Don’t Take the Bait! When People Dodge Your Question

Dodger of words

From the author of Speak Up, Show Up, and Stand Out & Fearless Leadership

Do you want to tear your hair out when people refuse to answer your question? You may be dealing with a dodger—someone who beats around the bush or throws up a smokescreen to avoid dealing with your question or concern.

Here is a two-prong approach for handling dodgers:

  1. Spot dodging tip-offs. These phrases signal the conversation is about to be taken off course. If you can’t spot them, you can’t stop them.

 

Common Dodging Tip-Off Phrases:

  • “I have a different concern.”
  • “This reminds me of….”
  • “My concern is….”
  • “This raises another question.”
  • “The real problem is….”
  • “Your problem is….”

 

  1. Intervene immediately. Don’t let the dodger steer the conversation in another direction. Respectfully interrupt the conversation the moment you spot the dodge and redirect it back to your question or concern. See examples below.

 

 

Don’t take the bait. Be smooth (and keep your emotions out of your response) and the dodger will have nowhere to go.

Dodging Questions slide Malandro

 

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Dr. Loretta Malandro is the CEO of the Malandro Consulting Group (www.malandro.com) and the author of several landmark business communication books including: Fearless Leadership, Say It Right the First Time, and her new book, “Speak Up, Show Up, and Stand Out: The 9 Communication Rules You Need to Succeed”.

 

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Do You Feel Pressure to Immediately Respond to Electronic Messages?


From the author of Speak Up, Show Up, and Stand Out & Fearless Leadership

 

 

 

 

 

Pressure to Respond

With the avalanche of emails, texts, IMs, you name it, most people feel the constant pressure to respond instantly. And act on this impulse.

Take the following quiz to determine if you are an instant-responder.

pressure slide

 Instant Response

An instant response is not always your best response.  You may say the wrong thing, provide inaccurate information, create a misunderstanding, or set off a volatile email exchange. Take the pressure off yourself to respond instantly by asking:

  1. Is it necessary to respond?  If your answer is yes, reply with a buy-time message such as “I will respond to your message no later than (time/day/date).
  2. Is it urgent to respond?  If yes, respond.
  3. Is my response effective?  Take the time to reread your message before you send it. Think about the voice mail you are about to leave. Are you about to say something you will regret?

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Dr. Loretta Malandro is the CEO of the Malandro Consulting Group (www.malandro.com) and the author of several landmark business communication books including: Fearless Leadership, Say It Right the First Time, and her new book, “Speak Up, Show Up, and Stand Out: The 9 Communication Rules You Need to Succeed”.

 

The Riskiest Word to Use at Work: Try It and See What Happens

Riskiest Word

The Riskiest Word to Use at Work:
Try It and See What Happens

By Dr. Loretta Malandro

 

You’re standing at the altar taking your marriage vows. The person officiating your wedding asks: “Will you take this woman/man to be your lawful wedded wife/husband?” Without hesitation you enthusiastically blurt out your response and say: “I’ll try”.

You’re doomed. Pack your bags and go home. Your marriage is on the skids before it starts.

There’s a reason why we use the words “I do” in marriage vows: It’s the language of commitment. Your marriage partner isn’t going to tolerate your no-commitment response of “I’ll try”.

This negative reaction is not limited to altar; it occurs in the workplace daily. Do you tolerate no-commitment language in yourself and in others? Before you deny your culpability in allowing the word try to persist, consider how many times per day you use this word and how many times you hear it being used by your coworkers, friends, and family.

We keep the overworked word try around for a simple reason: We love the flexibility that it gives us. But let’s cut to the chase. Flexibility is much too nice of a word. What we really love about the word try is its built-in escape hatch: We can effortlessly avoid being held accountable for delivering on a promise for the obvious reason that we never make a promise.

What message are you sending when you use the word try? The word try falls in the category of hedging language: Words and phrases used to avoid 1) making a commitment, 2) taking a decisive stand, and 3) being held accountable.

The definition of the word try is to make an effort to do something, attempt to accomplish or complete something, give something a shot, or take a crack at the problem. Nowhere in this definition will you find anything about committing. Try is not a commitment—it lacks a clear goal, passion, dedication, and confidence.

But there’s more. The word try signals failure before you even step out of the gate. You’re communicating that you might tackle the problem but you are not committing to resolving it or taking accountability for achieving the goal. See blog entitled “Ferguson’s Mayor Uses Slippery Communication”, October 2014, for more examples of hedging language.

