Communication – Page 2 – What? Did You Really Say What I Think I Heard?

change-1080462_960_720 As an influencer, how often do say to yourself “Why doesn’t she understand me?” or “If he understood me better this decision would be a no-brainer.” It’s natural to assume Others will understand – and comply with – your suggestions. Have you ever wondered what’s happening when they don’t?

As an influencer, part of your job is to facilitate change. But how? In general, you’ve likely used great rationale, logic, and leadership, data sharing, or just plain directives. But what if your Communication Partner’s brain isn’t set up to hear you accurately? What if your words are misinterpreted, or not understood? You naturally assume your words carry the meaning you intend to convey. But do they?

Sometimes people misinterpret you and your audience is restricted to only those who naturally understand your message. Sometimes people ignore you, regardless of how important your message, how engagingly you deliver it, or how badly they need it.

What if ‘changing minds’ is the wrong way to think about it, and if your real job is to ‘change brains’? What if the Other’s brain, it’s neural circuitry, was in charge and your job was to facilitate the way it went about decision making?

OUR BRAINS ARE THE CULPRIT

Thinking about using any form of content-based sharing as a persuasion strategy, let me share a confounding concept: words have no meaning until our brain interprets them. According to John Colapinto in his fascinating book This is the Voice,

Speech is a connected flow of ever-changing, harmonically rich musical pitches determined by the rate at which the phonating chords vibrate, the complex overtone spectrum is filtered by the rapidly changing length and shape of the mouth, and lips, interspersed with bursts of noise…It is our brain that turns this incoming stream of sonic air disturbances into something meaningful. (pg 54)

Seems to parallel how we ‘see’ color. We don’t, exactly. Light vibrations enter our eyes and get translated into color by our rods and cones. Otherwise, the world is gray! Indeed, both what we see and what we hear are largely out of our control, influencing what we notice (or not), how we decide (or not), what we think and hear and are curious about (We can’t be curious unless we have the circuitry to think with!).

Here’s a greatly simplified explanation of how brains translate incoming words (or sounds, or…) as I learned when researching my book WHAT?: Spoken words, like all sounds, are merely meaningless electrochemical vibrations that enter our ears as ‘puffs of air’, as many neuroscientists call the vibrations, that get filtered, then automatically dispatched as signals to what our brain considers a ‘similar-enough’ circuit (one among 100 trillion) for translation. And where the signals don’t match, a Listener’s brain kindly discards the difference!

Sample

People understand us according to how the selected circuits translate these signals, regardless of how different they are from the intended message.

In other words, people don’t hear us according to what we say but by how their historic circuitry interprets it. To me this is quite annoying and hard to address: not only does that restrict incoming content to what’s already familiar to us, there’s a chance that what we think was said is only some fraction of what was intended.

Unfortunately, neither the Speaker or Listener understands how far from accurate the translation is. Listeners assume their brains tell them exactly what’s been said; Speakers assume they’ve been heard accurately. Turns out these assumptions are both false; communication potentially ends up biased, restricted, and subjective.

THE BRAIN/INFORMATION PROBLEM

The misinterpretation problem gets exacerbated when words get sent down circuits that unwittingly incur resistance, as Others ‘hear’ something that goes against their beliefs. If my brain tells me you said ABL it’s hard to convince me you said ABC. I’ve lost friends and partners that way and didn’t understand why until my book research. And sadly, it all takes place outside of conscious awareness.

This is especially problematic when there’s a new project to be completed, supervision to correct a problem, or Business Process Management to be organized. It’s a problem between parents and teenagers and a curse in negotiations. As leaders, without knowing how accurately we’re heard, we have no idea if our directives or information sharing is being received as we intend.

This possibility of misinterpreting incoming words makes the case for providing information when it can be most accurately translated: when the Listener knows exactly what they are listening for, the brain has a more direct route to the appropriate circuits to interpret them.

Instead of starting with goals or solutions for Others, we need their direct buy-in first. To invoke change, help Others figure out what they need from you then supply content that will be applied accurately. In other words, instead of shooting an arrow to hit a bullseye, first shoot the arrow then draw the bullseye where the arrow lands!

INFORMATION IS LAST

After 60 years of studying, and developing models for, systemic brain change and decision making, I’ve realized that offering ideas, directives, suggestions, or information is the very last thing anyone needs when considering doing something different (i.e. buying, changing habits, etc.). And yes, it goes against most conventional thinking. But hang with me.

As a kid, my then-undiagnosed Asperger’s caused me to act differently than people around me. I was in trouble often and never understood why. I began reading voraciously on how to change my behaviors: how to visualize, to motivate myself, be disciplined. But they were all based on trying to fix my seemingly automatic actions, to change my behaviors. And I failed repeatedly to make any of the changes permanent.

I finally acknowledged it’s not possible to change a behavior by trying to change a behavior, my brain was the culprit. I then began developing neural workarounds to:

create new brain pathways to new behaviors,
consciously change the circuits causing my behaviors,
enhance my ability to translate incoming words accurately.

I know, I know. It’s odd, and there was lots of trial-and-error. But eventually I figured it out and dedicated the rest of my life to developing, writing about, and teaching systemic brain change models for conscious behavior change.

Thankfully, my concepts caught on in sales, coaching, leadership, and change management: my facilitation models help people orchestrate their own change based on their own internal norms, values, and criteria: in sales, my Buying Facilitation® model teaches people on route to fixing a problem how to become buyers. In coaching and change management, I provide the skill sets to enable people to discover, and act on, their own unique criteria and avoid resistence.

CHANGE FACILITATION

For those of you whose job is to get Others to do something you want them to do, let’s look at it from the side of the people you seek to change.

In order for change to occur, people must understand the difference between their status quo (their problem) and the new activity you want them to do. Below are all the specific factors they must address to be ready, willing, and able to change:

Conform to norms: Change is more than doing something different; it demands a reconfiguration of the brain circuitry. And it’s only when an incongruence is noticed that something different is required. By first facilitating people through their discovery – by leading them to the underlying beliefs and values that created the circuits that caused the problem – they can discover an incongruence and be willing to change. It’s got nothing to do with new content or imposed regulations, regardless how important they are. I created a new form of brain-directive question (i.e. not information gathering) called a Facilitative Question that’s quite effective at leading others to their own, often unconscious, answers.

Cost: It’s not until the ‘cost’ (resource, results, disruption) of a fix is identified and agreed to by all stakeholders (including mental models and beliefs) that it’s possible to know if a problem is worth fixing. No one naturally seeks out change if all seems fine, regardless of the problem or the efficacy of the solution.

Disruption: Because our internal systems seek balance (homeostasis), we avoid disruption. And the time it takes us to find a route through to a change that matches our values and avoids risk is the length of the change cycle. If new behaviors are required that cause someone to be out of balance, they will be resisted.

Personal: When change is sought, people must discover their own route to change that match their values and maintains homeostasis. And outsiders can ever understand someone’s history, values, norms, or neural configurations.

EACH PERSON MUST DESIGN THEIR OWN CHANGE

To facilitate change efficiently, we need a shift in thinking. Instead of trying to have the answers for Others, first focus on the goal of helping Others discover how to handle their own change issues; enable them to discover their own incongruences. Then they’ll know exactly where they need to add or subtract something to fix it, and the influencer can supply the information to complete the process.

Here’s a situation where I used a carefully crafted sentence to direct a friend’s thinking to where her choice points lie.

I have a lovely young friend who, to me, had serious energy problems. Some days she had difficulty getting out of bed, even with 5 children. Some days she didn’t have the energy to cook or work. And she’d been having this issue for decades. After knowing her a year I finally said, “If the time ever comes that you wish for additional choices around your store of energy to be more available for your kids, I have a thought.”

By shifting the context to her children, by giving her control over her choices and not trying to change her, by leading her to each of her decision points, her system didn’t feel threatened. She welcomed my thoughts, got help (My naturopath discovered she was actually dying from a critical lack of vitamin B12.) and now is awake daily at 5:30 a.m. with endless amounts of energy.

No matter what the problem or solution may be, unless someone understands that change won’t cause major disruption, unless the new fits with their values and criteria, unless all the people involved agree to change, they won’t consider doing anything different. So how can we help Others find their own excellence?

13 STEPS TO CHANGE

You must begin by trusting Others have their own criteria for change. Instead of starting with answers or goals, lead them down their unique path through to discovery, to notice any incongruences they can’t resolve on their own. Then they’ll know exactly what they need from you and be ready to hear your information. And as you’ve already helped them help themselves, they’ll come to you for their needs and trust has been established when you offer them new ideas.

The facilitation model I developed leads buyers, teams, coaching clients through to discovery. It involves 13 specific steps that follow the sequence all brain change takes as a precursor to behavior change, providing the tools to help the Other figure out their own path. By then they’ll need your information. To address change congruently, people must first:

recognize the full set of givens involved;
identify and include all stakeholders, beliefs, criteria, and norms;
try workarounds to fix the problem internally if possible;
understand and accept the risk of change;
get buy-in to adopt the new.

It’s not so simple as an outsider gathering or sharing information or posing questions to help the influencer understand. Because until they know that the cost change will be equal to or less than their status quo, they will not take action.

Historically, I’ve taught this facilitation process successfully to 100,000 sales professionals and coaches. But with the new technology, it’s quite possible to use it in marketing for Deal Rooms, ABM discussions, and Sales Enablement.

So as you consider delaying your storytelling or pitching until you’ve facilitated change, ask yourself:

Would you rather speak or be heard?
What is your job – to serve Others through to their own form of excellence or get your point across to anyone who can listen?
Do you seek a quick hit or a long-term relationship?
Would you rather be a servant leader or an information hawker?

