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BlogCulture

Secrets for Writing the Perfect Email

by Ron Potter March 10, 2016

photo-1423666639041-f56000c27a9a

It often amazes me how much people read into emails.

A number of times I’ve had clients send me an email that someone has written to them and say to me “See, this is what I’m talking about. Can you believe the attitude of this person?” Then when I read the email I may think that it’s a bit too long or I’m not quite sure what the point is or more often I’m thinking they should simply pick up the phone and talk to this person. However, I seldom see what the person is talking about.

Email has become one of the largest stumbling blocks to clear understanding among colleagues. (Click to Tweet)

I’m not suggesting that we eliminate email because it is a fabulous tool and is very useful in many, many instances but I’ve also seen it misused and abused.

Consider these two traits:

  1. Email is the universal technology tool that everyone knows how to use (even if inappropriately).
  2.  It is a tool that is available to use 24/7 from almost any location due to the proliferation of smart phones.

BUT, because of these two traits we are using it for tasks that are ill suited for email. It’s not well suited for dealing with arguments, or making difficult decisions, or carrying on a meaningful dialogue. It’s best suited for short, quick, meaningful exchanges of information.

I subscribe to a gmail service called Boomerang. I use Boomerang mostly for its delayed send feature, but occasionally they’ll send me an analysis of how I’m using the service and they also share some overall analytics from their entire data base of users. The most recent one reached some conclusions that were affirming on one hand and surprising on the other.

Here are a few of their findings:

Message Length: Emails with a message length of 75-100 words receive the highest level of response. That one was not surprising to me. Long detailed emails put me to sleep faster than a boring novel. I’m constantly thinking; get to the point, what is your point, why are you writing me this epistle?

Subject Line: Subject lines that receive the best response are both meaningful and are 3-4 words long. Now, that’s often difficult to accomplish and it actually takes some thought and work to provide meaning in 3-4 words. But that’s the point. Put some thought and effort into it and it will be more meaningful to your receiver and elicit a better response.

Reading Level: Here’s the surprising finding, a 3rd Grade Reading level of writing generates the best response level. Now, before you jump to the conclusion that it’s because of all the people you write to are just stupid, understand that reading level is calculated based on the number of syllables in your words and the number of words in your sentences. By writing shorter emails using simpler words your email will be received with greater understanding. And that’s the point. If your emails are not understood or misunderstood, why are you wasting your time writing them?

Incorporate some of these tips in your email writing today!

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BlogCulture

Engagement Surveys

by Ron Potter January 15, 2016

photo-1452690700222-8a2a1a109f4cHow Engaged are Your Employees?

Most of my clients are engaged in some sort of engagement survey (pun intended).  The Gallup organization (which may have started this whole movement with their surveys) keeps a running percentage of “engaged” employees on their web site, currently sitting at 34.2%.  You mean that only a third of our employees are engaged at work?  How could our companies possibly survive (at least for long) with a figure that low?

Well, part of the problem is that’s the wrong question.  AON Hewitt did a nice job of grappling with this issue.  In an article titled “What makes someone an engaging leader?” they explain that the two don’t necessarily go together.  The most sustained approach is to push for both financial performance and employee engagement.

Based on conversations I’m having with almost every client, this need for both profitability and employee engagement, mainly leading to innovative ideas to deal with major disruptions, is ongoing and impactful.

AON Hewitt continues the conversation by listing the attributes that create engaging leaders.

  • Self-Confidence
  • Humility
  • Compassion
  • Connectedness

Self-Confidence

I’m going to connect and contrast this one with Humility which is next on the list.  Most people would look at those two works and say “Aren’t we dealing with an oxymoron?  How can you be self-confident and humble at the same time?”  I don’t mean to put words in the mouths of the AON Hewitt people because I believe they could defend their choice of words very effectively.  But for clarification purposes let me use the word self-esteem.  I have found though the years that it takes a lot of self-esteem to be humble.  The idea is that you are very comfortable with who you are and why you’re there.  Maslow in his hierarchy of needs would likely refer to this as self-actualized.  It reminds me of a commercial with several recognizable athletes doing silly things and ending the commercial with the words.  I’m so-and-so and I’m very comfortable in my skin.  People who don’t seem to have a reasonable level of self-esteem have difficulty being humble because they always have a need to prove themselves (to themselves mostly).

