The Symphonic Blog

Tribalism, Identity, and Penn State

Like many people, I have been following the national discussion about Penn State and its apparent cover up of the alleged sexual violence waged on young boys by former football coach Jerry Sandusky.

I have to admit that I learned about the full details accidently when I read New York Times columnist Maureen Dowd's column, "Personal Foul at Penn State."

Damn. (Excuse my language.) I mean if these allegations are true, Sandusky is lucky I am not a potential juror--this man is a monster.

I have to admit that I didn't really want to know the details. Between the accusations of sexual harassment against Republican presidential candidate Herman Cain and the "molestation" charges against Sandusky, I was in no mood to read or to hear about more salacious details than was necessary.

But, my first instincts were wrong. The "devil" truly is in the details--pun intended. Beyond the report issued by the Grand Jury, the details reach much farther than Sandusky and Penn State. This case speaks to us as a nation and it challenges the excessive partisanship that has left us fractured as a country.

At the center of this whole situation sits the pernicious effect of tribalism and its perverse impact on identity and behavior.

The fact that an adult--a grown man and a football coach--could trample on the innocence of young boys should not come as a surprise to us. But somehow the scale and the visciousness of Sandusky's alleged actions surprised us. We were surprised by his actions. We were surprised by the reactions of others when they became aware of his lurid behaviors. We were surprised that football seemed to be more important than the lives of disadvantaged children, many of whom where poor and black.

We were surprised because it reinforces our desire for outrage. As a society, we long for the days when right was right and wrong was wrong. From the Tea Party movement to Occupy Wall Street, Americans are outraged by the lack of outrage.

This story illustrates how tribalism has refashioned American society. In the case of what transpired at Penn State, I have been following the sense of outrage directed at Mike McQueary, the Penn State football coach who was among the first to reportedly witness Sandusky's transgressions. Television commentators like Anderson Cooper of CNN have expressed understandable consternation and dismay at McQueary's action...or inaction as some might describe it. McQueary, a then graduate assistant coach who witnessed the rape of a boy by Sandusky in the Penn State locker room years ago, chose what seemed to be the easy way out.

We wanted him to tell the police. We wanted him to intervene directly and to stop the rape. We wanted him to beat the hell out of Jerry Sandusky. But McQueary didn't do any of this, and we are saddened and embittered by what seems to be his lack of outrage.

In a time where we long for moral actors, we want outrage. We don't understand how McQueary, Paterno, and others were not outraged by what they were seeing and hearing.

I think I understand where the outrage went. I can't condone it, but for those of you who don't understand it, let me try to explain. For, in the explanation, the lessons become personal.

We all belong to tribes--those exclusive social groups that give us meaning and define our position in society. The firms on Wall Street are tribes. There are schools, sports teams, fraternities, sororities, mom's clubs, faith-based groups, and all of the other "tribes" that compete for our attention. Individuals will go to great lengths to protect the identity they have carefully constructed for themselves. When that identity is neither safe nor high enough on the social hierarchy, self-preservation often trumps moral action--especially if such action threatens one's social standing in the tribe.

Acting morally is often informed by one's association, and our associations shape our identity. We may not like this or want it to be true, but it is. Identities are socially constructed. They are embedded in tribes. We gain our sense of self by who we choose to associate with and who chooses to associate with us.

This is what I think most people seem to be struggling to process. Columnist and political commentator David Brooks recently referred to it on NBC's Meet the Press as our lack of clarity about evil. (I'm paraphrasing here.) But it's not that we don't see or recognize evil. We are less afraid of evil, and more afraid of losing our social standing in our communities. We want so badly to belong that we end up losing our sense of self as something that stands apart from the tribes to which we belong.

When you consider the actions of Joe Paterno, Mike McQueary, and others at Penn State through the lens of an elite and exclusive tribe their actions make sense. They may not make us feel good about ourselves, but they explain the shock and awe that has spread throughout the nation as the story continues to unfold.

For millions of people around the world, routing for a favorite sports team is an act of tribalism. From the notorious football hooligans in the United Kingdom to the students who paint their bodies and their faces in school colors before every home football game in America, sports bring out a tribal nature.

Belonging to Joe Paterno's tribe may not be held in high regard by you, but it was held in high regard by others. What angers us is that Paterno and McQueary let their connection to their tribe at Penn State overshadow their moral outrage for those boys who were obviously not part of the tribe.

