Relationships Archives - Page 29 of 52 - How to be Awesome at Your Job

Pete Mockaitis
Craig, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Craig Dowden
Thanks so much for the invitation, Pete. Looking forward to chatting with you.

Pete Mockaitis
Oh, I’m looking forward to it as well. But, first, I want to hear a quick tale about your nickname Egg in high school and how you used that to your advantage.

Craig Dowden
Nice. Well, good background searching and sleuthing there. When I was growing up, I was kind of an awkward gangly tall kid, and so we would have races around the neighborhood. And so, of course, the classic last one to Craig’s house is the rotten egg. And then, I was routinely last, so you can see how they quickly made the link between, “Craig’s the rotten egg, Craig’s the rotten egg, Craig is the egg.” And, thus, the legend of Egg was born.

And so, not to be thwarted by the nickname, I ran for Student Council President, and we actually had a very boisterous group of supporters, and we had a lot of different campaign slogans attached to them, like, “Vote for Egg. He won’t crack under pressure.”

Pete Mockaitis
Oh, zing.

Craig Dowden
Or, “Vote for Egg, or the yolk is on you.” So, we got a little playful. And, apparently, that worked, branding, won by a landslide, so it was quite the campaign. Very enjoyable.

Pete Mockaitis
Well-done. Well, I’m going to go for an awkward for a segue, and I want to hear about how often people feel like there may be egg on their face on the giving and receiving of performance reviews out there.

Craig Dowden
Exactly, yes.

Pete Mockaitis
I was inspired. I enjoyed your incoming pitch and we’re getting more and more selective these days as we’re getting clearer and clearer on what listeners want. But you nailed it, you and your publicist got it going on. Performance reviews, that is a pain point for a lot of people. Can you orient us maybe what’s current practice in most organizations with performance reviews and how well is that working for us?

Craig Dowden
Well, thank you for the feedback. I’m glad the pitch was received well. And, yes, it’s one of those internal pain points. What’s really interesting is if you look at organizational research, in very few circumstances does management and employees agree on certain things. You talk about engagement levels, transparency, you name it, there often tends to be a disconnect between leadership and employees. And, yet, for performance reviews, this is one of those areas that are universally loathed.

Pete Mockaitis
Loathed with a T-H, not a V as in Valentine’s. T-H as in Thermopylae.

Craig Dowden
Correct.

Pete Mockaitis
The first T-H word I thought. How about thumb?

Craig Dowden
Exactly. So, yes, they just absolutely, people just dislike them. So, managers really dislike giving the feedback, and employees really hate receiving the feedback. Oftentimes they’ll use a lot of ineffective strategies like the compliment sandwich, which, you know, say something nice and then you follow it up with something really critical, and then, of course, just to make sure they leave on a positive note, you end it with a positive.

And so, all of these tips and tricks just lead to a lot of disappointed participants in this process. There was a study done a couple of years ago where 55% of people said they didn’t feel that their annual performance review was fair or accurate representation of their performance. Two-thirds said there was surprising feedback in the review, which you would think that shouldn’t happen. And then three quarters of employees said there were no specific behavioral examples given to support the feedback.

So, this is a really broken process which many leading organizations are starting to realize and make changes as a result of it.

Pete Mockaitis
Yeah. And I’ll tell you, this just fires me up. I just think feedback is so important.

Craig Dowden
Yes.

Pete Mockaitis
And I’ve heard it said that it’s the breakfast of champions.

Craig Dowden
Right.

Pete Mockaitis
And it’s so powerful and useful as a tool for learning, growth, and development which I am big in, big on, and to hear that in some organizations this may be the only or the majority of the feedback they get, which is sad as well, and then to hear that it’s not working for people, and isn’t accurate, doesn’t have specific examples, it makes me sad because it could be a cause for celebration.

I actually enjoyed getting reviews because I viewed them, well, one at Bain, they gave very detailed and thorough reviews and lots of examples, and I like that. But, two, I thought I’m in this job largely for the learning, and a lot of the learning is happening during my performance review, for me. And, thusly, I was like excited to go into them because I thought, “This is part of my compensation. It’s like I’m getting a bonus.”

And I was a little bit odd in most of my college life, like, “Okay, Pete, I kind of liked it a little but you’re weird.” But organizations that are not advanced or in that domain, of which it sounds like they are a majority, leave a pretty crappy experience all the way around.