Compassion

When we first included Compassion as one of the eight essential elements of great leadership as described in our book “Trust Me: Developing a leadership style that people will follow” I took a little grief from my hard-nosed executives.  After listening to them about how they had to be tough not compassionate I always ended the conversation with the old adage “I don’t care how much you know until I know how much you care.”  If you want people to care about what you know, let them know that you care about who they are.

Connectedness

This word seems to be synonymous with the word Team.  Building a great team connecting strong people for a single purpose.

My conclusion is that if you want engaged employees, learn to be a humble leader, create great teams, accomplish your collective purpose.  All people want to be engaged in doing something worthwhile.

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BlogCulture

Discovering Ancient Truths

by Ron Potter January 7, 2016
Source: Dogancan Ozturan, Creative Commons

Source: Dogancan Ozturan, Creative Commons

A recent CBS News article caught my eye.  The headline read:

Are you happy? Do you know how to be happy?

After decades of studying and working with tens of thousands of patients, researchers at the Mayo Clinic say they’ve cracked the code to being happy.

Psychiatrist John Tamerin says for many people the root of everything we’re chasing, a better job, more money or true love, is happiness.

But this endless pursuit often backfires.

Now, after decades of research and a dozen clinical trials, researchers at the world-renowned Mayo Clinic, say they’ve actually cracked the code to being happy, and published it in a handbook.

Dr. Amit Sood led the research and says the first and foremost way to be happy is to focus our attention.

“… one of the biggest hindrances to being happy is too much thinking about one’s self, research shows.

So why did the Mayo Clinic decide to study happiness? Studies show happier people are healthier people.

Wow, “after decades of research and a dozen clinical trials” the researchers cracked the code to happiness.  Even though over 2,300 years ago Aristotle wrote in his “Nicomachean Ethics” that the pursuit of happiness was the ultimate purpose of human existence.

This concept of the pursuit of happiness really forms the foundation for great leadership and great teams.  I’m currently working my second book on how to create great teams.  It’s built precisely on the concepts of Aristotle’s pursuit of happiness.

If you take a look at the four levels in the pursuit of happiness that Aristotle lays out, you’ll see that levels one and two are focused on self.  As the researchers says above, “one of the biggest hindrances to being happy is too much thinking about one’s self.”  Levels 3 and 4 are built on thinking about and blessing others.  Level 3 describes the perfect model for great leadership.  Level 4 describes the elements of great teams.

So, if you want to break your own code to happiness, become a great leader of people and a great team member.  It provides the ultimate level of happiness.

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Happy Anniversary Team Leadership Culture
BlogCulture

Happy Anniversary

by Ron Potter December 31, 2015

Happy Anniversary Team Leadership Culture2015 is an anniversary year for me.  25 years in the consulting business, 15 of those years as Team Leadership Culture (TLC).

Someone suggested that I write the “25 things I’ve learned in 25 years!”  Sounds like a great idea.

#1 thing I’ve learned in 25 years of consulting:

Hit the Sweet Spot!

If you’re a golfer (or at least someone who enjoys the game regardless of skill level like I am), you know that when you hit the sweet spot of the club face, wonderful things happen.  The ball tends to sore long and straight and you’re usually rewarded by hitting at or near your target.  The other thing that golfers experience is that when you do hit the sweet spot, there is this wonderful feeling that it was almost effortless.  There was no clank of the club hitting the ball and no vibration sent up through the shaft upon impact.  Just a nice smooth striking of the ball in a pure form that feels wonderful.

Hitting the sweet spot in business is much the same.  It feels good, things seem to be working in harmony and we create a trajectory that tends to be long and straight.  Wonderful.

But the real question is “So, what is that sweet spot?”  To me it has become abundantly clear over the last 25 years.

That’s the sweet spot.

Again with the golf analogy: as I’ve observed my game through the years I began to realize that on my poor days I only have one (and sometimes none) aspect of my game working, driver, irons or putter.  On my good days I seem to have two of the three working.  But as I look back as my most successful rounds, all three aspects were working on that given day.  Business is much the same.

At every company I work with I can see patterns related to how many “cylinders” the company is hitting on.  As I’m writing this I can see very clearly in my mind one company in particular.  The individual leadership in many instances seems to be very solid and up to the challenge.  This company has a deep culture that has been in place for many years and drives their performance.  But as I look back over the years there seemed to be a particular turning point when team work began to fade.  Individual success, loyalty to a particular leader, unit and division success rather than whole company success began to be the measured standard.  Team work simply seemed to fade away over time.

