Small talk walks long

While in the earliest of classes at school, we all learnt and wrote essays on “all work and no play, makes Jack a dull boy”. The theme underlying this phrase was to bring about an understanding that is important to firstly have diverse knowledge and secondly to get the best of what you are at. It is good to take a break from the monotony of that particular pursuit. Why? Because, getting oneself a little time from a focused activity, allows the release of positive thinking energy to look at options and alternatives, leading up to better results of achievement. HG Wells, prolific English writer best known for his science-fiction novels, in one of his essays on the boredom of workers engaged in mass production, recommends “music”, for the worker, whose only job on the assembly line of car manufacturing, is to place the “first two nuts” on the “forth left tyre of the car”. It was employed, I believe by General Motors, which saw a rapid rise in production and most importantly in the enthusiasm levels of the workers. The significance of diversion, while at work, cannot be underscored. It is critically important for enhanced productivity. Within this domain is the thought that managers and supervisors can contribute towards colleagues general levels of motivation, inclusive of balancing emotional well-being, by indulging in having ‘casual conversations’. These conversations can happen in the corridors, in the luncheon room, the parking lot, etc. For a casual conversation there is never a need of designated place, nor does it have to be done, with a prior notice and agenda, unlike the formalised meetings, in the board rooms. This is done spontaneously. It is never pre-planned. It just happens. And, therein lies both its beauty and the lethal potential of motivational element. A casual conversation can serve as an ice-breaker for distant relationships; they can act as a bridge between shores of misunderstanding and understanding, between, colleagues, regardless of seniority, either in age or corporate position. For any staff member the most difficult thing to contend with is the “unknown person”, titled, as manager, general manager, director or chief executive office (CEO)! There are managers, who are extremely deft in putting up defences all around...these have an impregnable Great Wall of China around them, both for their office and persona; so nothing ever penetrates, there is no enabling environment that allows closeness to the boss. The boss hates intruders - of all types and classes; those who carefully chose to take time for appointment to meet and those who just pop in. In defense of managers, who consciously manage their time, the unwelcome visitor, rubs salt into the wound by remarking, ‘was passing this way, so thought to have a cuppa with you”! What? Exclaims the manager, internally and silently, do you think I have nothing better to do? This is an extreme, and far from the concept of ‘casual conversation’. There is never a good reason had, for any leader/manager to be inaccessible. I have seen many who despite repeated requests make a continuous refusal to meet. All approaches for any audience are promptly refused by the secretary. Nobody is ever so busy to not be able to give time to those who ask for it. Managers aren’t supposed to be robots, with a poker face -that gives nothing away, or conveys any emotion- positive or even negative! Such managers who build walls of resistance around themselves are usually the insecure lot, who have no faith in their own abilities and suffer from a serious lack of self confidence. Casual conversation is the best motivational tool. For having a casual conversation, no eloquence is required, nor is there need for it to be structured. The words of exchange must come instantly and spontaneously. The best casual conversations are where the manager/supervisor listens more and speak less. A manager who enquires from colleagues about their families, like if there is some health issue with any of the members, seeking their state of well-being or if the colleague has children undergoing schooling at any level, finding out their results of study, go towards dramatically building motivation. The colleague feels he is owned and cared for by the institution. Or else, you as managers can indulge into discussing current affairs, political, social or even sporting events -when the boss checks the cricket score or who is likely to win, the Australian Open, or the ICC World Cup brings himself closer to that staff. It is so contagious that others, who until then are oblivious to current affairs, start to dabble to learn, so they may be placed well, if asked by the supervisor. It is said, the concentration level of an averagely intelligent person, that is an average human mind has capacity to be focused at a stretch of a maximum of 45minutes, post which it starts to diminish. In such situations, the manager must leave his desk and dart out to do some corporate dance (I mean take a walk on the shop floor). Whilst doing so, he can randomly stop at any work station of a colleague and have a general conversation -may be verbally recognise the effort put in…this works wonders for inspiration to do better and has long lasting benefit. Spontaneity of action has magical impact. If you are a manager or a CEO, fist step out of your room/cabin and walk towards any colleague in the hall and merely ask, “Hey! How have you been?” “Is work coming along fine?” Pause, let him say, whatever he wishes; listen with attention. Trust me, if this is followed with a genuine, warm handshake, it will serve as an ingredient of motivation that the colleague will treasure in his heart and draw professional strength from it for a very long time. No matter how good anyone can do or will do, at the end of it all, it is all about recognition, even if it be informal, like a pat on the back, given in public view. Casual conversations are not meant to be sessions of either giving or receiving profound knowledge, skills or talents; it is about the feeling of elation that a coworker feels when the seniors recognise them in corridors, address them by name and say a few words of encouragement. It is never insulting or demeaning to sit before a junior colleague, on the visitors chair -it adds to his standing in the organisation-, it also simultaneously enhances, your(manager) own reputation about being or not being a people’s person or even a team player. A pat on the back or the holding the arm, while having a casual conversation with a colleague (before doing this check out cultural suitability and sensitivity); some societies, do not take well to any form of physical contact, including customary handshakes, that are also taken at the speed of light. As an example, in our culture, while it is not encouraged but is also not looked down upon by other members of the society is this placing of the arm over the shoulder of a colleague; but should you choose to do so in the West, you will be abhorred, or taken not to be the representative of the gender, you may think, you are. Be cognisant, while having a casual conversation, that talking about oneself is interesting to the speaker and most boring to the listener. If silence is the first step towards wisdom, then surely listening is the second most important step. Train yourself to listen with mind, not merely ears. In doing so, the manager / leader demonstrates good nature, and a countenance more beauteous than the beauty. Casual conversation with the rank and file of the organisation must be encouraged. Of course it is to be done with tact and discretion. Never let it exceed defined limits, so that it doesn't lead to the universally accepted malaise of “familiarity breeds incompetence” The writer is a Senior Banker & free lance columnist

from The News International - Money Matters http://bit.ly/2LoQJT0