Stereotype or Generalization?

August 3, 2017

 

Let’s discuss the difference between stereotype and generalization.  Stereotype is when you react to an individual or group in a certain way based on your values, how you were raised, or your association with a particular group based on education, geographical area, or socio-economic background among others.  A generalization is your reaction to an individual or group based on your past experience with an individual or group.

A few weeks back, we viewed the clip from Up in the Air:

Click here to view

Is George Clooney’s character racist as his young traveling companion expresses?  He says he learned from his mother to stereotype.  He says, “It’s faster”.  His response to the various people in the security line were generalizations.  They was likely based on his past experience.  He likely noticed that many times, the line with mostly Asians tended to go faster.  So he generalized.  Generalizations can help us.  They can protect us.  But they can also set us up to distance ourselves from people or groups that we don’t need to distance ourselves from.

If you were in line at an ATM and the following people were behind you, how would you react to each?

The first one is a Caucasian, male, biker in full regalia, covered with tattoos, wearing dark sunglasses and has a scowl on his face.  The second is a well-groomed, middle-aged, African American man in a suit on a phone call.  The third person is a young, Caucasian man listening to music in headphones, dressed in the latest Hip Hop fashion, baggy pants, ball cap, sunglasses, and lots of bling.  The fourth person is an elegant Hispanic woman in a business suit.  The fifth person is a Caucasian woman dressed in a maid uniform.

What if you changed their race, age, ethnicity, gender, or clothing?  Would your reaction be different?

What comes into your mind when I say the following?:

Female project manager

Minority Contractor

African American Male Project Executive

Indian Female Structural Engineer

Chinese Male Plumbing Contractor

Female Engineer

Pakistani Male Estimator

Grey-haired Engineer

Are there positive and negative generalizations and stereotypes that come into your mind?

How do these mental models affect your interactions with these folks?  Have you generalized to the point where you don’t give the individual a fair shake?

Our course on diversity and inclusion explores these mental models and biases and gives you tools to be able to overcome them. And if you want even more resources on emotional intelligence and all of the critical people skills your folks need to succeed, click here  for information on our online courses called The Total Leadership Library.

If you want more free information and resources, download my white paper that includes two of my bestselling books and another white paper on how to build the people before you build the project.  It will give you the tools you need to make your next project a huge success!  Click here to download the white paper.  

 


Why Most of Your Projects Suck and How to Un-Suck Them

July 26, 2017

Tracey Kidder said, “Building is the quintessential act of civilization.”  Think about it.  If three people washed up on a deserted island, the first thing they would do is collaboratively build a shelter.  Unless, of course, the three people were an architect, owner’s rep, and contractor.  Then, they would have to wait for two lawyers to wash up on the beach so that they could proceed with the project.

There is a project that I read about recently where the parties involved hate each other. I don’t say that lightly.  You can tell from their comments that they truly loathe and despise each other.  Here is a link to the ENR article titled  A Hospital Job Dispute Reaches Fever Pitch:

http://enr.construction.com/business_management/project_delivery/2015/0918-A-Hospital-Job-Dispute-Reaches-Fever-Pitch.asp

How did this project get to this point?  Could the parties involved have seen this coming?  How did they begin the project, and more importantly, what can you do on your projects to avoid such a fate? There is a link to a white paper and other resources at the end of this blog, but here is a recap:

Step 1: Get as many people involved in the process as soon as possible from owners to facilities folks to end users designers to contractors to trade partners to materials vendors. Get them in a big room.  Build a sense of team and trust and collaboration.  Note:  This cannot be done in a day.  One day “partnering” sessions are a waste of everyone’s time and energy. Lean, IPD, ILPD Design-Build, and other collaborative project delivery methods are perfect for having a framework to achieve this.  Forget IPD-ish.  Just do it!

Step 2:  Make this focus on team, relationships and trust ongoing.  Every meeting should start with the team stuff.  Bring folks in to reinforce team and collaboration and communication and trust throughout the entire project from inception to demolition.

