Is Your Document Readable?

by Luigi Benetton

When you prepare a document using Microsoft Word, you’re actually doing two things:

• writing content
• formatting the content

Word offers many tools people can use to automate the formatting of their Word documents, thus saving them lots of time.  But Word cannot help people who have not learned to write.

That said, Word can indicate when writers may need to improve their content.  Aside from the fairly well-known spelling and grammar checks, Word can deliver these readability statistics for your document:

• Flesch Reading Ease
• Flesch-Kincaid Grade Level

Microsoft explains both scores on its website.  Turn them on and run them on a document you wrote.  It’ll offer food for thought.

Turn off spelling and grammar checking “as you type”

If you turned on readability statistics in Word, you might have noticed settings that let you check spelling and grammar “as you type.”

Turning these off may seem counter-intuitive.  But doing so makes sense if you delve into the actual process of writing.

Ideally, writers get into a state of flow when they work.  They build up momentum as they put their thoughts down on paper, and that momentum can carry them through plenty of writing.

Interruptions are the enemy of flow.  Phone calls and knocks on the door do happen, and writers can only exert a certain amount of control over those.  But onscreen interruptions?  Writers can prevent most of those.

(Note: Email notifications are probably the worst onscreen offenders, so turn them off too.)

Word’s indications of spelling and grammar problems can prompt writers to play both writer and editor at the same time.  Guard your momentum – stay a writer until you complete a first draft.  Become an editor only after the first draft is finished.  Run a spelling and grammar check once you’ve almost finished your revisions.  Chances are, you’ll work more quickly this way.

Listening for More Holiday Fun

by Carrol Suzuki

The holiday season brings more opportunities to practice your listening skills.

Whether it’s at the office party or the family dinner, you just might find yourself sitting next to someone you don’t know well or someone you see only once a year.

Why not make every conversation more enjoyable for you and the person beside you?  The two key words are ENGAGE and FUN.

Eye contact – show the person they have your undivided attention

Name – use the person’s name in the conversation to give it a more personal feel

Guest – make the person feel like a special guest by really listening

Ask questions – that encourage the person to tell you more about something that interests you

Good host – focus on the person speaking, not on bringing the conversation back to you

Echo and ask – ask a question based on something the person has just said

Forget advice – avoid saying anything that sounds like advice.  It’s not appropriate with someone you don’t know well (and tricky even with those you do know well)

Unbelievable – feel free to use short responses to show you’re listening, like “unbelievable” or “That’s amazing”.  Make sure your comments are sincere.

No judgment – avoid any response that sounds judgmental (“I would never do that” or “Why would you think that?”).  Give praise or a compliment instead.

When you really engage someone in conversation by using your listening skills, you’re giving the best gift anyone could receive this holiday season.

Gifts the Seniors You Love, Will Really Love

by Sherri Auger

With the holidays fast approaching, it can be difficult to know what to buy for the seniors that we love.  Generally, more household items are not needed, in fact they are probably trying to get rid of stuff.  Instead, try giving them items that are practical and add value to their lives:

Tim Horton Gift Cards – with a hand written note saying you will join them once a month for coffee.

Swiss Chalet Gift Cards – no cooking required, a gift we all love to get

Diabetic Socks  – great for anyone with circulation troubles

Long Shoe Horn – no more bending over to put on shoes

Magnifier – makes that tiny print easier to see

Blank Cards – give them a year supply of a selection of various occasion greeting cards, saves them going out to buy them

Snow Shovelling/Grass Cutting – pay for a service cover household chores.  Gives “peace of mind” to all

Subscriptions – pay for their annual magazine or newspaper subscription

Taxi Gift Card – give them gift certificates to take taxi’s.  May really come in handy on a snowy day

Hair Dressers Coupon – inquire about gift certificates for the salon they frequent

We hope this will give you some ideas to show you care and happy holidays everyone.

Competitive Advantage: Including our People in the Process of Change

by Andrew Reid

We give ourselves a competitive advantage when we include our people in the process of change.  Over the “interesting” past year I’ve worked with bankers, manufacturing operators, business owners, athletes, directors, and everyone in between.  Common to all is the need to be included in the process of change.

