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Program Description
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Success language may be considered as primarily an individual practice. Organizations, however, create cultures in which individuals succeed (or not) by how they integrate with and represent the organizational culture. Therefore, when an individual's practices are congruent with an organization's culture, both experience successful outcomes.
This program explores the meaning of "success language" as it applies to both individuals and organizations, and how organizations can apply success language to their cultures.
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Learning Objectives
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By the end of this lesson, you will be able to:
- Define "success language" as it pertains to individuals and organizational culture.
- Identify characteristics and components of success language.
by reading the text of the program lesson, referencing the resources identified throughout the program, and completing the exercises presented to you, where applicable.
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Success Language, Defined
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Several definitions of "language" include: (1.) Communication of thoughts and feelings through a system of arbitrary signals, such as voice sounds, gestures, or written symbols. (2.) A system of signs, symbols, gestures, or rules used in communicating. (3.) Such a system including its rules for combining its components. (4.) Such a system as used by a nation, people, or other distinct community. (5.) A characteristic style of speech or writing.
Definitions of "success" include: (1.) Achieving something desired, planned, or attempted. (2.) Favored or desired outcome. (3.) To turn out well.
A merged definition for "success language" from the above is: "A system of signs, symbols, gestures, rules, or combination thereof, as used by a people, community, or group, to plan, attempt, or achieve a favored or desired outcome."
This definition is the basis for success language. Success language is a way to communicate who you are and what you are all about. Success language encompasses behaviors and attitudes that enable you to achieve what you set out to achieve. Success language programs, tools, and other resources provide guidance, lessons, and systems that facilitate successful outcomes for individuals and organizations.
Individuals learn to communicate messages through words, vocal nuances, gestures, body language, facial expressions, movement, and positioning. We communicate messages about who we are and what we stand for by the way we dress, present ourselves, behave, and otherwise display our levels of self-esteem and concern for others.
When we communicate that we feel positive about ourselves and about other people; show concern for other people's welfare; respect different feelings and beliefs; exude confidence; speak and dress well; stand out as individuals with positive contributions to the world; and choose to take actions we need to take in order to achieve what we want to achieve in our lives, we communicate success language.
Can an organization develop a culture of success language? Individuals communicate success language; organizations create cultures in which success language is encouraged. In fact, many Fortune 500 companies, professional organizations, associations and non-profits, specialties such as legal consultants, and other organizations that typically define their environments as business environments have cultures where success language is rewarded.
Organizations can strive to project positive images of themselves; demonstrate concern for society's welfare; implement policies that respect multiple beliefs and views; display a confident position in their field or industry; establish an image that looks and sounds a defined way; stand out as positive contributors to the world; and take actions that result in successful outcomes as defined by their mission and goals.
Let's look at characteristics that comprise individuals' "success language" and determine how to apply these characteristics to organizations.
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Characteristics and Components of Success Language
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From the Success Language program (www.SuccessLanguage.com), the list of key points/topics suggested as components of success language include:
- English language usage (grammar, enunciation, word use, verbal communication, body language).
- Effects of negative messages (how to overcome them).
- Name-calling and labels (how to prevail in spite of them; diversity).
- Individuality and standing out positively (when it is good to do so, and how).
- The “look” of success (what it is and how to accomplish it).
- Respect (how to earn it).
- Giving back (to the community)…using money, time, or resources.
- Timeliness (how to be on time; managing projects; organization).
- Past, present, future (learn from your past; own your present; proactively shape your future).
- Attitude (own your attitudes and understand the consequences of your behaviors; managing difficult situations).
- Competition and cooperation (there is a place for both in teamwork and leadership).
- Work ethic (success habits; business and social etiquette; life balance and stress).
These are the components of success language and the characteristics individuals display when communicating a language of success. They are also indicative of an organization’s culture when the organization has culture of success language.
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An Example: The "IBM Way"
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An example of how an organization's culture of success language influences and encourages individual success within (and beyond) the organization is my personal experience as an IBM employee - and later, an IBM manager. As a 1970's-era hire, I entered this company as it relinquished some of its rigid patriarchal culture of singing the company song, allowing only men to serve in management positions, and holding daily motivational sessions. The culture still, however, exuded success language.
As a new employee I saw very clearly that I needed to speak well, dress to conform to an obvious dress code, and act in ways defined as "business appropriate" or professional". Very little of the culture was brought to my attention directly by my manager. I observed many aspects of the organizational culture by watching the culture's members behave, communicate, and interact with each other. Yes, a few times I needed to be directly told what was appropriate and what I should think about changing in order to "fit in" with the cultural norm. But for the most part, the cultural norms were obvious to an observant newcomer.
Most people—male and female—dressed a certain way (conservative cuts of clothing; quality materials; moderate colors; white shirts...the "timeless" business suits for which the company was known at that time). They spoke clearly, succinctly, and used language well-both in formal presentations and casual conversation. Employees answered the telephone politely, identifying the company first, their name second, and asking how they could help the caller. Light socializing was periodically expected immediately after work at a local "hang-out", and alcohol consumption was expected to be minimal-to-none. This was one area on which I needed to be counseled as I did not plan to socialize with the people with whom I worked. I learned that a great deal of "getting to know you" went on during these one-hour-or-less after work gatherings and that future advancement and favored assignments went to people with whom company leaders felt comfortable. People kept appointments in a timely matter. Work was expected to be completed on or before deadline and was to be of high quality. I was a salaried employee so work was expected to be done regardless of the "time clock", meaning if I needed to come into work early (which I did because of traffic considerations) I was expected to do so, and if I needed to stay late to meet a deadline I was expected to do so. I also learned that work hours were flexible-within reason-when the workload allowed such flexibility. Honesty was demanded in all aspects of the business-especially as far as work time reporting and financial reporting. Many other aspects of the organization's culture were communicated by peer example and approval, and I learned those aspects quickly.
This example represents a strong organizational culture of success language. While other organizations may not have such a cultural formality—and this one relaxed its formality somewhat as the general culture changed over time—they still communicate their cultures in similar ways.
Many organizations thoroughly document their cultural expectations as employee handbooks. This is a good practice because when expectations are written clearly, members of the culture cannot dispute what is expected of them. But I get too far ahead of myself right now. Let us wrap-up this lesson and look ahead at what is covered in Lesson 2.
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