Are you losing points on the Perception Scale? If you are in the habit of using the word try at work, in job interviews, in your resume, in electronic communication, or in meetings, you will be labeled as timid, weak, lacking in initiative, and definitely not leader material. The repetitive use of the word try weakens both your message and the perceptions others have of you.

How often does the word “try” creep into your everyday language? Take a look at the following list of commonly used try phrases. Which do you use? What phrases do you hear from your coworkers, your direct reports, and your superiors?

  • I’ll give it a try.
  • I’ll do my best.
  • It’s worth trying.
  • I’ll give it my best shot.
  • I tried everything.
  • I’m trying to be productive.
  • I’m trying to explain.
  • I’ll try to close the deal.
  • I tried to handle the issue.
  • Try to keep your chin up.
  • I’ll try again.
  • I try to act respectful.

 

Are you sabotaging yourself? Words shape our reality and our actions. When you use the word try—instead of providing a clean “yes” or “no” response or a decisive “I commit” or “I am not committing” statement—you set yourself up for failure. You kill your own motivation to achieve the goal by giving yourself an out before you even begin. Worse, you erode your confidence because what you are saying to yourself is that you are uncertain that you can succeed. When you stumble or fail, instead of recovering quickly, you’ll send your self-esteem in a downward spiral with an “I told you so” to yourself. After all, you didn’t believe in yourself from the beginning.

Imagine using the word “try” to motivate others: Athletic coaches are known for inspiring their teams to achieve great success. How do they do it? There are many views on this matter but one thing is certain: Great coaches do not use hedging language such as try. These coaches take a bold stand and inspire confidence in others.

But what if the following famous coaches used the word try and variations of this term? Would you be inspired? Compare the rewritten quote using try language with the actual quote and see what you think.

  • Vince Lombardi, Hall of Fame NFL football coach

Rewritten: “Winning isn’t everything, but it’s worth trying.”

Actual: “Winning isn’t everything, it’s the only thing.”

 

  • Bear Bryant, American college football coach

Rewritten: “I’ll put you through hell, but at the end we will have given it our best shot.”

Actual: “I’ll put you through hell, but at the end of it all we’ll be champions.

 

  • Mike Ditka, Award winning NFL football coach

Rewritten: “If you are determined enough and are willing to pay the price, you will know you have tried your best.

Actual: “If you are determined enough and willing to pay the price, you can get it done.”

 

  • Herb Brooks, Gold medal-winning head coach of U.S. Olympic hockey team

Rewritten: “You were born to try. You were born to attempt to be a player…This moment is yours so try, try, and try again.”

Actual: “You were born to be a player. You were meant to be here. This moment is yours.”

 

  • Bobby Knight, American basketball coach:

Rewritten: “Most people have the desire to try, few have the desire to prepare to win.”

Actual: “Most people have the will to win, few have the will to prepare to win.”

 

Simple changes you can make to boost your credibility and confidence: It’s not complicated. To increase your communication effectiveness you will need to take a bold stand and be crystal clear about what you are or are not committing to. Here are a few tips. For additional tips and skills, see Rule 6—Commit or Do Not Commit in Speak Up, Show Up, and Stand Out.

1)      Replace “try” with “I will”: Stop trying and just do it. Nike got the point; follow their lead. Use power phrases such as: “I will,” “my commitment is,” “you can count on me to,” or “I promise to”. Then follow through with action and deliver on your commitments.

2)      When you really want to say no, say no. Don’t mislead people by using the word try when you really mean no. This will erode your credibility. For instance, say no when you feel a timeframe or commitment is unreasonable or something that you do not want to take on. Be straight and be clear.

3)      Confidently take a stand and state your position. Don’t erode how others perceive you by watering down your point-of-view or commitment with the word try or other hedging phrases. Like the Little Engine that could, declare what you will and can do: “I think I can. I think I can. I think I can. I know I can.”

 

For those of you who love the word try, it does let you ride the fence and avoid being held accountable. This linguistic perk may bring you some small comfort, but don’t lose sight of the fact that in the eyes of your employer or future employer, the word try means you can’t be counted on. Too much reliance on this word, instead of committing or not, can result in you being marginalized, taken off the high performer list, or losing career advancement opportunities. Is this small word worth all of that?

Choose your words carefully. Yoda was right: “There is no try. Only do, or do not.”

