Ingrid Gudenas

Why Only Genuine Connections Work

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Every amazing outcome is built on the foundation of a deep, profound and calming human connection.  Despite what you’ve been told, you can build this connection in a matter of minutes if you know how, whether it’s one-on-one, in a meeting or when you’re in front of a group.

I’ve studied so many books and videos on persuasion, influence, leadership, power, all about how to get other people to do what you want.   And I always ask myself, “Would I want the other person to know I'm using a technique on them?  What would they think if they knew what I'm doing came out of this book?”

Techniques, for me, take the honesty out of the relationship, and then I don't feel like I'm there with all of my integrity.  So I refuse to teach “techniques”.

I believe only genuine connections work.  The true source of powerful communication is trust, affinity, and above all, it's willingness. When you have the other person's full willingness, there's nothing they won't do for you. 

Inside each person is an incredible source of generosity. Most communications aren't good enough to tap into it. True communication does.

There’s this philosophical aspect to it, and then there’s the science behind “how to make it happen”.

Last week I delivered an intensive 3-day coaching workshop on Causative Communication. As occasionally happens, all the participants were men.  No particular reason for this, it's random who registers for our open enrollment sessions.

One of the first things we cover in the workshop is how vital making a deep human connection is if you want to have meaningful communication. This strong connection on a personal level transforms ALL conversations, whether they’re intensely difficult negotiations or personal.

We paired the guys up to do the exercise immediately following this lecture and discussion. The exercise is intended to give them the practice and coaching needed to make this skill real, so they learn how to make a strong connection with anyone, and make it happen immediately. 

All the guys in the workshop were already successful in life.  I’m going to tell you about 2 of them.  They're both extremely competent men. One is in sales and closed a $100 million deal during lunch on the 2nd day. The other is a senior director slated for VP who directly influences 150 locations around the world in an $18 billion corporation. 

As they were doing the exercise, something neither of them expected happened.  First with one and then the other, their eyes filled with tears.  I always have a box of Kleenex in the room because this wasn't the first time.

Although it happened in the first 2 minutes of the exercise, it seemed to happen slowly.  I was watching their faces and noticed their eyes were slowly welling up and then overflowed.

The senior director said, “I've talk to people my whole life, but I've never actually connected with them, not like this.  I just realized how much emotion I have inside me.  I just realized how much affinity I have.  I’ve been pushing it all down.”

He looked at the man he was paired with and said, “You were a complete stranger when I walked in this morning and now I love you.” 

The way he said it was as natural and normal as saying, “I’m glad you’re on the team.” 

What they both were feeling was a deep personal connection.  This kind of connection, unfortunately, is not common today.  I personally want it to be, which is why I teach how to create it.

The amazing thing about this connection is that it's made without words, it's BEYOND words, it's a level of being able to reach people that's way beyond words.  It has nothing to do with what you say.

All the guys learned how to make this powerful connection within the first minutes of a conversation.  They learned this by lunch on the first day.  Then they learned how to use the connection as a launching pad for powerful, meaningful communication.

The guys had so much fun the first evening of the workshop.  After they left for the day, they made strong connections with all the people they encountered.  They amazed and happily stunned everyone they talked to, including business meetings and a variety of people they’d only met for the first time.

The outcomes of their all conversations were extraordinary, including getting “this never, ever happened before incredibly good” results and cooperation in discussions with their boss. 

We celebrated their outcomes the morning of the 2nd day.  They were exhilarated.  Each success sparked a good bit of laughter and spontaneous applause.

Does everyone who comes to this workshop cry?  No.  But they’re all deeply moved, deeply touched by the difference having this beautiful connection makes in ALL their interactions, especially in the big important conversations where the outcomes really matter.

The ability to make this connection is a skill, it’s an ability, it’s not a personality trait, any personality type can learn it. 

It’s so worth making that connection before talking about anything.  Everything just goes so much better.

