Letitia Baldrige's
New Manners for New Times: A Complete Guide to Etiquette
Complete Guide to New
Manners
Read an Excerpt
Chapter 1
The Executive at Ease
on the Job
Everyone has qualms
when they're starting out in the business world. Even senior managers who have
excelled in the workplace for decades confess to concern when plunged into
strange, new territory, entering unknown situations, dealing with strangers
about whom they know nothing other than their brief bios and some second-hand
opinions.
The purpose of a book
like this on human interactions and behavior is to give you information that
can become a useful set of tools to help make life at work easier and more
successful.
Everyone who goes to
work wants to feel at ease or "socially comfortable" in his or her
surroundings. An executive known as someone at ease is a person who makes
others around him comfortable too.
No one wants to be
conspicuous by acting unsophisticated or unknowing. A person at ease walks with
grace through the workplace. He thinks about other people, and that
unconsciously takes his mind off himself and gives him poise. The fact that
others get along well with him is not defined by his designer-made clothes or
car of the moment. Rather, it's defined by something as simple as using three
common phrases that are automatic, instinctive parts of his everyday
vocabulary: "Please," "I'm sorry," and "Thank
you." It's that simple. He doesn't have to own Cartier panthère cufflinks,
know how to gossip in a foreign language, or choose the perfect wine every time
in a restaurant.
A cold, ill-at-ease
person would say to an employee, "Sorry, but you're going to have to stay
tonight until you've analyzed this report and made the required number of
copies. We need it for tomorrow's seven o'clock meeting." An at-ease
executive would say, "Jim, I hate to have to ask you to stay late to
finish the report and the copies tonight, but you're the only one who knows how
to make sense out of this. We'll make it up to you for messing up your evening,
I promise."
BEING AT EASE
ANYWHERE IN THE BUSINESS WORLD
There is no rest when
you are helping to manage a business. You have an excess of responsibility. You
must motivate and guide people; watch over their safety, benefits, and health;
realize profits; keep morale high; and avoid any criticism of the firm for
exploitation of its employees or racism, sexism, or discrimination.
Luckily, a good
manager usually has a good mindset, a positive attitude that is inherent in his
actions toward the company, its employees, and the common goals they all share.
This attitude is natural and automatic. A good manager does not have to force
himself to summon up superhuman strength or a feeling of compassion, or dose of
courage, to handle the inevitable people problems that arise in day-to-day work
situations. He handles them quickly, fairly, and with insight and
understanding.
A good manager is
constantly concerned about the morale of the people on his watch. His
employees, in turn, care about his morale, too, and enjoy doing a good job for
him. That's teamwork!
Here are some of the
components of an executive's behavior that make others want to be on his team:
Knowing When to Say
"Please"
Whether you're asking
the waitress at the diner to bring you another cup of breakfast coffee or
asking your secretary to go to the copy machine, "please" should come
forth without self-prompting or even consciously thinking about it. Hollywood,
unfortunately, has set a bad example: Network TV shows feature sitcom stars
yelling orders to people in their offices as well as waiters or shopkeepers. There's
never a "please" at the beginning or end. You should view with dismay
America's
favorite child TV stars ordering around their teachers and parents in their
shows each week. These kids would last about four days on a job in the business
world.
Fortunately, the real
world bears little resemblance to the screen world, because no matter how bad
the manners around us seem to be, most children come to learn that when they
grow up, their jobs will depend on how well they behave, not how much they can get
away with.
How Many Times a Day
Should One Say "Please?"
If you are in the
business world, it's impossible to count the number of times. When you make
even the slightest request of someone, you should begin or end it with
"please." For every favor you ask, "please" should be the
entrance or exit word.
To your spouse:
"Please help me entertain the boss at Sunday lunch. I need your
help."
To the taxi driver:
"Take me to La Guardia Airport, please."
To the hotel cashier:
"Please give me my bill for room 803."
To your secretary:
"Please fax this to John Garrett, with a copy also to Joan Scribner in New Orleans."
To the waiter:
"I'd like to see the wine list, please."
To the CEO:
"Please note his criticism of our strategy plan in the second paragraph.
It's pretty strong."