 

Loretta Malandro Keynote Speaker

Dr. Loretta Malandro is the CEO of the Malandro Consulting Group (www.malandro.com) and the author of several landmark business communication books published by McGraw-Hill including: Fearless Leadership, Say It Right the First Time, and her new book which is being released November 2014, “Speak Up, Show Up, and Stand Out: The 9 Communication Rules You Need to Succeed”.

 

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Ferguson’s Mayor Uses Slippery Communication: Don’t Make the Same Mistake

Malandro Communication

Hedging is a form of slippery communication where people hedge their bets with words and phrases that give them an escape route such as: “I think”, “probably“, “maybe”, “possibly”, “I’ll try”, “can be”, and “hopefully”. We are assaulted by hedging language daily—from politicians who won’t make definite statements to leaders who won’t commit to anything to friends and coworkers who won’t level with you.

What makes hedging language slick (and devious) is that because it is so commonplace, it is seldom challenged. People who use hedging as a tactic know this. Hedging language gives people a way out, a way to avoid being held accountable for a promise or definitive position for the obvious reason: they aren’t making one or taking one.

In the News:Ferguson’s Mayor James Knowles comments on September 30, 2014 after the aftermath of the shooting death of Michael Brown received mixed reviews. Why? An important factor: He uses hedging language to: 1) avoid taking a definitive stand, and 2) to make the problem appear less significant than it is. Here’s an excerpt—notice the phrases in bold:

I think what it showed waseven though I always knew againthat African-Americans had experiences that were frustrating, definitely frustrating, many of that never bubbled to the surface. So I think what really opened my eyes was how significant that can be for many people.”

A second excerpt shows the same use of hedging language. In an interview by Tamron Hall, host of MSHBC’s New Nation, on ______, Knowles said:

“…been looking at ways to hopefullyincrease the number of African-American applicants.”

Let’s Break It Down: When people hedge, there’s nothing to grab hold of, no solid ground to stand on. But that’s the point—the hedger always wants an escape hatch so no one can nail him or her down to anything.

We don’t know whether Mayor Knowles use of hedging language is an unconscious habit or a deliberate tactic, but the effect is still the same. Hedging produces a negative reaction leaving people feeling frustrated and upset because they never know where the speaker or leader stands. Here are several factors that contribute to this reaction:

  • Using Hedging Words and Phrases Weakens Message: “Commit or do not commit—don’t hedge” is Rule Number 6 in Speak Up Show Up, and Stand Out. Mayor Knowles would be wise to apply this rule when he speaks. How about some straight forward communication such as “What it showed me” versus “I think what it showed me”. Do you think it showed you or did it show you, Mayor? One small change changes everything.
  • Using Vague Words Plays down the Seriousness of the Problem: Take the word “frustrating” as it is used to describe the experiences of African-Americans in Ferguson, Missouri. Frustrating is a light-weight word with broad meaning ranging from unsatisfying to exasperating. So what is it? As listeners we don’t have a clue what is meant. But most people will perceive the word frustrated as vague and minimizing the gravity of the issue. Even when the Mayor attempts to pump up the word frustrating by saying “definitely frustrating” it is a futile attempt. The word simply does not describe the seriousness of the issue. How about changing the Mayor’s phrase from “African-Americans had experiences that were frustrating, definitely frustrating” to “African-Americans have experiences that are deeply disturbing (or upsetting)”. Notice the change from past tense to present tense which leads to the next form of hedging.
  • Using Past Tense to Minimize the Problem or Implying that the Problem No Longer Exists:  Mayor Knowles relies heavily on the use of past tense references such as “was,” “were,” “bubbled,” and “had”. In the phrase “African-Americans had experiences that were….” Let’s stop right here. Is the Mayor really saying that these experiences happened in the past and that they no longer occur?
  • Using “Can be” instead of “Is” Makes Message Sound Hesitant: The Mayor states:“So I think what really opened my eyes was how significant that can be for many people.” Weak again. Is the Mayor implying that it is only a possibility that many people “can be” experiencing this situation as significant? A “can be” hedge provides an escape route. There is nothing you can hold the Mayor accountable for. What the Mayor is really saying with the phrase “can be” is that he’s not sure who or if this applies to anyone. Slick, huh?

