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Good with people

What do you think of when you hear the phrase "good with people?" When a wine is good with steak, it means that both the steak and the wine taste better when enjoyed together. If you are 'good with people' that could mean that both you and they perform better when you work together. "Good with people" should not be confused with charm or grace. Many famous leaders have, in the absence of any obvious charm or eloquence, managed to get people to produce at high levels. Some introverts fail to be influential; some extraverts fail to be effective. The most useful criteria for "good with people" is the performance that results when an individual is working with others: does the sum exceed the total of the parts? Or would they all have been better working from separate cubicles? We are entering the season of networking: it's a perfect time to observe the difference between the people who are working the room and the people who are making the room w...
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The hypnotic contract

Under what conditions would you allow someone else to tell you what to think?   If you have watched a stage hypnotist, you have seen what looks like one person exercising remarkable control over the thoughts and actions of another. It is fascinating, in part, because we have all seen it happen in real life. Suddenly someone we know seems to be relying on someone else to do the thinking.  Even if the influence is good, it is a little frightening. The secret is that there are no magic words.  In order to lead someone into hypnosis, that person has to be willing to go there. Often the people you see on stage are more than willing. For whatever reasons, they are enthusiastic about giving up self control and allowing someone else to take charge. They know that there are limits to what can happen on stage and they are only agreeing to give up control within those limits. What you see in hypnosis is an agreement between two people. Like all agreements between human beings, it stretches as far...
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Stress Management

I looked at my husband and said, "I am teaching stress management" because that's what a lot of management does - creates stress. The textbook says people get pressure conform and perform. I explained to my class that psychologists love catchy phrases. It is true that managers are, by nature, driven to exert pressure to conform and perform and are therefore responsible for much of the stress experienced by their teams. My question for the day is this: If the role of the manager were not to create stress, what would it be?
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