Your tribe is not my tribe and my tribe is not your tribe. That's the problem.

When we start making choices and engaging in behaviors that preserve our standing in our own small, isolated tribes we lose sight of what it means to share an identity that transcends school affiliation, race, class, or even religious background.

The scandal at Penn State reminds us that we spend far too much time looking for ways to protect our standing in the tribe when we should be spending more time looking for opportunities to expand the tribe so that it is inclusive and elevates the worth and dignity of others. Tribalism, when restrictive, cultivates a narrow conception of morality and shrinks the world in ways that make it easy to avert your eyes when you see something that threatens your social position in your group.  

We don't like foreigners because they aren't part of our tribe. We avert our eyes when Muslims are profiled because they aren't part of our tribe. We make deals with dictators and despots because they protect our privileged position on the world's stage.
 
The question we need to be resolving is this: Where did our collective outrage go?

My answer is that the outrage lies just below the surface. It has been concealed by our tribal affiliations, but I still believe it is there if we just attend to it.

Aristotle once wrote, "character is that which reveals moral purpose, exposing the class of things a man chooses or avoids." What you choose to attend to is a testament to your character. Our lives represent the best testimony to our character and to our moral beliefs. Don't let your tribal affiliations extinguish your connection to humanity.

We all wish Paterno and his buddies at Penn State had chosen to attend to the violated lives of those young boys who were harmed by Sandusky. I wish the Penn State students who rioted that first night had remembered that their allegiance ought not to be Joe Pa but to a much bigger sense of community.

Tribes come and go. But you only have one life.

Let your life be a witness to your character.

How Many Muppets Can You Handle at Once?

 

This brief series on the Muppets is intended to illustrate the importance of understanding that individuals within a group need to be influenced and inspired to act before they will indeed do so. While there are plenty of catchy metaphors to represent the various personality types that exist in the workplace, my message is not limited to personality types.

Action is the result of a decision. Groups tend to act collectively when a critical mass of people within the group make individual, and often independent, decisions to act. If you are a leader, you must recognize that it will be difficult to mobilize a team or a department, or even an entire organization, if you don't take into account the fact that every single person in the group has to make a decision whether to comply or to resist.

Often, our decisions are embedded within the social dynamics and the politics of the workplace. We make decisions based on how we interpret the facts and how we perceive the individual and personal benefits that may accrue from our decision. But, we also make decisions based on what is going on around us. If the person I trust the most in the workplace decides to resist the leader's proposal for action, then I am more likely to consider resisting as well. I may be "wired" in entirely different ways than that person, and I may process information differently, but their social influence matters to me.

Even though Kermit and Gonzo see the world from different angles, Kermit has a measure of social influence over Gonzo and vice versa.

Social influence matters because we don't make decisions in a vacuum with self-interest as the only driver. Collective decision-making is a performance, complete with a cast of characters, each one vying for center stage.

Kermit, Miss Piggy, Fozzie, and Gonzo are examples of four types of characters who appear in the usual collective decision-making process. Each one of them has their own style and approach to how to collect information, how to process that information, and how to interpret the benefits and hazards of action.

The challenge, is that each character in the group contributes to the collective performance. Each one can help or hinder the group's ability to decide to act or to decide to resist.

Symphonic leaders are aware of the performative nature of decision-making and they are able to manage the social dynamics inherent in all groups to produce conditions that are favorable to positive action.

This takes a tremendous ability to see and to affect the individual performances of each of the characters in the group. It's a lot like leading a band. The decisions of each band member contributes to the sound being produced by the band.

As a leader, you need to see the characters for who they are and you need to manage their performances strategically so they provide the space for the kind of positive movement you wish to see. If you don't, you will end up with individuals who are so wrapped up in their individual and isolated performances they lose sight of the impact it has on the broader performance of the group.

 

Moving Gonzo

 

Finally, we turn to my favorite decision-maker, Gonzo.

Understanding Gonzo

Individuals who tend to approach decision-making like Gonzo are often not necessarily concerned about the rules or the protocols. Unlike Miss Piggy's emphasis on the speed of the resolution or Kermit's focus on making the right decision, or Fozzie's emphasis on the social dynamics of solving the problem, Gonzo sees an opportunity for innovation. Gonzo decision-makers tend to capture just enough information to confirm there is a moment for change and for doing something new and interesting. 

