This topic may apply to working in teams, dealing with
customers and managing challenging situations. Three
useful concepts come out of Leonard Greenberger’s
soft cover book, “What to Say when things get tough“.
A. He characterizes the need to prepare and craft communications
tactically as beginning in the 1980s when a new field
emerged that outlined three steps observed in communications–
- ignore a situation or problem NO COMMUNICATION
- explain with facts as you see it ONE-WAY COMMUNICATION
- engage people involved TWO-WAY COMMUNICATION
This approach recognized the emotional component.
B. The strategies he reported can use four equations:
P = R PERCEPTION EQUALS REALITY
E > F EMOTIONS TRUMP FACTS
S = B+ SUCCESS COMES FROM BEING POSITIVE
3P = HC THIRD PARTIES TRANSLATE INTO
What counts is your audience’s perception of what is happening
and whether or not you are trustworthy and credible source of
See events through the eyes of others.
Facts do not equate to winning people over. When people are angry,
worried and suspicious, they absorb and sift through information
with the emotional areas of their brains.
Life is divided between things that make you feel and things that
make you think. This is hard for scientists and engineers to
fathom. Situations seek reassurance and empathy. Understand
how others feel, rather than offering facts.
To achieve success, remain positive. Words used can often
embody the feeling. But receivers may pay more attention to
Use third party resources to provide supporting feeling and input.
It helps that they have higher credibility. The closer to your target
audience is to your source the better.
C. CODE FOR DEVELOPING TRUST AND CREDIBILITY
Caring and empathy 50
Openness and honesty 10-15
Dedication and commitment 10-15
Expertise and competence 10-15
Angry, worried and suspicious people pay attention not only to
what you say but also to what you do with your eyes, hands,
posture, clothing and other nonverbal cues.
Caring and empathy accounts for about half of the trust and
credibility judgments that people will make of you.
Telling relateable stories can be key.
Yesterday I enjoyed a conversation with a resume reviewer
who has a senior level position in a government organization.
He shared several poignant remarks about his experiences
when he often reviews resumes to bring in candidates to
interview for technical positions.
He expressed disbelief that some resumes seem to be
unrelated to the “must and wants” described in the
USAJobs.gov requirements. To him, it seemed they were
applying simply based on their degrees.
Some resumes contain typos or do not meet the specifications
listed in the instructions to authors. Others list out extensive
biographies with many bullets unrelated to the description.
Some are three and more pages long and don’t realize how
their resume will be evaluated. [They don’t read the
evaluation criteria listed in the description.]
There are some positive things he reinforced that can be
a master resume, but do not use it for your submission
as it is too long with unrelated TMI (too much information]
items. Use a “targeted resume” for your application.
Why have the master resume? Well, because you will need
a little more detail to include in your federal positions, like:
- month/date for starting and ending roles
- details on your personal history, military service, VISTA
city, state and ZIP of employers, hours per week worked,
level of experience via roles and responsibilities, reverse
chronological order, specific keywords in the description.
[see the above link.]
Master resumes provide a useful resource that each of
us can use throughout our careers. It is not what we
actually submit. It is a data resource that needs to be
regularly updated and refreshed … think about former
companies who have changed names, and addresses
of your references, keywords, list of projects some which
were shorter term and even incomplete.
Targeted resumes are “marketing documents” that may
be read by people who without the formal technical
background. Appearance makes a difference, so avoid
using ‘fill in the blanks’ forms. and software that does
not always translate when uploaded.
(.doc, for example– .pdf or .txt may work better).
Honesty is always expected and it is easier to verify
things via the Internet.
Preparing for some engagements I came across
several interesting items that readers might like.
There is a You-tube by Anthony Goldbloom
(<5 minutes)that assesses future trends in careers.
Related to this is an extensive article on an
enumeration of barriers to scientific career paths
by three authors in vox.com.
Science and engineering fields play a out-sized role in
early identification of epidemics and investigating the
source and developing therapies and preventatives. A
new epidemics coalition was formed that readers should
be aware of.
As scientist,s every time we see reports of batteries catching
fire we ask can it happen to me. We all use lithium batteries
in our everyday life. K M Abraham has eloquently laid out
causes and prevention. Read on.
SOURCES: Anthony Goldbloom,
Goldbloom in a TED talk reveals trends we all see around
us. He points to a worldview that it would be fruitful to take
in overcoming robots, automation, computer-integration and
the Internet…prizing the human area of excellence which is
creativity and innovation.
Belluz, et al present a case that science observed from a 30,000
foot level has challenges related to
(a) funding and funding sources and related biases
(b) developing new ideas and confirming by reproducing
(c) high integrity peer review
(d) how we interact and communicate to larger audiences
CEPI COALITION FOR EPIDEMIC PREPAREDNESS
wiki and others (pay-walls!)
The WHO slides
reveal a striking new organization for
the benefit of mankind striving for four goals
-equity to all stakeholders
This is an organization that ACS members should connect
to and contribute. It is a high value strategic organization that
is truly part of our organization’s mission statement.
KM does a thorough review of the fundamentals of the controlled
release of energy in battery technology and who it can be
compromised by materials, manufacturing defects and
This is applied chemistry at its best.
You cannot fake trust, J. Smith
wrote. Covey points
out that trust is the highest form of motivation.
When trust is lost or not part of interpersonal connection,
less than what is set out as goals will result– for
individuals, teams and organizations.
So many times I have heard one person not being selected
for something based on a comment that another lacks
trust or did not feel someone was trustworthy.
employee / boss: confidence in you before promotion
team / manager : belief in you to rely on your vision and
audience / speaker: are you credible and have a credible
message to act on your recommendations
Trust reveals faith in the honesty, integrity, reliability
and competence of another.
Two resources that may apply to situations are
SUNY-Albany provides trust elaboration in a more global
perspective. I appreciated their defining three types of trust
1. trust conferred by professional credentials and
reputation. It may change based on more interactions.
2. trust resulting from familiarity and consistent
work-group, team or association (professional, business)
3. trust resulting from adhering to legal or social
norms that prescribe and restrict behaviors and actions.
This background can be instructive as it can inform how
trust results in different and cross-cultural situations.
Phrases and appropriate, following-elaboration that enable
- ‘thank you…’ for attending, for reviewing, for helping….
- ’saying what is in it for the audience’
- telling ‘why I care about….’
- follow emotional beliefs with supporting, objective data
[not ‘cherry-picked’ data]
- listening carefully to another’s opinion and stating trust
in their judgment
- confirming that while you may not be expert on all things,
you have training, experience and willingness to learn new
things that enables you to offer a thoughtful perspective.
Other ways to foster trust
- follow through and provide early notice for meeting or
not meeting commitments
- say “no,” when you mean no
- share what you know and don’t know
The global pace is speeding up. To meet the needs and
interests of members and institutional stakeholders the
Society needs to incorporate broader and deeper aspects
of economics in the technical and scientific aspects of
the chemical enterprise.
Think: mergers and acquisitions; government funding of
CDC, EPA, NIH, chemical research; international trade
arrangements; patent implications for different industries;
water, power, recycling…
We need to access disciplines that will continuously
FORECAST business cycles that affect the chemical
enterprise and describe implications to members and
has described how
- more attention is paid to one issue rather than the
gradual and incremental changes all around us
- flashy and superficial is promoted
- faster and shorter-lasting dominates
- ease of money, ideas and pathogens moving around
with less friction and checking means disaster can
happen before we are aware
- industries and companies can disappear with a click
of a network or computerized trading micro-second
- trajectories are nonlinear and interruptable
One strategic area ACS needs to grow and foster
is economic forecasting. This blog has reviewed