Knowing How to
Apologize
"Letter of Apology," Chapter 7
The short phrase
"I'm sorry" means so much to the person to whom it is addressed, even
when you have to push yourself to utter it. Whatever your motivation, when an
apology is called for, make it! For example:
• If you misdial
someone on the phone, say "I'm terribly sorry, wrong number," rather
than just slam down the receiver in the other person's ear.
• If you do something
really hurtful, such as forgetting an appointment:
• Telephone your
sincere apology.
• Follow it up with a
personal note of apology.
• Send flowers or a
gift of some kind, such as fruit, wine, or candy, to reinforce your apology.
• If a stranger does
something nice, like picking up something you just dropped on the street but
didn't notice, tell him with a warm smile of appreciation that he has really
"made your day."
• If you arrive late
at a meeting, apologize to the chairman or the host and to the others you have
kept waiting.
• When you give
someone in your office too much work to do on an emergency basis, use all three
of these phrases:
"Please do
it."
"I'm sorry to
have to ask you to do this."
"Thank you very
much for doing it."
• If you do something
like bump a person as you move rapidly through a hallway, react quickly with a
sincere "I'm really sorry. I certainly didn't mean to do that." Your
words will diffuse the hostility your act may have engendered.
• If you cause damage
to a colleague's possession, apologize profusely, then offer to have it fixed
or replaced. For example, when you're a guest in a co-worker's, client's, or
your boss's home:
• If you stain your
host's good tablecloth at dinner, arrange to take it to the best dry cleaner
available.
• If you spill
something on his pale-colored carpet, arrange to have it professionally
cleaned.
• If you break
something, arrange to have it repaired at the best repair shop in town.
No matter what damage
you do in someone else's home or office, always do the best you can to make
amends — and write a good letter of apology.
Knowing How to Say
"Thank You"
"Informal Business Letters" and
"Letters of Acknowledgment and Thanks," Chapter 7
We should thank
people a lot more than we do — automatically — but if we think about what we
are thanking them for, we'll be more sincere. Some examples of the kinds of
situations in our everyday lives where a little expression of gratitude can be
very effective:
• When someone goes
back to your office to get your glasses for a meeting
• When someone from
the mailroom brings you the mail
• When a gas station
attendant finishes filling your tank with gas
• When someone opens
a door for you or holds the elevator door for you
• When someone serves
you in any capacity, whether it's your secretary who brings papers to your desk
or the person in the employee cafeteria who hands a plate of food across the
counter
• When anyone gives
you a gift of any kind
• When someone does a
favor for you
• When someone
praises you
Ways in Which to Say
"Thank You" for Substantive Favors or Gifts
• Spoken. Convenient
if you happen to run into the person. Careless and not very effective.
• Telephone.
Effective, but only if done within twenty-four hours; if the call is made after
that, it seems like an afterthought, not a sincere gesture.
• Written. The most
effective, because it's on the record and can be shown around and reread.
Compliments — The Best Way to Accept
and Give Them
"Acknowledging a Compliment,"
Chapter 7
Nothing is more
affirmative than a compliment. Naturally, that compliment should not be
exaggerated, snide, or phony, because then it turns into a negative gesture.
Say it from the
heart.
A Smart Manager
Compliments The Staff
Employees may feel
they're doing a good job, but they don't know it until they hear it. Praise
your staff when they do good work — when they get things done on time, when
they make an extra effort, when they deserve special recognition. Sure, you may
see to it that they get a raise the next pay period, but say it with words, not
just a personnel action for increased compensation. People need encouragement
as they progress in their job. Of course, you should correct any errors or
laxities in their work, but how about telling them what a good job they've done
on this and that?
Complimenting Your
Peers
Many of our parents
brought us up according to the rule, "If you can't say anything nice about
someone, just don't open your mouth." Not bad advice.
There's always
something you can find to compliment about anyone. It may be the color of a
fellow executive's tie, or the print of a woman executive's scarf; it might be
an employee's new haircut or snappy looking briefcase; it could be the good
looks of his children, as seen in the snapshot on his desk; or the amazing
progress an executive in the international division has made with her weekend
Japanese lessons. Open your eyes; you'll see it. Then it's up to you to comment
on it. It makes people feel good; it lifts their spirits.
The people with whom
you spend all day — your co-workers — deserve your praise and cheering up. You
have no idea how much influence you can have when you make your peers happy in
their jobs. It's another example of an individual' s power for good.