Step 3:  Give everyone tools in order for them to achieve their peak level of mental, physical, and emotional performance.  Think about it.  We throw people in a big pot that has high stakes and crushing stress without any tools and expect them to perform like a well-oiled machine. This is ludicrous.  And they don’t get enough sleep, eat crappy food, and have really poor health habits during a demanding project.  As part of your ongoing team building, have discussions about stress and nutrition and sleep and other things that will inhibit performance.  Give them the tools they need to succeed.  It also creates a sense of connection and team because everyone is looking out for each other and their well-being.

If you want more free information and resources, download my white paper that includes two of my bestselling books and another white paper on how to build the people before you build the project.  It will give you the tools you need to make your next project a huge success!  Click here to download the white paper.  

And if you want even more resources on emotional intelligence and all of the critical people skills your folks need to succeed, click here  for information on our online courses called The Total Leadership Library.


Emotional Intelligence Questions Answered Part 4

April 11, 2017

collaborationIsn’t this just another management fad?

I have given much thought and introspection to this question. As a matter of fact, I considered this possibility when I first started this work. But after seeing the results and seeing the supporting data, the answer to this question is a resounding NO! The shelves are filled with thousands of self-help books for managers. And many of these books contain good information. So, why do management fads come and go like the tides?

Because there is a fundamental flaw in their application. They pile generic information on top of generic problems without regard to the individual. No matter how good the information is or how valid the approach, without addressing the fundamental emotional makeup of the individual, the application of this information may never take place.

Every company we have worked with agrees that communication is essential in the construction industry. Companies spend millions of dollars on training to give their people better communication skills. But because of the typical EQ profiles of most people in the construction industry, they are often incapable of applying this training. If they have high assertiveness, independence, and self-regard, and low empathy and interpersonal relationship skills, they will likely come across as someone who doesn’t listen, won’t ask for other’s opinions, and does whatever they think is best regardless of any group input. You can put that person in a communication seminar or buy them books to teach them how to communicate, but it is very probable that they will still be unable to communicate effectively when the seminar is over.

If someone has high reality testing and problem solving along with low flexibility and optimism, they may have issues concerning change. This person will have a very rigid approach to life and work. This person can go to a seminar on change management or read a book like Who Moved My Cheese?, but his lack of flexibility usually prevents him from truly embracing change. He will have difficulty in the construction industry because of the constant change, but if his flexibility and optimism are increased, he will be much better able to deal with this issue.

Using emotional intelligence as the foundation for development programs is a different approach. Instead of starting with a particular area of training such as communication or team building, we address the fundamental emotional developmental needs of every individual. Then we address these needs with specific, targeted learning modules. By addressing the emotional competencies first, the participants can develop the emotional makeup to be able to apply the concepts of the learning modules. All future training can be related back to the employees’ emotional intelligence development plans, which also make any subsequent company training more effective.

As Lisa Fanto, the the Vice President of Human Resources for Holder Construction Company put it, “I’ve been in and managed corporate education for a long time, and I’ve seen all of the fads du jour come and go and suffered through many of them. This is the only thing I’ve seen ever in my career that actually changes lives. I know that sounds dramatic, but it does. It actually changes people. And in order to change the way people manage, you have to change the way they live.”


Emotional Intelligence Questions Answered Part 2

February 6, 2017

construction problems

Is there a correlation between emotional intelligence and performance?

I facilitated a program for a top 100 contractor based in the southern United States using emotional intelligence as a foundation for leadership development. After the managers were evaluated, I ranked their interpersonal scores (empathy, social responsibility, and interpersonal relationship skills) from the highest to the lowest. This company had their own ranking system in order to identify their star performers, the ones who contributed most to the success of the company. The astonishing fact was that the company’s overall ranking and the ranking of interpersonal skills correlated almost one-to-one. This told us that the managers who had the best interpersonal skills were also the company’s stars. They were the managers involved in the most profitable projects who contributed the most to the company’s bottom line.

Multi-Health Systems has a program called Star Performer where companies look at the EQ-i® profiles of their star performers for particular departments or positions and determine with statistical accuracy which emotional competencies are essential for high performance. Then it is just a matter of recruiting, hiring, and training for those competencies. The drawback to this approach is in the performance criteria, which must be objective. For sales, performance is objective and clear. For project managers, it is less clear. You may have a high performer that loses $100,000 on a project that would have lost $1 million. Or you may have a low performer that makes $500,000 on a project that was supposed to make $1 million.

