Last week the Badger was caught on the hop by a final year undergraduate who asked the following. What made you join the company you worked for? Was it what they did, their values, their website or their glossy brochures? Was it a promise of fast career progression? Was it to get a respected name on your CV? Was it the money? Was it desperation and anywhere would do? Or was it because you were impressed by the ‘swagger’ of the people you encountered in the recruitment process?
The Badger, very sensibly, paused to think before answering. The Badger considered a simplistic answer, something like ‘there were many reasons why the Badger accepted the formal job offer when it arrived’. But, in truth, what made the Badger to join the company he worked for was very straightforward. Every person encountered in the recruitment process was extraordinarily passionate about the work they did. Their energy, ‘can do’ and ‘always up for a challenge’ attitude was palpable and infectious. They had ‘swagger’. Not the arrogant ’Jack-the-lad, I’m important’ type, but the type that quietly radiates confidence, optimism, professionalism, trust and an ‘action speaks louder than words’ attitude to challenges. So, the Badger responded accordingly.
The follow-up question was ‘In the same circumstances, would you make the same decision today as you did then’? The answer was ‘Yes’. The small IT company the Badger joined had a growing, second-to-none, reputation for building and delivering challenging and complex software and systems. It persevered when faced with problems and delivered when most competitors would throw in the towel and engage the lawyers. The company didn’t have high profile in the media. It’s unique selling point (USP) was essentially the ‘swagger’ of its loyal, highly capable people who did what they said they would do. Clients liked that commitment, and the ‘swagger’ of the company’s people underpinned the company’s ‘does difficult things and always delivers’ reputation.
The company eventually grew into a multi-national corporate, and the ‘swagger’ of its people inevitably changed. Bureaucracy started to constrain behaviour and attitude, and ‘swagger’ became diluted as a trickle of people leaving for pastures new became a perpetual operational dynamic. People became less delivery focused, more political, and their willingness to make excuses rather than deliver results became more noticeable. The company’s mojo and USP suffered as a result! So, if you’re interested in early warning signs that the organisation you work for is slowly losing its mojo, then don’t look at your executive leaders, look at how the ‘swagger’ of the people around you is changing. The ‘swagger’ of people is the qualitative barometer of your organisation’s future prospects. Oh, and if feel your own ‘swagger’ is on the wane, then just remember there’s a big wide world out there full of opportunity to drive it back up to new peaks…
If you work for an organisation that takes the development of its people seriously then you’ll have attended courses with elements that sensitise you to the importance of body language when engaging with others. The Badger was first sensitised to this when attending two short courses in quick succession many years ago. The first course covered interviewing and recruiting new graduates, and the second covered leading software and system development teams. Both featured personal interaction sessions that were videoed and critiqued by the trainers and other attendees – a very effective way of learning about the powerful signals our body language conveys. Since then, and with many other courses under the belt, the Badger has been in many situations where controlling one’s body language and watching that of others has helped to convert difficult circumstances into acceptable outcomes.
People have been communicating with each other for millennia. We are conditioned by our heritage to know that the best communication happens when we are physically face to face so that we can hear what’s said and simultaneously see the physical nuances of those in the same room. Modern technology, however, encourages instant communication that is devoid of a contextual body language component. Email’s a good example. How many times have you sent an email that’s been misinterpreted when read by recipients? More times than we all care to admit. The body language component is missing from the words.
Another example is the recent Elon Musk v Vernon Unsworth court case relating to comments made on Twitter. A jury found in favour of Mr Musk. His offending Tweets were judged to be essentially ‘playground insults’ rather than real defamatory insults. The Badger has no opinion on the right or wrong of this finding, that’s a matter for the courts, but isn’t it somewhat sad that the finding seems to legitimise trading hurtful insults using modern social media platforms like Twitter? Surely this isn’t good for society? ‘Playground insults’ normally take place in a real playground where words are said with body language visible. Surely if it’s okay to trade ‘playground insults’ using Twitter, then that’s clear evidence that civilisation is crumbling into an anarchistic morass?
After the Musk ruling, one of the Badger’s friends commented – admittedly after more mulled wine than prudent – that Twitter should invent a virtual fragrance called ‘Stench’ for anyone who wants to make playground insults using its platform over the forthcoming festive season. The Badger laughed, because the amusing and playful intent was clear in their words and body language. We laughed again when we decided that ‘playground insults’ should stay in a real playground and not be traded in the virtual world. Why? Because ‘playground fisticuffs’ are a much cheaper and more effective way of resolving playground disputes than resorting to lawyers. Oh, and finally, in case you’re wondering, for the avoidance of doubt and all that, none of this is intended to insult anyone or any organisation!