Compliments Are to Be
Accepted, Not Rejected
Nothing can take the
wind out of a person's sails faster than to have one's compliment rejected. If
someone says to you, "I think the proposal you presented this morning was
first-rate," the last thing he wants to hear you say is, "I thought I
did a lousy job of presenting it. I left out half the strong points." The
fact that you personally felt you did not do a good job does not matter. Take
the compliment in the spirit in which it was given.
If people compliment
you on your appearance, don't correct them and point out all the negatives. For
example, if someone says, "You look particularly bright and chipper this
morning," don't make a retort, "I feel terrible, my eyes are all
puffy from allergies, and I think I look awful."
What is the right way
to accept a compliment? "Thank you. That's really nice of you!"
When a manager walks
with ease through a business day, he makes everyone around him feel more at
ease in turn. When he sets an example of excellence, courtesy, and caring,
others rise to meet his standards. This is true leadership, out of which
teamwork develops.
If You're a Mean
Person, Eventually You'll Get Caught Being Mean
It's amazing how
often a person is caught in his private life, away from the office, when he
thinks he's free to act as he darn well pleases. A prime example of this is the
young, freshly recuited manager, top of his class at Harvard Business
School, who was observed
one Saturday (by the wife of the CEO of his new corporation) in the
supermarket's overcrowded parking lot. The manager did not see her, however. He
had recently been to his boss's home for a lunch where he had impressed
everyone with his graceful manners and charm.
The young business
school graduate, driving a fancy sports car and bursting with impatience,
looked around the congested parking lot and quickly solved his parking problem
by pulling into a spot clearly marked for the handicapped, next to the front
door of the store, and shutting out a driver who really was handicapped. By the
time the CEO heard the report of this incident from his furious wife, who had
spent fifteen minutes trying to find a nonhandicapped parking space, he decided
to fire the young newcomer while it was still legally possible. At work that
week, the boss told him he had been seen by his wife pulling a fast one after
lunch on Saturday. "True meanness just isn't part of our corporate
culture," he explained. "You won't go very far in this company, so
you'd be better off working elsewhere."
The story has a happy
ending, fortunately. The fired manager found another job and proceeded to work
hard on weekends and at nighttime donating his services to the local hospital.
At the end of a year he was given an award as the outstanding volunteer in the
suburban community, which his old boss read about in the newspaper. He got his
old job back.
When You're the New Kid
on the Block
When you join a
company, either in your first executive position or as a transfer from another
company, you might as well accept the fact that you will be an object of
curiosity and probably of some suspicion as well. You might also be a hate
object for someone who thought he was going to obtain the position you have
been retained to fill.
Remember, time is the
great healer and dealer. It doesn't matter how cool the atmosphere may be when
you arrive in your job. What matters is that you take your time to establish
good personal relations and proceed slowly and carefully — the opposite of a
shotgun approach. Here are some tips on how to handle yourself:
• Listen and learn,
rather than do all the talking. Don't think you have to justify yourself to
everyone. Spend your energies observing and asking smart questions rather than
trying to let everyone know how much you know and how important you are.
• Be equally nice to
everyone. The messenger may someday turn out to be your best friend in court.
The receptionist may one day be able to give you the most important information
of your life. The junior executive in the office next to yours whom you don't
think is very important may one day be your boss.
• Don't make snap
judgments about who's important, who's going to be your friend. You may change
your mind about most of the people in the office, so it's smart not to form an
opinion of anyone until you know them well and have seen them interact. Don't
listen to negative stories about who's out to get whom, who's about to get
fired, who's cheating. Resolve to keep an open mind and to make your own
judgments later — much later.
• Ask your peers to
lunch, one by one (one a week, for example). Get to know them on an easy,
informal basis. It will be money well invested. Assume an "I honestly need
your help to learn how this company works" attitude. If you make your
peers understand that you need their assistance, that you know less than they
do but need to know more in order to become a good team member, you will find
they will help you. They won't mind your asking for information. What does not
work is arrogance; what does work is modesty.
• Don't ask prying
personal questions about others in the office. If you try to collect gossip,
you'll instantly acquire the kind of reputation you don't want. You'll become
known as a gossip yourself, someone not to be trusted.