In decades past it didn’t seem to make much difference.  Success always came.  Conditions in the market place could always be overcome or exploited.  They were the king of the hill and were reward for being on top.  But, in today’s fast paced, every changing world, companies are finding that they need to be quick and nimble.  Only team oriented companies can respond quickly with nimbleness.  Great leadership and deep cultures alone will not survive.  All three, Team, Leadership and Culture, are required to survive in today’s world.

Well, number one of the 25 things I’ve learned over 25 years seemed to come easily.  I’ll have to think about the next 24.  But as I do, I’ll share them with you.

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BlogCulture

Forcing Trust too Quickly

by Ron Potter December 24, 2015

bag-and-handsI’ve seen the full spectrum through the years of those who trust until the trust is broken (the end of the spectrum that I sit on) and those who say no trust granted until it’s earned.

A recent Harvard Business Review, Management Tip of the Day listed “3 Mistakes to Avoid When Taking Over a Team.”  The third tip was “Attempting to force trust too quickly. Until team members have had time to see how you handle uncomfortable topics too much candor will do more harm than good. Let trust build over time.”  The word candor in the middle of that sentence caught my eye.

It’s not that you’re not trusting or offering trust, but don’t assume candor will be accepted with trust and appreciation until you’ve gained some trust.  While I know this is sound advice and I usually follow it myself, I do remember one major incident where I tripped over this one.

I had been working in couple of different functional areas for a Fortune 200 company.  An internal candidate had recently been promoted to VP of HR and with the recommendation of a few other corporate leaders, I was making an effort to get acquainted.  During one of my first conversations with her she asked if I had any feedback for her, knowing that I had been working in the company for a while and knew of her in her previous role.

I remembered distinctly that I had this little twinge of doubt before I answered.  Let me take the time and space right here to say “Always pay attention to that little twinge of doubt!”

When she made the initial request for feedback I came back with some general platitudes about working into the new position even though she was a known quantity in the corporation.  She pressed for more.

While my twinge was turning into more of a twitch, she pursued with what felt like genuine sincerity about wanting feedback.  So, in spite of that twitch now turning into a pit, I shared a couple of things that I had observed about her leadership skills.  In all honesty I didn’t really think they were that much of an unknown to her and I also didn’t believe they were particularly harsh and damaging.  But, you can see the rest of the story coming.  The look on her face sent a very firm message that she didn’t care for that feedback and the meeting quickly ended.

My entire worth when working with a client is being able to share feedback with clients and I’ve discussed much more damaging feedback than I actually shared at that moment.  But, I ALWAYS develop trust with my client first before sharing meaningful feedback.  Well, almost always.

Always build trust first.  No matter which end of the spectrum you’re on, always build the trust first before bringing in too much candor.

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BlogCulture

Character Issues Usually Don’t End Well

by Ron Potter December 3, 2015
Source: John Tornow, Creative Commons

Source: John Tornow, Creative Commons

The title of the USA Today article said “50 things we’ve learned so far in the NFL”.  Sitting at number 10 was this one:

Greg Hardy and Jerry Jones: The Dallas Cowboys owner can gush all he wants. But this one will not end well. It usually doesn’t when there is a character issue.

Now, you don’t need to be a football fan or know who Greg Hardy or Jerry Jones are. And interestingly enough, you don’t even have to know about the situation that the article is referring to because we all know that “It usually doesn’t turn out well when there is a character issue.”

Two recent books have done a nice job of tackling this issues:

  • Return on Character by Fred Kiel
  • Road to Character by David Brooks

I appreciated each of these books for slightly different reasons but let’s admit it, we really don’t need books to tell us that things don’t turn out well when there are character issues.

Take a minute to think back to that kid from your school years that you knew was just going to be trouble all his life.  I’m not talking about the awkward kid or the one that just didn’t fit in or the one that was just too smart and knew it.  I’m talking about the one you really knew, even from an early age that had a character issue.

Or in college that kid that was already on the fringe of the law. Or even the popular frat member that you know would toss the honor code out the window if it served them to do so.

Or any number of a situations, both public and private where a leader in the corporate community or just one of your colleagues caused great disruption or failure because of character issues. It usually doesn’t turn out well when there is a character issue.

