from micromessaging by stephen young
- we quickly learn to play the role the world casts us in
- the fact is , we live up to or down to the expectations projected from people w/ knowledge and authority
- whatever we change at school will reverberate outwards and have an impact on future generations
- in almost every case, you will find that crafting the right questions is the most effective way to uncover what you really want to know
- unanswered microinequities cause ppl to offer lower-quality responses and often shut down. bestowing microadvantages encourages ppl to answer at length and w/ confidence
- the primary goal of effective use of micromessaging is performance improvement
- forget that level playing field metaphor. instead, think of providing every player with the same quality equipment and tools
- you can’t deny your innate human filters, but you should override them in the workplace. unlike the checklist, your filters are oft influenced by others
- the sender of a micromessage that includes a microinequity is oft unaware that his or her prejudice against an individual is apparent
- the placement and order of words can expose, in ways that we may not want to reveal, how we feel about others. choose your words and their sequence carefully
- questions often reveal what we want or expect the answer to be. know what question is being asked and why the question is being asked and, if unclear, insert the trump question, “why do you ask?”
- corporate sr execs are oft oblivious to the effects of microinequities bc they are rarely on the receiving end of these msgs
- its easy to confuse the concepts of microadvantages w/ being kind or nice. don’t be mistaken. the heart and soul of effective micromessaging is really about inspiring self-esteem, commitment, loyalty, trust, and respect—the elements that separate management from leadership. and being in the inner circle has little to do with being nice.