Craig Dowden
Well, for sure, and I think and I love your personal experience and being a bit of an outlier to say in terms of just loving the process. And when you look at the evidence, people are open to receiving feedback, and I think there’s just a lot of challenges. I think that if it’s constructed well, the conversation can go fantastic because it provides an opportunity for leaders to give some feedback to people in terms of where they are and where they need to be.

It also provides people in the organization an opportunity to learn and grow, which this is one of the keys when you look at the research around engagement, that’s one of the key indicators, “Do people, feel like they’re learning new skills, having an opportunity to challenge themselves and grow?” So, fundamentally, the process is a wonderful one to really drive and facilitate peak performance and learning, yet, unfortunately, the way in which we handle it just ends up leaving invariably to some really challenging circumstances because people either don’t deliver the feedback particularly well.

Doug Stone, out of Harvard, did some fabulous work around the different types of feedback so this is one huge challenge in terms of how some missteps that we make. So, he identified three primary forms of feedback. So, there’s appreciation, which is, “Hey, Pete, great job. Really love what you’re doing. Couldn’t achieve what we’re doing without you.”

Then there’s coaching, which is essentially bidirectional conversation where you’re exploring with someone different ways of approaching a particular challenge or opportunity. And then the last one is evaluation, which is essentially saying, “Hey, Pete, this is where you are based on what we initially projected, or what our end goals were, and so let’s discuss that.”

And so, based on Doug’s research, and I’ve spoken to him extensively around this, the difficulty is it’s almost like the movie “Ghostbusters,” right? Don’t cross the streams. And, unfortunately, we have this terrible habit of crossing the stream. So, according to his work, and he’s been at the Harvard Negotiation Project for well over 30 years, and what he’s found is we’ll combine those.

So, if we want to give appreciation, give appreciation. The most common blunder is, is that we combine coaching and evaluation. And as he shared with me a little while ago, he said, you know, Pete, you can deliver the best coaching advice anyone has ever received or the best coaching conversation anyone has ever experienced, and if you combine it with evaluation, guess what happens? They basically just totally lose all of the coaching and focus on the evaluation, “So, why did I score a three out of five on this?”

And so, he said for the maximum impact to ensure that feedback is received and is actionable, the best thing we can possibly do, focus on evaluation for one conversation, and then have the coaching conversation following up on that. So, don’t mix them. And, sometimes, again, in the interest of efficiency, we mix the two, we’re like, “Hey, we’ll do the evaluation and then spend time coaching so that the person can really put this into practice.” Unfortunately, even though it may intuitively make sense or feel like it makes sense, in practice it has an opposite effect and actually leads to real challenges in the development and adoption of new behaviors.

Pete Mockaitis
Well, that’s a very helpful rule of thumb, that I think that could take you far just following that forever. So, you were saying, “Let us not mingle the coaching and evaluation bits of feedback in the same conversation because we’re going to miss out on that coaching goodness.” Now, is it kosher to mingle appreciation and coaching, or are those too helpful to be separated?

Craig Dowden
Again, the safest route, based on the work that he has done, is to separate them. Keep them because, again, it’s going to be around, “Hey, great job. This is wonderful. Really appreciate your efforts on this.” So, it keeps the conversation focused on, “We want you to feel recognized and acknowledged for your contribution.” Once again, as soon as you throw coaching into the mix, the person may forget about the appreciation and then focus on, “What are different strategies I can use around this?”

So, keeping our focus on what kind of feedback do we want to deliver, and then keep or maintain that focus on delivering that message. And then, later, you can talk, again, have a coaching conversation. So, all of those pieces can be much more effective in terms of supporting behavioral change and/or maintenance in someone else by being cognizant of those three different pieces of feedback.

Pete Mockaitis
Okay, that’s cool. Well, now, you have a particular approach you recommend when it comes to performance reviews. Tell us about this.

Craig Dowden
Well, I think it’s basically a do-it-yourself employee review, and Daniel Pink, an international bestselling author, talks about this in “Drive” around having do-it-yourself performance reviews. And there’s lots of fundamental reasons as to why this is so effective. So, number one is that so feedback becomes less threatening through familiarity.

So, every month, if you and I are going to sit down, Pete, and have a conversation about performance, then I’m going to basically hand the reins over to you and say, “Okay, tell me how you did. Tell me where you think you thrived. Tell me where there were some challenges.” And so, in that way, what it does is it empowers someone else to be able to deliver their own feedback conversation.