You decide. It’s possible to serve Others and be available with information when and as they need. Sellers can first facilitate buying, coaches and facilitate permanent change, and marketers can develop content that leads people through to brain change. I’m here if you have questions. Or go to www.sharon-drew.com to learn about my facilitation and brain change models.

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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen June 16th, 2025

Posted In: Communication

Ask more questions! sellers are admonished. Ask better questions! leaders and coaches are reminded. Questions seem to be a prompt in many fields, from medicine to parenting. But why?

There’s a universal assumption that questions will yield Truth, generate ‘real’ discussion topics or realizations, or gather accurate information or important details. Good questions can even inspire clarity. Right?

I’d like to offer a different point of view on what questions really are and how they function. See, I find standard questions terribly subjective, don’t enable Responders to find their real answers, and often don’t get to the Truth. But it’s possible to use questions in a way that enables Others to discover their own, often unconscious, answers.

WHAT IS A QUESTION?

Let me start with Google’s definition of ‘question’: “a grouping of words posed to elicit data.” Hmmmm…. But due to the way Askers pose questions and the way they’re interpreted in the Responder’s brain, they don’t often elicit accurate data. Here’s my definition. Questions are:

posed according to the needs, curiosity, goals, words, and intent of the Asker;
interpreted uniquely and unconsciously, according to a Responder’s often unconscious world view;
potentially ignore more important information outside the Asker’s purview.

Our routine processes get in the way:

Language: Questions are posed using words and languaging unique to the Asker. Using their own (subjective, biased) intent and goals, their own idioms and word choices, Askers assume Responders will accurately interpret them and respond along expected lines. This expectation is most easily met between folks who are familiar with each other, but less successfully with those outside the Asker’s sphere of influence. Too often Responders interpret a query quite differently than intended, offering responses far afield from the Asker’s intent.
Listening/brain: All incoming words enter our ears as meaningless sound vibrations that neuroscientists call “puffs of air” and eventually get translated according to our brain’s historic neural circuits that have been set during our lifetimes. (For a complete explanation, see my book WHAT?) In other words, and similar to the language problem, Responders may not accurately translate incoming questions according to the intent of the Asker. The way Responders hear and interpret a question is at the mercy of the Responder’s existing neural brain circuits.

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3. Curiosity: Often an Asker seeks answers according to their desire for knowledge, for research, interest, or ego, to exhibit their intelligence, prove their commitment, or lead Respondsers to answers the Asker thinks they should discover. Yet given the way information is stored and retrieved in the brain, a question may capture some degree of applicable data or a whole lotta subjective, unconscious thoughts that may or may not be relevant.

As you can see, standard questions have a reasonable chance of failure.

TYPES OF QUESTIONS

Here’s my opinion on a few different forms of question:

Open question: To me, open questions are great in social discussions but less so when seeking precise data or leading Others to discover their own answers. What do you think you might do to avoid that going forward? can’t help a client find new answers. What would you like for dinner? will prompt an enormous variety of choices, some of which may be unavailable. Open questions cause brains to do a transderivational search that may unearth responses far afield from the Asker’s intent and the Asker is out of control.

Closed question: I love these. They are perfect when a specific response is needed. What time is dinner? Should we send answers now or wait until our meeting? Of course they can also be highly manipulative (Do you want me to take your order now or should I call back tomorrow?) when only limited responses are offered for potentially broad possibilities.

Leading question: Don’t you think you rely on conventional questions too much? That’s a leading question. Manipulative. Disrespectful. Hate them.

Probing question: Meant to gather data, these questions face the same problems I’ve mentioned: using the goal, intent, and words of the Asker, they will be interpreted uniquely as per the Responder’s historic stored content, and extract some fraction of the full data set possible.

Given the above, I invented a new form of question!

FACILITATIVE QUESTIONS™

When I began developing my brain change models decades ago, I realized that conventional questions would most likely not get to the most appropriate circuits in someone’s brain that hold their best answers.

Knowing that our brain’s electrochemical search for answers leads to historic responses, I spent 10 years figuring out how to formulate questions to help people find where their answers reside.

One of the main problems I had to resolve was how to circumvent a brain’s automatic preferences and make it possible to obtain the broadest view of choices.

Language to avoid bias and promote objectivity

Since the brain sends incoming questions as electrochemical signals down specific neural routes, I had to figure out a way to use language to broaden the brain’s choices and circumvent bias as much as possible – difficult as our natural listening is unwittingly biased as per existing superhighways that offer habitual responses.

Was it possible to use questions to find where value-based answers are stored (where our decisions emerge from)? To accomplish this, I tried different word combinations in different sequences until I found success with specific words in a specific order that led to the criteria where accurate answers – answered not uncovered with conventional questions – were stored.

As a result, my Facilitative Questions™ are directed not at Asker-led information gathering but at Responder-driven brain-directional discovery. I nformation gathering now occurs at the very end of the questioning process when the proper circuits have been engaged, leading to far more accurate answers.

Getting into Observer

To make sure Responders can listen from an unbiased place and have a chance of hearing without misunderstanding, Facilitative Questions™ contain no convincer strategies or biases. They merely direct Responders to their own answers without anything – like historic biases, mistaken assumptions, automatic resistance – getting in the way.

To accomplish this I put specific words at the beginning that put the Responder into an Observer (meta, witness, coach) perspective that overrides the brain’s preferred route to translation and leads to a more accurate, less subjective response. Here are two examples:

How would you know if…
What would you need to understand differently…

Notice they immediately cause the Responder to ‘observe’ and discover answers stored outside the automatic circuitry.

Change the goal

For situations involving decision making and data extraction, I also had to detail the wording. Here’s an example of a standard question:

“Why do you wear your hair like that?”

This question puts the Responder directly into their automatic, historic, unconscious responses, while

“How would you know if it were time to reconsider your hairstyle?”

is a Facilitative Question™ that puts the Responder into Observer and uses specific words in a specific order to direct them to specific neural circuits where their own data and criteria are stored. My r ecordings provide examples of how I formulate and use them.

Questions follow steps to change

The biggest element I had to figure out was the sequence, to help the brain’s translation process be more accurate. Here are the main categories of the 13 sequential steps to all change and decision making:

Where are you and what’s missing? Responder begins by discovering their full set of givens, some of which are unconscious.
How can you fix the problem yourself? Systems don’t seek change, merely to resolve a problem at the least ‘cost’ to the system. To minimize any ‘cost’ involved, it’s best to begin by trying to fix the problem with what’s familiar.
How can you manage change without disruption and with buy-in? Until it’s known what the fallout of the ‘new’ will be, and there’s agreement, no change will occur.

In my book HOW? I’ve included an entire chapter on how to formulate Facilitative Questions™.

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WHEN TO FACILITATE UNBIASED DISCOVERY?

Facilitative Questions™ are especially helpful in

data gathering to discover a more expanded range of choices,
decision making to uncover each element of consideration as matched with values and outcomes,
habit/behavior when seeking to understand and modify the patterns and neural circuitry underlying the current behaviors,
leadership, sales, coaching when leading others to discover routes to new choices.

I’ve trained these questions globally for sales folks learning my Buying Facilitation® model to help prospects become buyers, and for coaches and leaders to help followers discover their own best answers.

If your job is to serve, the best thing you can offer others is a commitment to help them help themselves. Facilitative Questions™ can be used in any industry, from business to healthcare, from parenting to relationships as tools to enable discovery, change, and health.

It takes a bit of practice to create these questions as they aren’t natural or curiosity based, but the coaches, sellers, doctors, and leaders I’ve taught them to use them to help Others discover their own excellence, avoid resistance, and maintain trust between the Asker and Responder. I encourage you to consider learning them. And I’m happy to discuss and share what I know. sharondrew@sharondrewmorgen.com My hope is that you’ll begin to think about questions differently.

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Sharon Drew Morgen May 12th, 2025

Posted In: Communication

How do we manage change in our organizations? Not very well, apparently. According to statistics, the success rate for many planned change implementations is low: 37 percent for Total Quality Management; 30 percent for Reengineering and Business Process Reengineering, and a whopping 3% for some software implementations.

Regardless of the industry, situation, levels of people involved, or intended outcome, change seems carry a real possibility of failure:

Internal partners fail in attempts to promote and elicit proposed initiatives across departments.
Leaders get blindsided by unknowns, creating more problems or becoming part of the problem when attempting to find a fix.
Improper, or non-existent, integration between developers and users cause lack of buy-in and resistance.
The change doesn’t get adopted as conceived, with financial and personal fallout.

Change initiatives can be far more successful if we include systems thinking in our change management models.

THE SYSTEMS ASPECT OF CHANGE

I believe change is a systems problem. But let me start at the beginning with my definitions of change and systems.

CHANGE: Change is an alteration to a system and entails modifying an existing structure that has been working well-enough for some time, accepted by all, and habituated into the daily norms while maintaining balance.

All change must include a way for the elements – the existing behaviors, roles, policies etc. – to buy-in to, and incorporate, new outputs while maintaining the rules and beliefs of the foundational status quo.

SYSTEM: Any connected set of elements that agree to, and are held together by consensual rules and beliefs that generate a unique set of behaviors and exhibit a unique identity. Because change represents risk to the status quo, systems defend themselves by resisting when feeling threatened.

In order to facilitate congruent change, it’s necessary to get agreement from all who will touch the final solution. A good way to encourage this is to not only include everyone involved with the status quo (including front line workers) in the problem definition and brainstorming of possible solutions, but to develop a path forward (There are specific, sequential steps in all change processes.) that is agreeable to all.

When leaders define the problem and solution and then attempt to get agreement, they run the risk of insulting the core Beliefs that are the very foundation of everyone’s jobs.

