SHARING THE COMPANY VISION AS A LEADER

“Company vision” might be the fluffiest business term thrown around by nearly every business book and article, often used vaguely, without nuance or thoughtfulness.

Yet despite its watered-down usage, “vision” is the most important information for us to communicate across a team. Research indicates that vision was ranked as the number one information people need to share in a team. Given its significance, how to best share a company vision within a team? Before we can answer that, we must start with what company vision exactly is and why it is important.

What is company vision?

A vision is a picture of a better place. You see this picture in your head: It is what you want the world to look like because your product or team exists. In many ways, your team’s vision is your opinion on how you think the world ought to be. A vision answers the question, “What world do you want to create?” Vision is often misconstrued with other business terms, like “mission,” “purpose,” and “values.” But a vision is different from any of those things. A vision is what you want to create. The mission of your team is why you want to get to that vision. Your team’s values are how you want to get to that vision.

A company vision is a statement that outlines the long-term goals and aspirations of an organization. It is a powerful tool that helps define the direction of the company and provides guidance for decision-making. A strong vision statement can inspire and motivate employees, investors, and customers, and can help create a shared sense of purpose and identity.

Why does sharing a vision matter?

Sharing your company vision is important for four reasons:

• Clarifies decisions.

Many leaders strongly emphasise the importance of sharing vision as the ultimate tool for decision making. When the vision is clear, we give our team something explicitly to point to in decision making. The vision is the compass that all decisions are oriented around.

• Decentralizes decisions.

When the vision is shared across the team, each team member can have greater autonomy. Our team now has a shared destination on the map, so the manager doesn’t need to be ordering a series of coordinates instructing everyone how to get there. No more micromanaging. If we are clear about why we do what we do, our vision becomes a filter through which any employee can make decisions that align with who we are and what we’re about. But all of this is predicated on us as leaders regularly sharing this stuff.

• Alignment through disagreements.

A shared vision also helps a team make decisions amidst disagreement. When people argue over how to grow the sales or whether to pursue a project, this shared vision is a uniting force that can override seemingly irreconcilable differences in opinion. It can also give our co-workers the courage to speak up and offer dissenting opinions since they know what the ultimate vision of the team is what they are trying to achieve.

• The greatest motivator for our team.

When shared, a company vision is the most powerful way to motivate a group of people. It gives the team a common place to strive for. When each person clearly sees that same picture of a better place in their own minds’ eye, each person connects to it and feels that pull of motivation to want to create that place.

Here are three thoughts we can consider:

• Over-communicate vision at all-team meetings

The most common way to share company vision is to utilize team meetings. All-team or all-company meetings are an ideal opportunity to have this discussion: Everyone is present, and you are carving out time to talk about broader team and company issues. Regardless of the frequency, the most important thing is that we hold some sort of regular all-staff meeting and that we make a discussion of vision a part of it. Specifically, at these meetings, the team’s vision can be discussed in the following ways:

What is most important is to not make these meetings a progress update. It is found that employees often feel they know what their co-workers are working on, for the most part. Make communicating the vision the focus.

• Leverage the one-on-one meetings.

Communicating the vision isn’t just about broadcasting the vision: “This is the vision, and you must be on board…” Rather, sharing company vision should be a conversation. After all, a vision that is shared across a team is only built from the personal visions of everyone.

To do this, you will want to discuss the team’s vision during one-on-one meetings with the team members. For example, we can ask:

• Do not just talk about vision — codify it.

Talking about company vision during team meetings is great — but we should go beyond that as well. Leaders often present the vision to be something that developed organically and is discussed when needed. Documenting (codifying) the vision is another method on how to share the company vision. In particular, most teams seem to use an internal wiki or Google Docs to document and share the company vision. This often takes the form of a “culture book” or a few pages of their employee handbook.

As fluffy as the word “vision” can be, it can also be powerful when used effectively.

Content Curated By: Dr Shoury Kuttappa

ACTIVE AND CONSTRUCTIVE RESPONDING: COMMUNICATION

The feedback we receive can sometimes feel like nonsense. For Example, an employee in an organisation once stated:  “This company doesn’t care about parents.” The employee then proceeded to gripe about the lack of maternity and paternity benefits. Admittedly, the CEO agreed that the company’s maternity and paternity leave policies could be improved… But she was livid about the broad accusation that “this company doesn’t care about parents.” What an unfair generalization. The CEO was conflicted about how to react to the feedback:

1. She didn’t want to come off as being defensive to her employee.
2. But she also didn’t want sweeping, inflammatory remarks to be seen as well-received by the employee.