Also, there’s less kind of threat around it because it’s more familiar to them. And it also empowers the other person to highlight some things within their own performance. So, really, it enables someone else to take the lead.

One of the worst things around performance reviews, and how organizations typically do it, is that you’re going to deliver the feedback to me. So, it’s very unidirectional and you’ll essentially stand on high and essentially pronounce judgment on how I’ve done over the past 12 months. By making a do-it-yourself performance review, and do it on a monthly basis, it’s much more common, frequent, routine, and now the individual feels empowered around what they’re going to share with you.

And so, that provides a sense of autonomy. It provides a sense of input. It provides a sense of ownership. And it’s really framed as a learning conversation, which is so essential. And then the benefit to managers, one of the key benefits to leaders and executives and business owners that I worked with, that they’ll talk to me about in terms of their own practices, they’ll have a laundry list of feedback that they want to be able to provide to the person. Well, oftentimes, their employees will tick off the boxes of all the things that they want to share so it takes the pressure off them to deliver that message.

And, secondarily, in some cases, you will volunteer things that I don’t even have on my list. So, it’s a really cool opportunity to be able to get insight that you might not have captured with someone else and, again, without the pressure of trying to figure out, “How can I best frame that conversation?”

Pete Mockaitis
Well, what’s also really awesome is that if you are the manager, like you’ve reduced so much of your workload as well.

Craig Dowden
Right. I love that, yes.

Pete Mockaitis
And the benefits are huge in terms of, okay, so you’re less defensive because you’re the one generating these things about yourself.

So, are there any kind of key particular prompts that you recommend to structure or to latch onto a DIY review, or is it just like, “Hey, how do you think you did? How about it?”

Craig Dowden
Yeah, great question and I think it’s important to explain to people. And this, again, a major gap around just feedback processes in general is that they’re rarely explained, the purpose is rarely explained. So, leaders, executives, business owners, that I’ve worked with, they’ll talk about. So, what we want to do is make feedback an ongoing part of our DNA. Feedback is not something every six months or 12 months. We want to get to a space where we want to have feedback as a regular part of our organization and our organizational DNA because the world moves in such a fast pace these days. We need to have information. We need to have it readily available.

And so, what we’re going to do is have a monthly performance review where you come in and tell me where you’ve done well and what your successes are as well as some of the challenge areas and even what some proposals around what you think you and I can do to be able to address them. And so, it’s a wonderful way within that prompt. And then once you have that discussion in the first month, you can a check in after the first conversation and ask your employee, “How did that go? What did you think about it? Is there anymore specific direction that I can provide and anything I can do differently?” so you really start to have, open up the dialogue around that space.

And I think another really powerful benefit of this is that by employee sharing their feedback with you, then at the end of the conversation you can say, “Hey, do you mind if I share a couple of components or a couple of observations that I have?” So, it really benefits from the reciprocity principle. If you ask someone how they’re doing, well, they’ll generally ask you how you’re doing. So, it’s a wonderful way to create a bidirectional conversation that really kind of lowers the anxiety on both levels because it’s seen as, “Well, this is cooperative. We need each other in order to paint an accurate picture here.”

Pete Mockaitis
And so then, how do we deal with, I don’t know, numbers, ratings, rankings, competencies, you know, raises, bonuses, like the numbery things of it all?

Craig Dowden
Well, I think this is where some of the performance review processes are really broken because, like a forced ranking system as an example, right? And this is where a lot of them lose credibility, which is, “Well, we’ve got to have a certain number of stars, and a certain number of average performances, and a certain number of low performances.” So, this is where a lot of organizations are just redefining how they do performance reviews.

Some of the larger more progressive organizations are just getting rid of them altogether and moving it to a more kind of check in type of process. Adobe is an example as one organization that just stopped doing them altogether. And so then, I think this is an opportunity for senior leadership in an organization to start talking about.

So, what is the purpose of feedback? Because if the purpose of feedback is going to be around performance metrics, as an example, well, now, what motivation is there for individuals to disclose what’s going on? So, I think the metrics are an important part of it and how do we achieve it. Now, the process is around, “Okay, so how do we have that feedback conversation so we maximally set people up for success so that they can attain the goals that they set out?”