I know from my own life and from working with thousands of clients, I know outstanding communication gives you a life of ecstasy, exhilaration, joy, a life that is thrilling.   Most people would not call their day-to-day life thrilling.  But it can be.   Making that connection is a big part of that.

I am dedicated to empowering others. 

If you’re interested in learning more about how to create that kind of connection, I invite you to a webinar I’ll deliver next week on how to make what you want happen.  It starts with making a deep human connection and I’ll be covering how to do that. 

Wishing you many meaningful connections in all your upcoming conversations!

The Root Cause of the Fear of Public Speaking

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When I say it was the worst case of stage fright in the world, I’m not kidding.  I’m describing myself.  I was terrified when I first started public speaking.   I don't want you to think it was a normal kind of fear, it wasn't.  The most strange thing would happen. 

I would feel totally confident until I started walking to the room where I would speak.  Then an absolutely paralyzing fear would come out of nowhere and take over my entire body. It was an unthinking reaction, completely out of my control.

Back when I started, we wore silk blouses and business suits.  When you sweat in silk, it makes a big, dark mark on the silk.   I could never take my suit jacket off because my sweat made that dark, ugly mark from my arm pit all the way down to my waist.  I kid you not. 

You had to seriously wonder why on earth I wanted to become a public speaker because the amount of stress I experienced was almost beyond endurance.

You might be thinking it went away after the first 5 minutes of speaking.  I wish it were so.  It took about 30 excruciating minutes. 

That kind of fear is totally obvious to an audience.  Trust me, I know. The look of sympathy on their faces was piercingly painful.

30 minutes into my talk, it would go away and I was fine, charming, charismatic (okay, at least that's what they told me).

The evaluations at the end of my talks were not pretty.  I remember in my entire first year of public speaking, the nicest one I ever received was from someone who wrote, “I am sure that someday Ingrid will be a good trainer.”  I wish I could find that person today and thank them for being so nice.

I got a lot of advice from people. The advice fell into two camps.  Half the people told me that if I just kept doing it I would get over my fear.  The other half said it's not something you ever get over. You have to learn to live with it. 

I had one person tell me that you will always have butterflies in your stomach; the trick is to get them to fly in formation.

Well, mine were certainly NOT butterflies.  They were more like World War II bombers and, whether or not they flew in formation, they were dropping bombs right and left.  There was no chance they would turn into butterflies.

It's amazing I persisted. This stage fright lasted for the first 5 years of my career.  I studied everything about stage fright I could get my hands on, read every book, had mentors, studied great speakers, rehearsed in front of a mirror, practiced until I dropped, tried every tip stopping short of medication.

For 5 years there was no change to speak of.  Some days and with certain groups it was microscopically better than others, but overall, it was paralyzing.

People were shocked to see it because I sounded confident before the presentation and then they saw how different I was once the stage fright landed. 

I was determined to learn how to handle it.  I was determined to be causative.

I kept thinking there must be an answer. And I was determined to find it.  What was happening was so IRRATIONAL that I just couldn’t accept that I had to deal with it, live with it, endure it forever.

So I kept looking.

It paid off.  I found the root cause.

This turned out to be important.  All the tips I’d gotten never addressed the root cause.

There are THOUSANDS of tips published online on how to deal with the symptoms, none of them even mention a root cause.  And none of them worked for me.  When you Google, “how to handle stage fright”, you’ll find many strange suggestions, even from places like Stanford and Harvard. I saw a video posted by Stanford where the woman recommends wiggling your toes.  She's got to be kidding!  Wiggling my toes would've made me feel completely stupid.  The Harvard video demonstrated “power poses”.  They made me look ridiculous. 

I’m not putting these educational institutions down - there just isn’t much good wisdom out there when it comes to handling this anxiety.

If you have stage fright, probably what you’ve been taught about it isn't true. If it were, you wouldn't have it.

What I discovered as the root cause was that I was resisting the audience, not allowing myself to fully experience them.  I couldn't even face them comfortably. It was really simple.