When You Have Moved
from a Large to a Small Company
An employee who
changes from a large corporation to a small company may have difficulty
adjusting and in making friends with a new set of peers. In a large
corporation, an executive has set, defined responsibilities; in a small
company, he or she may have to pinch-hit for anyone and everyone as necessity
dictates. The newcomer who complains, acts uppity, or keeps talking about
"how it was back at the other company" is in for trouble. If you keep
making comparisons to your former company, others probably will find them
pretty odious and superior sounding. As a newcomer, you should make a determined
effort to "hang loose" — and to step in to help as needed. The
opportunity to grow with a small company — to nurture it and enjoy the
camaraderie as it prospers — is worth an exercise in humility on your part any
time.
Being at Ease in
Meeting and Greeting in the Business World
The art of meeting
and greeting people with charm and efficiency is one of the most effective
tools with which anyone in business or the professions can be armed. Meeting
someone requires making an effort, putting oneself out, stepping forward,
saying and doing something. A manager (or potential manager) can show himself
to be a smooth, secure, knowing executive by that first gesture — the way he
acts when introduced, introduces himself, or introduces someone else. For
example, Tony Cordier sees an old colleague approaching from the other end of
the airport terminal. He jumps up from his seat near his flight gate, reaches
out warmly to shake the hand of the newly arrived passenger, and says, "Gregg!
Tony Cordier, great to see you again!" (He gives his own name, in case
Gregg has forgotten it.)
What's in a Name?
Everything. It means
everything to the person you are properly introducing to someone else in your
business life. It means everything to the person to whom you are introducing
the newcomer, who will want to learn the other person's name correctly so that
she won't be embarrassed later by having to ask for it again.
We're a nation of
name-mumblers when we introduce ourselves or other people. All we need do is
slow down and pronounce our names slowly, clearly, and distinctly; we may feel
as though we are exaggerating our names, but it eases the problem of
communication. We also don't pay much attention to people's last names anymore.
Perhaps the reason why we've become so first-name oriented, and casual and
sloppy about names in general, is that we just don't want to make the effort.
In business it is well worth the effort to conscientiously learn the names of
everyone with whom you interact, in and out of the office. When a manager
remembers his contacts' full names (not just their given ones), they are
flattered, their egos are enhanced, and relationships become more cordial as a
result.
The Art of
Introducing People
"Business Protocol", Chapter 12
The protocol of
making proper introductions is very logical: You properly introduce a lesser to
a more important or senior person. For example, you would introduce:
• A younger person to
an older person
• A peer in your
company to a peer in another company
• A junior executive
to a senior executive
• A fellow executive
to a customer or client
• An unofficial
person to an official person
• A fellow U.S. citizen to
a peer from another country
Introductions can be
hazardous. Here are some ways to sail through them:
• Explain who people
are when you introduce them:
"Mr. Cogswell, I
want my daughter, Cynthia Warren, to meet you. Cynthia, this is Mr. Gregory
Cogswell, the president of this company."
"Jane, I'd like
to introduce Harry Newman, my nephew. Harry, this is Dr. Jane Arrowsmith, head
of our hospital's Pain Clinic."
"Georgio, I
wanted June Treacher and Anthony Reynolds to meet you. They're college interns
from Stanford spending the summer with our company. June and Anthony, this is
Dottor Georgio Rizzoli of the Montecatini Corporation in Milano."
"Ambassador
Ketchum, I'd like to present Liza Rawson, the Comptroller of our corporation.
Liza, Ambassador Ketchum was formerly head of our embassy in Paris and is now a partner in Hockland and
Crighton."
When you're
introducing a younger person to an older one, for example, touch the arm of the
older person and say his name first, then symbolically, in your mind, bring up
to the person whose arm you are touching the junior person. This is the way
you'll remember how to introduce people to people of rank and status.
Of course, if you are
just introducing peers and friends to one another, a simple, "Bill, this
is Andy Miller — Andy, meet Bill Laidlaw" will do it. And if you forget
who is senior to whom and get all clutched up as to who to introduce to whom,
take a deep breath and do the best you can. Even if you have forgotten names,
just come up with the parts of the names you know, and no one will know the
difference. Many is the time I've bluffed my way through introductions, because
I remember either the first or the last name, but not both. "Mr. Parker,
I'd like to introduce my old friend Steve from American Express. Steve, this
illustrious gentleman is the head of the Jenkins Beer ad account." The
fact that I could not remember Mr. Parker's first name nor Steve's last name
simply didn't matter, because no one noticed it. They were too busy shaking
hands and saying hello to one another.