So, again, fundamentally, so let’s go back to that standard kind of Bell curve example that so many organizations use from a metric standpoint, or a financial incentive standpoint, “Hey, if everybody is knocking the ball out of the park through terrific feedback conversations, isn’t that awesome?” So, I think this is where fundamentally we have to rethink how we deliver incentives and how the feedback system is connected to that and be much more thoughtful around its implementation.

Pete Mockaitis
So, it’d be great to be more thoughtful around it, and so I’d like to hear then, you mentioned Adobe and some other. Let’s hear some more best practices with regard to is it kind of more separated with regard to how we’re thinking about raises and promotions and compensation things? It’s kind of a different set of conversations than is the performance reviews or how does that go? Because often, you’re right, I think that these things come together and that can be.

Pete Mockaitis
So, Craig, within this model, how do you think about raises and promotions and compensation sorts of things? Are those like completely different set of conversations, kind of separate from the performance review conversations?

Craig Dowden
Yeah, I think that’s a great question, and they are. They’re separate because you can talk about, “Have the objectives, the goals, what are we trying to achieve be it quarterly, monthly, yearly?” And then that’ll be a different discussion around, “So, how well did I do in terms of achieving those objectives?” And then when we talked about the do-it-yourself performance review, essentially, and that’s something that could be readily integrated into that framework, which is, “Okay, for my Q1 goals, if I’m doing this monthly, how do I think I’m doing? Why do I think that I’m doing as well or not as well as I’m doing?” And then be able to provide that as a counterbalance to that discussion. So, they are issues that would be dealt with separately.

Pete Mockaitis
Okay. Gotcha. And so then, I’m curious, if we have individuals listening who are thinking, “Boy, DIY do sound really cool.” We have a broken review process that you sort of discussed already also operating. Have you seen just sort of like individual professionals and their managers say, “You know what, this is cool. We’re going to go do it even if nobody else in our organization is.” How does that work?

Craig Dowden
For sure, yeah. One of the challenges is that it can feel awkward, almost like doing a new exercise at the gym. It can feel awkward so I think what’s really important is for both the manager as well as their team can talk about, “Okay, this may be awkward and we may have some stops and starts, and so let’s raise our hand and learn through the process.”

And I think when they have done it, what’s another challenge is that the manager, in particular the leader, almost has a scorecard, and what they may feel is the “right answer.” And so, giving control over to the employee can feel daunting and what’s going to happen, so there’s an uneasiness. And it’s really interesting and almost, to me, the parallel is having a difficult conversation.

I do a lot of work with executives and executive teams. And, particularly, if someone is having conflict with another colleague or other members of the team, when they actually sit down and have the discussion, it’s not nearly as painful or as challenging as they thought. And it’s the exact same thing with do-it-yourself performance reviews. When it’s over, a lot of times I’ll hear the executives say, “Wow, you know what, my employee shared things that I didn’t see, I didn’t have on my list, I didn’t feel was as great of an issue,” or, “I found that the conversation was much more constructive and productive.”

Or, “If they didn’t raise something that I had on my list, it seemed like they appreciated that I didn’t have the same level of defensiveness sharing my feedback with them.” So, there are so many benefits from doing it. Once again, kind of acknowledging that awkwardness. And I think it’s interesting because it is a very different way of approaching things.

And I think the other pieces, too, is that I hear is that then feedback becomes more normalized. It’s part of day to day, so it’s less awkward, so you don’t raise your hand when you only have something to complain about or a bad thing. So, it just becomes a natural extension of the discussion that you have each day.

Pete Mockaitis
Okay. Cool. And so then, you have seen then those individuals who just decide, “Screw the broken corporate system that we’re in. We’re going to do this on top of it.” And it works just fine once they get past those kind of awkward adjustment bits.

Craig Dowden
Well, I love that you highlight that because, let’s say, you are working in an organization where they want to hold on to the standard performance review. Well, then there’s nothing that prevents a leader from adding that into the toolkit, and say, “You know what, we’re going to apply this within the traditional, or within our mandated performance review system.”

And what’s interesting, the benefits still translate because, “Now, I’m having regular conversations. You and I are having regular conversations, Pete, and so then we can talk about things. And then when the actual performance review comes up, we’ve laid so much of the groundwork that they’re really straightforward. Very little, if anything, is surprising,” which is the way it should be.

And so, fundamentally, whether or not your organization adopts it at large, or whether or not they resist and that you do it yourself, this strategy can be used regardless.