Most of us have a negative stress response to change when that change comes from an outside source; usually as a surprise.  On the other hand, if we instigate the change ourselves, we might experience a positive stress response; where we are focused and driven.  If you agree with this simple concept, perhaps there is a change management approach to come from it.  Here are some best practice strategies:

 
1.       Invite your people to participate in change even if the process is difficult.  Your teams will have resources and capabilities if you engage them in contribution.

2.       Changing markets make it easier to compete.  Yes I said that.  It’s easy to compete in a volatile market because few are good at it.  Your competitors, unable to cope with change, turn inward and leave customers looking for love.  So go say hi!

3.       Don’t buy or sell fluff.  People want substance and solid direction in creating new opportunities.  Show them how and facilitate fresh thinking approaches that synchronize with the new market.

4.       Most of the richest people in the world got that way during volatile markets. Every business culture can benefit from that kind of story.

5.       Notice where you and your people run out of tools; and I’m not talking about technology. Humans are wired for relationship, connection, and community.  Business relationships are dependent on effective communication.  Give your people the training to take their conversations, negotiations, agreements, and listening skills to the next level and watch their confidence soar as they contribute to positive change.

6.       Tone set a culture of positive, constructive change by focusing on the other side of the goal; what it’s like living on the other side of the finish line.  People can step into super success when they can see themselves in the future successful story.  If they can’t picture what will be different, they may fear the unknown…which is a natural response by the way.  Support stories of new possibilities and where skills can be put to great use.

7.       People make stuff up; good or bad.  Missing information opens the door to gossip and fear-based stories.  Because we are wired for connection, people can connect through gossip or through innovative ideas; it’s a matter of what influences their focus.  

We give ourselves a competitive edge by providing useful information that optimizes focus, energy, and solution-based conversation.  If your ship is going to be at sea for a while with no clear port, tell them that.  Then get your teams focused on how they can be resourceful and competitive regardless of the environment. 

We can only change what we can control or influence.  As we become better at influencing situations around us, we give ourselves more choices for change.  Give your people the tools and let your them build the strategy to the future.

Why Managers Keep their Eyes Shut so Tightly

by Sharone Bar-David

By the time George missed the big deadline, his manager, Juliana, had already gone through several months of pretending there was no problem. Her longstanding positive relationship with George prevented her from addressing the decline in the quality of his work, his lateness and withdrawal.  Now, faced with a problem to which she couldn’t turn a blind eye, Juliana cringed at the idea of having to take action.

Much like Juliana, many managers avoid dealing with performance problems.  Unfortunately, the HR professionals who support them are often slow to diagnose the problem and to provide timely assistance.

When the performance of a long-time employee or one with a solid track record declines, many managers fall right into the Procrastination Trap. Other times, they procrastinate because they know the employee is struggling with difficult personal circumstances.  Or because they have a personal relationship with the person.  Or because they fear that they’ll endanger the employee’s future.  Or they worry about damaging their relationship with him or her.  Or they’re paralyzed by the fear of handling the conversation in an unskilled way.

Meanwhile, things on the ground get worse.  The performance deteriorates further, other team members begin questioning the manager’s leadership and customer service suffers.

If I’m Good, I Shouldn’t be Bad

Most of us think of ourselves as good, decent human beings, and managers are no exception.  The possibility of confronting performance issues triggers a debilitating unconscious conflict.  Somewhere deep within, the matter gets translated into: “If I can do this to a fellow human being, it means I’m a bad person”.  Once this happens, anxiety and avoidance kick in.

Like Juliana, managers will unconsciously invent a host of excuses that will justify not dealing with the performance problem.  These excuses alleviate their discomfort and allow them to maintain their internal sense of decency.  They ignore changes in the employee’s performance while telling themselves that ‘it will pass’ or that ‘it isn’t really all that serious’.  Or they persuade themselves that they have more pressing priorities.

