Thursday, January 1, 2004

Avoid Weak Wimpy Words

By David Friedman

Pop quiz time: Which of these two statements do you find to be more effective?

  • "I think you might like this new service we offer." Or
  • "You're really going to like this new service we offer."
What’s in a Word?

The difference in wording is fairly subtle but the influence communicated to your customer can be profound.

Reread both sentences. The first one contains a weak, wimpy word. In this case, it's the word "think." Naturally, there are times to use the word "think" as in when you're really thinking about something. But in the example above, it makes the speaker appear unsure or insecure with what he is saying. Some people inadvertently use weak, wimpy words because they think it sounds less combative, while in reality it sounds indifferent and ineffective. Notice how the second example sentence above is confident and strong. That's a statement from someone who believes in what he is saying!

Weak, wimpy words make you appear less confident about the message you're trying to get across to coworkers or customers. While they may seem harmless on their own, weak, wimpy words will subtly undermine the effectiveness of your business communication.

It Starts Out Naturally


Don't feel bad. Weak, wimpy words gained a foothold into our personal vocabulary long ago before we even knew we were using them. But once you start to pay attention to weak, wimpy words you'll begin to catch yourself using them and more importantly, begin to construct more confident sentences. You'll also begin to notice how often others use them.

Examples of Weak, Wimpy Words


Just, as in "I was just calling to tell you about the new communication course we're offering."
Replace it with,
"I'm calling to tell you about the new communication course we're offering!"

Think as in "I think this sentence will be much stronger without those first two words."
Replace it with,
"This sentence is much stronger without those first two words!"

Wondering and might, as in "I was wondering if you might want to go to dinner and a movie with me this weekend."
Replace it with,
"Would you like to go to dinner and a movie this weekend?"

You can probably think of many more examples such as possibly or maybe. The definition of a weak, wimpy word is any modifying word or phrase that makes you sound less confident and can easily be removed and make your original sentence stronger.

We’re All in Sales – Be Confident!


It doesn't matter if you sell widgets or assist customers with their challenges, we are all in sales. Some of us directly sell products and others "sell" assistance, good treatment, or ideas. And no matter what type of customer interaction we engage in, it's important that we express ourselves in a confident manner.

Be confident in your company's offerings and abilities. Don't be afraid to be an advocate for your company. Customers want to do business with organizations and people who believe in what they do and exude confidence and strength. As consumers, we all want to feel like we've made the right decision.

In closing, you just might want to possibly think about maybe not using weak wimpy words in the future. Put another way, removing weak, wimpy words from your vocabulary will help you communicate with greater confidence!

David Friedman is Vice President of Telephone Doctor Customer Service Training, a twenty year old provider of products and services which improve the way organizations communicate with their customers. Visit our Web site at www.telephonedoctor.com for more information.

Published in Networking Today, January 2004.

Lessons from the River

By Janet Christensen

In July of 2002 two friends and I went white water rafting on the Ottawa River. It was fun, radical, exciting, scary at times, and a thrill. On the second day, we were in self-guided six-person rafts, accompanied by professional guides who paddled kayaks. The guides were obviously having tremendous fun in the rapids. They made it look effortless, as if the kayaks were an extension of themselves. I was intrigued. In 2003, I went back to the white water of the Ottawa River to a five day kayak school, so that I too could have fun playing in the rapids.

We started on flat water, wedged into small plastic kayaks, our legs at forty-five degree angles and our knees fitted into molded cups at each side. Within five minutes I discovered that my body rebelled at sitting in this position, my legs cramped and the kayaks did not paddle in a straight line. I was in a wobbly boat, zig zagging across the river, interspersed with impromptu turns and spins! This was not going smoothly, and I was still on flat water, not a ripple in sight.

Our instructors showed us how to brace with the paddle to keep ourselves upright, and failing that, how to get rescued by another kayak. When that wasn't practical, we needed to “wet exit” by pulling the kayak skirt free and maneuvering out of the kayak while upside down in the water. It may sound complicated, however, it is amazing how motivated one becomes when upside down with no hope of getting right side up. We were also introduced to the “Eskimo roll,” using our paddle and hip motion to right the kayak. Sadly, this was not something I mastered that week.

Our class suffered one drop out by noon of day one, a man no less! By the end of the day, another woman and I had been dubbed the “submarine twins” because we seemed to spend a lot of time upside down and underwater. I ended the day swimming my kayak to shore – I had flipped and could not haul myself back into a floating kayak in water well over my head, while wearing a life jacket and kayak skirt, and with a body that was clearly not willing.