Pete Mockaitis
Very cool. Well, so I’d love it if we can maybe do a roleplay or a demonstration of a DIY performance review in action. I mean, I guess part of it is quiet reflective thought on your own before you engage in the conversation. So, let’s say that I did that.

Craig Dowden
Right. That’s right, assuming that, yeah.

Pete Mockaitis
We’ll make this like, okay, let’s just say you are the owner of my whole company, and I’m an employee who is in charge of making the How to be Awesome at Your Job podcast, and we’re having a monthly check-in here. How would we start?

Craig Dowden
Well, I would say, “Pete, thank you for taking the time to come in and meet with me today. As you know, we do do-it-yourself performance review on a monthly basis, really, so we can have an open and constructive dialogue around how things are going. And so, I appreciate you taking the time to go through the questions, reflection questions, and fundamentally what I want us to talk about this afternoon are a couple of things.”

“Number one, how do you feel things are going in terms of the goals that you set out this month? How do you feel that you’re performing? Then, also, what are the gaps? What are some areas where you feel there are possibilities to raise your level of performance? And then, also, what’s some feedback that you have for me? So, how can I do a better job of supporting you in terms of where you are and what you’re trying to achieve? And then, lastly, I would love to be able to share my insights, observations with you to close the conversation, and just talk about the next steps.”

Pete Mockaitis
“Okay, cool. Well, thank you, Craig. I really appreciate you investing the time to do this with all of your many direct reports and it could add up perhaps. And I feel that it’s going smashingly well with regard to the podcast having completed a huge listener survey. It gave me a clear idea of what people are into and seeking those folks out to deliver upon that.”

“I think in terms of the gaps, I think it’s that I’ve not yet sort of systematized an approach so that we can sort of take listener requests, write to guests like very quickly in terms of figuring out how to do that over and over again when it’s a lot harder to do that than to just snag an author who sounds relevant, who’s got a book coming out because they said yes immediately to invitations on the podcast.”

“And my feedback for you, Craig, is that we speak very rarely, and I’d love it if you could provide some more input more frequently into my performance there. So, that’s what I’m thinking right now.”

Craig Dowden
“That’s fabulous. Well, a couple of things, and I’ll certainly add that. That’s valuable feedback and I appreciate it and I agree that if we had an opportunity to speak more, have much more constructive conversations, so I definitely will commit to doing that.”

“A couple of things that I think you touched on in terms of what has been going awesomely well. I’m thrilled to hear that, so congratulations and that’s great news and great feedback. I really appreciate that you took your insights from customer feedback and client feedback that you have so that’s really compelling.”

“And so, what steps, what are some lessons that you’ve learned through the positive feedback you received in terms of what you’re going to continue to do, and then also ideas you may have from what they shared on the positive spectrum around how to potentially move the podcast to another level?”

Pete Mockaitis
“Certainly.” Well, I think we got the idea as far as demonstration goes.

Craig Dowden
And then just add to that, too, and back to systematize the approach, and then, on the flipside, then I would ask questions like, “Okay, that’s great. I think it’s really valuable that you looked at that. What are some ideas that you think could assist you in that? And then how might I be able to support you in systematizing? Do you have the resources that you need?”

So, you kind of counterbalance because sometimes, and the reason I started with the positive is sometimes people will kind of focus right in on the negative, you know, like where you would improve. And so, there can be lessons learned on both sides of the docket, and then you want to ask questions on each of those follow-up questions in each of those domains.

Pete Mockaitis
That’s cool. And I hear what you’re saying with regard to the reduction and defensiveness because it’s totally like, “Well, hey, I brought it up.”

Craig Dowden
Exactly.

Pete Mockaitis
And even if I didn’t bring it up, it’s like, “I’m already in the zone of having thoughtfully introspected on what are some things I might do better.” And so, it’s not like you’re giving me a jarring sort of state-shifting attack, like, “Here’s how you screwed it up.” “What?”

Craig Dowden
Right.

Pete Mockaitis
It’s like, “No, this is what we’re talking about.” And I’m already in that kind of place so it’s a lot easier.

Craig Dowden
And I love that you said that you brought it up. And I think that’s what’s really important is, well, because let’s say you bring it up, and then I reframe it or I probe a little, and then you get defensive. Then, as a leader, as a business owner, you can come back and say, “Well, Pete, just for a moment, appreciate the response and just I’m following up on something that you raised.” So, sometimes back to dealing with fear or dealing with a trigger, maybe I’m triggered by it. Then this can help raise, bring the discussion back on point, where it’s like, “Oh, yeah, I did raise that, and so I wonder why, what triggered me on that.” So, there’s real richness to that discussion.

