LINKEDIN ... INSIDE

Now that the economy’s percolating a bit, the “gotta meetcha” dance has begun.

Or maybe it’s the spring onslaught of SpeedWorking (our term for the job-search waltz), business card exchange, and other tangible symbols of networking.  Bernanke and other gurus, after all, predicted that many who stayed in jobs for security reasons would be poised to move at the first signs of recovery.   

No question, many career moves are predicated on relationships – and long-term ones, at that.  On the other hand, many false steps are made when applicants get in touch so they can tout they’ve met so-and-so, ask to be introduced to such-and-such, or have divined the department’s long-term mission and, yes, are ready and willing to help.

That kind of networking isn’t our definition of an authentic relationship.

While thinking about true relationships, we’ve been increasingly drawn to the social architecture of LinkedIn and its applications inside.  The site clearly says you’ve somehow got to be connected – as friend, colleague, classmate, or other bond.  Otherwise, your introduction will be second-hand, through the kindness of a [check one] friend, colleague, classmate.  It’s a good way to ensure there’s a mutual benefit to Linking In.

The same is true for work relationships.  Connections matter.  More, better work gets done faster, say experts, with emotional ties that bond.  Gallup states that one measure of engagement is having a best friend at work. 

Which is why it’s so curious that facts and statistics, not emotions, seem to dominate many internal messages.  Rarely, in our experience, have we seen the type of rallying cry that resonates with the hearts, not just minds, of employees.  If there is some sort of appeal, it’s short term, limited to a specific initiative or project.  There appears to be little need, at least right now, to appeal to employees’ EQ into the future.

Once the market truly begins to offer plenty of new positions, we’ll watch with much interest what happens inside companies.   Productivity is tied to performance, which, in turn, is linked in part to forming and expanding the network of business friends.  Building on those relationships demands we, as staff, as managers, as leaders, and as consultants, open up, connect, and communicate with credibility, with empathy. 

Otherwise, we become the weakest links.

A NEW KIND OF Q

It’s okay to cry at work.

Once taboo, tears are now out in the open … cubicles.  According to author Anne Kreamer (It’s Always Personal), our next step is to manage those tears, positively.

In a sense, Kreamer’s findings after two years of feelings’ research expand on the concept of EQ, or emotional quotient.   EQ principles, best publicized by Daniel Goleman in the mid-1990s, have everything to do with understanding , first, then managing our behaviors at work, from customer service to interpersonal relationships. 

What’s more, past studies demonstrate that, when used the right ways, skills like self-control, empathy, and teamwork contribute mightily to the effectiveness of managers and supervisors.  [And leaders, too, we add.]

Seriously, we’re glad.  Conventional IQs, by themselves, limit our perceptions about behavior, and exclude all the things that make us human.  Like anger.  Anxiety.  Fear.  Uncertainty.  And plain old stress.

Something’s missing, though.  How about exploring a third “Q”?   We’re talking VQ, or visual intelligence quotient.  Our go-to search engine tells us the closest relative is a company that develops “cross-channel marketing intelligence software, looking for insights hidden within data.”    Amazon’s got a few puzzle books that promote Visual IQ.  Not what we were visualizing. 

A few facts supporting our VQ idea: 

  • Visual thought is 400 times faster than verbal. 
  •  For years, psychologists have demonstrated that images, way more than words, trigger a wide range of associations. 
  • When pressed, advertising gurus admit visuals, at their best, have the power to capture the essence of a brand’s differentiation. 

Plus, no surprise: Today’s media – pictures and photos, videos and films – favor the visual.  So do most generations, from Boomers to millennials.

You’ll agree, then (we hope):  Let’s incorporate VQ into our work to drive behaviors at the office – and in the marketplace.  Without that kind of intelligence, we won’t get the whole picture.