Too often change is approached with an eye on altering activity without ensuring that the core system maintains balance, thereby putting the system at risk. When we attempt to push behavior change before eliciting core Belief change, we

cause the system to defend itself (i.e.resistance);
overlook helping the system design it’s own version of congruent change;
are left managing the fallout when the stable system is forced to defend itself.

Herein lies the problem: until or unless the full complement of elements that created and maintain the problem and will be affected by the new agrees to change, the system will resist change regardless of the problem that needs fixing. The system is sacrosanct.

Here’s where change agents face problems: In general, outsiders cannot know what norms must be maintained. Change is an inside job. Congruent, resistance-free change must teach the system how to change itself. My new book How? explores this topic thoroughly.

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ALL CHANGE MUST ADDRESS SYSTEMS

Most influencing professions (leadership, coaching, consulting, sales etc.) begin with a goal to be met, adopt an outside-in approach that uses influence, advice, ‘rational’ scientific ‘facts’, and overlooks the fact that anything new, any push from outside the system, represents disruption.

We put the cart before the horse, attempting to change behaviors and elicit buy in before the system is certain it won’t be compromised. Until the system knows it will remain in balance, whatever problem is being resolved will continue as is – it’s already built into the system:

The full complement of elements that created the existing problem must be assembled and recognized;
The risk the system will face when doing anything new;
Everyone/everything within the system must accept that it’s not possible to fix the problem with known resources;
All of the elements (people, policies, rules, relationships, etc.) that will be affected by a new solution – i.e. change – must understand, buy-in to the ways they’d be changing to ensure they end up balanced.

Until all above are managed the system will resist change (or buying, or learning, or eating healthy or or) regardless of the need or the efficacy of the solution. Indeed outside influencers actually cause resistance.

But we can actually lead Others through to their own change:

Maintain Functional Stability. Any change initiative must maintain the foundational balance of the original system. Change is not so simple as shoving in a new Behavior.
Achieve Buy-In. For a system to be willing to change successfully, to avoid resistance, a system must understand the risk of change; recognize exactly what fallout will occur when anything is added, and how each affected element must modify to maintain the integrity of the system.
Maintain Underlying Rules and Beliefs. Great data or solutions, important needs or dangerous consequences do not influence change if they run counter to the system’s beliefs and rules, overt or covert. (It’s why your Uncle Vinny still smokes with lung cancer, and why training doesn’t cause new behaviors.)
Avoid Risk. Unfortunately, it doesn’t work the other way ‘round: when we attempt to push a new behavior – say, asking a heart patient to change her diet or exercise program – before eliciting belief change from the entire system, we will achieve resistance as it may be seen as a threat.

Note: the issues that must be addressed for change without resistance are the same regardless of the problem or number of people of people involved – a company resisting reorganization, a patient refusing meds, a user group resisting new software, a buyer who hasn’t figured out how to buy, or a group not taking direction from company leadership. As outsiders we too often push for our own results and actually cause the resistance that occurs.

It’s possible to use our positions as outside influencers eschew our bias and be real Servant Leaders and teach the system how to manage its own change.

CASE STUDY: SYSTEMS ALIGNMENT

Here is a case study that exhibits how to enable buy-in and change management by facilitating a potential buyer through her unique series of steps to change.

I was with a client in Scotland when he received a call from a long-standing prospect – a Learning and Development manager at a prodigious university with whom he’d been talking for 11 months – to say, “Thanks, but no thanks” for the product purchase. After three product trials that met with acclaim and excitement, an agreed-upon price, and a close relationship developed over the course of a year, what happened? The software was a perfect solution; they were not speaking to any other providers; and price didn’t seem to be a problem.

At my client’s request, I called the L&D manager. Here is the conversation:

SDM: Hi, Linda. Sharon Drew here. Is this a good time to speak? Pete said you’d be waiting for my call around now.

LR: Yes, it’s fine. How can I help? I already told Pete that we wouldn’t be purchasing the software.

SDM: I heard. You must be so sad that you couldn’t purchase it at this time.

LR: I am! I LOVE the technology! It’s PERFECT for us. I’m so disappointed.

SDM: What stopped you from being able to purchase it?

LR: We have this new HR director with whom I share a leadership role. He is so contentious that few people are willing to deal with him. After meeting with him, I get migraines that leave me in bed. I’ve decided to limit my exposure to him, discussing only things that are emergencies. So I’ve put a stop to all communication with him just to keep me sane. He would have been my business partner on this purchase.

SDM: Sounds awful. I hear that because of the extreme personal issues you’ve experience from the relationship, you don’t have a way to get the necessary buy-in from this man to help your employees who might need additional tools to do their jobs better.

LR: Wow. You’re right. That’s exactly what I’ve done. Oh my. I’m going to have to figure that out because I’ve certainly got a responsibility to the employees.

SDM: What would you need to know or believe differently to be willing to work through the personal issues and figure out how to be in some sort of a working relationship with the HR director for those times your employees need new tools?

LR: Could you send me some of these great questions you’re asking me so I can figure it out, and maybe use them on him?

I sent her a half dozen Facilitative Questions to facilitate a path to a collaborative partnership with the HR Director. Two weeks later, Linda called back to purchase the solution. What happened?

1. While the university had a need for my products solution, the poor relationship between the HR director and the L&D director created hidden, ongoing dysfunction. The information flow problem could not be resolved while the hidden problem remained in place – details not only hidden from the sales person but used as a deterrent by Linda (who resolved the problem by walking away). So yes, there was a need for the solution and indeed a willing partner, but no, there was no buy-in for change.

2. The only viable route was to help her figure out her own route to a fix.

3. This was not a sales problem but a change management issue. I helped Linda resolve her own problem. Current change management models attempt to rule, govern, constrict, manage, influence, maintain the change, rather than enable the system to recognize and mitigate its own unique (and largely unconscious) drivers and change itself congruently.

Linda was willing to do something different once she knew how to avoid personal risk.

Rule: Until or unless people grasp how a solution will match their underlying criteria/values, and until there is buy-in from the parts that will be effected from the change, no permanent change will happen regardless of the necessity of the change, the size of the need, the origination of the request, or the efficacy of the solution.

Too often change management initiatives assume that a ‘rational’, information/rules-based change request and early client engagement will be enough to inspire change; they forget that until the proposed change meets the foundational values and beliefs of the culture, the status quo prevails.

Rule: Whether it’s sales, leadership, healthcare, coaching or change management, until or unless the folks within the system are willing to adapt to, and adopt, the requested change using their own rules and beliefs, they will either take no action or resist to maintain the system.

Until the elements within the system understand the risks of the proposed change, they cannot agree to it. Too often, outsiders try to push change when it doesn’t match the unspoken rules and beliefs of the system.

Rule: Until the risks that a proposed change are known and agreeable, until it’s understood that the risk of the change is less than the risk of staying the same, no change will occur.

Conclusion

Before introducing any change initiative, give up the need to push the change, listen without bias, and enable Others to traverse their route to discovery:

what elements created and maintain the status quo,
who needs to be included (often a larger group than anticipated),
recognize what would get in the way of success and what needs to happen to mitigate that interference,
figure out how to manage the workarounds in place that attempt to mitigate the problem,
notice levels of buy-in and help those who resist shift their personal criteria to become part of the group,
get agreement, steps, criteria, and Behaviors for an intact, non-resistant, functioning system that welcomes the new initiative. Then introduce the change.

Until now, we’ve assumed that resistance is a normal part of the change process. But we’ve effectively been pushing our own biased needs for change into a hidden system. We’ve forgotten that the change we are suggesting will encounter resistance if it doesn’t match the system of the original culture. It’s possible to get buy-in without resistance. Change really needn’t be hard.

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Sharon Drew Morgen March 31st, 2025

Posted In: Communication

Your important nonprofit or exciting startup will help the world be a better place. But now you’ve got to raise money. You’ve created a terrific pitch deck; have a highly competent management team and terms; have access to good outreach lists; are sending out slick marketing missives that show your professionalism and integrity; and have identified donor prospects with major gift potential. You’ve designed a multi-channel approach to build relationships with small investors and donors to excite them to give more.

Why aren’t you raising all the funding you deserve?

It’s not you, your message. or your organization;
It’s not the strength of your relationship or who you ‘know’;
It’s not the market, your competition, your return potential or your marketing materials.

It’s a decision issue. Somehow your investors must choose between giving their money to you or putting it somewhere else that seems equally promising. With a finite amount to donate, they must decide where to put their funds.

CRITERIA VS. CONTENT

Ultimately, people choose to donate based on their own choice criteria and beliefs. While your purpose is undoubtedly important, unless folks know how to choose one worthy beneficiary over another, they will do nothing, regardless of how compelling your goals, marketing, market share, or growth potential.

In reality, funds are not sitting there waiting for you to show up. You may be requesting money that

is earmarked for something/someone else;
needs stakeholder buy-in;
may be outside their stated goals, relationships, strategy, beliefs or agreements.

Knowing we’ve got an important offering, we assume a great marketing piece or a great pitch will engage, excite, and explain, and entice a donor’s better angels. So why aren’t we attracting more funding?

We forget that, for the most part, decisions are made unconsciously, before content is even considered; we have no access to the hidden or historic arrangements, political mind-fields, or unconscious biases that dictate someone’s choice criteria.

The more successful choice is to help people or groups discern their decision/choice criteria and then offer the exact pitch to match it.

HOW PEOPLE CHOOSE

Since most decision-making criteria is unconscious, raising funds must assume:

Outsiders (sellers, fundraisers, etc.) can never understand the behind-the-scenes, idiosyncratic criteria used to decide. Each person, each group has their own unique sets of rules, beliefs, values, vision they choose from;
Until the idiosyncratic choice criteria are factored, until it’s determined that donating or investing in one group vs another does not put the investor at risk, no decision to donate will be made regardless of the marketing or outeach efforts;
Our information is only relevant after it fits into defined idiosyncratic initiatives and parameters.