 

Rewrite of Mayor Knowles Message: By eliminating “I think” phrases, plus past tense usage (was/were) and replacing the phrase “can be” the Mayor would have a much stronger message that would show exactly what he is committed to. Below is a new script, something the Mayor could have said if he really wanted to take a strong stand:

“…what really opened my eyes is how significant these issues are. What it showed me is that African-Americans have many experiences that are deeply disturbing to them as a culture, and they are equally disturbing to us as a community and to me personally as a leader. I missed this completely and it’s unacceptable. I let you down. My eyes are now open and I see what I need to do. I am committing today to resolve these critical issues for African-Americans and for our community as a whole. What I am asking myself is “How did I miss this? And what do I need to do differently to…. ”

Actions you can take to avoid hedging and to increase your message strength: Just as passwords have an assessment of weak to strong, so do messages. You may be using common hedging language that weakens your chance in a job interview, in getting that promotion that you want, or in getting the response you need. Here are some guidelines that will put you on a more effective path:

1)      Eliminate common hedging phrases from your writing and speaking: Drop words such as “try”, “maybe”, “possibly” and hopefully”. Use direct communication and either commit or do not commit. For example, commit by saying, “I will” not “I’ll try”. Or do not commit by saying “No, I cannot commit until “x” is handled, instead of using the fallback phrase “Yes, but…” which is really a no in disguise.

2)      Talk in the present tense to add power to your message: In a job interview, which is stronger: “I was a Systems Engineer” or “I am a Systems Engineer”. In talking with your boss, which is stronger: “It can be achieved” or “I will achieve this.” In talking to a coworker, which is stronger: “I had the feeling…. or “I have the feeling…. Or, an obvious one: Which is stronger with your significant other: “I was in love with you” or “I am in love with you.” Talking in a “now” time frame forces you to own what you are saying and talk in a straight forward manner. The benefits: You dramatically increase your ability to positively influence others.

3)      Be precise and use words that describe exactly what you mean: Don’t water down your message or minimize your concern by using vague or tentative language. If you’re upset don’t say, “I’m a little concerned about….” Be direct and say, “I’m upset”. If you’re referring to someone else don’t dance around the issue by trying to avoid conflict or trying to be nice by saying, “perhaps you may want to consider the possibility that this may be something that could….” These words add up to a whole lot of nothing. Practice eliminating hedging language and say what you mean, such as: “I am asking you take a serious look at how your actions are affecting the team.”

 

Hedging language—from non-commitment words, using the past tense when the present tense is more accurate, and using non-specific language leaves people feeling uncertain, confused, and irritated. If you hedge, you have a surefire formula that sending a weak message that diminishes your power. My question to you is: “Why are you hedging and with whom?” Answer this and you’ll learn a lot about yourself. You may be avoiding conflict or you may be avoiding being held accountable.

 

Loretta Malandro Keynote Speaker

Dr. Loretta Malandro is the CEO of the Malandro Consulting Group (www.malandro.com) and the author of several landmark business communication books published by McGraw-Hill including: Fearless Leadership, Say It Right the First Time, and her new book which is being released November 2014, “Speak Up, Show Up, and Stand Out: The 9 Communication Rules You Need to Succeed”.

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When You Make a Mistake Come Clean Immediately or Pay the Price like Goodell

By Dr. Loretta Malandro

 

When you make a mistake, especially a big one, you must come clean immediately, be transparent and authentic, and drop all double-talk. Or pay the price of lost credibility and trust as Goodell did.

In the News:Let’s take a short excerpt from Roger Goodell, the NFL Commissioner, when he addressed the media on Friday, September 19, 2014. He was quoted as saying: “At our best, the NFL sets an example that makes a positive difference. Unfortunately over the last several weeks, we’ve seen all too much of the NFL doing wrong. That starts with me. I said this before back on August 28 and say it again now, I got it wrong in the handling of the Ray Rice matter and I’m sorry for that. I got it wrong on a number of levels, from the process that I led to the decision that I reached. But now I will get it right and do whatever is necessary to accomplish that.”

Let’s Break It Down: Too Much Hedging, Not Enough Straight Talk

As a communication expert, here are my time-seasoned dos and don’ts to communicating effectivity and authentically when the world is watching you apologize.