I actually couldn’t perceive the audience, meaning literally I didn’t see them, they were gray shapes, not individual people with faces. I was so caught up with what was going on in my mind, I couldn't focus on them. 

My entire experience up there was MENTAL.  It had nothing to do with the real world, with the audience in front of me.  In short, I was not experiencing them.

I was so loaded with RESISTANCE it paralyzed me.

When I found the root cause, what to DO about it became obvious.  I realized it was a SKILL SET to stop resisting, be comfortable in front of the audience, face them with ease, not feel judged, get my attention off myself, be fully in the moment and not anticipate their reactions or the outcome, to not be thrown off by the status or importance of the individuals in my audience, to perceive each person with clarity, to fully EXPERIENCE my audience and connect with EACH individual in the audience with complete ease.

I created a series of practice repetitions to master each skill and then mastered them one at a time.  It was not overwhelming because I practiced one skill at a time.

I did these exercises and suddenly the stage fright was gone, ALL the stage fright was gone.  I was able to come out, completely at ease and relaxed, and make an immediate connection with the audience, I was able to make my presentation really good from the first, “Hello."

Soon after, I was asked to speak to a group of 500 CEOs.  Normally I would have been sweating down to my ankles. I couldn't believe it. I walked out front, I was completely calm. I was even laughing about something that had just happened in the group. I made a very relaxed and spontaneous comment about it and then everyone was laughing too. We were completely connected.  Right off the bat.  I felt like a miracle had happened.

I discovered the people who said I had to live with some degree of fright my whole life were, to put it baldly, wrong. You don't have to live with it. You can make ALL of it permanently gone.

I also trained myself, very systematically, in all the other skills that would make me a great speaker.

Now I’m in demand as a speaker and my evaluations are outstanding. 

People don't believe me when I tell them I had no natural ability for public speaking.  They think I'm making it up.  Personally I'm happy they don’t believe it, and even happier that videos of my early talks don't exist because they truly were more awful than I’m even portraying here.

Whether anyone believes it or not, it's the truth.  I had no natural abilities when it came to public speaking. 

Actually, that's not correct. Just like everyone else, I was loaded with natural abilities, but they were buried so deep inside of me, it took an archaeological expedition to get them out.

Once I conquered stage fright, as I saw others present and experience a similar anxiety, I thought they could really benefit from what I learned.

There's an incredible advantage I have PRECISELY because I started truly terrible at something and then learned how to become really good at it.  It’s made me a GREAT teacher.

The reason is, I know EXACTLY what it's like to not excel at public speaking when you very badly want to.  I know what it’s like to be terrified.  I am easily in my students’ shoes, looking at the world through their eyes, seeing what they see, feeling what they feel. 

And I know painstakingly well EACH of the steps, mastered little by little, one at a time, that are needed to learn how to become a polished expert at presenting to groups.  I know each of the exact skills you need to master and in what sequence. 

So, I started to teach it and have done so for 30 years.

I used what I discovered about the root cause of stage fright, plus the exercises I did to make it vanish, plus the exercises I did to master all the skills you need to be great, to form the core of a 2-day workshop I love to deliver.

This particular workshop gives me inexpressible joy every single time I teach it.  Over the years I learned how to take everything that took me well over 5 years to learn and hone it so I can teach it in 2 days and have EVERY student create an incredible transformation in the way they present.

When I started teaching presentation skills, I discovered that just about EVERYBODY has some degree of stage fright.  We all try to hide it, but it is astounding to me how prevalent it is.

Not everyone has it as severely as I did, but many people do. I taught one woman who was seriously trying not to throw up before her presentations.  I've had a number who take medication for it and don't want to.  I've had many who are paralyzed by it, and an equal number who simply feel tense, not at ease or relaxed.  I had one CEO who started not sleeping well the week before a big presentation, and I’ve taught many people who don't sleep well the night before.   I’ve worked with a number of the world’s foremost experts in their field who are terrified when they have to communicate their knowledge in public.

