 As leaders, we have to pay attention to each of our team members and learn to hear what they’re saying – even (or perhaps especially) when they are not saying much. If we’re doing a good job of supporting and engaging on an ongoing basis, we’ll get to know our team members’ communication styles and hear about what’s going on for them – at work, at home, in their lives – and can incorporate this into our work with them. When someone who is usually enthusiastic starts to be listless or quiet, we are responsible for exploring that with them.
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 I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The next of these is on the topic of the stakeholder categories, prioritization, communications and understanding requirements and expectations.  I was intrigued to read this article, as I'm always on the lookout for ways to build on strengths but also to understand and mitigate weaknesses. Sometimes you can have too much of a good thing - strengths can become overwhelming if applied incorrectly or overdone. By developing complementary skills, you can work towards balancing strengths in ways that enable you and your teams to be highly effective and keep people engaged and performing.
 Scenario: you're at a conference event, and you find yourself seated next to someone you don't know. You introduce yourself and go through the usual back and forth. "What do you do?", "How long have you been with the company?", "Where did you go to school?" And then...awkward silence.
At this point, the default actions are a) turn to someone else and repeat the exercise, b) take out your phone to check your messages (or send out a distress signal), or c) pretend to see someone you do know and move. None of these are great, or effective networking.  I found this book after seeing a Facebook post about the section on hyperbaton (defying the logical/grammatical order of words in a sentence). Hyperbaton covers three areas: prepositions (Shut up!), vowel order (tic-tac-toe), and word order (esp. adjectives and adjective-noun). This last one we all know but likely were never taught directly – it’s just such an ingrained part of the English language that we only recognize it when it’s broken. Adjective order follows this rule: opinion, size, age, shape, colour, origin, material, purpose, noun. In hyperbaton, you deliberately muck that up to make a phrase that gets attention (for better or worse (a merism and an antithesis)): large, blue sweater makes sense, but blue, large sweater sounds weird.
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Who is Robyn?
My career as a research project manager is rewarding, dynamic, challenging, and fun. I'm looking forward to sharing my knowledge and experience in communication, organization, and common sense approaches in research management and leadership, and to enabling others to learn and grow in this exciting career. 
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