WHALE DONE! THE POWER OF POSITIVE RELATIONSHIPS


 


Whale Done! The Power of Positive Relationships - Ken Blanchard

A Brief Review

 

Preamble

 

Using the life shared between a whale trainer and killer-whales, this motivational 6-chapter piece generally examines the intrinsic values derivable from maintaining good relationships at the workplace and at home. It speaks of the need for synergy of positive attitudes (and positivism) for more effect while playing down on, and, ultimately eliminating excessive focus on negative attitudes (and negativism).

Accentuate on the Positive Attitude of the Person

 
Set against a show of  performances by killer-whales, this chapter describes how well a human may be able to train and relate with a whale if only that human can gain the trust of the animal. Part of the skills the trainer must have is the ability to 'accentuate the positive' –encourage the animal when it performs as well as it is expected to, and to 'redirect energy in the face of mistakes' –ensure that time is not wasted brooding negatively over the animal's incompetence or inability to perform optimally.

 
In summary, if we focus our energy on developing the 'positives' in others and ignoring their 'negatives', we not only gain theirtrust but we are also able to relate with them in a way that is impossible otherwise.

 
See People As They Ought To Be, Not As They Are

This chapter  speaks extensively on the topic: 'Managing People'. It emphasizes the need to see people as humans and not things. It also emphasizes motivation as the most powerful management tool and truth ever known. The chapter explains that every consequence (result) obtained from the people around us is a direct derivative of the behaviours exhibited by them which, in turn, are direct derivatives of an activator –the clear goal (of what we desire from them), set at the initial point. It also explains that there are 4 major kinds of consequences derivable from every behaviour viz:

*No Response

*Negative Response

*Redirection

*Positive Response

The consequence or result derivable from any behaviour is always a function of the activator (initial set goal). In summary, Chapter 2 emphasizes the need to set good goals as a prerequisite for obtaining good results in peoplemanagement.

Encourage the Behaviour They Want Repeated

Chapter 3 portrays the truth that the sparkle and passion displayed by a people in any cause –at home or work –is a function of the basic and age-long management secret of people motivation. Such passion and loyalty always came because the right was rewarded while the wrong was ignored and treated with less importance. According to this chapter, while competition (especially in business) may copy almost any new innovation you introduce to the market, they will never be able to completely steal your business if your relationship with your people and, in turn, your people's relationship with your customers is intact. As such, people are to be deployed where their greatest strengths will be proven and rewarded when they perform according to expectation. Managers are encouraged to seek out, even from their best performing people, how best they expect to be rewarded for giving their best to the employment of the company (or the home). Managers must never assume they know what motivates their employees.

Emphasis People's Strengths Over Their Weaknesses

Chapter 4 reiterates the need to emphasize people's strengths over and above their mistakes and shortcomings. Managers are again encouraged to appreciate their people's positive contributions rather than prey on them, expecting to see their failures and talk them down for making the mistakes. It is amazing how much more managers could get their people to do if only they (the people) knew that their efforts and positive impacts are genuinely appreciated, and rewarded. It has the additional impact of placing the people under an internal pressure to seek creative ways of reducing (and, where possible, eliminating) their mistakes. These are possible because of a simple rule which says: 'you get more of whatever you focus on'.

Make sincere Commitments To Relationships

In Chapter 5, the authors examine the benefits of making genuine commitment to relationships, without the fear that whatever you do or say may result in trouble later. When a person is committed to their commitment,they always realize that dealing with other people is a lot easier, and they are able to go through life in simplicity and the joy of fulfillment.

Conclusion

The authors basically summarize the simple concept/focus of the book –as a manager of people whether at home or work, whether formally or informally, be sure to find opportunities to praise progress and encourage. Its benefits far outweigh anything (if at all) derivable from preying on your people and expecting to catch them at their worst with a view to talking them down. People generally perform their best when they know they are being encouraged to be the best they can ever be.

 

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