went through quite a mental workout, each person going through multiple reps of practicing the principles that define our business-relationship training. Many of them did and said things they would not have anticipated doing. All of them participated equally. Kerry was completely involved.

 

Click here to read the exciting conclusion


Make "Work Haters" an Endangered Species

Altogether too many people hate their jobs. Company cultures have a lot to overcome. My facebook feed is littered with people griping about their bosses, complaining about customers, and using “TGIF” like a clarion call to freedom. But the freedom is short lived. Do a quick google image search for “Monday.”

  • “I hate Mondays.”
  • “If Monday had a face, I’d punch it.”
  • “Look on the bright side… At least Mondays only happen once a week.”
  • “My week: Monday, Monday 2, Monday 3, Monday 4, Friday, Saturday, Pre-Monday.”

Apparently, Monday has a lot of detractors. If you haven’t thought about this before, think about it now. TGIF Monday haters are not giving their employers their best. With those beliefs about workdays, how could they?

But it’s not their fault. I blame culture. I blame schools. I blame, “Yabadabadoo!”

However we got here, we must take back the world of work. Work can be good. For more and more of us, work is good. And we’re learning about how business thrives when workers view work as good. And an increasing number of companies are taking the need for work that’s good for workers seriously. Tech companies are early adopters of great company culture as a value. Infusionsoft, for instance, has gone so far as to hire a “Dream Manager,” whose job is to see to it that employees are attaining their dreams. Go, Dan Ralphs!

Some tech companies exist to serve the employees of other companies. Limeade, for example, sells whole-person wellness tech to companies nationwide to help them keep culture buoyant and employees happy and healthy. I recently recorded an interview with Dr. Laura Hamill, the Chief People Officer at Limeade. It was a great conversation about what makes for a great place to work, about how to get the most from your greatest resource — your people — and about company culture. (You’re going to want to listen to that podcast episode when we release it.)

Dr. Hamill says, “Culture is an employment benefit.” Culture is an increasingly important component of recruitment, engagement, and retention efforts in the best companies in the world. Workers are coming to demand great culture. And as Peter Drucker famously said, “Culture eats strategy for breakfast.”

The Yes Works is also in the business of engineering and supporting great company culture. Our clients know people matter. Habits of interaction matter. Relationships matter.

Culture lives in relationship habit.

What are great business relationship habits? To us at The Yes Works, a great business relationship is marked by health and synergy: the ability for those within the relationship to produce more, better work within the relationship than they would have been able to produce without it, and the ability and the likelihood to continue doing so into the future. Applying principles of theater improv can strengthen and enliven business relationships — within a company, with clients, with vendors, and with your network at large.

Improv is rich relationship soil with many components. Just ask Twitter CEO, Dick Costolo. He recommends that you, “Manage your company like an improv group.“The following four principles constitute a powerful first glance into improv for business. Take a deep breath before you proceed. This is simple stuff… Each principle is simple. Even taken together as the beginning of a system, it’s simple. But simple don’t make it easy. As you engage with these ideas, consider what you recognize — for better and for worse — in yourself and your work relationships. This is personal. Let it be.

 

Yay for Failing: It’s temporary, inevitable, and full of useful information.

Nobody likes to go down in a flaming blaze of nope. Essentially, there are two ways that people respond to a TRY and MISS: Some people tuck their tails between their legs and have trouble afterward looking themselves in the eye. Others shrug, dust off, and try again. Thomas Edison, for instance, is reputed to have said, “I haven’t failed. I’ve just found ten thousand ways that won’t work.” Imagine having a boss who thought that way about your work.

“Yay for Failing” is a perspective, not a celebration of accomplishing nothing. With a “Yay for failing” mentality, you can fall down hard and get back to work without a long mourning period and without shame. Shame is a serious enemy of productivity, contribution, and collaboration. Without fear of failure, people work with great intensity and a keen eye to purpose.

With a “Yay for failing” culture, created and lived by a “Yay for failing” leadership, nothing gets swept under the rug. Missed deadlines are not hidden, so timely adjustments can be made. Failures are acknowledged and reviewed for their lessons. Team members work transparently so others can learn from them, and so they can be effectively coached themselves.

It’s not often any individual failure that costs business time, money, and opportunity on a large scale. It’s failure to recognize failure early, and to respond to it healthfully, and to embrace each failure as a step on the path. And failure punished or ridiculed costs even more in abysmal morale, and diminished risk taking, and declining eagerness to contribute.

 

Got Your Back: We’re stronger, more resilient, and more capable together.

Working on a team or working alone, not one of us can do it on our own. We need support, insight, help, and encouragement from others no matter what our work is.