Even Michael Bay, the famous Hollywood high budget, high action film director!  His 1.5 minute stage fright experience has been viewed by over a million people on YouTube:   Michael Bay Stage Fright at Consumer Electronics Show

It’s CRAZY! How many people have it and how bad it can be. 

Many people do my workshop specifically because they have dreadful stage fright.  I'm ridiculously delighted to work with them because I know the relief they're going to experience in the workshop and especially after when they get in front of an audience and experience being FREE of it.

I tell them they will get over their stage fright by lunch on the first day. They never believe me of course, until it happens.

The reason we tackle stage fright so quickly in the workshop is because I need them COMPLETELY comfortable and relaxed before I start teaching all of the other skills that will make them powerful presenters.

Just to give you an example, here is one of thousands of emails I’ve received from students:

“Five years ago I spoke to an audience. Suffering from a horrible bout of stage fright, I lost my place mid-speech. Flustered and scrambling, the audience had to clap me offstage.  I was so disappointed with myself.  I had practiced and practiced – what went wrong?

“Last week I made my first presentation since that embarrassing event.  I presented to an in-room audience of 150 of my peers, and a global televised audience of 250+. I was a success!  I received comments that I was a “natural”, congratulatory emails from across the country, requests to be a mentor, and a huge accolade from my manager!

“Thanks to your Transformative Presentation Skills workshop, I feel comfortable and excited about presenting now. The sky is the limit!”

Now I've trained thousands of people, many of them have won major speaker awards at conferences, some even have an international fan club.  All of them are powerful and amazing, even if they’re only presenting to small groups of engineers.

Because I learned the skills the hard way, I know how to make it easy for you.  So I can't even begin to tell you how thrilled I am that I can teach something that helps so many people.  It’s a joy to teach.

And I’m so proud that my staff do just as good a job as I do when they’re teaching it.  I'm always blown away seeing their work.  So are their students.  It really is a teachable skill.

The most common comment we get at the end of the workshop is, “I can't believe the transformation in me and everyone else in just two days.”

I hope my own experience helps you with your own stage fright.  I WISH I could make your stage fright vanish!  I wish I could do justice teaching you how to make it evaporate in this blog.  I’ve never learned how to write about it so someone can learn how to make it go away completely.  I’d love to be able to do that.  Right now, it's something you need to be in person with me to learn fully.

I teach it in a workshop format because I need to have you in person for 2 days to do the exercises and we need to have an audience in front of you.  That way I can really truly demonstrate each of the principles and skills to you.  You can practice the new skills with an audience in front of you and I can coach you to make sure you're doing it right.  As you do the exercises, you EXPERIENCE the stage fright vanishing and you see exactly what you’re doing to make it go away.  You also see exactly what you need to do to prevent it from coming back.  You gain control.

Handling stage fright is just the BEGINNING of a beautiful journey to becoming an incredible public speaker, where you totally connect with your audience, where it’s so good, you can’t stop grinning.

Master the root cause and skill set above and there’s no limit to the impact and influence you’ll enjoy.

The hardest thing to do is change mind sets

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My clients want to learn how to do 1 thing really well:  make what they want HAPPEN. 

Some want to get through to a boss “who doesn’t get it”.  Some want to land a job that takes them to the next level of their career.  Some have aggressive sales goals.  Some want to influence peers who don’t listen.  Some want to build more effective teams.  Some want to inspire.

An example is Allen, a rising star who works in a very large organization.  His new assignment required him to change the way his part of the organization was operating.  Allen had great ideas, even a clear vision of what should happen. 

He summarized why he wanted my help in our first conversation.  He said,

“The HARDEST thing to do is change mind sets.  I’m in a fight every day because I’m doing something the organization’s never done before.  They’re not sold.  Every time I turn the corner I get resistance.  I’m far from winning the hearts and minds of the people I’m talking to.”

Allen’s boss described Allen to me as a “High potential individual who knows he’s right, but can’t get anyone to listen.” 