Some leaders fear Gonzo's zeal. But, Gonzo can be channeled in the right direction and, in many cases, Gonzo decision-makers are the first on board.

Moving Gonzo to Action

Here are some tips and strategies to consider when attempting to "move" a Gonzo decision-maker.

Tip #1: Focus on the need for innovation. Gonzo decision-makers tend to see the barriers behind challenges, dilemmas, and problems. It's not the problem that interests Gonzo. It's the barriers at the root of the problem that sparks Gonzo's curiosity, and Gonzo would love to destroy those barriers on route to solving the problem. So, for Gonzo, the decision to act or not to act is often based on the opportunity to push the boundaries and to test the barriers that are constraining performance. Frame your appeals to Gonzo in terms of opportunitiy to do something new or different. Gonzo is not inspired by incremental change. Gonzo decision-makers tend to make calculations based on likely impact. The greater the impact, the more excited Gonzo becomes. 

Tip #2: Increase the sense of urgency for Gonzo by highlighting the opportunity to act. Gonzo is looking for permission to act. The course of action is not necessarily as important in the initial moments of the decision-making process. If they have the authority to do something, Gonzo decision-makers are more likely than others to be more attentive to the proposed solution. Take the time to consider what kind of action you are capable of leading before you approach Gonzo. Remember, the Gonzo decision-maker will gather just enough information to confirm his or her hunch about the desirablity of action. However, once he or she has made up the decision to act, the next questions are what can we do and when can we do it? Show Gonzo the windows of opportunity and he or she will jump through it.   

Tip #3: Form a powerful coalition for Gonzo that includes creative and innovative thinkers. If you are going to place Gonzo on a team to address the issue or to implement a plan, don't sit him next to Kermit! Gonzo needs to be around others who see the possibility in opportunity and who are creative and innovative thinkers. While you will certainly need to balance Gonzo's propensity to move with others who are more cautious and deliberate, don't suffocate Gonzo with rules and process. Empower Gonzo by cultivating a culture where new ideas and innovative responses are welcomed and analyzed for the viability.

Tip #4: Create a vision for change for Gonzo by painting a picture of what is new and different. Gonzo likes to do the same thing differently each time. This can often upset Kermit tremendously. But, don't mistake Gonzo's sense of adventure for lack of focus. Gonzo decision-makers are often visionaries who are just as inclined to be perfectionists as Kermit. However, Gonzo seeks perfection in the outcome, in the final product. Gonzo is most interested in developing a new way of doing something that can lead to something that was even better than that produced moments before. It is the experience of creating something better that inspires Gonzo to action. The next journey might be a little better than the last if we could only do it this way. That's what Gonzo is thinking. Tap into that vision and let this person incubate new solutions for your team. 

Tip #5: Communicate your vision to Gonzo by using words, phrases, and images that appeal to the experience. When you are talking about action, Gonzo is thinking about the experience. Like Fozzie, Gonzo decision-makers are interested in the senses--feel, touch, vision. However, for Gonzo, it is the journey that is of interest. Words, phrases, and images that appeal to the experience of acting will captivate Gonzo. Consider starting the conversation like this: "This is going to be an adventerous ride. Who knows what we will see along the way, but it won't be dull." Gonzo decision-makers love the ride because innovation occurs during the journey.

Tip #6: Empower Gonzo to act by identifying the boundaries up front. Gonzo decision-makers are not necessarily the most compliant. You can tell them the stove is hot, but they want to touch it for themselves to be sure. Gonzo decision-makers want to know what the boundaries are...not so they can avoid them, but so they can test them for themselves. As a leader, you can save yourself some time by telling Gonzo what you think is possible and what you think is not acceptable up front. Of course, Gonzo may test the limits. But, it is a mistake to let Gonzo probe for the limits on his or her own. Empower Gonzo to act by identifying the boundaries up front.

