In our professional and personal lives, we’d like to think we could make friends and influence people if we verbally articulate our message with optimism, enthusiasm, charisma, poise and charm. However did you know that the verbal impact of communication only accounts for 7% of your overall message? The bulk of our communication comes across in our appearance and body language, comprising 55%. Tone, speed and inflection of our voice make up the remaining 38%.

Since non-verbal communication encompasses 93% of our overall message, here is a closer look at what that entails.

It can include your attire, tone of voice, clearing your throat, rubbing your eyes, crossing your arms, tapping your toes, scratching your nose. Eye contact, or lack thereof, gestures, crossed legs, open arms, and the scent we transmit are all forms of non-verbal communication. Through your choice of clothing, hairstyle, glasses, accessories, and makeup if applicable, your appearance also communicates a strong message. The way you dress plays a vital part in how listeners receive you and how others respond to you.

According to author John T. Molloy, who is responsible for Dress for Success, clothes are used as a tool to control how others react to you and treat you.

In an interview situation or during a business meeting, it is very important that you send out the right signals. Always look attentive and interested in the opportunity or conversation – do not slouch in your chair. If you fib, your body language, tone of voice or choice of words will probably give you away. Classic body language giveaways include looking everywhere other than the person you are speaking to and concealing your mouth behind your hands while speaking.

Not only is it important for us to be aware of our own body language, but it is as important to understand what body language means so we can effectively assess and react to others. For example, we may pass a negative judgment on someone because they slouch, fidget, or pout. If we are aware of why we made the judgment, we can filter out our biases and understand what their body language means and what it is telling us about that individual.

The most significant fact you should remember is that non-verbal signals have five times the impact of verbal signals. When the verbal and the non-verbal parts of the message are congruent, the listener believes your message. If they are not congruent, usually your words are saying yes, but your body language is saying no.

Always remember, actions speak louder than words.

Verbal and Non-Verbal Communication is a post from: Geoff Snyder's Leadership and Team Collaboration Blog - Freedom to Think and Dream Big

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Information security policies are high-level plans that describe the goals of the procedures. Policies are not guidelines or standards, nor are they procedures or controls. Policies describe security in general terms, not specifics. They provide the blueprints for an overall security program just as a specification defines your next product. Questions always arise when people are told that procedures are not part of policies. Procedures are implementation details. A policy is a statement of the goals to be achieved by procedures. General terms are used to describe security policies so that the policy does not get in the way of the implementation. For example, if the policy specifies a single vendor’s solution for a single sign on, it will limit the company’s ability to use an upgrade or new product. Although your policy documents might require the documentation of your implementation, these implementation notes should not be part of your policy.

Although policies do not discuss how, properly defining what is being protected assures that proper control is implemented. Policies tell you what is being protected and what restrictions should be put on those controls. Although product selection and development cycles are not discussed, policies will help guide in product selection and best practices during development. Implementing these guidelines should lead to a more secure system.

When management participates in the creation of information security policies, it demonstrates that management supports the effort, lending credibility to the entire security program. Having management support is always important. Without leadership, employees will not take policies seriously. Therefore, if you do not have the support of your upper management, your program is doomed to fail before you finish writing the policy.

First you can try to reason with them. You can point out that the systems and data have real costs. You can demonstrate how an outsider or a disgruntled insider can easily access sensitive information that could damage the company’s business functions. You can show them studies, articles, even this book. But if this doesn’t convince them, you might have to wait until your first disaster.

Management might say that everybody is responsible for his or her own security. That might work in the short term, but it prevents the company from working with itself. If one department uses one standard and another department uses another standard, interoperability could be a problem. Policies ensure that the company uses the same standards in every security instance. This consistency makes it easier for the company to integrate, interact with customers, and maintain a sense of security throughout the system.

Finally, an information security policy will help avoid liability. We live in a litigious society. If you try to enforce rules that are not expressly written, you will be sued. If you fire an employee for security violations that have never been written, presented to the employee, or previously enforced, that employee also can sue your company. I know it sounds harsh, but the reality can be devastating when the subpoena arrives.

Recent Information Security Task is a post from: Geoff Snyder's Leadership and Team Collaboration Blog - Freedom to Think and Dream Big

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It is hard to get good feedback.  The default position in our cultures is: fear.  Fear of honest feedback and probably even more fear of giving it.  Fear of retribution.  Fear of hurting someone’s feelings.  Face it; authorities didn’t used to ask for feedback.  Parents didn’t want to hear it.  Siblings sure as heck didn’t.  Teachers hardly did.  There just aren’t a lot of people who model seeking and giving constructive feedback.  So, in our normal lives at work, people who could be helping us understand how to help them be more effective, and how to lead in ways that work, just don’t tell us.

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