Your “habit” of checking emails, Twitter, and Facebook messages on your smartphone might have turned into a full-fledged addiction. That’s the argument of U.S. and Finnish researchers in a new study published in the Journal of Personal and Ubiquitous Computing. On average the subjects in the study checked their phones 34 times a day primarily out of habit or compulsion, and rarely out of need. Researchers point out potentially damaging results of this habit such as “chronic detachment of one’s surroundings.”
Chronic detachment can lead to catastrophic results like car accidents, which is why many states ban texting while driving. But think about the ways “chronic detachment” can also undermine the workplace. As a leader or an aspiring leader, “detached” is not the way you want to be described by your employees, colleagues, or partners. How do you feel when someone is checking their smartphone every two minutes in the middle of your conversation? If you’re like most people you probably feel ignored, marginalized, or slighted. Why would your employees feel any differently when you’re doing it?
By definition, a “habit” or “addiction” means that we have little control over our actions. We might not even realize we’re doing it. Leaders must give their full and undivided attention if they hope to be admired as inspiring communicators. One of the “7 Secrets of Inspiring Leaders” is the quality called Inviting Participation. It means great leaders solicit feedback, listen to the feedback, and incorporate what they hear. It’s hard to listen while you’re checking your smartphone for how many followers re-tweeted your brilliant comment.
I often ask employees what is it about their boss that they find to be the most inspiring quality. The most common responses include, “She makes me feel important” or “He makes me feel like he’s really listening to me.” How can you make anyone feel important if you’re checking your messages several times during the meeting or presentation?
I remember speaking to a reporter and asking him, “Out of all the people you’ve interviewed, who did you like the best?” The reporter answered, “President Bill Clinton.” Now I assumed that this reporter admired Clinton for his politics. But he surprised me. He told me a story of when he first met Clinton at a conference. “He made me feel as though I was the most important person in the room, despite the fact that Bill Gates was standing right next to him!” In other words, Clinton gave this reporter his full attention and made him feel important. I highly doubt Clinton would have left this impression if he had been checking his phone constantly during the conversation.
I know how hard it is to break a habit. But the first step is to be aware of the bad habit and to acknowledge that you have a problem! Don’t let your smartphone interfere with your ability to lead.