When I met Allen he was, predictably, frustrated, feeling defeated by his own organization.  He felt they were facing one of the greatest opportunities in the organization’s history but wasting time arguing senseless points.  The only input from senior leadership was, “Work it out.” 

I love working with people like Allen.  People who are high potential, who have great ideas, who are right in their visions … but they come to find out … being right is no guarantee of success. 

They have a lot of people to convince.  They would give anything to get their ideas adopted, get on with it and make change happen a lot faster.

Each situation seems unique, yet what each person is searching for is similar.  They want to know how to control the outcome without controlling the person

You don't want to control your boss, yet you want to control the outcome with your boss.  You don’t want to control the people in your life, yet you want to control the outcomes you have in those conversations. 

There's only 1 way to do that and that is to communicate so extremely WELL, to create such PROFOUND understanding, that the other person WANTS the same outcome you do. So much so that they AGREE, COMMIT, and ACT on it.

AGREEMENT is key to commanding the outcome.  The degree of agreement you get DETERMINES the outcome.  If you have 2% agreement, you’ll get 2% of the outcome you want.

It takes 100% agreement to get real COMMITMENT.  And then it takes 100% commitment to get ACTION.

Without agreement, it goes nowhere.

Now here's the kicker. You can't MAKE people agree with you.   I know we’ve all tried a thousand times.  But, like me, you probably found out the hard way that it can’t be done.

Whether or not they agree with you is ENTIRELY up to them.   It's a decision THEY make.  You can't control it and you shouldn't even try.  You'll just frustrate yourself and them.

It's also a sign of respect to let the other person make up their own mind about it.  None of us likes the salesman who hovers over us while we’re trying to decide, or the one pushing us to buy.

Even if you're in a position of command, you can't force them to agree.

You can order them to do something, but if they don't agree, it won't be done well.  And if you try to force it, your relationship will deteriorate.  And they’ll stop doing it the second you stop looking.

I can’t tell you the number of senior executives I’ve coached because commanding people just wasn’t working for them.  Being at the top of the organization is no guarantee others are following you.

So getting agreement is critical.  That’s where communication comes into play.

In those situations where you’re not getting the agreements you need, you may be talking, but you’re not COMMUNICATING, you're either not getting through or you’re debating.

Debating usually just leads to more debating. 

What is the BIGGEST influence on whether or not the other person agrees with you?

HOW you communicate.

The key is to communicate so well, that you remove ALL barriers to agreement and the other person comes to your point of view ON THEIR OWN.

This takes SKILL.  Skill is defined as “a great ability to do something well or with excellence”.

When you do it well, it reduces the amount of time it takes for agreement to happen.  If you use solid communication skills you can achieve agreement in 1 conversation not 10.

So it really comes down to your command of the communication process. When you command THAT, you command agreement, not by forcing the other person, but by communicating SO WELL they can't help but agree with you. 

Allen mastered the communication skills he needed to rise to the challenge facing him.  I tracked Allen’s journey through follow-up calls.  The positive results he created were immediate and then snowballed.  On each phone call he was at a new high of exhilaration.

On one he said,

“It’s amazing how everyone’s responding to me now.  I’ve never gotten such a positive response.  I’m presenting the same ideas, but the conversation is going COMPLETELY differently. They are all agreeing with me.  And when people are talking with me, I can SEE it in their eyes - they find extraordinary communication amazing.  It IS amazing!”

Agreement is only created by outstanding communication.  This kind of communication feels like a real DIALOGUE.   A dialogue is defined as “an interchange and discussion of ideas, especially when open and honest, seeking mutual understanding or harmony, done with the spirit of goodwill.”

When you create rich dialogues, agreements can’t help but happen.

How to Command the Outcome Even if You Don’t Command the Person

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It’s a dilemma you face every day, no matter what you do or where you are in the organization. 

You don't want to control your boss, but you want to control the outcome with your boss. You don’t want to control the people around you but you want to control the outcome that comes out of those conversations. If you’re in sales, you can’t command your prospects, but you’d love to command the outcome as FAST as possible.

