By Lorraine Grubbs
I recently discovered a new approach to problem solving. It is based upon a theory depicted in the book, “The 180 Rule: Using a Natural Phenomenon to Achieve Success” by Al Lucia.
The 180 Rule grew out of a concept studied since 1948 known as the Negativity Bias. It concludes that as human beings, we are more attuned to negative stimulus than to positive stimulus. According to neuropsychologist Rich Hanson, “Our brain is like Velcro to negative experiences and Teflon to positive ones.” When negative stimulus comes our way, we just cannot help ourselves because that negative stimulus produces a great deal more neural activity than it does positive stimulus. He clearly demonstrated that the brain strongly “lit up” and reacted to the negative much more than the positive.
While most people would see the negative reaction as something that hinders progress, the 180 Rule brilliantly takes that negative, “natural” approach and turns it into a productive, problem-solving technique.
If we are naturally attuned to go with the negative flow, then we should go with what we know and use that to our advantage. For example, let’s say you know that the level of engagement is not what it should be with your team. In this case, you might jump right to the “problem” and ask the team how to improve the engagement of employees. You’ll probably meet resistance as people defend their turf and deny anything is wrong. Will you get enthusiastic participation or a lot of groans and responses when asking the question? Using the 180 Rule creates an opportunity for you to do just the opposite of what the team expects. Rather than stating the goal and asking for solutions, which is a typical approach, grab that bias towards negativity and bring it to the forefront!
Creating Loyalty with the 180 Rule:
I was working with a company who was struggling with employees who had an “8 to 5” mentality. They felt that employees were at work to pass the time and were not truly engaged in their business.
I met with the leaders and asked them to list the things that a company would do to NOT make employees feel engaged. Their responses were immediate:
Not being in the loop.
Not knowing our business.
Not being included in decisions that affected them.
…Their list went on and on…
“Okay”, I said, “because we don’t want to be the kind of company that would promote these thoughts, let’s take each of these issues one by one and figure out how to keep this from happening here:
- Not being in the loop. – Have a good communication structure. Employees who understand the direction the company is going and the “why” behind the decisions that are made are much more apt to buy into company policy and embrace change.
- Not knowing the business. – Just exactly what business are you in? “We answer phones” is a “job” answer. “We take care of people’s problems” or “We help people” is more of an “engaged” answer. What is your “one thing”? I have a customer who flies emergency helicopters. Their “one thing” is “I am the best part of the worst day of your life!” And, every employee knows it, whether they are the receptionist, flight nurse, or pilot. What is your “one thing”? And, do employees buy into it?
- Not being included in decisions that affect them. – When an organization makes a change, it would be much better accepted if the employees being affected were given an opportunity to give their opinions ahead of time. Let them know their opinions count and THANK them for their input.
So, if you want your company to be one where employees truly feel like owners of your organization, start with the 180 Rule. Determine what things you would never want to do, then craft a plan to ensure you never do them. After all, no one takes better care of a business than an engaged employee acting like an owner!
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Lorraine Grubbs is the president of Lessons in Loyalty. You can contact Lorraine by phone at 281-813-0305, by email at [email protected], or visit her website at www.lessonsinloyalty.com.