How was she supposed to take this feedback? It felt like nonsense. Nonsense feedback usually comes in one of three forms…

Given that how we receive feedback as a leader sets the tone of openness and honesty in the company, this is especially challenging. If we dismiss the feedback too readily or respond negatively to it, we are likely to discourage that person (and the rest of our team) from ever voicing their honest opinion again. But, if the feedback goes completely unchecked, then untrue, rude, or vague feedback could become normalized, accepted behaviour in the company. Some ways to receive each type of the feedback above and still encourage an open, honest company environment may be:-

• If the feedback is untrue:

When we receive feedback that is inaccurate, misinformed (or even a straight-up lie), it’s important to not just blurt out, “I think you’re wrong.” Such a knee-jerk response — even if we are in the right — will come across as defensive to the other person. Instead, take a little time (be it 30 minutes, or a day or two) to verify that the feedback is indeed false, before letting that other person know. This way, we can first make sure we do have your facts straight, and more calmly point out and share why we think their feedback is untrue.

We may also want to acknowledge our own role in why they may have been misinformed, and how we could have contributed to the issue. Rarely does an employee independently give incorrect feedback (unless they are maliciously lying). Usually, as leaders, we have not done our role well enough to shine a light on something — hence their misinformed feedback.

• If the feedback is true, but poorly delivered:

When someone blows up at us or goes on a complaining rant, no matter how true the content of what their feedback may be to us — we will want to make aware to the other person that their delivery was inappropriate. Again, to make sure we don’t come across as defensive, we don’t want to say: “You’re a complainer” or “That was rude.” Instead, we can use this as an opportunity to guide/coach them. Show that we are not resentful (example-  “not to detract from the merit of what you’re saying,”) and be forward-looking by (example- “in the future” or “next time”). We want this person to continue to speak up and give us their candid perspective, just not in the manner they delivered it in. Communicate this to them calmly, kindly, and directly.

• If you cannot tell whether or not the feedback is true:

Unclear feedback is perhaps the most frustrating type of feedback to receive because it can feel like a waste of our time to try to unpack. Asking questions is the key to learning and getting to the truth of the feedback.

Questions can also serve as guideposts to our employees, encouraging them to give us feedback with more clarity and in a specific manner the next time.

Handling these three types of untrue, rude, and vague feedback require a bit of patience and self-discipline. Our natural reaction in our inner monologue must be quelled and placed aside.

Ways To Give Employee Recognition Sincerely

Employee recognition is about saying something and meaning it. If a heart emoji or a free lunch are the only ways we say “thank you” or “good job” in our company — we are missing the point. If we want to say something sincerely, we must say it with words. These days, we care about the stickers — not the words. We rely on stickers, gadgets and trinkets to express our gratitude because, often times, we don’t know what to say, how to say it, or when to say it.

There are, of course, more than these ways to deliver recognition for a job well done. The most important piece is not to get lazy. Use your words. Be specific. And mean them.

Correct Type of Feedback

Choosing the correct type of feedback can improve relationships. Helping people to grow and improve is very satisfying. Hence constructive and re-enforcing feedback seems natural to use often. However there is a continuum of behaviour that prompts feedback and unfortunately it should not always result in re-enforcing feedback. The feedback approach should change to suit the type of behavior we are providing feedback about. Choosing the correct approach is crucial in effecting the outcome that will help the individual, team and ourselves.

What is Active and Constructive Responding?

Active and constructive responding (ACR) refers to one of four ways in which we respond to good news; it is part of a theoretical framework proposed by psychologist Shelly Gable. Active and constructive responding is the most effective way to respond, giving both the deliverer of good news and the listener a positive outcome. (The other three ways include passive and constructive, active and destructive, and passive and destructive.)

How do you react to a friend when they share good news? Imagine a friend announces that she received a promotion at work. There are many ways in which we could respond to this news. An ACR responder might say, “That’s amazing! I knew they would recognize your hard work. Let’s grab a bottle of champagne and celebrate. I’d love to hear more about your new position.” When people share good news, they want you to share in their joy. Conveying authentic interest, pride, and even curiosity in someone’s good news are all hallmarks of ACR.

The other three typical forms of response include a passive and constructive reaction. One might say, “That’s good news.” This response includes positive feedback but does not include an active, elaborative component. An active and destructive responder may say, “I never get to see you as it is. If you take this promotion, you’re going to be even more stressed than you are now.” Although you have actively elaborated in response to the news, the content is destructive. Then there is the least effective response which is passive and destructive – “Okay. Are you ready for lunch?” This response is passive and contains no positive, affirming information. Essentially, it’s a blow off to the good news.