David Brooks says the reason he wrote the book Road to Character was to save his own life. It usually doesn’t turn out well when there is a character issue. In fact, it may even be fatal.

Pay attention to character. It will be the only thing you have to stand on (or stand for) in the end.

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BlogCulture

Hope is Not a Strategy

by Ron Potter November 19, 2015
Source: Dave Hogg, Creative Commons

Source: Dave Hogg, Creative Commons

Forbes Leadership contributor John Baldoni recently published an article titled “Don’t Let Your Team Become Like The Detroit Lions”

I’m from Michigan and have lived most of my life here.  When I was a young lad of nine, the Lions won their last championship.  In the over 50 subsequent years, the Lions have not won a single playoff game.  For me, hope was lost a long time ago.

John Baldoni offers three lessons to avoid becoming the floundering dysfunctional organization that I’ve watched my whole life:

Evaluate Talent

“Seek to understand who they are as people and what they want to achieve now and in the future.”  You’re hiring human beings, not human doings!  Hire people for their character and values and their fit in the organization.  Knowledge and talent are always needed but if they’re not quality human beings there will be no value in the long run.

Develop Your People

“When you bring new people on board you need to groom them and provide them with opportunities to succeed.”  Part of that responsibility is integrating them into the team.  Leaders all too often under estimate the impact that a new member has on a team or how much effort it takes to develop the trust so that a new member can be successful. Build great teams!

Respect Your Customers

Peter Drucker wisely counseled, ‘The purpose of business is to create and keep a customer.  Spend time getting to know their needs as well as their desires.”  I watched one of my clients several years ago lose their most important customer even when they had the greatest “customer satisfaction” rating. The problem was that my client had developed this customer satisfaction rating internally based on what they thought the customer wanted.  But, they never set down with the customer and asked them what was most valuable about the relationship. Don’t assume you know the customer’s needs. Ask them.

Hope is not a strategy.

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BlogCulture

Integrity Continuum?

by Ron Potter October 22, 2015
Source: Pedro Ribeiro Simões, Creative Commons

Source: Pedro Ribeiro Simões, Creative Commons

In an article for LinkedIn, Dr. Travis Bradberry, Coauthor of Emotional Intelligence 2.0 & President at TalentSmart says:

It’s easy for leaders to get caught up in their own worlds as there are many systems in place that make it all about them. These leaders identify so strongly with their leadership roles that instead of remembering that the only reason they’re there is to serve others, they start thinking, ‘It’s my world, and we’ll do things my way.’ Being a good leader requires remembering that you’re there for a reason, and the reason certainly isn’t to have your way. High-integrity leaders not only welcome questioning and criticism, they insist on it.

I don’t think Integrity lands on a continuum.  You don’t hear people saying “Ruth scores higher on the integrity scale that Ralph does.”  What you do hear is “Ruth has integrity.  Ralph doesn’t.”

It’s amazing to me how visible this becomes.  I have the opportunity to spend time with leaders of different businesses in different industries all the time.  When there is lack of integrity in a company you can sense it from the time you walk in the door.  It’s in the air.  You can see it in the way people greet each other in the hall way or conference rooms.  You can hear it during the conversations on the phone or more importantly in the conversations after the phone call ends.  You can taste it in that sour feeling after difficult conversations.  You get the point.  Your senses know.

But, note Dr. Bradberry’s last sentence, high-integrity leaders welcome and insist on questioning and criticism.

One view of questioning and criticism is encapsulated in the term feedback.  I’ve told the story in some of my previous blog’s that the term feedback was coined during the early days of rocketry when the scientists figured out they needed to develop good “feedback” systems in order to hit a target.  Great thrust without great feedback is just an out-of-control rocket.  High-integrity leaders accept feedback and develop great feedback systems for everyone.

Another view of the questioning and criticism quote is to view it during team discussions or problem solving sessions.  Are the contrary views heard and even encouraged?  Do the teams have a mechanism, dialogue being one of the best, for sorting through the contrary views?  Is everyone heard, listened to and understood?  You can feel the integrity when it exists during the team sessions.

Integrity is not something you either have or not.  It’s something you build over time and for leaders who are getting higher and higher on the leadership ladder, it’s something you maintain and develop as it becomes easier for people to tell you what they think you want to hear rather than the contrary view.

Check out the Integrity chapter in our book, Trust Me.  It’s one of the eight essential principles of great leadership.