Tip #7: Create short-term wins for Gonzo by defining success.  Gonzo is often so focused on the experience, that he or she can lose sight of the outcome. As a result, Gonzo decision-makers tend to have a reputation of being somewhat reckless. They are so consumed by the moment they push the limits too far. You can manage Gonzo decision-makers by creating short-term milestones or outcomes that keep Gonzo in line with the rest of the team. If you let Gonzo get too far out in front of the others, it will be difficult to reign him or her in. So, define success in short bursts. Talk to Gonzo about phase one, or step one, and then determine success at each step along the way. You will have to allow Gonzo room to figure out the best way to achieve that success and that might mean pushing the boundaries. But, at least Gonzo is focused on success as you have defined it.

Tip #8: Anchor your plan in excitement, challenge, and opportunity. Gonzo wants to be excited and wants to rise to the challenge. Anchor your plan so it appeals to Gonzo's spirit for innovation.

Summary

Don't fear Gonzo. Embrace the Gonzo decision-makers because they often see a path to a better future that most of us miss.

 

Moving Fozzie

Let's turn our attention now to understanding and to moving the Fozzie decision-maker.

Understanding Fozzie

Individuals who tend to approach decision-making like Fozzie the Bear are often not necessarily concerned about finding the single best solution to a dilemma. Unlike Miss Piggy's emphasis on the speed of the resolution or Kermit's focus on making the right decision, Fozzie decision-makers are more inclined to value the process itself. Fozzie tends to frame decisions broadly and he or she welcomes the input and participation of diverse voices. Fozzie is happy to consider divergent perspectives and is usually not in a rush to act before he or she knows the likely social ramifications of such action. Of all the Muppets profiled in this series, Fozzie is the most socially aware and the most socially responsive.

As a leader, you will love Fozzie's spontaneity, concern for others, social skills, and ability to empathize. But, Fozzie can also present challenges. Often, Fozzie decision-makers can come across as being wishy-washy, overly sensitive to criticism, defensive, unaware of time pressures, and conflict averse. Put all of these attributes in a social context and you can imagine the possible conflicts and tensions that can occur between Fozzie and Miss Piggy or Fozzie and Kermit.

Moving Fozzie to Action

Here are some tips and strategies to consider when attempting to "move" a Fozzie decision-maker.

Tip #1: Focus on the social basis of action. Fozzie decision-makers tend to see problems and issues in social terms. They are moved by the social impact of a problem. So, frame your appeals to Fozzie by discussing how the issue impacts the team or group. Since Fozzie decision makers tend to prefer harmony and to hate conflict, frame your message in terms that describe how resolving the issue will bring more cohesion. Among all of the Muppet decision makers, Fozzie is also the most concerned with how action affects others on the team or in the group. When talking to Fozzie, emphasize how acting or not acting might affect the individuals on the team. Now, don't get me wrong, Fozzie is not necessarily interested in everyone in the group. Fozzie probably has people he or she likes and those he or she does not like. But, as a leader, what is most important is that Fozzie is moved by the social basis of the action. It is not the problem itself, or the urgency of the problem, or the intellectual challenge of solving the problem that matters to Fozzie. It is the impact of the problem on people that drives Fozzie to act.

Tip #2: Increase the sense of urgency for Fozzie by highlighting the cumulative and compounding adverse affects of not acting. Fozzie, as we know, tends to avoid conflict. So, Fozzie would prefer to avoid actions that will produce tension or conflict. The best way to address Fozzie's fear of conflict is to show this person the potentially negative and adverse affects of waiting to act. Now, if there truly is no urgency to act, then don't manufacture urgency. But, in many cases there is a sense of urgency and Fozzie needs to understand that inaction today means the possibility that the social affects tomorrow will be even greater. You might say, "It's going to be difficult solving this problem. However, if we wait, the impact on our team may be even more intense and more disruptive. I need you to help me get the team focused on solving this problem." Fozzie wants to help rally the team because a Fozzie decision-maker tends to have a naturally positive disposition.  

Tip #3: Form a powerful coalition for Fozzie that includes a diverse and representative group. If you are going to place Fozzie on a team to address the issue or to implement a plan, make sure you include a diverse and representative group. Fozzie is very sensitive about leaving others out. You can alleviate some difficult moments if you allow Fozzie a space to express the importance of considering as many voices as possible. In addition, let him or her help you identify the "influentials" in the group who should be consulted. Fozzie is very adept at discerning who within the group has the social influence to affect the mood. Build your coalition with an eye toward social influence, not just position, rank, or title.