In other words, just because we’ve got a worthy cause or important product, people won’t give us money unless it meets their unspoken criteria.

While we don’t have access to anyone’s personal decision-making strategies, we do know: unless it’s a small donor, there’s usually a decision team who decide together – several people or just a spouse; there’s a set of criteria that govern their choices – political, humanitarian, profit, trust, etc.; there are personal standards that must be met; and content details are only useful once primary choice criteria are met.

I suggest we begin with questions to lead people directly to their unconscious choice criteria, such as:

How will you choose between causes to give money to? What criteria will you use? What flexibility do you have?
How will you and your decision team decide on the amounts and types of groups or organizations to invest in?
What would you need to see from a group you’re considering investing in to be certain our group meets your criteria?

These questions (a form of question I invented [Facilitative Questions™]) enable the Other’s discovery and make it possible to expand their criteria beyond their automatic choices. So if I never contribute to causes that involve for-profit business, if a big-box store is fundraising to give their employee’s children better healthcare and I recognize I must go beyond my unconscious criteria, I might have greater choice.

At my suggestion, one of my clients posed an initial Facilitative Question™ when seeking Round B funding, before pitching. As a woman, she understood she had less than a 4% chance of getting funded and hoped to trigger the investor’s better angels:

What would you need to know about me, my level of skill and professionalism, and my ability to manage a start-up, to trust that as a woman I was worthy of your investment?

Two of the ten potential investors walked out. The other 8 actually applauded, saying they hadn’t realized they had an unconscious bias against women before they even walked in. She had no problems getting funded.

WHEN AND HOW

There’s a difference between sending out marketing content or speaking with someone personally: in one-to-one conversations it’s possible to continue questioning, for example, or provide further information. And of course sharing the details of your organization is necessary.

But both vehicles share the same rules: offer content after helping the donor/investor understand their unconscious criteria for giving you money. Obviously, in personal conversations, use the uncovered criteria as the focus of your pitch.

For people who have donated or invested previously, the focus should be on how they’ll decide to invest or donate again. These folks seem to be obvious patrons, but unfortunately not all recommit.

While we assume we can encourage them to donate or invest more, we might not know what they need to hear from us to do so: What do they need to know about what we’ve accomplished in the meantime? Are they looking for some sign of ‘success’ or to know if we’ve made the change or addition they were hoping for? Do they still trust us? Again, we can assume, but we don’t know for sure.

Good questions might be something like:

What would you need to see from us to be willing to donate/invest again this year?
Due to the political climate and our dedication to an agenda that supports equality, fairness, and food/shelter for all here in Portland, we are asking our current patrons to increase their contribution this year if possible. How will you know that we will use your funds to meet the goals you espouse?

Ultimately, investors and donors need to know they’re giving money to groups that match their goals and beliefs, and your content and marketing must be creative and representative.

But don’t rely on the details of your organization to be the only selling point: either do market testing to discover the beliefs and goals of your population, or rely on questions that help them recognize their unconscious biases and then offer content that meets most criteria.

Giving money is a choice that involves personal criteria: don’t assume people will invest or donate merely because you’ve got a great idea.

____________

Sharon Drew Morgen March 17th, 2025

Posted In: Communication, News

We all know the importance of listening; of connecting with others by deeply hearing them share thoughts, ideas, and feelings; by being present and authentic. We work hard at listening without judgment, carefully, with our full attention. But are we hearing others without bias? I contend we’re not.

WHAT IS LISTENING?

Listening is far more than hearing words and understanding another’s shared thoughts and feelings. Listening is actually a brain thing. It’s about puffs of air.

There are several problems with us accurately hearing what someone says, regardless of our intent to show up as empathetic listeners. Generally speaking, our brains determine what we hear. And they weren’t designed to be objective because:

Words emerge from our mouths smooshed together in a singular gush with no spaces between them. Our brains then have the herculean task of deciphering individual sounds, individual word breaks, unique definitions, to understand their meaning. No one speaks with spaces between words. Otherwise. It. Would. Sound. Like. This. Hearing impaired people face this problem with new cochlear implants: it takes about a year for them to learn to decipher individual words, where one word ends and the next begins.
When others speak, their words enter our ears as puffs of air without denotation – sound vibrations that have no meaning at all. None. And it’s all electrochemical. Words, in and of themselves, have no meaning at all until our brain goes through a conversion, distortion and deletion process, determined by our existing, historic circuits. Whatever is left over from this chaotic process gets sent to our mind for translation.

This second point paves the way for misunderstanding: our ears hear what they’re set up to hear, not necessarily what a speaker intends to share.

Sample

Just as we perceive color when light receptors in our eyes send messages to our brain to translate the incoming light waves (the world has no color), meaning is a translation of sound vibrations that have traversed a very specific brain pathway after we hear them.

As such, I define listening as our brain’s progression of making meaning from incoming sound vibrations.

HOW BRAINS LISTEN

I didn’t start off with that definition. Like most people, I had thought that if I gave my undivided attention and listened ‘without judgment’, I’d be able to hear what a Speaker intended. But I was wrong.

When writing my book WHAT? on closing the gap between what’s said and what’s heard, I was quite dismayed to learn that what a Speaker says and what a Listener hears are often two different things.

It’s not for want of trying; Listeners work hard at empathetic listening, of caring about the Speaker and the conversation, of responding collaboratively and caringly. But the way our brains are organized make it difficult to hear others without bias.

Seems everything we perceive (all incoming sensory) is translated (and restricted) by the circuits already set up in our brains before it gets sent on to our mind for meaning.Our brains have a purely mechanistic approach to translating signals. Here’s what happens when someone speaks:

– the sound of their words enter our ears as mere vibrations (puffs of air with no meaning),
– get turned into electro-chemical signals (also without meaning) that
– get sent to existing circuits
– that have a ‘close-enough’ match (but may not match fully)
– previously used for other translations,
– discards the overage – whatever doesn’t match,
– then sends whatever remains to our mind for translation and understanding,
– causing us to ‘hear’ the messages translated through circuits we already have on file!

It’s mechanical, automatic, meaningless, and electrochemical.

The worst part is that when our brain discards the ‘overage’ signals, it doesn’t tell us! So if you say “ABC” and the closest circuit match in my brain is “ABL” my brain discards D, E, F, G, etc. and fails to tell me what it threw away!

That’s why we believe what we ‘think’ we’ve heard is accurate. Our brain actually tells us that our biased rendition of what it thinks it heard is what was said, regardless of how near or far that interpretation is from the truth.

In other words, we ‘hear’ only what our brain sends to our mind for translation based on our historic circuits – or, our biased, subjective experience.

With the best will in the world, with the best empathetic listening, by being as non-judgmental as we know how to be, as careful to show up with undivided attention, we can only hear what our brain allows us to hear. Being unwittingly restricted by our past, just about everything we hear is naturally biased.

IT’S POSSIBLE TO GET IT ‘RIGHTER’

The problem is our automatic, mechanistic brain. Since we can’t easily change the process itself (I’ve been developing brain change models for decades) it’s possible to add new circuits and interfere with the process.

I’ve come up with two ways to listen with more accuracy:

When listening to someone speak, stand up and walk around, or lean far back in a chair. It’s a physiologic fix, offering an Observer/witness viewpoint that goes ‘beyond the brain’ and disconnects from normal brain circuitry. I get permission to do this even while I’m consulting at Board meetings with Fortune 100 companies. When I ask, “Do you mind if I walk around while listening so I can hear more accurately?” I’ve never been told no. They are happy to let me pace, and sometimes even do it themselves once they see me do it. I’m not sure why this works or how. But it does.
To make sure you take away an accurate message of what’s said say this:

To make sure I understood what you said accurately, I’m going to tell you what I think you said. Can you please tell me what I misunderstood or missed? I don’t mind getting it wrong, but I want to make sure we’re on the same page.

Listening is a fundamental communication tool. It enables us to connect, collaborate, care, and relate with everyone. By going beyond Active Listening, by adding Brain Listening to empathetic listening, we can now make sure what we hear is actually what was intended.

______________________________

Sharon Drew Morgen March 3rd, 2025

Posted In: Communication, Listening

As instructors you’re committed to collaborating with your students, inspiring their creativity and sparking their original ideas. You pose interesting questions to enthuse them and work hard at offering knowledge in a way that inspires their learning.

But are they hearing what you intend to convey?

When I heard two highly intelligent people having a conversation in which neither were directly responding to each other (“Where should my friends pick me up?” “There’s parking near the bottom of the hill.”) I became curious. Were they hearing different things that caused disparate responses?

I spent the next 3 years studying how brains listen and writing a book on it (WHAT? Did you really say what I think I heard?). I ended up learning far more than I ever wanted to: like most people, I had assumed that when I listened I accurately heard someone’s intended message. I was wrong.

Sample

HOW BRAINS LISTEN

Turns out there’s no absolute correlation between what a Speaker says and what a Listener hears – a very unsatisfactory reality when our professions are based on offering content that is meant to be understood and retained. Sadly there’s a probability that students are not taking away what we’re paid to teach them.

To give you a better idea of how this happens and how automatic and mechanical this process is, here are the steps brains perform when hearing spoken words.

1. A message (words, as puffs of air, initially without meaning) gets spoken and received as sound vibrations.

2. Dopamine processes incoming sound vibrations, deleting and filtering out some of them according to relevance to the Listener’s mental models.