• Give information
when you introduce someone. Don't just call a person "Ambassador"
without naming the country to which he or she is — or was — accredited. Don't
just introduce people by name at a business party without giving their firm or
profession or some piece of information that can serve as a jumping off point
for conversation in that group.
• Remember to use
titles when introducing people. You may know that woman well as "Jennifer
Garrett." But when you are introducing her, it's important to give her
title. Introduce her as "Dr. Jennifer Garrett." Your brother may be
your brother, but when introducing him, if he is a judge, he should be referred
to as "my brother, Judge William Doakes." A man you're introducing
may have been your college roommate, but if he is of high political or
appointive office, the people to whom you're presenting him should know it.
Therefore, introduce him as "Steve Creighton, Congressman from California,"
instead of just "Steve Creighton." People want to know to whom
they're speaking, so they can make appropriate comments.
• Some titles
accompany their owners to their graves. Once an Ambassador, always an
Ambassador. When a general retires, his family name is still preceded with his
rank; when a high-ranking official no longer holds his post, he's introduced as
"Governor," "Senator," or "Judge," all his life
(see also "Proper Forms of Address," Chapter 12).
• If you forget
someone's entire name when you know that person well, don't worry if you have a
total lapse of memory. It happens to us all. Just laugh and make a joke of it.
"Sometimes I can't even remember my own mother's name..." Confess on
the spot. You will be forgiven, because every single person in this world
forgets names. It's a very human failing. You will always be forgiven — unless
you do it to your future mother-in-law, who is against the marriage.
• Be a sport: Always
give your own name. Since there is a possibility — maybe even a probability —
that the person you know, who is standing with some people you do not know, has
forgotten your name and therefore cannot introduce you, help him out. Stick out
your hand and give him your name ("Hello, Jim Schubert, good to see
you"), to which he will reply, "Jim, did you think I had forgotten
your name?" Of course, he has, but everyone is smiling, being introduced
all around, everyone is happy, and you have saved the day by simply coming out
with your name right away.
• If your last name
is different from your spouse's (which, of course, occurs when a woman keeps
her own name after marriage), it is important to communicate this fact when you
are at social events together. I am a case in point, since I'm Letitia Baldrige
during the day, but in the evening I'm Letitia Hollensteiner. If there is one
thing my husband does not appreciate, it is to be introduced as Robert
Baldrige, instead of Robert Hollensteiner. This lays the onus on me to
introduce him properly whenever we're around people who know me but not him,
and who always call me by my professional, maiden name of Baldrige. In these
situations, I say very clearly, slowly, and distinctly, "This is my
husband, Bob Hollensteiner," and if anyone starts to call him Mr.
Baldrige, I jump right in and correct them (politely, of course). It's a
question of communication. Men and women should be sensitive to their spouses'
egos when they are in a business setting that is familiar to one but not the
other.
When People
Mis-Introduce You, Do You Correct Them?
If someone repeatedly
mis-introduces you — giving you either the wrong name, title, or company name —
don't make a dramatic episode out of it. Put a big smile on your face and
whisper in the person's ear, "Just thought you'd like to know that my name
is Jane Merson, not Mason"..."It's nothing at all serious, but I'm a
lawyer with Simpson Thacher, not Covington & Burling"..."Just a
small correction — I'm Colonel Morris, not Major Morris."
I am famous for
introduction mistakes, because of always being in a hurry and not concentrating
enough. I have been known to introduce husbands to wives, brothers to sisters,
and divorced couples as though they were still married (the latter is particularly
grim if one or both have remarried).
Remembering Names
Takes Practice
The ability to
remember names is an outstanding asset. Concentration is the key to remembering
a large number of them — at least for a short space of time, such as during a
party or a weekend meeting.
When you meet a
person, concentrate on his name as it is given to you. Repeat it mentally while
you say it aloud. "Glad to meet you, Mr. McChesney," you might say as
your mind repeats the name silently two or three times and you also search for
an identifying word association. He may have one wisp of hair standing up
straight on his head" ("McChesney, wisp on top of head"). He may
have unusual colored eyes ("McChesney, green cat's eyes"), very broad
shoulders ("McChesney, wrestler's shoulders"), or an unusual pattern
in his suit ("McChesney, tic-tac-toe suit"). If the name can be used
in a word association with the person himself, concentrate on that. For
example: "Mr. Burns, red hair," "Mr. Long, very tall,"
"Mrs. McIntosh, wearing a raincoat," etc. Remember one salient detail
and it will fasten to that person's name like Velcro, at least for a while.