Tip #4: Create a vision for change for Fozzie by painting a picture of the ideal state. Fozzie is an idealist. They have a sense of what harmony and cohesion look like. More important, Fozzie decision-makers know what harmony and cohesion feel like. In your communication with Fozzie, highlight the connection between the action that you are proposing today and the achievement of a better working environment, a stronger relationship or a more effective team in the future. Furthermore, Fozzie wants to understand how your action today serves an ethical purpose. This person doesn't like to be manipulated and you want to ensure that your motivations are pure. Your goal as the leader is to create a space where Fozzie can help you link action today to a ideal state in the future. The next step is to empower Fozzie to help you manage the social dynamics around bringing others on board to accept that vision. 

Tip #5: Communicate your vision to Fozzie by using words, phrases, and images that appeal to our senses. When you are talking about action, Fozzie tends to respond to words, phrases, and images that focus on our senses. For example, he or she needs to "see" the potential impact of inaction and to "feel" what it might be like if you don't resolve the issue or take the action you propose. Fozzie experiences decisions as sensory perceptions. He or she conceptualizes action in terms of what it will mean emotionally and you can reach this person faster if you communicate your vision by acknowledging his or her unique ability to "touch," "hear," and to "see." Begin your sentences with, "Imagine how it is going to feel to the group if we can fix this issue or solve this challenge." "Can you see what we might be able to do if we can resolve this problem?"

Tip #6: Empower Fozzie to act by allowing Fozzie to tell others. Fozzie decision-makers are not necessarily the most discrete. They like to share what they are thinking and what they have learned with others. So, let Fozzie do what Fozzie naturally does. Allow this person to spread the word and let Fozzie bring others along using his or her own method of persuasion. Fozzie can be an effective cheerleader because of the sincerity that he or she conveys. Empower Fozzie to act by allowing Fozzie to spread the word.

Tip #7: Create short-term wins for Fozzie by staying in regular communication.  Fozzie decision-makers are at their best when they can provide you with regular feedback on how things are going. He or she will notice short-term victories in the attitudes and opinions of those in the group that others may simply miss. Allow Fozzie to tell you where the group stands and give this person the chance to help you determine the short-term milestones that are both realistic and impactful. Without regular and meaningful opportunities to communicate, Fozzie will withdraw and will fill in the information blanks on his or her own.

Tip #8: Anchor your plan in a run toward positive action. I don't want to overstate this, but ensure your plan is positive and uplifting. Fozzie decision-makers are not necessarily moved to action out of fear. They tend to prefer to run to something as opposed to run from something.

Summary

So, appeal to Fozzie's team spirit and desire for cohesion and empower Fozzie to bring others along on the journey. This person is one of the most important decision-makers in the mix because of his or her ability to sense the social dynamics at play in a group setting. Fozzie can become one of your most important and most effective change agents if you honor Fozzie's strengths and social gifts.

 

Moving Kermit

Let's turn our attention now to understanding and to moving the Kermit decision-maker.

Understanding Kermit

Kermit's decision-making style is quite different than the other Muppets in this series. Kermit decision-makers do not rush to judgment. Instead, they prefer to analyze a great deal of information and they also expect others to contribute intellectually to the issue under discussion or consideration. Kermit will readily challenge the views, analysis, and the decisions of others. From the perspective of Kermit, a sound decision ought to stand the test of time.

Moving Kermit to Action

Here are some tips and strategies to consider when attempting to "move" a Kermit decision-maker.

Tip #1: Focus on the principle or concept being applied. Unlike the Miss Piggy decision-maker--who is is less concerned about the background or context around the issue--Kermit wants this information. He or she would prefer that you NOT get right to the point. How did this issue surface? How does this decision fit into the larger picture? How does resolving this issue or taking this action contribute to our broader collective goals? These are the questions that are often at the forefront of the Kermit mindset. Be prepared to answer these questions, and be ready to do so with a degree of depth and accuracy.

Tip #2: Increase the sense of urgency for Kermit by highlighting the evidence for acting. Kermit decision-makers tend to like to be convinced. Even if he or she tells you otherwise, Kermit decision-makers tend to gravitate toward complex decisions and complicated problems. As you frame the issue or the decision, do so by highlighting the evidence and by citing the facts and your interpretation of those facts. Be prepared to give Kermit time to review and to analyze those facts for him or herself. This trait can cause problems in times of crisis or when time pressures are high. So, know which sources of information to go to and to cite before you approach Kermit with facts he or she may find suspect or not credible. In your communication, you can incorporate phrases such as, "The evidence I have suggests that...." Or, try "This information raises a number of larger issues or touches on some bigger themes that need addressing, such as...."