3. What’s left gets sent to a CUE which turns the remaining vibrations into electrochemical signals.

4. The signals then get sent to the Central Executive Network (CEN) where they are dispatched to a ‘similar-enough’ neural circuit for translation into meaning.

Note: The preferred neural circuits that receive the signals are those most often used by the Listener, regardless of their relevance to what was said.

5. Upon arrival at these ‘similar-enough’ circuits, the brain discards any overage between the existing circuit and the incoming one and fills in any perceived holes with ‘other’ signals from neighboring circuits.

What we ‘hear’ is what remains. So: several deletions, a few additions, and translation into meaning by circuits that already exist.

In other words, what we think we hear, what our brain tells us was said, is some rendition of what a Speaker intends to convey biased by our own history. And when applying these concepts to training and instruction, neither the instructor nor the student knows the distance between what was said and what was heard.

I lost a business partner who believed I said something I would never have said. He not only didn’t believe me when I told him what I’d actually said, but he didn’t believe his wife who was standing with us at the time. “You’re both lying to me! I heard it with my own ears!” and he stomped out of the room, never to speak to me again.

HOW TO CONFIRM STUDENTS HEAR US

What does that mean for instructors? It means we have no idea if some/all/few of the students hear precisely what we are trying to convey. Or they might hear something similar, or something that offends them. They may hear something quite comfortable or something vastly different. They may misinterpret a homework assignment or a classroom instruction. It means they may not retain what we’re offering.

To make sure students understand what we intend to share, we must take an extra step when we instruct. Instead of merely assuming we’re presenting good content or asking creativity-building questions, we must assume we don’t know what the students have heard, regardless of how carefully we’ve worded our message.

In smaller classrooms I suggest we ask:

Can you each tell me what you heard me say?

Or, with a large class, say the same thing in several different ways: you can begin by explaining –

Because of the way brains hear incoming words, you’ll each translate what I’m saying differently. To make sure we’re all doing the same assignment, I’m going to tell you the homework assignment in several different ways:

Write a 3-page paper on [how your creativity is inspired]. Let me repeat this in a different way:

In 3 pages, explain what’s stopping you from [being as creative as you can be]. Or maybe this is clearer for you:

How do you ‘do’ your [creativity to end up with a new concept]? Explain in a 3 page paper. Or:

Hand in a 3 page paper that explains [your thinking process that triggers new ideas].

It might sound like extra work but the learners will:

understand what you intend for them to do (in their own way, but they’ll get the meaning);
promote uniform topic discussions;
eschew confusion and inspire original ideas;
circumvent regurgitation.

Since students sometimes fear offering original thoughts as they don’t want to hand in a ‘wrong’ answer, this type of exposition ensures they’ll all hear your intent and be willing to share their authentic responses. And, they’ll understand that if they don’t precisely grasp what their instructor is offering, it’s their brain’s fault.

______________________

Sharon Drew Morgen November 25th, 2024

Posted In: Communication, Listening

Our viewpoints, interpretations and assumptions are so unconsciously biased that we unwittingly restrict our ability to accurately understand, or act on, incoming information. Our brains are the culprit, as they construct the way we make sense of the world; we don’t question what our brains tell us.

Responding from historic personal norms and beliefs, we instinctively assume our perceptions, actions, interpretations, are based on reality. But we invent our own reality. As David Eagleman says in The Brain,

“Each of us has our own narrative and we have no reason not to believe it. Our brains are built on electrochemical signals that we interpret as our lives and experience… there’s no single version of reality. Each brain carries its own truth via billions of signals triggering chemical pulses and trillions of connections between neurons.” [pg 73-74]

Our brains actually restrict us to seeing, noticing, hearing, understanding, and learning what we already have circuits to translate – what’s comfortable and acceptable – causing deep seated biases. Our subjectivity maintains us.

Sample

In this article I will explain how our brain biases us and what we can do to override the patterns.

SUBJECTIVITY VS OBJECTIVITY

We live our lives subjectively, based on the way our brains code and retrieve our personal, unique, and idiosyncratic beliefs, assumptions, history and norms. We think we’re making good choices when we choose or consider one thing vs another, when we easily reject something because it makes no sense or annoys us. Or worse, when it’s ‘obvious’ to us that one thing should be valued differently than another.

We like to think we’re objective. But we’re not.

The Wikipedia definition of objectivity is “… the elimination of subjective perspectives and … purely based on hard facts.” And “a lack of bias, judgment, or prejudice.” But is this possible? What are ‘hard facts’ when our brain rejects them as faulty? When our brains determine what ‘reality’ is? I suggest that objectivity is only slightly less biased than subjectivity.

Indeed, it’s pretty impossible to experience or interpret most anything without bias. We act, make decisions and choices, communicate with others, raise children and have friends, all from a small range of favored, habitual mental models and neural circuits that come from oft-used superhighways in our brains that we’ve spent a lifetime culling and assume are accurate.

Regardless of how ‘factual’ it is, when incoming data doesn’t jive with our existing beliefs, our brains ‘do us a favor’ and resist and re-interpret whatever falls outside of what we ‘know’ to be true. Obviously, anything new has a good chance of not being understood accurately. Bias is just cooked in; we don’t even think twice about trusting our intuition or natural reasoning when there’s a good chance we shouldn’t.
Whether we’re in a conversation, listening to media, or even reading, we listen through biased filters, and hear what our brains tell us was said – likely to be X% different from the intended message. Unless we develop new neural pathways for the new incoming data, we will only hear what our brains are already comfortable with.

Indeed, our worlds are very tightly controlled by our unconscious, habituated, and brain-based biases, making it quite difficult to objectively hear or understand anything that is different. It takes quite a bit of work to act beyond our perceptions.

WHY CAN’T WE BE OBJECTIVE?

Each of us interpret incoming messages uniquely. Indeed, objectivity is not, well, objective. Here’s what happens: Sometimes

the way the new information comes in to us – the words used, the setting, the history between the communication partners, the distance between what’s being said and our current beliefs – cause us to unconsciously misinterpret bits of data;
we have no natural way of recognizing an incongruity between the incoming information and our unconscious thoughts;
our brain deletes some of the signals from incoming messages when they are discordant with what we already accept as true, without telling us what we missed (My book What? Did you really say what I think I heard? explains and corrects this problem.);
our beliefs are so strong we react automatically without having enough detachment to notice;
what we think is objective is often merely a habitual choice.

Sample

We each live in worlds of our own making. We choose friends and neighborhoods according to our beliefs and how our ears interpret ‘facts’, choose professions according to our likes and predispositions, raise our kids with the same norms and beliefs that we hold. In other words, we’ve created rather stable – certainly comfortable – worlds for ourselves that we fight to maintain regardless of how our biases may distort.

When communicating with others, ‘objective facts’ might get lost in subjectivity. In business we connect with different viewpoints and attempt to convince other’s of our ‘rightness’, and either they don’t believe us or they feel we’ve made them ‘wrong’. Our children learn stuff in school that we might find objectionable regardless of its veracity, or we might disagree with teachers who have different interpretations of our child’s behavior.

And of course, most scientific facts we deem ‘objective truth’ may just be opinions. Folks like Curie, Einstein, Hawking, and Tesla were considered to be cranks because their ideas flew in the face of objective science that turned out to be nothing more than decades and centuries of perceived wisdom/opinions.

The problem shows up in every aspect of our lives. Sometimes there’s no way to separate out objective fact from subjective belief, regardless of the veracity.

I remember when my teenage son came home with blue hair one day. Thinking of what his teachers would say (This was in 1985!) or his friend’s parents, I wanted to scream. Instead I requested that next time he wanted to do something like that to please discuss it with me first, and then told him it looked great (It actually was a terrific color!). But his father went nuts when he came to pick him up, screaming at both of us (“What kind of a mother lets her son dye his hair blue!!!”), and taking him directly to the barber to shave his head. For me, it was merely hair. We both had different ‘objective realities.’

CASE STUDY IN OBJECTIVITY VS SUBJECTIVITY

I once visited a friend in the hospital where I began a light conversations with the elderly orderly helping her sit up and eat. During our chat, the orderly asked me if I could mentor him. Um… Well, I was busy. Please! he begged. Not knowing what I could add to his life and having a bias that folks who asked me to mentor them just wanted me to give them money, I reluctantly, doubtfully, said ok.

He emailed me and invited me to dinner. Um… well, ok. I’d donate one night. He lived in a tiny room in a senior living center, on the ‘wrong’ side of the tracks. It was very clean and neat, and he had gone out of his way to prepare the best healthy dinner he knew how to offer. Shrimp cocktail. Nice salad. Hamburger and beans. Ice cream. During dinner he played some lovely music. Just lovely. I was transfixed. Who is that playing, I asked.

“It’s me. I wrote that piece, and I’m playing all the instruments. I have several CDs of music I’ve composed and self-produced. Can you help me find someone who might want to hear it and do something with it? I’ve never met anyone who could help me.” I helped him find folks who helped him professionally record at least two of his compositions.

By any ‘objective’ measure, using my own subjective biases and ignoring the objective truth that we’re all equal and everyone is capable of having talent, I didn’t initially consider that someone ‘like that’ (old, black, poor, uneducated) had the enormous talent this man possessed, regardless of my advocacy of non-bias and gender/race equality.

Unwittingly, we seriously restrict our worlds the way we process incoming data. We live subjective lives that restrict us. And as a result, we end up having arguments, misunderstandings, failed initiatives; we end up having a smaller pool of ideas to think with and don’t see a need for further research or checking; we make faulty assumptions about people and ideas that could bring benefits to our lives. I personally believe it’s necessary for us to remove as many restrictions as possible to our pool of knowledge and beliefs.