Beyond Procrastination

Let’s face it, dealing with performance issues is right up there on any manager’s list of ‘most despised tasks’.  And it can be pretty lonely out in the battlefield. True, most organizations offer clear processes for progressive discipline.  But they fall short on providing their leaders with essential strategies for assessing and intervening before things get really bad.  Managers are left to figure it our on their own, with scarce tools on which to rely.  A good managers’ training program can provide a solid framework, skills and confidence that will help managers stop procrastinating.  In addition to training, HR professionals can provide support by offering managers the following guidance:

1. Action is more helpful than procrastination.  Become present to the paradox inherent in the fact that your procrastination is not helpful to the employee, in fact it is harmful.  If you don’t act and things become worse, you might eventually have to take more drastic measures.  By intervening early, you are respectfully providing the person with the opportunity to self-correct.
2. Record.  Take detailed notes pertaining to the problem behaviours.  These notes will allow you see reality more clearly and help you determine if, how and when to intervene.  Make sure to record observations (things a video camera would capture), not some form of unqualified diagnosis.  For example, don’t record “George was defensive”.  Instead, record “when Mary inquired about a late report, George yelled at her”.  This way, when you raise the issue with the employee, you’re equipped with real data, rather than a ‘diagnoses’ that might induce a defensive response and make you an even worse procrastinator.  After all, if you tell George that he had been “aggressive and uncooperative” you can pretty much bet that he will become aggressive and uncooperative before your very eyes.
3. Consult.  Get another person’s perspective.  In addition to HR, people such as your own manager or a seasoned colleague will readily share their experience and help you gain clarity and confidence.
4. Acquire skills.  Dealing with performance issues is part of one’s developmental journey as a leader.  You need to get good at this, no matter how uncomfortable it may seem.  Read, role-play with someone, or pursue training – do whatever works for you.
5. Have a solid plan for the conversation with the employee.  At the very least, your plan should include the following elements:

• Clarity about the desired outcome – usually it should be “arrive at an agreed-upon plan that will get George’s performance back on track”.
  • A clear structure that you can rely on when things become tense or you feel you own anxiety rising
  • A detailed list of the performance problems, articulated in video-camera terms
  • Familiarity with the resources available to assist the person
  • A willingness to listen and truly engage in dialogue

Taking action early will prevent things from getting worse and empowers a shift from a position of reactivate management to one of supportive leadership.  This will prevent much angst on all fronts and allow for issues to be resolved smoothly and effectively.

by Cindy Stradling CSP, CPC

During a recent Presentation Skills program that I was delivering I was asked the question “How do you keep an audience that you cannot see engaged?”  I had not been asked that question in the past and it made perfect sense that I should include this in my future programs, given the amount of teleconferences and webinars that take place today.

I asked my alliance partner Claire Sookman , who does virtual training for a few tips.  I also did a little research and thought I would share with you my findings:

Tips to Promote Engagement when you cannot see the audience

Use language to promote engagement:

ASK:  What questions do you have?  Instead of:  Are there any questions? (this will likely result in silence)

STATE:  I’ll give each of you one minute to write down your question and then we will begin with  ________________________

OPTIONAL QUESTIONS TO ASK:

If you had a question, what might it be?
What question might someone else on the call have?

When I first heard this information I had some questions and they were __________________ so what might be some of yours?

TIPS:

Whenever possible, enforce a strict no mute button rule during a teleconference or web conference
Check with group regularly e.g. every 6 minutes or after 3 slides
Call the behavior (ex. if you hear silence it can mean many things – I’m thinking, I agree, disagree, I stepped away from the computer) ask people directly, I am hearing silence and I am not sure what it is about.

I recommend publishing the following 10 Conference Etiquette Tips to participants:

1. Distribute and agenda – start and stop on time
2. Arrange call in non-lunch time hours (encouraging people to not eat on the call)
3. Treat the conference call the same as a face-to-face meeting (no emails, no cell phones or texting)
4. Be on time for the call (if you are the moderator send dail in #, pass code and instructions multiple times)
5. Participate with the assumption your line is never muted (can save embarrassment)
6. One person speaks at a time (do not talk over people)
7. Don’t shuffle papers
8. Do not take another call
9. Do not use hold button (this can make annoying and distracting noises)
10. Speak loudly and clearly – identify yourself when you speak

Power of Humour: Making it work at the office

by Wendy Woods

I have spent a lot of time in hospitals lately as my dad deals with severe radiation burns.  Despite the challenges, stress and lack of resources within the healthcare system, I’m amazed at hospital staff who use humour to put patients at ease.  Even a few simple words can get a patient to laugh, smile and momentarily forget their troubles.  Here are some of my favorite hospital moments:

* Prior to surgery in August, staff had to put a hair net on my dad.  When they gave him an unattractive cap, they joked about having to take his picture.  Next when they had to get him slippers, they promised him the ‘Armanis’.  It was the perfect way to help lighten the stress of surgery.