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BlogCulture

Be Bold, Buy a Toyota

by Ron Potter August 27, 2015
Image source: Daniel, Creative Commons

Image source: Daniel, Creative Commons

I had to chuckle when I heard this latest marketing campaign from Toyota.

Nothing against Toyota, I’ve owned a few and had good experiences. But it just seemed ironic to say, “Be bold! Buy the most mass produced car from the largest auto manufacturer in the world!”

I work for companies that have over 30,000 employees, over 100,000 and over 200,000. And when I’m at those companies I will hear and see slogans like:

  • Be bold
  • Take risk
  • Fail Frequently
  • Be innovative
  • We thrive on creativity

And that makes me chuckle as well.

Some well documented studies suggest that once organizations cross the 150 employee line, they become, by nature, more risk adverse as they seek and require more reliability and predictability. They achieve this through standardization which is the opposite of messy risk taking innovation and creativity. An organization of thirty, fifty, or one hundred thousand has a lot of people at lots of layers with veto power.

Build it and they will come

I’ve had the opportunity to work with at least four companies who were the largest in the world in their industry, and I’ve noticed one constant phenomenon regardless of the overall culture of the company: You can always find pockets of excellence. Somewhere a leader and team are building a great culture within their sphere of influence that is bold, innovative, growth oriented, respectful, fast failing—all the aspects that make a great and productive place to work.

Another observation is that good people are always scrambling to get into these teams, divisions, or groups. When you build a great culture, you’ll never be short on talent.

Be bold. Build that great team. Be that great leader. Create that great culture. It’s fun! It’s rewarding.

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BlogCulture

When is the Best Time to Plant a Tree?

by Ron Potter August 20, 2015
Image source: subflux, Creative Commons

Image source: subflux, Creative Commons

I was having coffee this morning with an old dear friend. He has lived a life so rich and diverse and global that it would astound most people. He also has a heavenly view of this world that helps him see things in a simple framework that brings clarity to very complex issues. And yet he said to me today that he regrets career choices that he made many years ago and feels he missed (to some degree) not living as meaningful of a life as he could have. I must admit that I was shocked by his revelation but I also believe that on this topic he was in complete error.

Twenty Years Ago

I shared with him an old Chinese proverb (or at least my paraphrase of it): “When is the best time to plant a tree? 20 years ago!”

When is the 2nd Best Time?

My friend contemplated that statement and agreed he had “missed the boat” 20 years ago. But there is second part to the proverb, “When is the second best time to plant a tree? Today!” Just because you didn’t do it 20 years ago doesn’t mean you shouldn’t do it today. In fact, a tree planted 20 years ago can be for your own pleasure, a tree planted today will likely bring pleasure to others.

One of the talents of my friend is his technical brilliance. He was teaching us about “Big data” and “cloud computing” before they even had names. And he has an incredible talent for explaining it in simplistic terms that the non-technical person understands.  This talent is needed today more than it was 20 years ago. I watch business leaders every day trying to understand the technical side of the business well enough to make good business decisions.

Now is the Time!

Whatever your passion and wherever you find it, now is the time to plant the tree. No regrets only learning.

Creativity coach Ericl Maisel says that when people asks “How can I find the meaning of life?” They’re asking a completely useless question. He says: “we have to construct meaning in our lives based on everyday choices.”

It’s your choice today. Plant that tree now or continue to regret not planting it 20 years ago.

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BlogCulture

Balance, Balance, Balance

by Ron Potter July 9, 2015
Image source: Bob Miller, Creative Commons

Image source: Bob Miller, Creative Commons

I’ve never had much interest in Anthony Mahavorik, aka Tony Robbins. I don’t really have anything against the guy, it’s just that he never seemed real or genuine to me, but I do believe that he has been a keen observer of human nature to promote himself and his products so successfully. And one of his observations in particular intrigues me. His frame work of what he calls the six human needs. What’s interesting to me is that they are observed as pairs and when they get out of balance, they cause difficulties in people’s lives.

The six (in my words) are:

  • Certainly—uncertainty
  • Belonging—standing out
  • Learning—teaching

Tony’s headings are slightly different and may have more meaning to you if you were to look them up. But let’s take a look at the balancing act.