Pete Mockaitis
Oh, yeah. I guess, certainly, if you want to go meta there for a moment with regard to what’s happening and then I don’t think that happen sometimes. It’s probably rare that folks start crying and sharing some deep historical therapy-type elements, but they might. And that might be just the thing for that particular conversation. But it could be just like, “Oh, you know, it’s always been a little bit of a sore spot for me ever since this happened that I’ve been quite conscientious about this sort of thing. It gets me going.” It’s like, “Oh, that’s really good to understand.”

Craig Dowden
For sure. Well, and this is, as an example, I mean, this is what then can bring a conversation back versus if you raise it as the feedback provider versus operating as a feedback facilitator. So, if I get triggered defensively by something I’ve openly shared, that in of itself shows the complexity and complications attached to delivering a feedback, because hearing it from you might trigger me differently than if I’m talking about it myself.

Because if I’m self-anointing and self-identifying, that can feel safer than when you do it. Then it’s like, “Wow, okay, I’m reacting to this.” So, it can be a really powerful moment of self-insight for the individual because they can actually hold up a mirror and say, “Gee, even though this is something that I recognize within myself, if anyone else around here points it out, I can get defensive.”

And then through a conversation with the manager, now they can add that to, “Hey, you may want to be aware of that in terms of how you receive feedback.” So, it can be a really powerful learning mechanism in that way.

Pete Mockaitis
Well, that’s cool. So, we talked a bit about some of the emotions there with regard to removing some of the defensiveness in there. Do you have any other pro tips when it comes to handling some of the emotional bits if folks are scared to talk about stuff, they’re frustrated to revisit things again and again, they’re disappointed that they’re not, you know, maybe they heard some surprises, like, there’s a whole lot of emotion wrapped up in all of this? Any kind of overarching pro tips for working with that well?

Craig Dowden
For sure. Well, a couple of things that you can have that as almost preparatory. So, when we have these, and that’s what’s beautiful about having this as a systematized approach where it’s monthly. You can say, “Okay, during our monthly do-it-yourself performance reviews, there may be times when you feel fearful, frustrated, disappointed in what we’re talking about. How can I best show up to minimize triggering those emotions within you?”

And so, it has, “And what are some things that may lead you to experience this poorly? So, before we even embark on this journey together, you can start to lay out the ground rules about, ‘Hey, if you say purple unicorn, that can tend to trigger me in a particular direction.’ So, then it’s like, “Okay, now, I can manage that.”

The other piece can be around saying, “Well, there may be times when I have to share constructive feedback, critical feedback, in terms of what I see. How can I best deliver that so it’s perceived with positive intent and so I can make it as constructive a message as possible? And then what are some things that I can do if I sense that you are reacting emotionally to be able to address that?”

And so, once again, same thing, where the person is actually sharing the answers to that exam. Now, when you bring that up, then you will already have a preordained conversation about, “Hey, Pete, we did talk about it, and I sense this happening. So, as we agreed, I’m doing X and now it’s, ‘Oh, okay.’” So, it softens that transition.

Pete Mockaitis
That’s handy. That’s handy.

Craig Dowden
And I think for all of us, I mean, as a lifehack, it’s a wonderful opportunity, personally or professionally, to talk to the people in our lives about, “How do I best perceive feedback? How do I prefer to give feedback? What’s the best context? What’s the safest environment? And how can I best share those feelings?”

So, as another example, you can say, “If there’s anything that’s in my approach or what’s happening that’s provoking fear or frustration or disappointment, please raise your hand because to maximize the impact of this discussion and really leverage the power of what we’re doing here, we want to ensure that those emotions are minimized. They may not be eliminated entirely. Our job, collectively, is to figure out how to minimize those so we can have a safe discussion and really talk about what matters. So, in order for us both to get the most out of it, this is what we need. So, anything I can do to facilitate that, let me know.”