Tip #3: Form a powerful coalition for Kermit that includes people he or she widely considers to be credible subject matter experts. If you are going to place Kermit on a team to address the issue or to implement a plan, make sure you include a few individuals who are seen as credible in the subject matter. Kermit is highly analytical and prone to ask questions before confirming the merits for action. You can alleviate some difficult moments if you allow others to cite the facts and to make the case for you. This may require some thought and some prep work, but it is time well spent if you want to move Kermit.

Tip #4: Create a vision for change for Kermit by painting a picture of how the trees fit within the forest. In your communication with Kermit, highlight the connection between the action that you are proposing today and the achievement of the principles, goals, and objectives that lay in the future. It is important for Kermit to be able to see how resolution today helps the group achieve the goals set forth in the future.

Tip #5: Communicate your vision to Kermit by using logical, practical, cascading directions. When you are talking about action, Kermit wants to know that the action makes sense, that it is feasible, and that it will make it easier to achieve the long-term goals and objectives. Start each meeting with a vision that is logical, practical, and cascading.

Tip #6: Empower Kermit to act by identifying the obstacles. Before you ask Kermit to get involved, take the time necessary to anticipate the potential obstacles to action and then highlight them. This is very different than the approach I suggested you use for Miss Piggy. You want Miss Piggy to go to work and obstacles that are seen and immediate will lead to frustration. For Kermit, you want to use the obstacles as challenges that require a thoughtful and considered solution. Kermit wants to rise to the moment, but only if the moment is worthy of his or her analytical abilities. Use obstacles to help convince Kermit that acting is worthy of the moment.

Tip #7: Create short-term wins for Kermit by identifying the cumulative and compounding impact of action.  Unlike Miss Piggy, Kermit is not as easily susceptible to the emotions of action. Kermit will act when he or she can see how milestone one connects to milestone two and so forth. Construct your action plan so that early actions become cumulative and compounding, laying the groundwork for future actions that may be more difficult or costly.

Tip #8: Anchor your plan by showing Kermit some of the scenarios that may emerge in the course of acting. This is very important. Kermits are not always the most spontaneous decision-makers. They do not always deal well with uncertainty. You can deal with their propensity for information by highlighting the likely scenarios that may emerge in the course of action. Kermit wants to be prepared for as many likely scenarios as possible. Take the time necessary up front to anchor your plan in scenarios that are likely to occur and for which you can respond effectively.

Summary

There you have it. Your approach with Kermit is very different than how you approached Miss Piggy. Kermit decision-makers are valuable parts of a team because of their inclination to think through challenges with a sense of clarity, objectivity, and certainty. But, you have to frame your messages and manage your plan in ways that appeal both emotionally and socially to Kermit decision-makers.

Kermit knows his or her role and is prepared to assume that role. Your task is to create the conditions so that action taken by Kermit does not become socially disruptive to the group. Being prepared is the best strategy for managing the social context in which Kermit makes decisions and acts toward the benefit of the collective group.

 

Moving Miss Piggy

In my last blog, I encouraged you to think about your decisions as being embedded in a context. I suggested that the typical decision-making process is one that is often influenced by the presence and potential response of others. In this post, I want to take this line of thought a little deeper.

 The social structures and the social norms around us can, and do, act as powerful influencers on the decision-making process of most individuals. This presents a significant challenge to leaders, especially leaders who are looking to move a group or an organization in a specific direction.

The Leadership Challenge

There are plenty of leaders who find it hard to keep up with all of this stuff. After all, leadership is hard work. It is hard work because the decisions you make as a leader often stir the pot. They stimulate powerful group dynamics in both visible and invisible ways. Perhaps, one of the most obvious examples is what happens when the leader fails to properly account for the chaos that can ensue when people within a group experience tension and conflict. One of the easiest ways for this to happen is when your decisions as a leader set one Muppet against another.

Let's take Miss Piggy and Kermit as examples. Remember, the Miss Piggy decision-maker values clarity, brevity, and decisiveness. But, Kermit decision-makers value opportunities to ask thoughtful questions, time to ponder the facts, and they place high importance on understanding.