HOW TO COMPENSATE

To recognize bias and have a new choice, we must first recognize the necessity of noticing when something we believe may not be true, regardless of how strong our conviction otherwise. It’s quite difficult to do using the same biases that caused us to unconsciously bias in the first place.

Here’s a tip to help expand your normalized perception and notice a much broader range of givens, or ‘reality,’ to view an expanded array of options from a Witness or Coach or Observer position on the ceiling:

Sit quietly. Think of a situation that ended with you misinterpreting something and the outcome wasn’t pretty. Replay it through your mind’s eye. Pay particular attention to your feelings as you relive each aspect of the situation. Replay it again.
Notice where your body has pain, discomfort, or annoyance points.
As soon as you notice, intensify the feeling at the site of the discomfort. Then impart a color on it. Make the color throb.
Mentally move that color inside your body to the outer edges of your eyeballs and make the color vibrate in your eyes.
When you mentally notice the color vibration, make sure you sit back in your chair or stand up. Then move your awareness up to the ceiling (i.e. in Witness or Observer position) and look down at yourself. From above you’ll notice an expanded range of data points and options outside your standard ones, causing you to physiologically evade your subjective choices.

Since the difference between subjectivity and objectivity is one of perception, and in general our brains make our determinations unconsciously, we must go to the place in our brains that cause us to perceive, and make it conscious. Only then can we have any objective choice. And next time we think we’re being objective, maybe rethink the situation to consider whether new choices are needed.

___________________________

Sharon Drew Morgen November 18th, 2024

Posted In: Communication, Listening, Sales

I recently heard yet another excuse as to why a buyer didn’t buy: seller/buyer misalignment. Seriously? Because the seller didn’t close a sale (That was expected by the seller? In the mythical pipeline? According to the expectation of the seller?) there was a relationship problem? No. The problem stems from sellers not understanding what a buyer is, and what a buyer must know before self-identifying as a buyer. In this case, there was no buyer to be ‘misaligned’ with.

The fact is, selling doesn’t cause buying.

FROM PERSON TO BUYER

A decision not to purchase has very little to do with the seller, the solution, the relationship, or the need. In fact, making a purchase is the very last thing a buyer does. Just because a situation seems like a perfect fit with your solution does not make it a buying/ selling opportunity; just because someone really needs your solution does not mean they are ready, willing, or able to buy.

Let me begin by defining ‘Buyer’: a person (or group) who has

assembled all people, causes, and elements that created their problem and agreed to a problem definition AND
recognized they cannot fix the problem with familiar resources, usual vendors, or workarounds, AND
determined the risk of change and found it palatable, AND
gotten buy-in from everyone/everything involved with the changes a fix would affect, AND
decided that the cost of a fix is lower than maintaining the status quo,

and decides that purchasing an external solution is their best option.

As the thought-leader behind how buyers buy (programs, books, models, steps, terms, since 1985) , the author of the NYTimes Business Bestseller Selling with Integrity, and the person who coined the terms Buy Cycle, Buying Patterns, Buying Journey, Buying Decision Team, and How Buyers Buy, I’d like to offer some thoughts:

1. A buyer isn’t a buyer until they’ve bought something. Until then they are people with a problem who may, if they can’t resolve the issue themselves and the risk is manageable, seek an external solution.

2. Solving a problem never begins as a decision to buy anything (unless a small personal item), regardless of ‘need’. People don’t want to buy anything; they merely want to resolve a problem in the most efficient way with the least risk. Hence, they won’t respond to or read your marketing or sales content based on ‘need’.

3. People prefer to resolve their own problems. Workarounds are always the first option, a purchase the last.

4. Unless the risk of making a purchase is lower than the risk of staying the same, there will be no purchase regardless of the need or the efficacy of your solution. By seeking folks with ‘need’, sellers only find the low-hanging fruit and reduce their potential prospect audience by 80%.

5. A purchase occurs only when the stakeholder group has found the risk of change manageable and buys-in to something new. It’s only when there’s agreement from all elements that created the problem that

it can’t be fixed with known resources or workarounds,
the cost in resources/change is lower than the cost of the fallout of bringing in something new,
a path forward is defined by everyone who will touch the final solution,

that the full scope of a bringing in a new solution (i.e. buy something) is understood. Until then ‘need’ isn’t fully defined, people haven’t yet self-identified as ‘buyers’, they won’t read your content or take a meeting (unless to pick your brain), and no external solution is required. Here is where sellers often get caught thinking there’s a ‘need’ before the folks with the problem think there is one.

‘Need’ is NOT the criteria people use to buy. Until they are convinced they cannot solve their own problem and change without much disruption, until the understand and can accept the risk of change, they are not buyers and won’t heed pitches or appointment attempts.

6. There is a defined series of 13 (generic) steps that determine if, when, why, how, what to buy. A buying decision is a risk/change management problem before it’s a solution choice issue. Until the full set of stakeholders have agreed they can’t fix the problem with familiar resources AND have developed a plan for congruent change with minimal risk, there is no willingness to seek an external solution. In other words, before people become buyers they’re merely people trying to fix a problem themselves.

Sample

7. People don’t need you to sell to them. They can get all the data they need from your site. They really need your help in traversing their decision steps: the time it takes them to figure this out (non-buying, cultural, systems/ rules based) is the length of the sales cycle, and sales overlooks this entirely.

8. Making a purchase is a risk/change management issue before it’s a solution choice problem. The first question people consider is how they can achieve Excellence with the least ‘cost/risk’ to the system; the last question they consider is what solution they’d need from ‘outside’. With a focus on placing solutions, there is no element of the sales model that facilitates systemic change. Sales overlooks the largest portion of the buyer’s journey – how to manage the change a fix will cost to the system.

9. Until any disruption caused by a purchase (i.e. all purchases are ‘foreign’ to the system) is understood, planned for, and agreed to, no purchase will take place. The existing environment is sacrosanct; keeping it running smoothly is more important to them than fixing a problem that’s already been baked into the system, especially if it would cost unwanted internal disruption.

10. Everyone and everything who created the current problem and would potentially touch a new solution must agree to any modification (purchase). This is why pitches, marketing, presentation will only be noticed by those who have completed their decision path.

11. The time it takes people/buyers to discover their own answers and know how to manage change in the least disruptive way, is the length of the sales cycle. It has nothing to do with selling, buying, need, relationship, content, or solutions until the route to congruent change is defined and agreed to. It’s a risk/change management issue before it’s a solution choice issue. And the sales model ignores this, causing 5% close rates instead of 40%.

12. The last thing people want is to buy something. With their criteria of ‘solution placement’, sellers often enter at the wrong time, ask the wrong questions, and offer the wrong data – and end up selling only to the low-hanging fruit (the 5% who have planned their route to change already).

13. Buyers buy using their own buying patterns, not a seller’s selling patterns. Using a specific type of sales effort further restricts the population of those who will buy. We don’t necessarily object to the products Robocalls promote. It’s the invasive selling patterns we object to.

14. There is a difference in goals, capability of changing, and level of buy-in between those who CAN/WILL buy vs those who sellers think SHOULD buy. By entering to seek folks in the process of solving a problem your solution can resolve, we can find and capture 40% of those on route to become buyers.

15. The time it takes people to come up with their complete set of buy-in and change-based answers is the time it takes them to seek an external solution – i.e. become a buyer. Let me say this again: Buying has nothing whatsoever to do with their need, your solution, or your relationship.

By only listening for clues that lead you to assume a ‘need’ for your solution, by entering into ‘relationships’ based on what you’re selling, by only asking questions to ‘prove’ a need/solution match (too often with only one or two members of the full Buying Decision Team), you’re not only biasing the interaction, but limiting your sales to closing those who have gotten to the point when they’re ready, willing, able to change – the low hanging fruit; you’re missing the opportunity to enter earlier, develop a real relationship, and facilitate the path that people who CAN buy must take before they are buyers.

The current sales model ignores the possibility of facilitative buying, or becoming real relationship managers and true consultants and Servant Leaders.

In other words, the sales model enters too early in the buying decision journey to reach or serve the maximum number of prospects.

BUYING FACILITATION®

Potential buyers need your help figuring out how to figure it all out much more than they need a product pitch, or more biased questions, that attempt to uncover a ‘need’ they don’t yet know they have.

I’ve developed a model (Buying Facilitation®) that uses wholly unique skills (Listening for Systems, Facilitative Questions, etc.) to facilitate a prospective buyer’s route to Excellence.

A generic model used for coaching, management, leadership, healthcare, Buying Facilitation® finds folks trying to solve a problem in the area of your solution, then leads them down their decision path and turns them into buyers in one-eighth the time it would take them to close.

I’ve been quite successful teaching it to global corporations ( i.e. 100,00 sales professionals at companies such as IBM, Kaiser, Wachovia, P&G, KPMG, etc.) to increase their sales. In fact, over 30 decades, my client’s pilot training groups close 8x more sales on average over the control groups, regardless of product or price.

Currently you’re now wasting 95% of your time running after those few who have finally arrived at step 10 – the low hanging fruit – ignoring the much larger pool of those who are on route, and fighting for a competitive advantage.

By adding new functionality to the front end of your sales model, you can enter earlier, be a Servant Leader, and facilitate congruent change and THEN be on board as a provider as they go through their buying decision process.

Buying Facilitation® is NOT sales; it’s NOT selling/purchase-based; it IS change- and decision-based. Right now you’re waiting while buyers do this anyway (or merely running after those you THINK have a need but end up fixing the problem in other ways) because all people must manage their change before they are buyers. Why not add a skill set, stop wasting time/effort, and close more. Then you’ll never be ‘misaligned.’

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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com

Sharon Drew Morgen October 14th, 2024

Posted In: Communication

During a day we make innumerable decisions. What should I eat for lunch? When should I go to the store? Should I complete this paperwork now? Or wait until after the meeting? We make these simple decisions quickly, effortlessly, using top-of- mind answers. But sometimes we must make consequential decisions that need some pondering.