It’s a dilemma for you because if you PUSH for what you want there’s a danger you’re seen as demanding, controlling, pushy, argumentative, aggressive, annoying, or obnoxious. 

You can't be any of those things. 

And you can’t give up on what you want. You can’t settle for less. Or let it take a long time.

So, how do you command the outcome in the most DIRECT way possible? Clearly there’s SOMETHING you have to control in order to control the outcome.

It comes down to the WAY you communicate. The way you communicate must penetrate and be irresistible.  If it’s not, you get resistance. 

When it comes to other people, you’re either irresistible OR resistible. 

You’re always going to be MORE ONE than the other. 

What determines which you are?

Your command of communication. 

Teaching people how to command the outcome without commanding the person is my (and my team’s) specialty. And I use the word command deliberately. I’ve taught thousands of people how to do it supremely well in the past 30 years.

Most people do a lot of talking, but they don’t have a COMMAND of communication to the point where they CONTROL the outcome. 

They’re always trying to control the other PERSON without a clue how to STOP trying to control the person and directly control the OUTCOME. (Controlling the other person never has lasting benefit). 

They mostly have a lot of questions about why what they’re doing isn’t working.

As I was putting the finishing touches on an upcoming webinar on how to command the outcome without commanding the person I received an email from one of my readers with a topic request that dovetails. This is what she wrote:

“One topic I’d like to read about in your blogs is negotiating and influencing others to achieve success.  How do you know when to negotiate and when not to? How do you know what the boundary of your circle of influence is?  Is it through trial and error, or is there a less risky way to detect that boundary? 

“The type of situation I have in mind is dealing with someone in a position of more power and authority, such as the boss or hiring manager. How do we balance courage to be hard on the problem with softness with the other person to maintain or build the relationship?”

To answer her question: Yes, preserve the relationship. Giving up on a relationship, or seeing it deteriorate, is a pretty miserable experience for everyone involved. Most people don't intend for a conversation or relationship to go south, it doesn’t deteriorate because they WANT it to, they just run out of skills.

Caring about the person and caring about the relationship form a FOUNDATION for everything else you do.

So, now how do you achieve your goal? What you want to do is KEEP COMMUNICATING, but do it EFFECTIVELY. 

This leads to my answer for her other question about what is the boundary of your circle of influence ….

You (NOT someone else) DEFINE the boundary of your circle of influence by your COMMUNICATION. 

It has nothing to do with your position, age, looks, college degrees or, I'm sorry to say, accomplishments. 

I coached a VERY wealthy CEO of a large corporation who was brought to his knees by his teenage daughter because she was the one person in the world he couldn’t communicate with. I coached a brilliant, accomplished engineer who was constantly overlooked for well-deserved promotions because he lacked communication skills. I could go on ...

Your communication DEFINES the boundary of your circle of influence.

When you stop communicating, your circle of influence shrinks and gets very small.

I can’t even begin to tell you how many times I’ve seen people stop themselves. They hit a point and stop communicating. 

Right at that point your influence stops.The reason for this is that communication is how you control EVERY situation you're in. 

I'm not talking about controlling the other person. 

I'm talking about controlling what happens to you, the degree of connectedness you have, the degree of understanding, of respect, of agreement.  

How you communicate controls ALL these. All THESE control the outcome.

One of my clients, Sean, was 1 of several hundred employees in a division of a large corporation. He reported to a Manager who reported to a Director who reported to the Vice President. Sean commanded no one.

The Vice President issued a directive that, after being in place for two weeks, was extremely unpopular within the ranks. Despite grumbling, the division Managers told their people they understood their frustration but to try to deal with it best they could.

Sean was so bothered by this directive, he was seriously thinking of quitting a job he loved and looking for another one. It was that bad.

Using what he learned about effective communication, he asked for a meeting with his Manager. It took a lot of COURAGE to approach her on this topic. 

As he suspected, the Manager knew people were unhappy, but it wasn't totally REAL to the manager. Do you know what I mean by that?