Certainty—Uncertainty

I’ve watched people who have a great need for certainty in their lives. They’ve protected that need by always making the safe choice, never venturing out, even trying to control every aspect of their lives. The final results aren’t pretty. But those who tip the scales too far the other way to the uncertainty side seem to make more foolish decisions that threaten theirs and their family’s security. They always seem to be looking for the next big thing and are certain it’s right around the corner and nobody else can see it.

Belong—Stand Out

The need to belong and stand out is an interesting one to me because it’s a key balancing act in team building. One of the books on my shelf is titled, The I In Team. The point of the book is that we need to help each person on the team contribute in their own way. To stand out for a moment and really be appreciated by the other team members and yet, in the long-run it needs to be all about the team. The individual’s outstanding contribution must be seen as helping the team achieve its overall goal and be appreciated as such.

Learning—Teaching

Learning and teaching seems to be a deep and important one to me but maybe there’s a particular set for each of us that carries more weight than the others.  But when people stop learning it seems to manifest itself in several ways. One seems to be the case of arrested development.

  • No more changing.
  • No more growing.
  • No willingness to try new things, develop new talents, or tackle new challenges.

The ultimate result of this arrested development is death: physical, spiritual, or mental.

Teaching is sometimes a little more subtle and you do meet those people who declare they are not good teachers and you often have to agree. But they’re usually thinking about the classroom type teaching we experienced in high school or college which is just about the worst form of teaching there is (see A Thomas Jefferson Education). Observe those same people as they sit with a grandchild or someone that’s eager to know about their life experience. They turn into wonderful teachers and the sense of accomplishment and contribution is overwhelming. We all need to teach to experience fulfillment.

Balance, balance, balance. If things seem to be out of whack in your life, try examining it through Anthony Mahavorick’s framework and see if you can restore the balance.

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BlogCulture

Anger is a Choice

by Ron Potter June 25, 2015
Image source: Patrik Nygren, Creative Commons

Image source: Patrik Nygren, Creative Commons

In some ways, anger can be the antitheses to patience. At least I notice that when my patience runs out, it is most often replaced by anger.

We’ll explore the patience element a lot in other blogs because patience is one of the cornerstones of great team building, but for now let’s look at anger all by itself.

For the most part, people mistakenly assume that anger is induced by outside circumstances, and more importantly, other people. You’ll hear them say, “That person makes me so angry!”

Interestingly enough, we can’t make people smile, cry, feel remorseful, or even be motivated.

Smile:  I can think of several instances of that child that just wants to be upset, push out that lower lip and pout.  Regardless of your efforts they’ll refuse to smile.  We adults do the same think only in a more “socially acceptable way.”

Cry:  My wife will say, “Doesn’t this movie just make you cry?” No, sorry.  One of my favorite movies scenes occurs in Sleepless in Seattle where the Tom Hanks character and his buddy are “crying” over scenes from the Dirty Dozen.

Remorseful:  Guilt ridden?  “No, I don’t want to feel guilt ridden, they deserved it.”  When you try to make me feel remorseful it pushes what is probable genuinely remorse even deeper into hidden spaces.

Motivate:  Even the definition relates to desire.  I have desires for lots of reasons but not because you’re able to make me.

Learn: I truly believe I can’t teach anybody anything if they’re not ready and willing to learn. I can only help them learn.

All of these things are internal. They happen from within. We aren’t made to learn, we choose to learn. We aren’t made to cry, we choose to cry.

So if we take this perspective, what would happen if our anger triggered curiosity?  What if instead of reacting (losing patience) we begin to ask ourselves why are we angry?

By learning to understand why we choose to become angry in certain circumstances or situations, we can begin to gain control of ourselves and the situation.  This in turn will become a very powerful tool for being more productive and for accomplishing greater results.  If open and honest patience (meaning we can talk about the issue) our teams have a much better chance of being productive rather than bogging down in an angry environment.

Now, this doesn’t mean that we should never be angry. That would be unhealthy. It’s even healthy to acknowledge your anger. But… examine the target or cause of your anger. If you’re blaming the other person for your anger—“they make me so mad”—then you have no ability to work through, diminish, or gain some control or productivity in the situation. If you however realize you have chosen to be angry, you can then become curious and begin to gain some control, insight, and value from the situation.

It’s okay to choose to be angry in some circumstances, but it’s a wasted opportunity if we don’t learn, grow, and develop from the opportunity.

Anger is a choice. Choose wisely!

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