Most leaders practice the Golden Rule. They communicate with others in the way in which they wish to be communicated. But, this might not work if you have a Miss Piggy and a Kermit on the same team. They don't think alike and they are less likely to be persuaded by the same approach. Furthermore, if your leadership and communication style is different from most of those on your team, success hinges on your ability to be adaptive to your social context. Are you adaptive?

So, this is your challenge. How can you communicate in ways that move the Muppets toward action?

In this blog, we'll focus on increasing your understanding of how Miss Piggy thinks and how you can influence the Miss Piggy decision-maker to act in your favor.

Dealing with Miss Piggy can be difficult and painful. But, avoiding the challenge is a mistake. It is far better to spend time developing a strategy for how you can frame messages, recruit supporters, and send affirming emotional cues that will persuade Miss Piggy to act.

Understanding Miss Piggy

Miss Piggy's decision-making style creates an unmistakable climate that is difficult to miss in a social context. Their focus on decisiveness and delivering results can make them challenging to work with in group settings. If you are managing a situation with a Miss Piggy decision-maker, it is helpful to recognize and, in some situations, to manage some of the character traits that Miss Piggy values.

Organized: Miss Piggy decision-makers like to be organized. But, don't mistake this for an inclination to see the big picture. Being organized to Miss Piggy is about focusing on the few issues or items that they believe are the most important at the moment. So, being organized to Miss Piggy means being able to see and to articulate how item one is linked to and affects item two. Miss Piggy decision-makers want to see the immediate and short-term connection between issues.

Task Oriented: In social situations, Miss Piggy decision-makers move quickly to tasks and outcomes. They do not want a lot of context or background information. They want to know what action steps emerge and who is going to own them and when they will be achieved. Before you engage the Miss Piggy decision-maker, make sure you are prepared to talk in terms of tasks and outcomes.

Stable and Dependable: Another personality trait that emerges in the social environment for Miss Piggy is being stable and dependable. Miss Piggy does not like tentativeness or any signs of what he or she would perceive to be weakness. When preparing to deal with the Miss Piggy decision-maker, be aware of the value he or she places on communication and behaviors that suggest stability and dependability. Miss Piggy wants to know that you will get the job done. If you are not the person who is going to resolve the situation, Miss Piggy wants to know who that person will be and whether you have confidence that the problem will, indeed, be resolved.

Moving Miss Piggy to Action

Here are some tips and strategies to consider when attempting to "move" a Miss Piggy decision-maker.

Tip #1: Focus on the problem or issue that needs to be addressed or fixed. Unlike some of the other decision-making styles, the Miss Piggy decision-maker is less concerned about the background or context around the issue. He or she wants you to get right to the point. What's the issue? Why does it matter? When is it going to get fixed? Who is going to fix it? These are the questions that are often at the forefront of the Miss Piggy mindset. Be prepared to answer these questions, and be ready to do so with a degree of speed and clarity.

Tip #2: Increase the sense of urgency for Miss Piggy by highlighting the risks of not acting. Miss Piggy decision-makers tend to like to fight fires. Even if he or she tells you otherwise, Miss Piggy decision-makers tend to gravitate toward fires. As you frame the issue or the decision, do so by highlighting the potency of not acting. You can incorporate phrases such as, "If we don't act now, then...." Or, try "The likely impact of doing nothing is...."

Tip #3: Form a powerful coalition for Miss Piggy that includes people he or she widely considers to be doers. If you are going to place Miss Piggy on a team to address the issue or to implement a plan, make sure you include a few individuals who are also task and outcomes-oriented. Miss Piggy can show signs of impatience quickly and the momentum for your initiative can stall if Miss Piggy feels he or she needs to take over and "do this thing by myself."

Tip #4: Create a vision for change for Miss Piggy by painting a picture of the problems that will be solved with your approach. In your communication with Miss Piggy, highlight the barriers that will be removed or weakened by action. This is important for Miss Piggy to be able to see resolution to immediate and pressing obstacles.

Tip #5: Communicate your vision to Miss Piggy by using clear, concise, specific directions with timeframes. When you are talking about action, Miss Piggy wants to know who is doing what and when. End each meeting with clear, concise, specific directions with timeframes.