“Got Your Back” is a principle that gets deeper and more profound the more you use it. On the face of it, “Got Your Back” means I’ll help you out when you need it. Call on me, and I’ll be there. As a principle of improv, it means that I’m committed to making you, my team member, look good. It means I’ll back your play when the chips are down. It means I’ll anticipate your needs, by knowing you well. It means I’m always a servant to our shared purpose.

It means I’m looking for the gold in your contributions. If you’ve put forward an idea that could never work, would never work, you’ve put that idea forward with good intentions, and with wisdom. I’m on the lookout for the value within your intentions. We call that, “making sense of the non-sense.” As a result of my treasure hunting your idea, you feel good. You know you’re valued. You experience that your contributions matter. And the team’s purpose is advanced even by unworkable ideas. No intellectual capital goes to waste.

Too often, co-workers throw one another under the bus — in order to shift blame away from themselves, in order to look better by comparison, in order to play for self-advancement.

“Got Your Back” is an incomparable tool for an effective company culture of collaboration.

 

Everything Is an Offer: Our minds are designed to make associations that creatively address the problems we face without our even trying — if we give ourselves the freedom.  We are all natively creative problem solvers.

In improv, a living creation is built on a single idea — the first offer. We define an offer as anything at all that your mind can take inspiration from, associate with, and respond to. In other words, everything is an offer. Your brain responds to everything that you give attention to. Everything.

A speck of dust can become a marketing idea. If I say, “speck” out loud, that could lead you to think of the bacon-like Swiss cured meat, speck. If you give voice to that association, it may occur to me that we could find a way to take advantage of the popularity and viral nature of the bacon fad to sell our vacuum cleaners. (Let’s just assume for the sake of argument that using bacon to sell vacuums is a good idea.)

Too many of us live our lives believing, “I am not creative.” Non-sense. Each of us has creativity. Each of us makes different associations given the same stimulus. Permit yourself to value that association (and from “Got Your Back” above, also to the stimulus), and you’ll find your brain supplies you with boundless ideas. And each idea you express is stimulus — an offer — for someone else.

This kind of association won’t always lead you and your team in a straight line, but this is the stuff that breeds innovation. Defining your culture as one in which everything is an offer creates a fertile ground for association. Innovation is association plus execution.

 

Yes, And: Notice the power of acceptance — of your ideas, of others’ ideas — and the unstoppable creativity of every human mind.

Clearly, these principles have overlapping implications. The practice of “Yes, And” would have you accept that every offer has merit. Sometimes the merit is buried a bit.

In the workplace,  practicing “Yes, And” means that no ideas are dismissed. In communication, you would deliberately discipline yourself to make sense of the non-sense. To accept that the idea before you has merit, and to contribute your associations to the discussion. This is a concrete method of having your team mate’s back.

Here’s how that might play out. Gary comes to you with an idea for a new product line. “We should keep making vacuum cleaners, but make them single-use vacuum cleaners.” On the face of it, this sounds nuts. Who’s going to buy a single-use vacuum cleaner? If you tell Gary that his idea is stupid or that he sounds crazy, he’s going to stop contributing. He may even take his ideas to your competitor.

How could you employ “Yes, And”? The easiest way might be, “Ok (your yes). I don’t see it yet. Tell me more (your and).” As you advance with the skill of “Yes, And,” your response might be, “I like the way you’re thinking. That falls right in line with the conventional wisdom that to make lots of money you should sell something that people need, and that they’ll need to replace.” Gary will then likely get excited and tell you more about his idea. You may find that from his elaboration, you are able to glean some gold. As your skill becomes still more advanced, you might say, “There’s something to that! While I can’t see making all the vacuum components disposable in a way that’s environmentally sound or cost effective, I know that people do hate getting their hands dirty. With the vacuum industry going more and more bagless, touching the dust becomes a greater and greater problem for our customers. Let’s put our heads together to see if we can improve our user experience in that arena.”

 

So, simple, right? Simple, but challenging! Big-time challenging. But rewarding. Fulfilling, joy producing, and lucrative, to boot! And challenging.

That’s why when we work with teams, we promise, “No ineffective, powerpoint lecturing yak-yak.” Because, it’s one thing to understand this stuff, and it’s another thing altogether to put it into practice. In the exercises and activities we facilitate with the teams we support, participants PRACTICE. And PRACTICE again. We give each participant  many, many reps of practice in each hour we spend together. Because, reps build skills. Skills repeated build habits. Healthy habits make up healthy culture. And healthy culture is self-perpetuating.

Try using these principles yourself. Define these principles as a part of your company’s culture and ask your team to put them into play. If you find you cannot overcome the force of habit (bad habit) that prevents people from this kind of generous behavior (or if you see the potential and want your team to be great at employing it) call on The Yes Works to learn how we can help you create an improv culture in your company.