* While my dad was waiting for one of the many tests, scans and procedures, one of the nurses told him “Running away was allowed”.

* An orderly, who took my dad for a CT scan, walked in calling him ‘handsome’ in the most respectful yet fun way.  Once he found out my dad’s last name was Woods, he started calling him Tiger after the famous golfer.  My dad and those around him laughed especially in light of the recent controversy surrounding Tiger.

If hospital employees can use humour effectively, you too can use it in your work environment to reduce stress, enhance relationships or improve teamwork.  Use humour in conversation, at meetings or in presentations.  Start small, with these simple suggestions, until you find your comfort zone.

1.    Find funny quotes instead of making up your own humour.  There are many sources but try these two to start http://thinkexist.com/quotations/funny/  and http://www.quotes-museum.com/

2.    Share a funny story.  It’s easy to find funny stories or news however the best stories are ones that involve you.  Laughing at yourself allows your colleagues to see your humility, ability to take yourself lightly and your sense of humour.  Just ensure the story is appropriate for the office and won’t risk offending anyone.

3.    Repeat a great one liner or joke from a show, movie or comedy routine.  A few good examples for the office are” “Houston, we have a problem” (Apollo 13), “I’ve got a feeling we’re not in Kansas anymore” (Wizard of Oz), or “Show me the money” (Jerry Maguire).  Obviously it’s up to you to find an appropriate time and place to use any line.

The more you practice using humour at work, the more you’ll see its workplace benefits.

That’s Interesting, Tell me more…
(Having a powerful Elevator Communication)

by Cindy Stradling CSP, CPC

Have you ever had the experience of asking someone at a business function what they did for a living, only to have them ramble on in great detail about their roles and responsibilities?  I know I have and frankly, I usually stop listening very soon after they start to talk.  A much more effective way to engage people in conversation of this nature is to have a brief elevator communication.  Some people refer to this communication as an elevator speech or elevator pitch.  Personally I have found that if you call it a pitch or a speech that is what it sounds like, that is why I prefer calling it communication.

The purpose of having this short statement is to pique people’s interest and have them ask you to tell them more and to keep the conversation going.  When I work with groups during my sales training programs to create their own authentic elevator communication, the results are very inspiring.

Recently I had a group of 28 people participating in a sales training program and I had them go through a process to help them clearly define their own unique value they add.  Each of the 28 people were selling exactly the same products and services and yet they were able to each come up with their own authentic statement.  It was inspiring to listen to each of the participants share their elevator communication.  They all were so amazed at how different each message was and agreed this would help them in the future when they met new people.

Take a few minutes and create your own authentic communication using the process below!

Let’s  get started!

Answer the following questions:

1. What I do for my customer ?

   ______________________________________________________________

   ______________________________________________________________

   ______________________________________________________________

2. What difference does what I do make for my clients?  What impact do I have?

   ______________________________________________________________

   ______________________________________________________________

   ______________________________________________________________

3. What are some of the common issue with my clients?  Are there common triggers that cause them to buy?

   ______________________________________________________________

   ______________________________________________________________

   ______________________________________________________________

4. Reasons people do business with me (i.e. save money, save time, productivity, higher quality, better service)

   ______________________________________________________________

   ______________________________________________________________

   ______________________________________________________________

5. What do I personally bring to the offering?

   ______________________________________________________________

   ______________________________________________________________

   ______________________________________________________________

Break your communication into two parts:

1. Describe what you do

   _____________________________________________________________

   _____________________________________________________________

   _____________________________________________________________

2. Benefits to the customer

   _____________________________________________________________

   _____________________________________________________________

   _____________________________________________________________

How long should it be?

