Disqus - Friends of JimBenson

Re: Rapport | Modus Institute

Tonianne DeMaria Barry — Tue, 29 Sep 2015 14:19:25 -0000

Not all organizations hire for cultural fit. Many place a higher premium on skill set, which in the long-term can be limiting. So if we were to worst case scenario it, and have to build a sense of empathy from the ground up, building connections - rapport - should occur before you can begin to build trust.

So practically speaking, how do you do that? How do you foster empathy?

- Something as simple as looking people in the eye when you speak to them, smiling (VERY important), mirroring their body language (gestures, posture), mirroring their language (using the same "level" of speech and even developing a common "folksonomy"), mirroring their vocal tone.

- Holding low cost/high ROI "ice breakers" for new hires. Something as simple as inviting them to lunch or coffee or happy hour or a baseball game after work with a group.

- Soliciting recent hires' ideas and input early on so as not to alienate the "newbies." Asking them for help. Remember our discussion of the "unselfish gene?" It has been proven that we are biologically predisposed to offering help to others. Sympathy, as well as empathy, are both important factors in creating rapport.

- Creating a culture where affinity groups/communities of practice meet and can foster meaningful discussions and connections.

Two of my favorite go-to resources for rapport building:

Dale Carnegie's "How to Win Friends and Influence People" (it's a classic for a reason ;-)

Robin Freeke (head of the FBI's Behavioral Analysis Group) "It's Not About 'Me': The Top Ten Techniques for Building Rapport with Anyone"

Re: Toolkit Quiz | Modus Institute

Tonianne DeMaria Barry — Tue, 29 Sep 2015 14:39:40 -0000

Excellent point, Mark, will do.

Starting from a position where we all need to embrace a "kaizen culture," that is, a culture of CONTINUOUS improvement, we make the assumption that while there is no "perfect process " or "perfect state," we nevertheless cease to strive for such.

In an organizational culture that aspires to make continuous small, incremental improvements, there should be a tacit understanding that no process (or visualization of a process), or no policy (or manifestation of a policy) should ever be etched in stone. Especially in a culture that identifies itself as "Lean," processes and policies should constantly be revisited to ensure they are continuing to provide value. If not, they are considered waste.

Consider having a meta "clean house policy" to revisit...policies (and processes). Our work is basically a set of options. And all options have expiration dates.

As such, value streams should be revisited and tweaked on a schedule the team agrees to or AT THE VERY LEAST, when they are no longer reflecting the actual work being done or, when the actual work being done requires a change in steps.

(Similarly, this is why I feel A3s should be written in pencil - to encourage change and a fresh perspective on an existing hypothesis).

Re: Course Introduction | Modus Institute

Tonianne DeMaria Barry — Tue, 29 Sep 2015 14:48:43 -0000

And if you have any questions - technical or otherwise - please do not hesitate to reach out to us. We look forward to engaging with you!