Pete Mockaitis
That’s good. Well, Craig, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Craig Dowden
I’ve really appreciated the questions and the comments and the exploration. And I think, to me, the most important piece is the research shows that the vast majority of us desire feedback. We want to receive feedback. We want to figure out how we can stretch ourselves and grow. And so, for us, as feedback providers and receivers, it’s critical to develop both of those skills. And, again, I think, to me, the research in that is so important, that in order to be effective, we have to excel in both and be really committed to doing that and being curious explorers when we’re fulfilling both roles.

Pete Mockaitis
All right. Thank you. Well, now, could you share with us a favorite quote, something you find inspiring?

Craig Dowden
Favorite quote. I’m not sure if it’s a quote. Maybe it’s a practice. Something that I think is really powerful for me is around, “The answer is always no unless you ask the question.” So, it’s something that, for me, personally, as well as a lot of clients that I work with, sometimes we can put up artificial barriers and assume there’s going to be a negative, like, “No, this isn’t going to happen.”

And I feel like it’s so empowering for us to recognize that just by asking the question, asking someone to be a guest on a podcast, asking someone to interview, asking someone to have a coffee to discuss a business opportunity, if we don’t allow ourselves the opportunity to play the game, then the answer is going to be no, and we’re going to have a losing hand. And so, to remind ourselves of the power in asking questions.

Pete Mockaitis
You know, what I like about that is, it’s sort of like there’s a guaranteed zero percent chance if you don’t ask. And even if you’ve upgraded yourself to a 1% chance, you know, divided by zero it’s like an infinite increase.

Craig Dowden
Exactly.

Pete Mockaitis
It’s not like you’re ten times more likely to get a reply, or infinitely more likely to get a reply, in your favor even if you’re only going to like a half a percent or 1% chance. And I’m impressed. I think one guy, I did a big blogpost, I don’t know, on a different website. But he reached out to just tons of people, and say, “Hey, do you want to talk about consulting over coffee?” And he had a very detailed notebook about who to reach out to and what the results were. I was like, “Whoa! Tell me, how often do people say yes?”

And he had computed, because he reached to like more than a hundred people, it was like 28% of folks said yes to a total stranger to like chat with him about career stuff. And that was mind-blowing to me. Like, on average, if you ask four strangers, you’d expect one of them to say yes. That’s pretty cool.

Craig Dowden
It is. And I think, again, a wonderful piece of reflection for us around, “Okay, how much do I get in my own way of advancing the goals that are most important to me? So, if I’m okay with receiving a no, then that’s okay. Then I think that’s wonderful, and so why not, right?” And so, I would rather, I feel it’s important that we remind ourselves that it’s better for us to put it out there and then be told no, rather than not do it, and then you get zero percent, as you said, and 28% of people like to help. That’s the other really interesting thing.

When you ask people, “Do you like helping other people?” Most people say, “Yeah, it feels good and I try to do that as much as possible.” Yet, we can be really reluctant to ask other people just, again, to talk about consulting, or to talk about how to be an effective leader, or to build a great podcast, and then we’re eliminating particular potential resources for us to learn from and grow relationships with and thrive.

One quote that did come to mind, to be able to circle back to your question, I remember interviewing Jim Whitehurst, the CEO of Red Hat, and so they just finished, I think, the largest acquisition ever, multibillion dollars. And he talked about, during his time, he said, “People have an amazing capacity for forgiveness if you give them the opportunity to do so.” And I thought that was very powerful as well.

Pete Mockaitis
That is good. Thank you. And how about a favorite study or experiment or bit of research?

Craig Dowden
Oh, that’s so challenging. Every piece of research, to me, there’s just golden nuggets. I love the one which showed that empathy is the third strongest predictor of executive excellence. So, that was done by the Management Research Group. So, the third strongest predictor of executive excellence out of 22. And then it was the strongest predictor of ethical leadership out of the 22. And the top two were strategy and communication.

And so, I think what’s really fascinating about their research is not only is empathy the third strongest predictor of executive excellence, you can make a pretty compelling argument as to empathy informs our ability to think strategically as well as communicate effectively. So, I feel like the fact that empathy is either directly or indirectly related to what I call the holy trinity of executive excellence. I think that’s really, really powerful and, especially, considering how empathy is going down.

Our levels of empathy are reducing on a pretty substantial rate, and it’s been identified as a key competitive advantage for organizations and executives, so it’s this really powerful piece of research which I love to cite and talk about.

Pete Mockaitis
Wow! Do you recall the author, journal, article?

