People lie. Some people tell the odd white lie; some lie so they don’t have to tell a difficult truth (to themselves or someone else); some people lie habitually.
Most people don’t become habitual liars because telling a lie, at least for personal gain, causes the amygdala, which lies (no pun intended) deep in the brain, makes them feel bad about the lie. But the more lies a person tells, the more the ‘feel-bad-about-the-lie’ response fades. As that response fades, it becomes easier, and easier, and easier, to lie. And the bigger the lies become.
Lying is a slippery slope. Habitual liars become habitual liars because they lie a lot.
You may know an habitual liar. It might someone you work with, someone you negotiate with, someone you ‘meet’ on the Internet, a neighbour or even a friend.
You probably can’t do much to stop a chronic liar lying to you. But you may be able to head off other people’s lies.
Here are two easy ways:
- Tell the truth yourself. Since people tend to respond in kind, truth-telling encourages truth-telling.
- Get to know people, because people are less likely to lie to someone they know, like and trust than they are to a stranger.
Here are three slightly more complicated, but also effective, ways to ward off lies:
- When you make an assumptive statement or ask an assumptive question, put a negative, or pessimistic, spin on it. When the spin goes against the interests of the other person, they’ll disagree with it. When it’s the truth, they’re like to agree with it rather than tell an outright lie by contradicting it.The reason this works is that people tend to agree with assumptions and assumptive questions, which means they’ll agree with an incorrect assumption when it’s in their interests to do so. But when the assumption is incorrect and goes against their interests, people are willing to disagree with it and set the record straight.
- Don’t let spin and articulate avoidance fool you. Inarticulate honesty is always preferable to articulate lies and confuscations.
- When you as a question or make an assumptive statement, make sure the question is answered and the assumption isn’t artfully avoided.Bamboozling people with eloquence and avoiding answering questions are two other ways people skirt the truth. To make sure that doesn’t happen to you, remember your assumptive comments and questions and make sure they’re addressed. Write them down if you need to and don’t move on until you have your answer.
Encouraging the truth isn’t only in your own best interests. It also helps others by making the slippery slope of lying harder to slip down.
Would you rather I asked you:
- Reader, remember that you promised to exercise more this year.
- Reader, are you going to exercise this year?
How about this:
- Reader, you really ought to think about recycling.
- Do you recycle, Reader?
And here’s one more:
- Reader, healthy eating is good for you, you know.
- Do you eat healthily, Reader?
When you want to influence someone’s behaviour, it’s better to ask a question than make a statement. That’s what researchers found in a meta study led by Professor Eric Spangenberg published in the Journal of Consumer Psychology (‘A meta-analytic synthesis of the question-behaviour effect’, Dec 2015) that reviewed over 40 years of research in the area of influencing. That’s fantastic news for parents and managers everywhere. Teachers and trainers, too. Anyone, really, who wants to get people to do something.
The researchers think that the reason questions are better than statements for persuading people to change their behaviour is that a question subtly reminds people what the best thing to do is without being pushy and telling them. A question about exercising, recycling or eating healthily can lead the person to feel a bit uncomfortable if they don’t do those things. As a result, they’re more likely to do them in order to ease those uncomfortable feelings.
So teachers might ask: Are you planning to finish your project in plenty of time?
Parents might ask: Are yu taking your turn at washing up tonight?
A manager might ask: How is your XYZ coming along? (The XYZ being something you want the employee to work on but the employee isn’t that keen.)
Professor Spangenberg says that questions are great at encouraging people to behave in socially acceptable ways. Questions can sway customer purchases, reduce gender stereotyping and influence all sorts of other behaviours, too. And you don’t have to ask the question in person, either. You can ask it in an advertising flyer or brochure, a radio advertisement, put up a poster with your question, or ask your question on-line on social media, for instance.
There are two big buts:
- Don’t ask a question when the person reliably does whatever it is you’re asking about because they’d be miffed.
- Don’t ask a question about unwanted behaviour, because your question could encourage it–the opposite of what you want. So you wouldn’t ask your teenager as he’s heading out on a Saturday night: ‘So, will you be doing a lot of drinking tonight, then?’
Ask don’t tell. Question in the positive to get what you want. Without nagging. Simple, really, isn’t it?
A child asks Dad to play Scrabble or play catch and but he’s too busy. An employee stops by a manager’s desk for a quick chat and she carries on with what she was doing while listening with half an ear.
How aware are you of the messages you send people? Do they ever say ‘You’re an interruption’ or ‘I don’t care’, even when you don’t mean them to?
Everyone’s time is precious and that means everyone needs to choose how they spend it. And those choices are important.
Children spell ‘love’ differently that adults – they spell it: t-i-m-e. And to employees, ‘time’ can spell ‘I c-a-r-e’.
So this week, pause and give some thought to whether you’re spending enough of your time on what, and who, are most important to you. What you were doing can often wait when giving the gift of time spells ‘love’ to a child, or ‘I care’ to a friend or employee.