It happens often where the person has some idea of the situation, but it's not as REAL to them as it is to everyone else.

While making sure the conversation maintained the friendliest of tones, Sean communicated what I call a “creative reality” and turned their conversation into a powerful dialogue that lasted 30 minutes. 

The manager was stunned by the realizations of what Sean was telling her. Other people had told her, but not EFFECTIVELY.

Not all talking communicates. As a matter of fact, MUCH of it doesn't.

Within an hour, she had gone to the Director above her and together they went to the Vice President and the VP cancelled the directive. Not only that, the VP was immeasurably GRATEFUL to Sean.

The same day this happened Sean sent me an email saying, “The entire team of hundreds has benefited! This outcome would never have happened if I didn’t go in and communicate.”

Then in 2 weeks Sean sent me another email saying something most people never get to say:

“I almost can't believe this! My BOSS’S BOSS is now coming to me for my opinions.” It was a BETTER THAN HOPED FOR outcome. 

That’s what you should always have.

That's the power of having a command of communication. Most people have been systematically trained NOT to command.

They’re commanded, not commanding

They’re therefore more likely to give up and compromise.

Many people are afraid to command, or mistakenly think that to be commanding means you have to be harsh or militaristic. Yet your ability to command THROUGH SUPERIOR COMMUNICATION is what determines your leadership and destiny.

Make your circle of influence as BIG as you can by COMMUNICATING! Make your communication effective. Make it a dialogue, not a dispute. 

Stay TRUE to your goals. 

When did we first stop being causative?

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Causative [kaw’-zuh-tiv], adjective: Making what you want HAPPEN. Being able to cause your intended effect or outcome at will. 

When did we first stop being causative?

Well, if it didn't happen sooner, it probably happened for most of us when we started school and were told to SIT DOWN and BE QUIET for hours at a time. They told us exactly where to sit and we weren’t allowed to leave that seat. 

They made us ask permission for everything, including leaving the room. If we did something without permission, we were bad.

If we wanted to talk, we had to raise our hand and wait to be called on. Raising your hand was dangerous because the teacher was usually asking a question that had a right and wrong answer and if we were wrong, it was very public. Where I went to school, not many hands went up and we became skilled at avoiding eye contact with the person in the front of the room.

We weren’t allowed to talk to each other, only the ONE person in front. 

Everything we did was graded and compared to what everyone else did. We were graded based on one person's opinion of us, a person who might or might not understand or like us. Most of us did not get straight A’s. Grades could easily make us feel that we were mediocre.

We were severely restrained from being causative. For years.

The photo above is my sixth grade report card. 

I felt totally betrayed by it.  I worshiped my beautiful red-haired 6th grade teacher, Mrs. Zinn. My 10-year old self did everything I could in my power to try to please her.

As you can see, she hand wrote Talks too much and checked the Improvement is necessary box for that item 6 semesters in a row, and then, in the last semester, finally exploded with her opinion that I annoyed others. To my knowledge she was the only one I annoyed. I don’t recall ever annoying anyone else. 

The beautiful Mrs. Zinn did everything she could to get me to stop talking. 

Fortunately, she didn’t have much success.

Neither did the long train of other teachers who also tried. I've been a rebel all my life and it's been quite impossible to make me sit down and behave according to the “Sit down and be quiet” standard of good behavior.

I still talk a lot, but now I get paid for it

My profession became delivering workshops and coaching communication. I make a living from talking, and from helping others communicate successfully. I don’t even know how many thousands of people I’ve coached, from professionals to CEO’s. 

The one trait Mrs. Zinn tried the hardest to suppress became my greatest strength, the source of not only my wonderful career but also the greatest moments of joy in my life, both professionally and personally.

My point, however, is that many people were silenced

For years.

Large corporations CONTINUE this trend

I see it all the time with my corporate clients who are constantly seeking permission to speak up. To speak to their boss about a raise, to ask for what they want, to tell people what they really think, to communicate their deeply held beliefs, to tell others what they really need. 

