My sister and her husband are educators. They teach subjects related to optics and light, which require some pricey equipment. Items have "disappeared" in the
past.
To head this off, they have come up with this ground rule they announce in class, up front. It goes like this: "If you feel you need any of this equipment, don't hesitate to let us know. We will work with you to find options to help you get what you
need."
This works on so many levels. They generously offer their students access, time and attention. They point out another option that makes stealing irrelevant in most cases.
What if someone wanted to steal an item just to resell it? This approach discourages typically good people from taking advantage. After all, their instructors appear to be looking out for them. Their offer appeals to our higher nature as humans.
Express your own noble intentions.
What a powerful opening move to show others how seriously you take the work you are
doing together. In my sister's example, her approach telegraphs:
- I'm on your side.
- I respect that you might be so interested you might
genuinely need this equipment.
- This subject deserves respect.
It also says, "I want to help you even though I don't even know
you well, yet." In fact in this case it even implies, "I expect you are serious, talented students who want to participate in a way that benefits everyone." As I learned from Dale Carnegie training, they are giving their students a reputation to live up to.
Appeal to their most noble motives.
So, how does this translate to you most effectively? You too can use this approach to prevent or respond to undesirable outcomes.
Several years ago I supported a group at work that was a little too good at academic debate. They picked apart each other’s work in the name of rigorous research standards. Some people felt feeling beaten up or invisible.
At the time, the intention to transform this environment didn't have enough traction. But, several months later, their new manager told me he had solved the problem.
He engaged some of the highest
level (and most bullying) participants to help him set a different tone for this group. He told them he needed their help.
He didn't pick on the unhelpful behavior. He described the behavior he wanted to see in the group. He talked about how they could specifically create more inclusion
and participation from everyone.
He showed confidence in their ability to model the more effective behavior. In other words, he appealed to their most noble motives. In turn, this led to a meaningful, positive difference in the group's functioning. Who wouldn't want to respond
to the goal he set?
Also, this approach creates a virtuous cycle, versus a vicious cycle. The example above may seem like spin, but I don't advocate insincerity. That doesn't work for me, not only ethically, but it's also bad management.
Humans can sniff out a fake. That takes you in the opposite direction you want to go. Then you will have a vicious cycle on your hands.
You
know what also creates the virtuous cycle? When you think through your approach, you too identify your own noble motives.
Consider the most wonderful thing you want for your employees (or children, or coworkers), in service to your goal, and why. Then, if
you mean it, express it. Then you are on your way to creating an environment that brings out the best in others.