A lot of people are so busy (quite correctly) mastering their high-tech skills that their people skills have taken a back seat. When you’re wrapped up in codes, alerts and dynamic dumps, it’s easy to forget how to, or not bother to, strike up a conversation and keep it rolling. In fact, I recall reading recently abut a millennial who gave up, cold turkey, their smartphone for a fortnight (gasp, shock, horror) and discovered the joys or talking to another person at the bus stop or waiting beside them in the sandwich queue. So that proves my hypothesis.
In the spirit of keeping alive the art of face-to-face tête-à-tête then, I offer my Four S Tips breaking the conversational ice.
- Smile. A smile breaks the ice and invites a smile in return. It’s a great way to connect with someone and a great way to look friendlier and even more attractive than you already are (that’s actually scientifically proven). And everyone knows that a pleasant, friendly-looking person is always more attractive than a grouchy-looking person. It’s hard to not return a smile, even from a stranger (unless it’s a creepy-looking stranger). Plus, a smile relaxes your attitude and your vocal chords, so your voice won’t squeak when you do the next S, which is:
- Say hi and make a comment the other person can pick up on. For instance, at a conference you can say something about what you do or where you’re from in a way that invites an interested follow-up comment or question. I have a friend who mows paddocks with his tractor for a living; he says ‘Hi, I’m Con. You grow it, I’ll mow it.’ Corny, but it gets a conversation rolling!
- Shake hands. Unless it’s culturally inappropriate, a hand shake eliminates awkwardness and makes a connection with the other person. Don’t wait for the other person to stick their hand out – stick your own hand out with confidence to get the conversation off to a good start. (When the other person is Japanese, you might want to give a sight bow instead.)
- Solicit information. That means: Ask questions. What better way is there to draw out the other person’s ideas, experiences and opinions? Then ask some more questions to find out more about those ideas, experiences and opinions. Then think about sharing some of your own.
When you use these Four S Tips, you can avoid talking to impress (that means: boring). Instead, you can listen and learn with another real live human being and let the computer cool off in the cupboard for a while.
Do you have a good idea? It needs to be more than workable, practical and cost effective. Here’s a three-stage process for seeing your idea come to fruition.
Step 1: Think it through. What specific outcomes can your idea bring about? Who stands to benefit and who to lose from your idea, both upstream sand downstream? Who does your idea need to help set it in motion, support it in its implementation stages, and make it work?
Once you’ve explored your idea from various perspectives, you may want to run it by a few people you trust. What are their thoughts?
Step 2: Lay the groundwork. Here is where you cannily build a coalition of supporters. Chat your idea through with them and build in their thoughts and ideas. ‘My idea’ is rapidly becoming ‘our idea’, which is what you want. The more widely supported your idea is, the harder it becomes to reject, particularly when the supporters are the decision-makers’ peers, people they like and respect, people with authority and people with expertise.
When you talk about your idea, present the business benefits. Equally important, describe how the idea benefits the person whose support you’re seeking and ideas and insights you’re looking to incorporate. And talk about how the people most affected by your idea benefit. (No one is really interested in how you benefit, so sit on that one.)
Step 3: Present your idea to the decision maker(s). Present facts and numbers, yes, and remember that people support ideas for emotional and intuitive reasons as much as for logical and rational reasons. Subtly point out how your idea supports what they’re most interested in. And link those benefits and the idea itself to what the decision makers have previously said and done and agreed to, because people want to be consistent.
And don’t forget — it’s now ‘our idea’, the ‘our’ being the influential key players you’ve run your idea by and whose thoughts you’ve incorporated. Mention their names in the spirit of giving credit where credit is due.
As you’re explaining what your idea can do for the organisation and for the decision makers, watch their body language and look for other clues to gauge how they’re receiving your idea. You may need to make adjustments as you go along.
Be ready to explain the next steps, what needs to happen to implement your idea, and what you can do to keep it in place once it’s up and running. If the ‘Let’s wait and see’ horse rears up, be ready to explain the cost of waiting, too.
Have you ever asked someone to do something for you, like adopt a new procedure or take on different job duties, and it wasn’t done as you’d hoped or expected? Or wasn’t even done at all?
Survey after survey tells us that up to three quarters of change efforts fail. Old habits are hard to break; those strong, old neural pathways just keep resurfacing and smothering the new ones we’re trying to build.
That’s why asking people to change the way they do something, or just to do something, is often not as simple as it seems. Here’s a little memory jogger – RAM – to remind you how to RAM what you want home without ramming it down people’s throats.
R – Realistic: Make sure what you ask is sensible and practical. Is the person interested in doing it? What’s in it for them? (Ye olde WIFM)
A – Achievable: Does the person have the time and resources (tools, equipment, information, your shared vision) to do it? Do they know how to do it?
M – Measurable: This makes what you’re asking clear, so people know precisely what you’re looking for from them. When they don’t know precisely what you want, the chances you get it are slim. Explain what you want, why you want it and why you’re aksking that person to do it (and not someone else), when you want it and how or how well you want it done (when that isn’t immediately obvious).
The next time you ask someone to do something for you or to do something differently, RAM it home so you get what you expect.