ACR extends to nonverbal communication as well. It includes eye contact and smiles, while an active and destructive response features frowning or glares. Both types of passive response include little or no emotional expression. A passive and destructive response may also include a lack of eye contact or leaving the room.

Uses in daily Life

ACR helps develop and maintain strong personal relationships. If we retrain ourselves to offer active and constructive responses to the people in our life, we will find ourselves feeling more positive as well as receiving positive feedback from others. For example, when a child tells us that he/she has been selected for the school play, resist the urge to complain about how much more driving that will mean for us or how much his/her costume will cost. Resist the urge to just say, “I’m proud of you.” Instead, congratulate him/her with specific statements of praise. For example, you might say, “That’s great news! You practiced so hard over the summer, and now it’s paying off. I can’t wait to see you on stage. Tell me more about it!”

Breaking the habit of making passive or destructive responses can be difficult. Over time, it will become natural to respond actively and constructively to others’ good news.

Content Curated By: Dr Shoury Kuttappa

ILLUSORY CORRELATION: MISGUIDED THINKING

Human beings have been blaming strange behaviour on the full moon for centuries. In the Middle Ages, for example, people claimed that a full moon could turn humans into werewolves. In the 1700s, it was common to believe that a full moon could cause epilepsy or feverish temperatures. We even changed our language to match our beliefs. The word lunatic comes from the Latin root word ‘luna’, which means moon.

Today, we have (mostly) come to our sanities. While we no longer blame sickness and disease on the phases of the moon, we will hear people use it as a casual explanation for outlandish behaviour. For example, a common story in medical circles is that during a chaotic evening at the hospital one of the nurses will often say, “Must be a full moon tonight.”

There is little evidence that a full moon actually impacts our behaviours. A complete analysis of more than 30 peer-reviewed studies found no correlation between a full moon and hospital admissions, lottery ticket pay-outs, suicides, traffic accidents, crime rates, and many other common events. But here’s the interesting thing: even though the research says otherwise, a 2005 study revealed that 7 out of 10 nurses still believed that “a full moon led to more chaos and patients that night.”

How is that possible? The nurses who swear that a full moon causes strange behavior aren’t stupid. They are simply falling victim to a common mental error that plagues all of us. Psychologists refer to this little brain mistake as an “illusory correlation.”

How We Fool Ourselves Without Realizing It

An illusory correlation happens when we mistakenly over-emphasize one outcome and ignore the others. For example, let’s say we visit Mumbai City and someone cuts us off as we’re boarding the subway train. Then, we go to a restaurant and the waiter is rude to us. Finally, we ask someone on the street for directions and they blow us off. When we think back on our trip to Mumbai, it is easy to remember these experiences and conclude that “people from Mumbai are rude” or “people in big cities are rude.”

However, we are forgetting about all of the meals we ate when the waiter acted perfectly normal or the hundreds of people we passed on the Subway platform who didn’t cut us off. These were literally non-events because nothing notable happened. As a result, it is easier to remember the times someone acted rudely toward you than the times when you dined happily or took the subway in peace.

Here’s where the brain science comes into play: . . . . . Hundreds of psychology studies have proven that we tend to overestimate the importance of events we can easily recall and underestimate the importance of events we have trouble recalling. The easier it is to remember, the more likely we are to create a strong relationship between two things that are weakly related or not related at all.

The Genesis

Our ability to think about causes and associations is fundamentally important, and always has been for our evolutionary ancestors – we needed to know if a particular berry makes us sick, or if a particular cloud pattern predicts bad weather. So it is not surprising that we automatically make judgements of this kind. We don’t have to mentally count events, tally correlations and systematically discount alternative explanations. We have strong intuitions about what things go together, intuitions that just spring to mind, often after very little experience. This is good for making decisions in a world where you often don’t have enough time to think before you act, but with the side-effect that these intuitions contain some predictable errors. One such error is illusory correlation. Two things that are individually salient seem to be associated when they are not.