Until then, I had failed to appreciate that those much younger guides, who I so admired the year before, had practiced, practiced, practiced and that was why they were able to make it look effortless and fun. I wasn't on a learning curve – I was on a learning cliff!

On the second day we were back on the flat water to practice what was not mastered the day before, which for me was pretty well everything. I managed to successfully execute a t-rescue. I learned that when I flip over, yelling for help does not work. Instead, I patiently rubbed the sides of my kayak and waited for another kayaker to come up perpendicular to my boat so that I could leverage myself back to an upright position using my arms and hip motion. The biggest challenge to this move is that the head comes out of the water last, so the impulse to breathe must be overcome.

The second afternoon we were on a part of the river with a current and waves so that we could practice our skills – or in my case, find out how little I had learned. I overturned twice. Everyone admired my patience and breath control waiting to be rescued while floating upside down, in what seems to me at the time, a rushing current. I had distinguished myself for something, even if it was for holding my breath and patiently waiting to be t-rescued.

The third day was where the rubber met the road – or, more accurately, the kayak met the white water. Once we were dropped off, there was no backing out. There was only one way out – beyond the last of the rapids where we would be met at the end of the day. We had to go through the rapids, and occasionally around them, when a portage was necessary. At times, carrying a kayak through the woods is an attractive alternative. After the first portage, I learned to drain the kayak before the portage – a small, yet important, point.

The instructors impressed upon us the importance of leaning forward and to keep paddling. If we remembered nothing else, this would get us through the rapids. I steeled my nerves, screwed up my courage, and down I went. This was my own survivor reality show. Amazingly enough, I got through the first set of rapids upright. I was so delighted, relieved, and impressed with myself I leaned back and raised my paddle in triumph. Bad plan. In an instant I was upside down. T-rescue! From then on, my mantra was “lean forward and keep paddling.”

Unbelievably, I made it through the rest of the rapids without flipping that day. I almost effortlessly paddled across the “rushing current” (not!) that had capsized me twice the previous afternoon. I even paddled in a straight line once in a while.

That night in my cabin, with the help of a vodka cooler, I reflected on my experiences to that point. I realized that I had gained many lessons from the river that will serve me well in my every day life. The challenges, fears, self-doubt, and distractions of life are there everyday. This particular week, they just happened to take the forms of a kayak, white water, and my real and perceived physical limitations. In the big picture of life, what did the river have to teach me?

  1. Know where you are going. Before I went down a set of rapids, I knew what part of the river I needed to take to get where I wanted to go and why. I had a goal and a plan to achieve it. So it is with life. Have a clear idea of what it is you want to achieve, where you want to end up and why. When we are clear on who we are, who we want to be, and what we want to achieve, we can achieve success.

  2. Focus on what you need to do and do it. Do not lose sight of it, not matter what is going on around you. There will be distractions, temptations, and self-doubt. The only way to get the results you want is to focus, focus, focus.

  3. Look where you are going. When I looked where I was going I paddled straighter. If I was looking in another direction, that's where I ended up going. Keep your sights on your goal and do not get distracted. Use visual triggers, such as photos, pictures, charts, or symbols to keep you focused and motivated.

  4. Learn from the experts. They become experts by “doing.” At one point our instructors shared how intimidated and scared they had been when they learned to kayak. Somehow that was very comforting to me. They had been there, done that, and had the kayak skirt to prove it. Who better to ask? Most experts have a passion for what they do because a strong interest and desire are required to go through the challenges of the learning curve to acquire expertise. That passion makes them happy and enthusiastic about sharing their knowledge. There is an abundance of expertise for the asking and it comes in a variety of forms – through personal contact, courses, books, tapes, publications, workshops, the Internet, professional associations. Remember, no one was born an expert. Where you are right now is a great place to start.

  5. When you feel that the odds are overwhelming, stick to the basics. If I had tried to remember everything I had been told before, or while I was in the rapids I would either not have started, or not made it through. Instead, by using “lean forward and keep paddling” as my mantra I got through, proved to myself that I could do it, and the other skills fell into place. Don't get bogged down trying to be an instant expert. Keep it simple, stick to the basics, and allow yourself to succeed. Then build on that, one step at a time.

  6. Take action. I could not learn to kayak by standing on shore, listening to tapes, reading a book, or watching an instructional video. All of these things may help, however, I had to take action, get in the kayak and “just do it.” It's the same with life, whether personally or in business; the only way to move forward is to take action. Decide what you need to do, do it, and then assess what works and what doesn't. The fear will never go away. The way to deal with fear is to move through it to the other side. Once you have taken action and created results, the fear will diminish.