Tip #6: Empower Miss Piggy to act by removing obstacles. Before you ask Miss Piggy to get involved, take the time necessary to anticipate the potential obstacles to action and remove them. You want Miss Piggy to go to work and obstacles that are seen and immediate will lead to frustration. This frustration, if not properly attenuated, can spread throughout the group like a poison.

Tip #7: Create short-term wins for Miss Piggy by identifying immediate problems that can realistically be solved. Believe it or not, Miss Piggy operates according to the principles of physics. An object in motion tends to stay in motion. An object at rest tends to stay at rest. Before you approach Miss Piggy, identify short-term wins that can sustain the momentum needed to keep him or her "bought-in" to the assignment and to your plan of action.

Tip #8: Anchor your plan by showing Miss Piggy how you will hold others accountable for action and for producing results. This is very important. Compliance can only occur if there are clearly articulated penalties for not taking action and those penalties are enforced. Miss Piggy decision-makers want to know who else around them is "on the hook" to act and what he or she can do to make sure the penalties for not acting are enforced. Miss Piggy will be listening for any message that suggests that accountability is not going to be enforced.

Summary

There you have it. Your approach toward Miss Piggy has to be strategic and deliberate. Miss Piggy decision-makers are valuable parts of a team because of their inclination to push through obstacles with a sense of speed, focus, and determination. But, you have to frame your messages and manage your plan in ways that appeal both emotionally and socially to Miss Piggy decision-makers.

Miss Piggy knows his or her role and is prepared to assume that role. Your task is to create the conditions so that action taken by Miss Piggy does not become socially disruptive to the group. Being prepared is the best strategy for managing the social context in which Miss Piggy makes decisions and acts toward the benefit of the collective group.

 

The Secret Language of Elephants

Can elephants talk?

What a silly question, right? That sounds like a question one of my children might ask.

But, it is actually a question that researchers have been asking for quite some time now. In fact, 60 Minutes recently ran a segment that touched on this very question.

"Elephants communicate in a complicated, sophisticated language," CBS correspondent Bob Simon says in his opening remarks, and "scientists are trying to decipher and compile [it] into the world's first elephant dictionary."

In the segment, Simon interviews Dr. Andrea Turkalo, an expert on elephant behavior. Turkalo describes the process of compiling the tones that elephants make--both heard and unheard--in an attempt to decipher their emotional world.

By matching elephant sounds with elephant behavior, researchers like Turkalo are able to learn a lot about a complicated and sophisticated world; a world where tone matters.

"It turns out these [elephant] vocalizations are just a small fraction of the sounds elephants make," Simon states. "Until a few years ago, scientists had no idea that most of what elephants are saying can't be heard by the human ear."

This piqued my interest. It appears that elephants can tell us a lot about leading and transforming our organizations, our communities, and our lives.

In the course of leadership, every leader has to find a voice, to strike a tone, that "moves the crowd." Let me offer two principles to consider.

First, as a leader you must develop the ability to communicate using a variety of tones that meet the moment. Different situations require different tones; some high, others low; some seen, others unseen. Unfortunately, far too many leaders have only one speed, or one tone, and they are often unable to mobilize others when it matters most.

Here are some questions to ask yourself:

• What kind of tones are you striking in your organization, in your family, or in your community?
• Better yet, what kinds of tones are you capable of striking?
• Is your repertoire limited, or can you dial it up and dial it down when necessary?

The second principle follows directly from the first. Being able to communicate in the right tone at the right moment requires an ability to read your audience.

As a leader, it is important for you to be able to pick up on the tones coming from those around you. Many times you can discern the mood of the group by looking to both verbal and non-verbal clues. Facial gestures are just as important as the emphasis we place on certain words. Unfortunately, I've seen many leaders who are just tone deaf. They can't hear what's being said because they are not in sync with the tones that are inaudible.

Just like elephants, organizations give off tones that provide clues about the degree of harmony and the emotional state within. You can ignore these tones, but you do so at your peril.

As the 60 Minutes segment draws to a close, Simon remarks: "As night falls over her clearing and fisherman float gently down the Tsanga, you can hear the crickets. What you can't hear are the elephants. But that doesn't mean they aren't talking."

 

To view the segment within the 60 Minutes episode click on the link below:

http://www.cbsnews.com/video/watch/?id=7186356n&tag=cbsnewsMainColumnArea.8