  • Stop the PR Campaign: When you’ve made a major mistake, this is not the time to talk about the good things you or your organization have done. Goodell’s opening line “At our best, the NFL sets an example that makes a positive difference” is irritating and useless. Who cares about the good stuff when there is an urgent matter at hand?People see right through the ruse of talking about past good deeds. Drop all preambles and go straight to the real message: Sincerely apologize and take full accountability for your actions.
  • Drop filler words and phrases used to pad the message: Fillers are used to soften a message and/or minimize the significance of an issue. “Unfortunately” and “I said this before and I’ll say it again,” are examples of filler language. They make listeners work to strip out the soft cushioning phrases to understand what is really being said. When people are upset, fillers escalate the intensity of negative feelings and judgments.
  • Avoid phrases that come across as cliché or scripted: “I got it wrong” is repeated several times and then used again in what sounds like a speechwriter’s clever phrase: “I got it wrong…but now I will get it right….” Clever? Not in this context. Memorable? In a negative manner. Authentic? Absolutely not. This play on words waters down the message and makes the apology seem disingenuous. How about dropping scripted language and speaking from the heart? For instance: “I blew it” or “I made a big mistake” and “I am talking to you today because I want to publicly take full accountability for my action and my lack of action.”
  • Be specific about what you did or did not do: People need to know that the person apologizing understands the full extent of how his or her actions affect others. “I got it wrong on a number of levels” a phrase used by Goodell, is vague and ambiguous. What does this mean? What levels? Are we climbing a staircase? As a listener, we are left to fill in the blanks and interpret the message. Goodell misses the opportunity to own his mistakes in a public forum by being sincere and detailed. If he did, we might actually believe that he is genuinely taking accountability. He would need to be honest and stop dancing around the issue such as:  “I made several mistakes. First, I did not talk to you when the Ray Rice matter surfaced. I waited over a week. My behavior was unacceptable. With an issue of this significance, I needed to talk with you immediately. Second, I made a number of mistakes from the process I led to the decision that I reached. They are….”
  • Dump sweeping and empty promises about the future. If you want to get people more upset than they already are, just make a promise about the future that is meaningless. Take Goodell’s broad and empty promise: “…now I will get it right and do whatever is necessary to accomplish that.” Do you have any idea of what this means in terms of action? Are you convinced that things will be different in the future? Or, are you bristling with the deflection just used? Goodell needed to make a bold commitment about where the NFL stands on this highly sensitive manner—now and for the future. He also needed to deliver a specific plan so we, his listeners, would know what exactly would be different in the future to prevent the same (big) mistake from occurring again.

 

Actions you can take if you make a whopper of a mistake: Even if your company never ends up as headline news for all the wrong reasons, you’ll want to know how to best communicate so you don’t lose customers, shareholders, loyal fans, and your prize players (or employees, if you will.)

If you need to come clean about a mistake you’ve made, learn what not to do from others. Take control of a challenging situation and:

1)      Communicate immediately to the appropriate person(s).

Do not postpone the conversation even for a day. If you do, things will get worse and emotions will escalate.

2)      Drop all preambles, explanations and excuses. Sincerely take accountability and apologize.

Forgo lengthy explanations, reasons, and excuses for why you did what you did. Stick to the facts. Take accountability and genuinely apologize. Example: “I dropped the ball big time. I let you down and the team down and I deeply regret my actions.”

3)      State—in precise terms—how your actions affected others:

People want to know if you really got it—that you truly understand the full extent of how your actions created a big problem for others. So address this: “I know I have disappointed you and I have lost your trust. I also know that my actions—and my lack of action—have hurt the reputation and credibility of our team. All of this is my accountability. I will not run from the damage I have caused. I must—and I will—change my behavior and I will address the actions I am taking with you today.”

4)      Make an authentic commitment about what will be different in the future.

What we call commitment today are words without action. An authentic commitment requires a) precise actions, and b) “by when” dates so everything is tied down in time. Without a time commitment, no one can be held accountable. You may not have all the details, but your apology will not be taken seriously unless you communicate the first steps you will take in addressing the situation. For example: “I know these are just words right now. You need to see real change in me and action. The actions I will take are….You can count on this being done in under 90 days. I will give you a progress report every month starting at the end of this month. I will include you in every step of this process. I want to regain your confidence and trust.”

 

Loretta Malandro Keynote Speaker

Dr. Loretta Malandro is the CEO of the Malandro Consulting Group (www.malandro.com) and the author of several landmark business communication books published by McGraw-Hill including: Fearless Leadership, Say It Right the First Time, and her new book which is being released November 2014, “Speak Up, Show Up, and Stand Out”.

 

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