  7. Trust and believe in yourself. My inner critic would have kept me safely on shore, while watching others paddle and thinking “I can never do that.” I had to ignore the inner critic and trust and believe in myself to get the job done. How often does that inner critic keep you on the shore of life?

  8. Dig down and find your courage, determination, and persistence. Once we departed on the river there was only one way out; going back was not an option. Going down the rapids was a big enough challenge; going up them was an impossibility. So it is in life. We can never go back. Things are never exactly the same. There will always be challenges along any path that we take. When you decide what is necessary, you are drawing on your courage, determination, and persistence to get you through life's challenges and opportunities.

  9. Control is a myth. Even when I knew where I needed to go to successfully navigate the rapids, it did not always happen. I was prepared with equipment, lessons, and some skills yet the power of the river could not be denied. I got off course, and when that happened I had to adjust my paddling and occasionally bail. When the river of life throws me an unexpected current or wave that threatens to tip me over or take me off course, my way through is to go with the flow. To go with the flow, is to:

    § Accept reality, rather than resist it. Do not waste time and energy denying what is and wishing it wasn't.
    § Adjust your perspective to the new reality and then choose your response
    § Stay focused and look where you are going
    § Show courage, determination, and persistence
    § Trust and believe in yourself
    § Stick to the basics and take action

  10. 10.Celebrate and acknowledge your achievements. When I successfully navigated the rapids I felt great, in part because I was still upright, and in part because I had proved to myself that I could do what I needed to do. The sense of accomplishment came from the experience of the process as well as the result. I was able to build on my successes to learn and experience more. Give yourself that well deserved pat on the back, for what you demonstrated along the way, as well as for the end result.
Janet Christensen’s passion is to empower people to live their full potential. Through her company, Unlimiting Potential, she provides personal coaching, experiential workshops, inspirational speaking, and is a Reiki practitioner. To contact Janet, phone: (519) 434-5397 fax: (519) 434-8344 or email info@janetchristensen.com www.janetchristensen.com

Published in Networking Today, January 2004.

Defining Conflict and the "Murray Story"

By Mark Gorkin

When you read the word "conflict," what's your first association: anger, tension, avoidance, or power struggle? What about diversity and creativity or honesty, intimacy, and organizational growth? Conflict…we seemingly can't live with it; we surely won't survive without it.

Let's start by defining it. Conflict is the friction that builds when two or more people clash over facts, short-term goals, enduring values, and the status of their relationship(s). It's also the struggle over resources and methods for defining and achieving these contested facts, goals, values, and status positions. But conflict is not just functional; for the pioneering American educator and philosopher, John Dewey, it was also inspirational:

Conflict is the gadfly of thought. It stirs us to observation and memory. It instigates to invention. It shocks us out of sheep-like passivity, and sets us at noting and contriving... Conflict is the sine qua non of reflection and ingenuity.
Clearly, conflict is vital for today's "lean and mean" times. It can be the imaginative and interactive energy source firing purpose, passion and the sharing of power three key "p’s” for productivity. Conversely, all "all or none" conflict resolution style or climate means one person or group is on top and in control; the other party is perceived to be incompetent, subordinate, dependent, or powerless…and/or a threat to the established order.

This "win/lose" concept of conflict is forged by an aggressive nature, cultural socialization, or from extremism in the pursuit of the Coach Lombardi ideal: "Winning isn't everything; it's the only thing." Also, unresolved emotional hurt or humiliation breeds mistrust, which often compels this "dominant or defeated" ideology. Yet, even long-standing or rigidly competitive behavior, if not basic beliefs, can change dramatically with creative intervention and good timing; i.e., "strike when the ego is hot!"

Disarming Dueling Egos

Let me tell you the story of Murray, a salesman with a mid-sized company in New York City. My parents' friends, Murray and Lorraine, were visiting when I happened by. An experienced and successful salesman, Murray was fuming. The old company president had recently retired and put his abrasive, domineering son-in-law in charge. Murray, a classic "Type A" competitor, wasn't taking orders from anyone, especially from "some jerk" half his age.

After listening to Murray's harangue, the young boss seemed inexperienced and anxious. I suggested Murray tell him that, "I miss the old man, and while I'm not always crazy about your leadership style, I must admit you're keeping me sharp. Murray, of course, exploded: "Forget it. I wanna murder this kid. I'm not doing anything that gets him one up on me!"