Whatever we go through to get to our final end point, the process is often fraught with confusion, time delays, and unknown risk. To help you minimize these downsides when making important decisions, here are a few foundational elements:

Perspective: Have you collected the full data set necessary for resolution?
Criteria: What are the norms and values you must consider?
Goal: What is the specific goal you seek to achieve?
Risks: What are the threats to specific choices?
Steps: A replicable route to practical decision making.

I’ll take them one at a time.

PERSPECTIVE

One of the problems with decision making is the way your brain presents you with habituated responses. Like when you decide to go on a diet and unconsciously duplicate the patterns you used in previous (failed) diets, or when you stop at the same point when trying to learn a new hobby – again. So much of how we decide is ruled by our brain’s historic biases and restrictions.

To have as broad a range of options as possible with a minimum of bias and restriction, it’s necessary to consider the problem from different perspectives.

Ordinarily we automatically think our standard, familiar thoughts and unconsciously pose our standard, familiar questions to ourselves. I call this perspective Self. Self is our natural state, a largely unconscious idiosyncratic mix of physical, mental, emotional, unconscious and comfortable reactions and ideas. In Self we are the fish in the water.

From Self your decisions are based on your immediate world view – restricted by your momentary feelings, what’s going on in your life, and your history of managing similar issues.This is perfect for daily living. But for making consequential decisions it’s good to have as broad, and unbiased viewpoint as possible. For this you’ll need an expansive perspective that I call Observer/Witness.

Being in Observer offers more a conscious choice with a broader perspective and far less bias. You already do this, albeit unconsciously: the quick intake of breath telling you to be more alert and consider a new choice; that it’s time to go beyond your natural reaction, your standard thoughts and feelings.

You use Observer when raising children, like when your 2-year-old so creatively crayons the wall and you gently guide her to the coloring book but really want to scream ‘I JUST PAINTED THAT WALL!!!’. It’s when you’re fighting with a partner and take a step back to say, ‘Wait a minute. Let’s chill.’

In Observer, you notice a broader range of choices that weren’t visible from Self. They were always there, but not habituated like the more-used options. My book HOW? teaches how to do this.

Rule #1: Make important decisions from Observer to perceive a broad range of choices.

Sample

CRITERIA

Values and Beliefs – the basis of any decision making criteria – are the primary determinants for making important decisions as they defend and maintain who you are and what you stand for. Indeed, people often delay making a decision because they fear they’ll overlook something significant, because they don’t know the full set of risks involved.

From Observer you can consider the underlying values that must be maintained in the new decision. They’re often personal, although in team decision making the group must collaboratively agree to the values they want to maintain.

Here’s a personal tale of how my switch from Self to Observer converted my criteria to more authentic, less reactive values and a positive outcome.

A mythic row with a dear friend ended our relationship. He betrayed me! He lied! He broke my values-based criteria of honesty, of my ‘right to be respected!’ But as time passed I began to get a different perspective: I must love with ‘Ands’ not ‘Buts’. That meant (to me) I had to find a way to be in relationship. So I shifted my criteria (and Self perspective) from honesty and ‘right to be respected’ to my Observer perspective: ‘How do we love each other AND be respectful and honest?’ With this new criteria our relationship had a way forward.

Rule #2: Know the criteria you want to meet for your decision and write down some thoughts on what it will look like when it’s met.

GOALS

Goals often include specific target actions and a time limit for completion, and require a well-worded goal. So “I want to go on a diet to lose weight” becomes “I will do the research to find the best foods for my body to find and maintain its best weight.”

Goals must include details that can be evaluated or you run the risk of failure. The more specificity, the higher the possibility of success.

Rule #3: Set a goal using very specific words and expected results.

RISKS

All decisions carry some sort of risk. What risk are you willing to take? Are you willing to switch values? Are you willing to let go of people in your life? Relationships? Money?

Before making a final decision it’s important to know the risks involved in the change caused by the final outcome. Ask the people in any way involved in the final decision what the upsides/downsides are for them. Make sure you pose questions from Observer so you instill as little bias as possible. I’ve invented Facilitative Questions™ that lead to unconscious circuits where decision criteria are stored. Again, I teach them in HOW?.

Your final decision may not be able to address all risks but knowing them in advance is valuable for goal setting. Where there’s a chance the risks won’t be fully addressed, do as much advance work as possible to reduce the fallout.

Rule #4: before making a final decision, know the risks involved for the people, policies, values, etc.

STEPS

Often people begin seeking information too soon. I suggest you wait until you’ve determined the goals, risks, and criteria so you’ll have a more accurate foundation. Then:

Assemble all the elements involved: Know the goals, criteria, people and fall-out from each. Include gathering data (from Observer, to minimize bias) from the people who will be touched by your decision. While you might not be able to meet their criteria, you’ll at least have an idea of the risks.
Determine and manage the risks: Fully understand the distance between where you are now and where you will be once the decision is made. Will the same values prevail? Will jobs or situations be changed? How will this affect the status quo? How will you deal with any fallout?
Gather data: Once you know the risks, goals and criteria involved, gather supporting data (both internal and external) that ensures you’ve got the important elements covered and the risks managed best you can.
Weight the options: You’ll now have the information you need to understand the types of choices and risks. Go back to the drawing board. Get into Observer. Write down a hierarchy of criteria to meet and see how/where they match the options. Weight them according to risks and values. Know precisely the fallout.
Carry out the decision: make sure to personally manage any fallout.

And good luck! Should you require some team coaching to facilitate an important decision, please contact me: sharondrew@sharondrewmorgen.com

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Sharon Drew Morgen September 2nd, 2024

Posted In: Change Management, Communication

Is your team communicating effectively? Do you reach goals on time and without resistance? Are all voices included during brainstorming to assure the full fact pattern is collected that will inspire a set of agreeable possibilities? How are communication breakdowns handled?

I thought of these questions during a recent client chat that prompted me to remember a situation I had with Los Alamos Labs in New Mexico some years back. While the tale is a bit outdated, it will serve as a starting point for my belief that team miscommunication is costly for both productivity and people, and happening more often these days with new-forming teams, remote relationships, and distance meetings.

Here’s my Los Alamos Labs case study that might provide a few thoughts. I’ll follow it with ideas and suggestions.

LOS ALAMOS LABS

Case study

In the 1990s, Los Alamos Labs had a mailroom [Yes! We used snail mail in those days!] that sorted and delivered incoming mail – contracts, client letters, invoices, etc. It took them 6 days (6 days!) to distribute it; leadership wanted it done in one.

After months of failing to shorten the time line, leadership decided to contract out the work and fire the 26-person mailroom team. Before they took that drastic step, they brought me in to see if I could solve the problem with a team-building training program.

Speaking only to the client who hired me (Big mistake, it turned out) I created a nifty program. I arrived at the client site an hour early to observe the team in action before delivering the training. I immediately noticed much larger problems than merely team issues.

To begin with, the racial disparity was glaring: as the company was in New Mexico (a largely Hispanic population), there were 24 Hispanic (LatinX) people and two Anglos (White); it was quite obvious they didn’t speak to or listen to each other. The two Anglos stayed to themselves, never connecting in any way with the other 24 in the hour I watched them.

Next, there were cliques that operated in sort of a ballet, speaking, connecting, moving within their small groups with none of them going outside their cliques for questions, discussions, or sharing. So either their jobs were unique to each person, or there was massive inefficiency.

Didn’t seem like my team building program was an answer. I promptly threw away the program, went into the assigned training room down the hall, and put two facing chairs in the middle of the room with the rest of the chairs in a circle facing the two middle ones.

When the group came in, I told them I noticed some communication issues that I found disturbing, so before we did the real ‘training’ I wanted any personal issues resolved.

I invited whoever was having a personal issue – a grudge, an annoyance, a distrust – to sit in one of the middle chairs and invite their colleague to sit in the other and discuss the problem. I sat on the floor between the two chairs as the interpreter.

Nothing happened for 15 minutes. Silence. Then I stood up and announced I’d sit there all day if need be, but maybe the manager should begin. Surely he was annoyed with someone!

Roberto reluctantly came and sat on one of the chairs and said that instead of sharing his annoyances, he invited anyone annoyed with him to sit across from him and share their feelings.

After a few minutes, a young Hispanic woman came and sat down.

Theresa: I thought so hard about the delivery problems we were having and came up with what I thought was a great idea. But you gave me five minutes and basically didn’t listen. This has happened before when I’ve brought you new ideas. I’ll never bring in any new ideas again. And now we might all get fired because nothing has changed. I tried.

Roberto: I was annoyed too because I thought you were complaining about…

I stopped him so I could translate what she was actually saying:

SD: I heard Theresa say she’s having trust issues because she spent time and care presenting ways to try to resolve the problem and felt you ignored her. As the manager your job is not only to make sure your folks trust you but acquire as many ideas from your team as possible. Try a different response.

Roberto: OK! Um. Theresa: I’m so sorry I didn’t hear you as you deserved to be heard. And I’m sad I’ve not heard your ideas. I’m sure all of your ideas are certainly worth discussing. I sometimes am focused on other issues and don’t listen properly. What can I do to regain your trust? And can we set a time later this week to discuss any ideas you have that might help the group be more efficient?

After Theresa came one of the two Anglo people saying he felt the group had a racial bias against him. (Note: racial bias in New Mexico was a long-term cultural issue that affected everyone. I lived in Taos for 11 years and bear the scars.) Again, Roberto started off defending himself, but with my intervention opened up a race-based dialogue that continued within the group most of the day.

