From the Road

A Picture is Worth a Thousand Words

When people outside of work find out that I spend a lot of time teaching groups, they often ask about the more challenging situations I encounter. “What are the biggest pitfalls? And how do you recover when you run into these problems?” I tell them, “A picture is worth a thousand words.”

Some time ago, I attended a presentation from a nationally acclaimed photographer about the ABCs of photography. He expressed the idea that photography is a form of communication, and like language, has its own alphabet. While language uses letters to communicate ideas, similarly, photography uses assembled elements to create meaning in a visual format.

In the middle of sharing this deep philosophical explanation about how to effectively communicate through photography, he was interrupted by a question from the audience. “Are you conscious about ensuring all the elements are present before taking the shot?” Interesting question, but not as interesting as his answer. He explained that he used to take a photo, realize it hadn’t turned out the way he’d expected, and he wouldn’t be able to understand why. But since then, he’d learned to bring the photo to a mentor who would then look at it with him to figure out what to do differently next time.

His answer caused me to reflect on my many classroom experiences. I’ve had my share of less than desirable outcomes. And one of the most frustrating things is knowing a class hasn’t turned out well, but not knowing the reason why—especially early on. I came to the conclusion that we ought to be doing the same thing with our classes that the photographer was doing with his photographs. We need to take a mental picture of what’s going on so that we can analyze it and do better. We should take stock of the classroom—prior to running into a problem. What’s happening with the group? What are people doing or not doing? How is the physical space set up? Is it conducive to learning? In essence, what do I notice that cues me to stop and reframe before moving on?

Then we can share these mental photos with mentors. We can compare the not so good ones to the better ones and figure out the difference. Most especially, we can use them to cue ourselves for better outcomes in the future.

Good luck! And remember to post those mental photos on the VitalSmarts Trainer LinkedIn and Facebook groups.

BS Guys

How to Change People Who Don’t Want to Change

In our latest BS Guys video, we asked two boys to approach smokers on the street. Their goal was to get the smokers to consider quitting. They used one of two strategies: “tell” or “ask.” In the tell condition, they did what many have tried before—they told the smokers why they should quit. In the ask condition, the boys asked the smokers for a light. It was fascinating to see how the smokers responded.

When you’re trying to influence people who need motivation, but not information, don’t offer more information. Instead, use questions to create a safe environment where they can explore motivations they already have.

For example, suppose you want your spouse to improve his fitness. How would he respond to a lecture? He’d get defensive, right? So instead, try asking a question. “If you wanted to increase your fitness level, what changes would you need to make? And what would make those changes difficult or unpleasant?” This question creates a safe environment where he can examine the facts he already has.

The problem with reminding people of facts they already know is that it feels patronizing or controlling. People’s natural response is to resist and exert their independence. Psychologists call this “reactance.”

Think about how we usually try to get smokers to quit. Most smokers already have a grasp of the facts. They’ve read the warning labels and they’ve seen the public service announcements. More lectures aren’t likely to be very influential. So we wanted to test the power of influential questions.

We hired two boys to be our confederates. They approached smokers on the street to see if they could get them to consider quitting. In the tell condition, they used the traditional lecture approach, and then asked the smoker if they’d like information on how to quit. In this condition, 90 percent of the smokers responded resentfully, and fewer than half took the paper with the information on how to quit.

In the ask condition, the confederates carried fake cigarettes, and asked the smoker for a light. The smokers’ reactions were dramatic. None offered a light, and none ignored the request. Instead, they stopped what they were doing, and began lecturing the kids on the dangers of smoking. The question prompted strong anti-smoking tirades—from the smokers themselves!

Then the kids asked a second influential question: “If you care about us, what about you?” Then they offered the information on how to quit. In this condition, 90 percent of the smokers committed to trying to quit.

Did the smokers really quit? We don’t know. However, when the ad giant Ogilvy & Mather originated this study in Bangkok, Thailand, calls to the helpline went up 40 percent on the day of the experiment—showing that the influence extended beyond words to action.

Try this technique the next time you want to help someone take on a difficult change. Instead of repeating facts they already know, try asking questions. The goal is to allow them to explore their own motivations without feeling pushed by you. Below are a few questions you might try.

“What is it that makes you even consider changing?”
“If things worked out exactly the way you want, what would be different?
“What are the pluses and minuses of changing or not changing?”
“If this change were easy, would you want to make it? What makes it hard?”

Good Luck,
David