If you don't
understand a name when it's given to you (and many introducers are hopelessly
inept at articulating names when making introductions), don't be shy about
asking for the name again: "I'm sorry, I didn't understand your name, and
I want to know it." The other person should be flattered that you care
enough to want to know.
If the other person
repeats it but you still do not understand, ask for a repetition, even more
apologetically this time: "I'm sorry, I just can't seem to catch the
name."
This time the person
should pronounce his name slowly so that you are able to understand it. If you
repeat it aloud, his name will now stick in your mind. If his name is very
complicated (like Dobyczescowitz, for example), ask him for his business card;
if he doesn't have one, ask him to write his name on your notepad. (When I am
out on business, I always carry a thin notepad with me, as do many business
people.) By now he will either be very irritated or immensely pleased by your
interest.
If you see someone
you've met before but can't remember the name, say something like, "I
remember meeting you at that American Express lunch at the Hilton last spring.
I'm Agnes Catwell." The other person will be flattered to have been
remembered, even if you didn't recall his or her name.
If you are entrusted
with the responsibility of introducing people to each other at a corporate
function, you will have to go through a lot of hard work in order to remember
people's names and in order to pronounce them properly. When you do a good job
of it, you cast a fine reflection on your company and on your own talents.
People like to have their names and titles remembered and stated correctly.
It's one of the emoluments in life to which one feels entitled.
Using Nicknames in
the Workplace
An unflattering,
ugly-sounding, or just plain comical nickname has no place in a conservative
business situation. This kind of informality is fine in an art director's
office, but not in the office of the vice-president for corporate finance.
Besides, a nickname is often a put-down of the person.
Some people have the
misfortune to grow up with their childhood nicknames firmly attached —
"Chuckles," "Bubba," "Pepper," "Pooch,"
"Pits," "Spritz," etc. Friends who insist upon calling an
executive by this kind of nickname should be kindly reminded by the executive:
"Look, I'm not called that anymore. I'd appreciate your calling me
Bill."
Everyone has the
right to be addressed by a dignified name in the office, one that is neither
silly nor deprecating. If your nickname is a pleasing shortened version of your
name (such as "Charlie," "Bob," "Dick," etc.),
there is no problem. But if Charlie wants to be called "Charles" in
the workplace, all he has to do is keep reminding people to call him that. Once
his proper name is fixed in other people's minds, he will become
"Charles" to them forever.
The head of an
insurance company recently circulated a memo to his company executives
decreeing that "names, not nicknames will be used in this office." He
added, "I happen to love dogs, but dogs, not their owners, are known by
nicknames."
What's in a
Handshake?
Everything. It's your
first physical contact with someone, flesh to flesh. Your handshake is
important from the point of view of:
• How you do it
• When you do it
• How it feels to
someone else
A DESIRABLE HANDSHAKE
FEELS:
Firm, strong,
representative of a person who makes decisions, takes risks, and above all,
takes charge
Warm and
enthusiastic, as if you are really glad to meet that person
Dry, pleasant to the
touch
AN UNDESIRABLE
HANDSHAKE FEELS:
Hesitant, apologetic,
almost as if you were saying, "I don't really want to shake your hand, nor
am I a decision maker."
Weak, slippery,
lifeless, like a handful of dead fish. Just as negative is the bone crusher
handshake, which makes the other person feel in need of having his hand
X-rayed.
Wet and clammy, or
cold, as though you have been holding an iced drink all day
When Do You Shake
Hands?
All the time. For
instance:
• When you run into
someone you know
• When you say
goodbye to the same person
• When someone comes
in from the outside to see you in your office, and when he leaves, too
• When someone enters
your home, or when you enter someone else's home or when you take leave of one
another
• When you meet
someone you know in a restaurant
• When you're
introduced to people in any business or social situation, and when you take
leave of them
• When you are
congratulating someone — after a speech, after an award presentation
• When you are
consoling someone in this case you might hold the handshake for several
seconds, then put your other hand on top of the two shaki..