Why small interactions matter
This short HBR article based on an interview with Douglas Conant looks at how leaders can maximise the value of what may seem to be interruptions : meetings or the ‘I need just a minute’ converstations.
These interruptions can become ‘touchpoints’
Touchpoints are defined as ‘ everyday encounters in which there's an issue, there's you, and there's another person or another group of people. They are not necessarily planned meetings.’
A research study (Gloria Mark, University of California) ‘found that most people only work for eleven minutes before someone interrupts them. And twice in those eleven minutes, they would interrupt themselves, like thinking, "Maybe I should check on this" or "Maybe I should check on that." So ……. on average, people have four minutes of uninterrupted time at a stretch to work on things. They're always looking for time to do their real work around that because the reality is, if it's four minutes today, it's going to be three and a half minutes tomorrow.’
He points out that ‘small everyday encounters define your impact on your organization and your reputation.’
The key in managing interruptions such that they become touchpoints is your own perspective of them.
To do this takes good listening skills : listen intently to understand, frame the isssue to confirm your understanding of it, and find a way to advance the issue, and a mindset of being interested in the person, and their issue, and how you can help.
‘…. go into every interation with a mindset of how you can help. So after you listen, frame and advance, as yourself or the other person how that interaction went. Is there anything more you can do for him? It’s that simple.’
He refers to the four A’s : You need to be alert, abundant, authentic, and adaptable. ‘Alert means you pay attention. Abundant means thinking in terms of possibilities, not limitations. To be authentic, you bring your whole self to these interactions. And being adaptable means bringing the necessary skill to the situation to be directive, consultative, or inspiring.’
He concludes the article by pointing out that while touchpoints is not a leadership model, a leadership model can improve the effectiveness of touchpoints.
Ultimately, people have to create their own way of walking in the world, but we think you have to work at that -- it doesn't just magically happen………. Leadership does take work. And it should. If you aspire to be a leader, you ought to treat leadership as a craft, you ought to become a student of it, and you ought to work at it. And if you're not willing to work at it, well, you get what you give. I would assert that highly effective leaders are made more than they're born.’