Craig Dowden
So, it was out of the Management Research Group, so they’re in the northeastern U.S., and they had a whitepaper attached to it. So, they sent me some of their individual data as well. So, they have whitepapers on their website. It was over a half a million people contributed to that. I referenced a study in one of the articles I wrote for the Financial Post. So, they have one internal whitepaper, so they have hundreds of thousands of 360 feedbacks of paper on, and that was a really compelling study that they put together.

Pete Mockaitis
Fascinating. Thank you. And how about a favorite book?

Craig Dowden
Wow! So tough. Anything by Dan Pink, Adam Grant, Marshall Goldsmith, I think is exceptional. One book that I love to refer because it’s relatively unknown is by William Ury who wrote “Getting To Yes.” So, a lot of people know that book. My favorite of the trilogy that he wrote was called “The Power of a Positive No.” And I just found the concept so really compelling in terms of its application and execution.

So, essentially, what his argument is, and he does a lot of the toughest international negotiations and crisis situations, and he talks about how people are generally awful at saying no. And because we’re so afraid of hurting someone else, and so either we do one of two things. We either avoid the other person, or ghost them altogether, or we just say yes to things we’re not prepared to do.

So, in his book, he provides this really awesome methodology to be able to deliver a positive no which basically goes, “Yes. No. Yes. Question mark.” So, essentially, “Hey, Pete, I appreciate that that’s really important to you. The timeline for me is not going to work because of these competing commitments. How about we do X?” So, it’s, affirm the other person, affirm my own position, and then propose a solution with a question mark, say, “Hey, I’m prepared to collaborate,” and it’s just absolutely golden.

Pete Mockaitis
And how about a favorite tool, something that helps you be awesome at your job?

Craig Dowden
Tool? I love StrengthsFinder. I find doing a StrengthsFinder is really powerful and I love having access, I subscribe to HBR, so I love, I have to say, I really enjoy getting the articles, blogposts that come through there.

Pete Mockaitis
And a favorite habit?

Craig Dowden
Wow, a favorite habit. I would say there’s a great book called “The ONE Thing” that was written by Keller Williams, the real estate…

Pete Mockaitis
Oh, yeah.

Craig Dowden
And it’s amazing. And so, I strive to, each day, say, “What’s that one thing that if I do it will move the needle more than anything else?” And so, really be focused on the one thing, making sure by the end of each day, I have done my one thing.

Pete Mockaitis
And is there a particular nugget you share that really seems to connect and resonate with folks that they say, “Yes, Craig, that’s brilliant”?

Craig Dowden
I think the power of the positive no is really powerful. I think, really, the importance of letting go. So, the power of “I know.” So, when I have discussions with people and they have a conflict with someone, again, personally or professionally, I’ll say, “Okay. Well, have you talked to Pete about this?” “No.” “Well, how come? Like, what was…?” And then they’ll say, “Well, I know how he’s going to respond.” And I’ll say, “Okay. Well, how do you know that?” They’ll say, “Well, I just know, okay?”

And I’ll say, “Okay. Well, have you tried to approach him about this topic and then he shut you down or a similar topic and he reacted this way?” “No.” “Have you ever been in a social setting where you’ve observed him react in that way?” “No.” “Have you heard third hand, like around the watercooler that he’s done this?” “No.” And then it’s, “Hey, you know what, are you sure that he’s going to…how do you know this?” And I think that’s really powerful in terms of challenging our own insights.

Pete Mockaitis
And, Craig, if folks want to learn more or get in touch, where would you point them?

Craig Dowden
CraigDowden.com is the best way, and also @craigdowden on Twitter, and you can use my name on LinkedIn.

Pete Mockaitis
And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Craig Dowden
Well, I would say to think about the impact that you want to have on the world and each day, both in any organization or community that you serve, and be mindful of what your core values are. And at the end of every day, sit back and see the degree to which you’re living your core values. And a lot of my coaching clients, I do it as well, do a quick five-minute take on, “Hey, did I do today what I set out to do? Am I living my values every day?” And a lot of research shows the better we are at accomplishing that, the more effective we are and the more likely we are to achieve our goals.

Pete Mockaitis
And happier, too, I imagine.

Craig Dowden
And much happier, yeah, exactly. An added bonus.

Pete Mockaitis
Certainly. Well, Craig, this has been fun. Thank you and good luck in all your adventures.

Craig Dowden
Thanks. Well, I look forward to going back to our performance review and staying in touch. So, I’ll commit to that.