They try and, if they don’t experience immediate success, they too easily withdraw, sit quietly in their chair and let the subject be changed. They hold it in. 

They’re overly concerned about what others think of them, very afraid to say the wrong thing and create a negative reaction. 

Worse, it's been so long since they really spoke up, they’ve forgotten how. So, it’s awkward when they do. 

They overthink it, they’re overly careful, too weak and indirect, or they explode with too much pent up force and energy and overwhelm the other person by being unfriendly, too forceful, too aggressive and then they do upset the other person and make it unpleasant. 

They don't know how to speak up successfully and build a relationship at the same time.

Mostly they're afraid that speaking up will be destructive. So they hold back. I had one person even today say, “I don’t want to bring it up because he’s my boss - I know what he thinks and I don’t want to argue with my boss.”

I want to pass on to you something I've learned from many years of delivering workshops and coaching people to develop the communication skills they need to get what they want, to make what they want happen, to create the reality they really want.

Speak up.

Stop waiting for permission, because no one's going to give you any. 

You don’t need a license to communicate. 

Being causative means you are the source of your own permission. Don’t deny it to yourself just because other people have been doing exactly that to you for years.

Do it gently but firmly, in the FRIENDLIEST possible way, lovingly even if you can, but speak up.  

Truly, make it very friendly, you don’t have to stop being friendly just because you’re speaking up. So, make it very friendly. And speak up. I always make sure I am filled with affinity for the other person when I’m speaking up about a touchy subject. That alone makes all the difference in the world to how the conversation turns out.

speaking up

I recently had a situation where the VP Global Legal & General Counsel of a major international corporation cancelled one of our programs because he didn’t like our license and didn’t see any hope of our coming to an agreement. I was told, “This was discussed with the CEO and senior leadership. The decision has been made and it’s final.”

He works in Boston, 3,000 miles away. I spoke up and managed to get a phone call scheduled directly with him. I did a little research on him ahead of time and discovered he’s been a successful trial attorney for over 30 years. Clearly not an easy guy to persuade to change his mind.

It would have been easy to be angry or outraged by what he did, to dislike him. But even before I met him, I deliberately looked for and found many things to like about him from his LinkedIn profile, and I approached the call with my mind solidly on the things I truly liked and admired about him.

He on the other hand, clearly did not feel the same way about me. 

When he got on the phone his first words were, “This is going to be a very short conversation, less than 5 minutes. Decision’s been made.”

We hung up 2 hours later. The conversation had gone so well, he was willing to keep talking and we had 2 more phone calls and came to a beautiful agreement, not to mention a surprisingly wonderful and lasting long-distance friendship.

At the end he said, “You really made this happen. You did not descend into anything adversarial.  I was surprised by how pleasant you are. You managed to keep it an open line. We listened and respected each other. I found myself wondering ‘Is it possible this problem could be solved?’ And we found a way! How great is that?!”

Then he paid me one of the highest compliments I’ve ever received. 

He said, “I wouldn’t say you’re aggressive, but you’re a force.” 

That’s what being causative is all about. Impactful communication without being adversarial or aggressive.

When the program was first canceled, 12 other people felt completely derailed by it and passionately shared my views, but they were afraid of “risking” their careers, so I was the only one who spoke up. 

I never want to be the only one

That’s why I coach others. 

I want everyone around me to find their voice, for you to find yours. 

Speak up!

Especially in those parts of your life where you don’t feel powerful, where you feel like you have not been being causative, about those topics where you feel like you’re at the mercy of the other person or the situation. Speak up!

I guarantee you that if you spend one day, the whole day, truly speaking up, magic will happen in your life and, at the end of that day, you'll fall asleep with a smile on your face. You’ll feel much more free, liberated even.

PS

By the way, I still passionately adore Mrs. Zinn and feel immeasurable gratitude to her.  She introduced me to poetry and fanned a flame of love for it that burns fiercely in me.  My introduction to poetry at such a tender age was a true gift and I love her for it.