How to Smile!

Of all the baffling things I had ever heard of, at a company where I used to work, managers were sent on weekend seminar to learn how to smile. I thought it was silly and unnecessary to say the least wasteful; however it was serious enough for the owners to send its entire management staff to smile school – “off campus.”

After hearing about the benefits of smile school, I no longer thought it was nonsense. Now I remember the affects that smiling and having a good sense of humor has had in my lifetime. I used to laugh quite a bit with my colleagues and proud to say, I was pretty popular. (I believe I made up for it from being unpopular in high school.) Popularity has everything to do with personality, good karma, sincerity, outgoingness, true friendship and a sense of humor, and not money or good looks – however, if you have both – what a winning combo!

Anyway, I learned that the simple act of smiling can have quite an impact not only on the one smiling, but on the receiver of the smile. In my high school years and just learning to drive, I was waiting for a green arrow to turn left on Main Street of Wheaton, Illinois. I was caught off guard by a young, good looking gentleman turning left in front of my car in order to go south. He simply smiled at me…me! And for no apparent reason, that I could think of and it wasn’t a smirky smile, a dirty smile, or anything underhanded, it was a pure and innocent smile – just as lovely as the day was beautiful. If it weren’t, I would never have chosen to remember him all these years. But I remember myself back then checking the mirror to see if I looked okay, or what the heck was it that made this man smile at me? Teenagers, so insecure. Just shows you what a simple, sincere smile can do!

I have often marveled at a good friend of mine, whose 3 boys grew up with my son, back in Skokie. One day, as I was thinking about them after seeing some old pictures, I thought, you know, I don’t think I have ever seen these people not smiling not just in pictures, but in person. Just being in their presence, they are continually smiling and not in a clownish way, or anything goofy like that. They are smiling pleasantly. Noticing that, consciously or subconsciously, it really makes one feel at ease and that when we engage in conversation; they are listening and enjoying my company.I think this is the major point to get across at smile school for managers. I’m sure there is an endorphin benefit for the smiler, but it says so much more to the “smilee.”

On the other hand, in Japan, smile schools teach them how to smile to hide any emotions they are experiencing. This You Tube video is very interesting. It also teaches smile students how to smile in situations where it’s hard to smile. They are so serious about smiling that many CEOs will fire non-smilers. As the video narrator says, to them it’s “no laughing matter.”

According to Psychology Today, Christopher Peterson states, “Smiling is pleasant – to do and to see – and a smiling employee is accordingly likely to provide a more pleasant experience for customers. We all have had the misfortune of dealing with disgruntled employees whose goal is apparently to make us as miserable as they are, never mind that we are trying to pay for whatever they are providing, whether it is lunch, postage stamps, or a new driver’s license. So I applaud the attempt to make the folks we deal with more pleasing.”

For me, if it’s a tossup between a very knowledgeable customer service person but a frowner, or a less than knowledgeable person, but a smiler, I will always lean toward the smiling one.

Do you think having more smilers at your company can improve things – not just morale, but customer-wise? Drop me a line and let me know.

The Psychological Contract: What is It and What Does it Mean?

June 28, 2011 – by Gail

A psychological contract is an unwritten set of expectations that exists between an employee and the manager.  When most employees undergo the hiring process, managers may make promises to new employees such as, “You will be able to advance here without any problem.”  Employees take these statements seriously and may think of such statements as promises for the future.  Therefore, when these promises are broken, employees lose trust in his or her manager and the organization. Continue Reading →

Merger Anyone?

June 23, 2011 – by Gail

Whether or not you have experienced a merger, the occurrence of organizations acquiring other companies is becoming more significant.  During one of my internships I was hired by an organization only to find out I had to go through the application process all over again due to a merger.  While the process was not taxing for myself, the organization I was originally hired at was experiencing noticeable amounts of anxiety towards the merger.  My manager in fact mentioned that it felt like a whole new job that she had to re-learn.  In this way, mergers often take the normal and routine ways of performing tasks and redesign the job entirely. Continue Reading →

Is There a Difference Between Management and Leadership?

