"My neck," the manager said, "is on the guillotine."
This manager had an influence problem. It involved a project team that didn't report to him - but he was accountable for the results.
I was coaching him, during a workshop, on what to say.
His first draft: "When a project goes bad, I feel distraught, because of my neck ..."
Years ago, I learned, and then modified, a method for stating your case from an excellent book: "People Skills," by Robert Bolton.
The format (modified) sounds like this: "When X happens, I feel Y, because of Z."
X is the problem; Y, your reaction; Z, the business impact.
Let's critique the guillotined manager's XYZ:
X: "When a project goes bad."
Plus: His X avoids attacking or blaming. He didn't say, "WHEN YOU SCREW UP a project."
Minus: What does he mean by "a project goes bad?"
I picture food that's gone bad - it's turned an intriguing color and is now buried in the office refrigerator like an archaeological puzzle.
You wonder, What food group could this have possibly belonged to?
It's best not to wonder, either about food or messages.
Let's be specific. What the manager really meant was, "When we miss a deadline."
Fine - say that.
Y: "I feel distraught."
Plus: Saying how you feel tells the other person that the issue is important.
Minus: "Distraught" is too emotional for business. It's like saying, "When we miss a deadline, I FEEL SO ABANDONED BY YOU."
What's a business-appropriate emotion? Try "concerned."
You can be concerned that the project is late, concerned that customers will be unhappy, concerned that, in a moment of despair, you'll probably eat the mystery food in the frig and die of food poisoning.
"Concerned" covers it all, with grace and, well, without concern.
Z: "Because my neck is on the line."
Minus: The business impact should be larger than any of your body parts, or whether or not you look good.
Better: "Because our reputation is on the line," or "because, if we miss a deadline, that hurts our customers."
Let's pull this XYZ together: "When we miss a deadline, I get concerned about the effect on our customers."
Notice you haven't imposed a solution. That's the next step - dialogue.
Tip: Need to influence others? Make sure your message keeps them engaged.
© Copyright 2011 Paul Hellman. All rights reserved.
The author is solely responsible for the content.
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Meet the Jobs Docs
Patricia Hunt Sinacole is president of First Beacon Group LLC, a human resources consulting firm in Hopkinton. She works with clients across many industries including technology, biotech and medical devices, financial services, and healthcare, and has over 20 years of human resources experience.
Elaine Varelas is managing partner at Keystone Partners, a career management firm in Boston and serves on the board of Career Partners International.
Cindy Atoji Keene is a freelance journalist with more than 25 years experience. E-mail her directly here.
Peter Post is the author of "The Etiquette Advantage in Business." Email questions about business etiquette to him directly here.
Stu Coleman, a partner and general manager at WinterWyman, manages the firm's Financial Contracting division, and provides strategic staffing services to Boston-area organizations needing Accounting and Finance workforce solutions and contract talent.
Tracy Cashman is Senior Vice President and Partner of the Information Technology search division at WinterWyman. She has 20 years of experience partnering with clients in the Boston area to conduct technology searches in a wide variety of industries and technology.
Paul Hellman is the founder of Express Potential, which specializes in executive communication skills. He consults and speaks internationally on how to capture attention & influence others. Email him directly here.