One explanation is that things that are relatively uncommon are more vivid (because of their rarity). This, and an effect of existing stereotypes, creates a mistaken impression that the two things are associated when they are not. This is a side effect of an intuitive mental machinery for reasoning about the world. Most of the time it is quick and delivers reliable answers – but it seems to be susceptible to error when dealing with rare but vivid events, particularly where preconceived biases operate. Associating bad traffic behaviour with ethnic minority drivers, or cyclists, is another case where people report correlations that just are not there. Both the minority (either an ethnic minority, or the cyclists) and bad behaviour stand out. Our quick-but-dirty inferential machinery leaps to the conclusion that the events are commonly associated, when they are not.

Self Perspective

Sometimes we feel like the whole world is against us. The other lanes of traffic always move faster than ours. Traffic signals are always red when we are in a hurry. The same goes for the supermarket queues. Why does it always rain on those occasions we do not carry an umbrella, and why do flies always want to eat our sandwiches at a picnic and not other people’s? It feels like there is only one reasonable explanations. The universe itself has a vendetta against us and  we get back to the universe-victim theory.

So here we have a mechanism which might explain our woes. The other lanes or queues moving faster is one salient event, and our intuition wrongly associates it with the most salient thing in our environment – us (Self). What, after all, is more important to us than ourselves. Which brings us back to the universe-victim theory. When our lane is moving along we are focusing on where we are going, ignoring the traffic we overtake. When our lane is stuck we think about us and our hard luck, looking at the other lane. No wonder the association between self and being overtaken sticks in memory more.

This distorting influence of memory on our judgement lies behind a good chunk of our feelings of victimization. In some situations there is a real bias. We really do spend more time being overtaken in traffic than we do overtaking. And the smoke really does tend follow us around the campfire, because wherever we sit creates a warm up-draught that the smoke fills. But on top of all of these is a mind that over-exaggerates our own importance, giving each of us the false impression that we are more important in how events work out than we really are.

Woman under a dark cloud as the rain drops turn to color

How to Spot an Illusory Correlation: . . . . . . . . . There is a simple strategy we can use to spot our hidden assumptions and prevent ourselves from making an illusory correlation. It’s called a contingency table and it forces you to recognize the non-events that are easy to ignore in daily life.

Let’s break down the possibilities for having a full moon and a crazy night of hospital admissions.

This contingency table helps reveal what is happening inside the minds of nurses during a full moon. The nurses quickly remember the one time when there was a full moon and the hospital was overflowing, but simply forget the many times there was a full moon and the patient load was normal. Because they can easily retrieve a memory about a full moon and a crazy night and so they incorrectly assume that the two events are related. Ideally, we would plug in a number into each cell so that we can compare the actually frequency of each event, which will often be much different than the frequency we easily remember for each event.

How to Fix Your Misguided Thinking

We make illusory correlations in many areas of life: . . .. . . . . . . We hear about Dirubhai Ambani or Bill Gates dropping out of college to start a billion-dollar business and we over-value that story in our head. Meanwhile, we never hear about all of the college dropouts that fail to start a successful company. We only hear about the hits and never hear about the misses even though the misses far outnumber the hits.

We see someone of a particular ethnic or racial background getting arrested and so you assume all people with that background are more likely to be involved in crime. We never hear about the 99 percent of people who don’t get arrested because it is a non-event.
We hear about a shark attack on the news and refuse to go into the ocean during our next beach vacation. The odds of a shark attack have not increased since we went in the ocean last time, but we never hear about the millions of people swimming safely each day. The news is never going to run a story titled, “Millions of Tourists Float in the Ocean Each Day.” We over-emphasize the story we hear on the news and make an illusory correlation.

Most of us are unaware of how our selective memory of events influences the beliefs we carry around with us on a daily basis. We are incredibly poor at remembering things that do not happen. If we don’t see it, we assume it has no impact or rarely happens. If we understand how an illusory correlation error occurs and use strategies like the Contingency Table Test mentioned above, we can reveal the hidden assumptions we didn’t even know we had and correct the misguided thinking that plagues our everyday lives.

Even Shakespeare blamed our occasional craziness on the moon. In his play Othello he wrote, “It is the very error of the moon. She comes more near the earth than she was wont. And makes men mad.”

For lovers of psychology, this phenomenon is often referred to as the Availability Heuristic.

The more easily we can retrieve a certain memory or thought – that is, the more available it is in our brains – the more likely we are to overestimate it’s frequency and importance. The Illusory Correlation is sort of a combination of the Availability Heuristic and Confirmation Bias.

You can easily recall the one instance when something happened (Availability Heuristic), which makes you think it happens often. Then, when it happens again – like the next full moon, for example – your Confirmation Bias kicks in and confirms your previous belief.

Content Curated By: Dr Shoury Kuttappa.