Two weeks later, I again bumped into Murray. He was still quite disgruntled. This time, Murray dismissed me with a backhanded sweep when I recalled my strategy. Two weeks went by when Murray's wife unexpectedly called: "Mark, you won't believe this. Murray finally did what you suggested...and it worked." Not only had the young boss eased up on Murray, but he put Murray in charge of long-range planning and sales. (Lorraine shared that Murray, before the overture, had grown increasingly depressed. I can just imagine Lorraine saying, "Enough already," and threatening Murray with eviction if he didn't do something.)


Why did the Murray gambit work? Let's analyze this conflict resolution process:
  1. Need to Grieve. In order to let go temporarily of his dominance-submission mindset, Murray had to release his rage then, ironically, "hit bottom." Murray was still grieving the company changes and likely displacing some anger for the departed "old man" onto "this kid." Until one is at a loss and in sufficient pain, new approaches are often rejected. Cumulative pressure can be an ally; so too Lorraine's dose of reality.

  2. Play Up or Open Up. Did Murray play up to the new boss? While initially feeling humiliated, I say Murray took the high road. First, he did express genuine frustration with the changing-of-the-company-guard. And, while Murray felt more wounded than "sharp," by cutting the "win/lost" cord the real challenge and opportunity was unleashed: transforming Murray from cider salesman to company statesman.

  3. Position versus Interest. Initially, these ego-driven men were trapped in their self-defeating power positions. Each was depriving not just the other, but themselves. Clearly, this inexperienced boss needed an ally with historical perspective and the big picture.
It was in his interest to rely on Murray. It was also in Murray's interest to provide mixed feedback that could be received as a begrudging (hence more believable) compliment. Recognition helped defuse youthful anxiety and aggression. And, Murray's initiative was certainly paid back with "interest." Finally, while Murray would not admit it, I'm sure he enjoyed the role of mentor – a one-up position.

No need to worry about this process fundamentally changing Murray. When I saw him again, and mentioned hearing that things were better at work, Murray didn't give an inch. His only reply: "Yeah, the jerk's finally off my back!" In conclusion, while often frustrating, the tension and struggle inherent in conflict sows its own seed for innovative resolution and growth. Are you ready to reap the creative pass in the impasse?

Mark Gorkin, LICSW, "The Stress Doc," ™ an international/Celebrity Cruise Lines speaker, training consultant, psychotherapist, syndicated writer, and upcoming author of Practice Safe Stress: Healing and Laughing in the Face of Stress, Burnout & Depression. Mark, recently interviewed by BBC Radio, has a multi-award-winning, USA Today Online "HotSite" – www.stressdoc.com – cited as a workplace resource in a National Public Radio feature. As AOL's "Online Psychohumorist," ™Mark runs his weekly Shrink Rap and Group Chat. Email for his monthly newsletter recently showcased on List-a-Day.com. For more info on the Doc's "Practice Safe Stress" programs, email stressdoc@aol.com or call 202-232-8662.

Published in Networking Today, January 2004.

How Mail Order Catalogs Can Give Your Business a Big Lift

By Jim Tilberry

Sell to a Large Market
U.S. catalog sales are now over $100 billion a year. Approximately two-thirds of all consumers have bought something through mail order in the last twelve months. With the right product a company can go from zero to several million in sales – just through catalogs.

Compete More Easily

Catalogs offer a level playing field for the big corporation and the smallest start-up. With few exceptions, products are judged and sell on their merits, not on the reputation of the manufacturer.

All You Need is One

Unlike store distribution, manufacturers don't need a "line" of products. Catalogs evaluate one product at a time. So the one-product company is not at a disadvantage as they are when trying to get shelf space in a large store chain.

Save on Packaging

Unlike point-of-purchase sales where the package helps sell the product on the store shelf, the package has no bearing on the sales of an item in a catalog. So, you don't need an expensive four-colour box. In fact, the simpler the packaging the better. A plastic bag is often sufficient. Keep Your Risk Low
A few catalogs now require a nominal "advertising allowance" to sell your product. However, many catalogs still charge nothing to advertise your product.

Get National Exposure

Catalogs offer start-ups and small companies exposure to millions of potential customers. When your product appears in a recognized catalog, your product and your company enjoy instant credibility.

Test the Market

Catalogs provide an ideal opportunity to find out how well your product sells. In addition, when you place your product in specific niche catalogs, you can test different segments of the marketplace. Naturally, success in catalogs can lead to success in other marketing avenues.

Jim Tilberry is president of Tilberry Direct Marketing. His business specializes in helping inventors and small companies sell their consumer products through mail order catalogs. www.catalogrep.com email: tilberrydm@aol.com phone: 1-800-413-0679

Published in Networking Today, January 2004.