June 21, 2011 – by Gail

Management and leadership are often thought of as very similar concepts.  One of the most important observations to be made is that organizations need both good managers and good leaders to be successful.  Both management and leadership are given power. It is believed that good managers and leaders will use their “socialized power” to benefit employees by encouraging energy and enthusiasm in the workplace.  And on the other hand, management and leadership can abuse the power by bullying employees and causing physical and psychological stress. Continue Reading →

Stop Social Loafing Before It Begins!

June 16, 2011 – by Gail

While work teams are very effective in the workplace, employees may encounter a challenge: a social loafer.  Nearly everyone has dealt with this type of person at some point in life whether at school, on a sports team, or at work.  Social loafing is defined by the lack of effort team members exert often leaving other team members to pick up the slack. Continue Reading →

Surveys Help Check One’s Own Behavior

Aside from the well-known benefits of taking employee engagement surveys to resolve problems and make improvements within a company, there is perhaps a subliminal function of the survey which may check the individual participant’s own behavior. Consciously or subconsciously, as participants read the items and decide how to answer them, there is a learning process and possibly a behavioral modification on the verge of developing. All too often when taking employee surveys, one finds his or herself saying, “I do that too – I wish I didn’t!”, or “I wish I were more of a team player, maybe management would notice me.” Naturally, it is always easier to see such things and even to say them than it is actually to accomplish any personal changes.

According to Bobby R. Patton, Decision Making Group Interaction*, [Normally] “Changes in one’s behavior ordinarily require these conditions (at least): (1) specific knowledge of the new (to you) behavior you would like to adopt, (2) a strong desire to carry out the new behavior, and (3) the assistance of another person who will show patience (not critical impatience) and give you feedback on his or her perception of the degree to which you have demonstrated the new behavior. If these conditions are present, and these new behaviors are actually within your range of capabilities, then experimental attempts to change can be successful.”

On the average, an employee engagement survey poses 30 to 80 items that relate to the survey participant’s job. These items are carefully selected by the company’s Human Resource Department and strategically worded to provoke thoughtful responses and to collect the right data. Even if just one of those items hits a nerve with an employee, it could produce an immediate change in behavior knowing that the company cares enough to ask these items. Therefore, for the conscientious, self-evaluating employee, just taking the survey can enhance or modify behavior if one is introspective with hopes of advancement and recognition.

* Decision-Making Group Interaction – Evaluation Group Performance – Bobby R. Patton, Kim Giffon, Eleanor Nyquist Patton. Copyright © 1989 Harper CollinsPublishers; Third Edition

What Factors Affect Power in the Workplace?

June 13, 2011 – by Gail

We have all experienced power in the workplace used for the good and for the bad.  Often, the higher the position, the greater power one possesses.  Is an employees’ position in an organization the only factor that determines the amount of power one holds?  The answer is no; there are several other factors that may establish the power one maintains. Continue Reading →

Emotional Intelligence: Necessary for Leadership?

June 8, 2011 – by Gail

Emotional intelligence, the ability to regulate one’s mood in the face of difficult situations, has become a hot topic in the realm of leadership.  Possessing high emotional intelligence levels has long been considered a necessity for a strong leader.  It is believed that the best leaders have the cognitive ability to regulate his or her emotions depending on the situation. Continue Reading →

Let’s Get Motivated!

June 7, 2011 – by Gail

Current research in motivation is very conflicted.  Many developed theories have been thrown to the wayside once application in the workplace demonstrates a lack of success.  However, one of the most robust theories in motivation is the goal-setting theory.  The theory states that when employees set goals and are given feedback regarding the goals, employees are more motivated on the job.  It is best when employees participate in the goal-setting process as they gain ownership to his or her goals. Continue Reading →