I’m in Washington, D.C. this week, giving a Being Trusted Advisors training session along with the rest of our staff. There is an exercise I like around introductions.
Rather than the usual ‘let’s go around the table and introduce ourselves,’ we ask people to quickly state their company (or title/role if it’s an internal training), followed by two questions:
1. Tell the group how many months you’ve been with (company name), and
2. Tell the group an interesting tidbit or factoid about yourself—something a little bit unusual, quirky, interesting, not an every-day business fact about yourself.
I ask everyone in the room in random order to quickly answer the two questions. The debrief is then: why do you think I asked us to take X minutes doing this?
The usual answers are to establish a group identity, to begin creating trust, to get people focused in on the room. True, true, and true.
Then I’ll stand behind one person and ask the group: “how many months was Joe here with his company?” A few people remember; often they remember different numbers.
I’ll then ask, “What was Joe’s interesting tidbit or factoid?”
The whole group responds immediately: “Arrived late to his own wedding,” or “chickened out parachuting last weekend,” or whatever.
We have a good time with that one, talking about why we remember personal tidbits more than we remember data. But what’s really interesting is: so what?
What should we do with the observation that people remember personal quirks and stories and anecdotes more than they do objective data?
What should a client relationship manager do with that observation? A salesperson? An accountant?
What should you do with that observation?
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