The shorter the better. Some suggest 15, 20, 30 seconds, never more than 30 seconds.  Most important is that you are authentic, and comfortable with your message and you can say it smoothly. Once you get into a conversation with the other person your elevator speech has done it’s job.

When to use?

• When introducing yourself to others
• On your outgoing voice mail message
• In your outgoing email signature
• On your literature, advertising, business card or letterhead
• When you leave a voice mail
• On your website
• When you are in a conversation with someone on the phone
• Networking events

Tips

• Write your elevator communication
• Practice, practice, practice
• Preface your elevator communication by asking for permission to continue – during a phone conversation (say something like “Do you have a moment?”)
• In the beginning some people include a “So That” phrase as a connector between parts 1 and 2 – not necessary and usually once you are comfortable with you Elevator Speech you may find you will not use this at all
• Use your elevator communication everyday

VOCABULARY – The real meanings of “of course!”

This is a great story written by Heather Chetwynd:

I was on the phone recently getting some tech support.  As is often the case, I was talking with someone from India.  I wanted to know whether I was doing something correctly and, after explaining it to the technician, I asked if I was doing it in the right way. “Of course!” he responded.

To me that sounded like “Obviously,” which is what it would mean if I used it in that context.  My immediate response was, “Don’t talk to me like that.  It’s not obvious to me!”

Later I thought about it and realized a few things about the expression.  Commonly, there are two meanings for “of course.”

One meaning is: “It’s obvious.”  This could also be interpreted as: “You are an idiot for not realizing that.”  If someone asks you how to do something and you are irritated with them, say “of course” if you want them to feel like it is totally obvious and they are probably a little slow to not realize it.  This isn’t so polite when someone is asking about themselves.  But if someone asks something about you, for example if you are really going to do something — as in: “Are you really going to try sky diving?” – you can say “of course” to mean they shouldn’t doubt it.  This sounds polite.

The other meaning is the one my tech support person really meant.  If I am visiting you and want to take something from the fridge — for example: “Can I get some milk from the fridge for my coffee?” – if you answer “of course,” it would be interpreted as “please, you are welcome to take what you want.”  In this case, it has a similar meaning to the first but it really means “of course you can take what you want.”  It sounds generous and friendly.

The main thing to watch out for is when someone is unsure about their own knowledge and/or ability.  Then you should probably just say “Yes.”

Why Don’t You Have an AED?

Defibrillators are saving lives in all sorts of places.

By Shyamala Nathan-Turner

Every 12 minutes, someone in Canada suffers cardiac arrest.  That’s over 40,000 people each year.  The vast majority of arrests happen away from health care facilities. And the grim fact is, less than five per cent of victims will survive.

The key to treating most victims of sudden cardiac arrest? Automated external defibrillators.  AEDs, as they are commonly known, are electronic devices used to identify cardiac rhythms and, when necessary, deliver a shock that will correct abnormal electrical activities in the heart.  AEDs are able to assess the victim and will only advise the rescuer to deliver a shock if the heart is in a rhythm that can be corrected by defibrillation.  If the heart is beating normally, they cannot deliver a shock.

For every minute of delay in defibrillation, the survival rate of a cardiac arrest victim decreases by seven to 10 per cent.  After more than 12 minutes of ventricular fibrillation, the survival rate of adults is less than five per cent. As a result, AEDs have made big news in the past few years.

Defibrillation can improve these survival rates by 30 per cent or more if conducted within the first few minutes of cardiac arrest.  In fact, defibrillation combined with cardiopulmonary resuscitation (CPR) can increase survival rates to 50 per cent or more.

AEDs are safe, easy to use, and can be operated effectively by non-medical people.  Many responders and lay rescuers have effectively used AEDs in public settings, including workplaces and golf courses.

One example:  Three weeks after an AED unit was installed in a York Region Veterans’ Association meeting place, it was used to revive a client who had collapsed from sudden cardiac arrest.  If the same event had happened a few weeks earlier, the outcome would likely not have been a happy one.

What’s stopping you?  And make sure people in your workplace know CPR.