Turned out, most of the team members had grievances they shared. By the time everyone was finished discussing angers, annoyances and biases, it was 11:30 at night.

To their credit, there was great authenticity, honesty, and quite a few tears and hugs. Ideas were shared, brainstormed, listened to by all. When there were misunderstandings people were asked to clarify. Ideas seemed to have wings, flying around the room. Everyone was listening attentively and respectfully. We even had a few laughs (A few in-jokes of course, but mostly I was the ‘butt’ of the jokes for sitting so long on the floor. No idea why I didn’t sit on a chair for god’s sakes!).

On Day Two, I led the newly-formed collaboratory through ideas and plans for better communication, more productivity, sharing, and task efficiency. Within days after our time together they brought the 6-day delivery time down to one day and kept their jobs. Problem solved.

Sample

One more thing: following our program, the team took those 2 chairs and put them outside their manager’s office. Every time there was a confusion or disagreement, the people involved went to the chairs: “Let’s discuss this. Meet you at the chairs at 2:00.” The next year they sent me a photo of all of them next to the chairs. On one of the chairs sat a Malcolm Baldrige Excellence Award. They were holding a banner that said, “THANK YOU SHARON-DREW!”

Ahhhhh. I love my job. Although next time I used that strategy I did sit on a chair. 😊

Take Aways

I’d like to think that the skills involved with the final excellence were ones any team could adopt.

Willingness to be honest and authentic regardless of the ‘politically correct’ rules of social conversation.
Willingness to be vulnerable, admit wrong-doing and apologize.
Willingness to be honest about racial issues and hold Truth above feelings or fears.
Willingness to look at the problem and recognize what was working, what responsibilities they had to take to make it right, and willingness to fix it.
The necessity of the whole team being present as witness and judge, through discomfort and exhaustion. There was no place to hide – everyone knew the truth, and it had to be spoken for the greater good, separate from roles or personalities.
Patience to sit for whatever time it takes to resolve all the issues.

The role I played as translator was also vital. Not only did I provide safety and listen from a Witness (i.e. non-judgmental) place, safety, but it took the sting out of any blame and played a role in a meta understanding, away from unconscious human/racial biases or personal traits. Because I didn’t know any of these folks, I was not tangled in any past relationship, role, or status issues. I suspect that another outsider, from another department maybe, could have done the job. But bringing in a consultant isn’t a bad idea when an impartial eye/ear is needed.

SELF-CORRECTING TEAMS

This team was so comfortable with their long-standing cultural norms that their communication problems were endemic and led to ineffective work habits.

How many companies face the same problem? How many groups just keep on keepin’ on in ignorance or denial, making excuses and playing the blame-game with their resultant failures? How many groups only collect data from a chosen few and omit the entire population that would yield imaginative ideas that conventional leadership seems to ignore? How many important, creative, and valid ideas get ignored because of gender or race or sexual preference issues?

The cost of doing nothing is high:

1. A minimization of good ideas. Client-facing employees are often omitted from company change and problem-solving because they’re not ‘on the leadership team.’ Yet they have great ideas that leadership doesn’t think of. Use these folks. You hired them each for a reason. Put their ideas into action. Your employees are your competitive edge.
2. A minimization of collaboration and job effectiveness. With cliques, lack of diversity, teams bound by job descriptions and hierarchies, there’s no opportunity to pollinate new ideas, try new actions, make new norms. And without these, the company dies from its core.
3. A continuation and exacerbation of problems. Accepted communication practices get factored in to the culture and become built in forever, taking failure along for the ride and causing fall-out to become normative. A well-known global software company I worked with saw no problem with treating staff and clients from a win/lose position. “I need to have control and make people do what I want. I was told to do this on my first day here.” It was endemic. Brought in to get the leadership team to work from integrity, I mentioned that Win/Win was the goal. They were confused when I said Win/Lose equaled Lose/Lose, which cost them trust and creativity and ultimately business. “But what do I need Win/Win for? I’m the one in control. They have to do what I say regardless”. Hmm. How’s that working for you?
4. A colossal time waste. I recently went through a State Tax Review that prompted an enormous overcharging due to a glitch in the system from 1994. There were 6 departments involved, and none of them spoke to the others. If I didn’t call the other 5 when something occurred, I got caught up in the lag between departments, dates, paperwork. By the time we were done we all hated each other. They asked what the rush was, that it usually took 6 months not 6 weeks (I bet!) and I just didn’t understand their system. Nope. I did not. Talk to each other! Make sure there are systems set up so everyone has the same data at the same time. In 2022 that’s simple, no?
5. Unnecessary resistance: Without everyone’s buy-in, without everyone who touches the proposed solution having a say in the outcome, there will be resistance that costs unknown time, money, personal fallout. With proper communication up front, everyone is on board and has a stake in the success of the project. There is absolutely no need for resistance. If you’re getting resistance, you’re doing it wrong.
6. Dimished results. Until or unless
7. the full set of facts are known and gathered from the full spectrum of resources,
8. the full complement of possible ideas are tried,
9. the downsides are factored in before completion,

a project will not be successful. Nothing else to say.

THE TOOLS YOU NEED

Here are the necessary skill sets for effective team communication:

Unbiased Listening. This sounds much easier to do than it is. Let me start by saying that nothing has meaning – no words, no dialogues, no sounds – until our brains translate it. Like the earth has no color – color is a function of the rods and cones in our eyes translating incoming vibrations – words have no meaning until the incoming sound vibrations get translated within our neural circuitry (I wrote a book on this: What? Did you really say what I think I heard?).

In other words, we only understand what someone says according to our existing brain circuits. Listening is a neural/brain thing: we can’t hear others without bias.

For those who are curious, sound enters our ears as vibrations without meaning (i.e. not words!). They become signals that seek out ‘close enough’ circuits already existing in our brains from some prior experience and get translated accordingly.

In other words, everything we hear gets translated by our subjective experience. Sad but true. And we think we listen attentively, but can only hear/understand what our brains listen for. Obviously this is where misunderstanding and miscommunication come from. People DO listen. They just hear what their brains interpret for them according to their historic, subjective beliefs.

The easiest way to fix this problem is to say during a conversation:

I want to make sure I understood what you said. I will say what I think I heard, and ask that you please correct me so I can get it right.

This way you can take away an accurate understanding without guesswork, even if you initially thought what you heard was accurate.

Gather data from every person or you’ll not have the full fact pattern. Too often we gather data from the folks we consider ‘obvious’. not necessarily the full set of stakeholders who are part of the problem and hold some very necessary data.

So many customer service initiatives are developed without the input of the customer facing folks and omit addressing real customer needs. How many times are HR folks omitted because, well, why use HR (except that the initiative will transfer, fire, reorganize people)? Think of everyone who will be touched by the final solution and bring them in at the start.

Ask the right questions. This one is a head scratcher because conventional questions are meant to gather data biased by the needs, language choices, and goals of the Asker and which subsequently gather very restricted data from the Receiver. Obviously, the odds are good that the question will be misinterpreted. So using conventional questions will only discover some percentage of an answer.

To manage this problem, I’ve invented a new form of question (took me 10 years!) I call a Facilitative Question. Different from a conventional question that seeks answers for the Asker, FQs lead Others into their brains to discover a much, much broader set of possibilities beyond the biases of the Asker. After all, retrieving good data is a mind-brain issue. It takes a while to learn to formulate as specific words in specific sequences are used so the brain peruses its unconscious. But once you learn how it changes the arc of all conversations.

Do a congruence check. Are all team members contributing? If not, there’s a reason. Are they feeling unheard, that their ideas aren’t ‘big’ enough? Do they feel powerless? Do they feel any gender, race, or ability bias?

All voices are necessary. Bring them in or you risk restricting all that’s possible, not to mention setting up the initiative for failure and resistance.

Only hold meetings if ALL members are present! Do not hold a meeting if someone is ill or can’t make it. It biases the outcome, causes resistance, and leaves out important ideas.

IS YOUR COMMUNICATION WORKING?

I have some questions for teams to consider:

1. - Is your team is functioning optimally? What would suboptimal communication look/sound/act like?
  - Do you have any vehicle in place to take a meta stance and discover problems without biases or defense?
  - What do you have in place to ensure you’re not operating with any racial, gender, or ability prejudice? It’s inherent and unconscious. How do you test it?
  - Do you regularly get resistance – either from your own team or during client initiatives? What are you willing to do to develop strategies that enable group buy-in from the full set of stakeholders (i.e. including ‘Joe in accounting’)?
  - If you regularly notice dysfunction, during an initiative or with less-than-steller results, what are you doing about it?

I believe this is a problem that needs focus, especially with so much change occurring in our organizations now. Make it a priority. Your productivity, creativity, stability and integrity depend on it. And if you’re seeking a consultant or coach to facilitate your meetings, please contact me at sharondrew@sharondrewmorgen.com.

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Sharon Drew Morgen August 5th, 2024

Posted In: Communication

« Previous Page — Next Page »

Influencers vs. Facilitators: essay on enabling change congruently, by Sharon-Drew Morgen

Do You Know What A Question Is? No, really. Do you?, by Sharon-Drew Morgen

Why Change Seems So Hard: Essay on facilitating buy-in and avoiding resistance, by Sharon-Drew Morgen

Conclusion

Successful Fundraising: beyond persuasion, by Sharon-Drew Morgen

Is it Possible to Hear Each Other Accurately? by Sharon-Drew Morgen

Are Your Students Hearing You? by Sharon-Drew Morgen

The Noise of Subjectivity: how our personal biases shape and restrict our worlds

How, Why, and When Buyers Buy, by Sharon-Drew Morgen

Making Important Decisions, by Sharon-Drew Morgen

What’s the Cost of Team Miscommunication?