But if you can decide on some fairly objective performance criteria, it soon becomes clear which emotional competencies are required for that level of performance.  And think about where the industry is going.  Project delivery methods are moving toward more collaborative environments:  IPD, ILPD, LEAN, Design Build, Design Assist.  With these more collaborative methods, it takes a different set up skills to be successful. According to a recent ENR article, the Construction Industry Institute recently did a study and found that “working relationships and team dynamics have emerged as the leading variables affecting the cost and schedule of industrial projects, according to a research report from the Construction Industry Institute.  If you want a high level of performance on your projects, perhaps it is time to start paying attention to your project teams’ emotional intelligence.


The Problems with Integrated Project Delivery (IPD) and How to Overcome Them

June 18, 2015

Dude x 9 the builders at puzzle construction site.

“Alone we can do so little; together we can do so much” ― Helen Keller

 

 

The big buzz phrase in the construction industry is Integrated Project Delivery or IPD.  Disney has a concept called ILPD or Integrated Lean Project Delivery.  This uses not only a collaborative approach to projects, but also uses the Last Planner System and Lean concepts to eliminate waste, focus on adding value, and continuously improving.  Everyone on the project signs an integrated form of agreement that commits to shared risk and reward and cooperation throughout the project.

This is a very good concept that is getting a lot of attention.  There are incredible success stories and stories of unmitigated disasters that have used the IPD model.  So what is the secret sauce?  What contributes to success as opposed to failure?  My gut feeling is that the people dimension of this process is a critical factor to its success.  Take a look at the typical emotional profile for a large group of folks (over 500) who manage the construction process:

average EQ for third edition-graph only

 

As you can see, the relatively high scores are self-regard, independence, assertiveness, stress tolerance, and reality testing (black/white thinkers).  The relatively low scores are impulse control, flexibility, emotional self-awareness, empathy, interpersonal relationships, and social responsibility (the ability to work in groups and teams).  This is a bell curve distribution, so 100 is the mean.  Let’s put it this way.  This group of construction managers couldn’t get any of the interpersonal skills to the mean.  That means that all of the interpersonal skills are BELOW AVERAGE!

This does not bode well for collaborative project delivery methods.  We must address these emotional competencies first.  Then, we must cultivate the relationships and create trust.  Then, and only then, can we properly plan the project.  We have a program called Beyond Partnering.  We developed it because we found that our leadership programs created a lot of trust and close relationships that increased the effectiveness of project teams.  So we do our normal program spread out over time, we just do it in the context of a project.  The tag line for Beyond Partnering is “You have to build the people before you build the project.”  If you would like more information on this approach, email me and I will send you our Beyond Partnering outline.


The Secret of Life: What ONE THING should I focus on?

June 5, 2015

Meditation illustration

“Meditation is a way for nourishing and blossoming the divinity within you.” ― Amit Ray

Take a look at this video from the movie, City Slickers:

When I do these leadership programs, the participants always ask me,  what’s the one thing that I could do that would make the biggest difference?  I understand the question.  We are all busy.  We can’t do dozens of things.  We can’t commit to an hour in the gym, seven days a week.  We can’t go on a sabbatical for a month.  So what is that one thing that can make a huge difference?  It’s meditation. We strongly emphasize this in our courses.  In order to create well-being, in order to be productive, in order to tap into that higher power, we must have reflection time each day.  It doesn’t have to be long.  It can be as little as 10 minutes.  But it has to be consistent.  I probably average four to five days a week where I sit down and be quiet and not do any planning or worrying or problem solving.  Peter Senge, author of The Fifth Discipline, says that anyone who is trying to attain personal mastery should practice some form of meditation.

Studies have shown that meditation increases focus and changes physiology.  It reduces cortisol, the stress hormone, and increases DHEA, the “youth” hormone.  It relaxes you.  It increases problem solving.  It increases your energy levels.  So if it does all of these amazing thins, why doesn’t everyone do it?  For some it seems too “new age”.  For some, it seems cult like.  They think that it conflicts with their religious beliefs.  But think of it as just an exercise in concentration.  You can apply your own belief system to these techniques so that you are comfortable with it.

Harvard Medical School recently completed a study on mediation.  The study published in May in a prestigious medical journal showed that one session of relaxation-response practice was enough to enhance the expression of genes involved in energy metabolism and insulin secretion and reduce expression of genes linked to inflammatory response and stress.  This means that meditation actually helps prevent autoimmune diseases and inflammation that is linked to many diseases.

As if that weren’t cool enough, regular mediation actually lengthens the telomeres on our genes.  These shoelace-like structures shorten with age.  So meditation is a bonafide way to reverse the aging process!

Here is a very simple meditation technique:

Take a deep breath in.  Breathe out and think the number one.  Breathe in again.  Breathe out again.  Think the number two.  Breathe in again.  Breathe out.  Think the number three.  Breathe in a fourth time.  Breathe out and think the number four.  Then start again at one.  Other thoughts will enter your mind.  Politely dismiss them and go back to breathing and counting.  Do this for around 5 to 10 minutes.  Set a timer if you need to.

You will no doubt find this hard at first.  But the more you do it, the more you will be able to focus.  Not only during the meditation, but in all areas of your life and work.  You will be more relaxed and more resilient to stress.

I have created a guided meditation CD that takes you through a progressive relaxation followed by visualizations.  If you are interested, you can contact my Executive Assistant, Casey at casey@brentdarnell.com.  We should have it on the store on brentdarnell.com very soon, but we can find a way to get it to you if you are interested.

You can also check out my book, Stress Management, Time Management, and Life Balance for Tough Guys if you want more information:

http://www.amazon.com/Stress-Management-Time-Balance-Tough/dp/0979925843/ref=sr_1_2?ie=UTF8&qid=1318936277&sr=8-2

Let me know if you want to learn more about meditation and the various techniques.


Innovate or Die!

May 28, 2015

“Imagination is more important than knowledge.” Albert Einstein

 

Albert Einstein was a pretty smart guy.  And HE said, “Imagination is more important than knowledge.”  He told an interviewer that he came up with the Theory of Relativity by imagining himself riding on a beam of light.  In this highly competitive market, companies must innovate or they may not be around much longer.  Does your competition suck?  Probably not.  Can you win projects and market share on your expertise and resume alone?  That may have been true 10 or 20 years ago.  But not today.

Think about it.  The only two things you have that differentiates you from your competition is your people and innovation.  I talked in previous blogs about paying attention to companies that are thriving in this economy.  Google, Apple, Zappos, and Cisco all invest a lot of  time and energy on two things:  1.  Making sure that their people are engaged and excited about what they are doing.  and 2.  Creating an atmosphere of innovation.

How do they do this?  The first thing is to pay attention to the needs of the employees.  They continuously talk to employees about how they appreciate what they do.  Managers walk around and interact and get to know the employees and their passions, likes, dislikes, and motivations.  Secondly, they create a climate where innovation is rewarded.  There are no bad ideas.  Everything is considered.  They don’t negate new ideas.  They embrace everything as a possibility and discuss the options.  They create an environment where people can come together formally and informally to share ideas and thoughts on how business is done and how to make it better.   Employees are taught to silence that inner critic and managers are taught to say “yes, and” and “thank you”  instead of “no, but” and “we tried that before in 1980 and it didn’t work.”

What is the atmosphere at your company?  Is it open to new ideas and innovation?  We all must think very differently to survive.  Early designers of flying machines used movable wings because it emulated a bird in flight.  But it wasn’t until the paradigm was shifted with fixed wing aircraft that manned flight became possible.  There are artificial hearts that emulate a real heart with chambers and a flow of blood that causes a heartbeat.  But the latest innovation in that arena is an artificial heart with continuous flow.  There is no beat.  It is a simple pump that continuously flows the blood through your body.  This paradigm shift is leading to very efficient and simple artificial hearts.  But it took someone to look at the way things were being done and say, “What if?”

What is your expertise?  What are your people’s talents?  How can you leverage that in a business setting to create new revenue streams?  Don’t think about how you’ve always done business.  Think about what value you and your people bring and see if that is applicable in other areas.  Get a group discussion going and brainstorm this concept.  You never know where it will lead.