Friday, December 30, 2016
If You’ve Made a Bad Decision, Act Fast
December 01, 2016
If You’ve Made a Bad Decision, Act Fast
No one likes to make a bad decision. Maybe you hired the wrong person, took a job that wasn’t a good fit, or launched a new product that no one seems to want. When you realize that you made a mistake, act fast. It’s far better for your career to accept the loss now, rather than dragging it out and wasting even more resources. Think carefully about how you might make the situation better. You may not need to pull the plug completely. For example, if you hired the wrong person for the job but she has the right attitude, she may be open to training to improve her skills. But some problems require drastic, decisive action. If you absolutely hate your new job after a month, you may want to resign immediately so that the company can make an offer to another candidate. Once you’ve taken action, reflect on what happened. Could the problem realistically have been avoided? Sometimes the answer is no, but other times, if you’re honest with yourself, you could have prevented the situation. Take the time to understand where you went wrong so you don’t make the same mistake twice.
Adapted from “What to Do When You’ve Made a Bad Decision,” by Dorie Clark
Staff a New Initiative with a Broader Group of People
November 25, 2016
Staff a New Initiative with a Broader Group of People
With new initiatives, we often assume we need a smaller team to get the job done. But there are advantages to bringing in a broader group of people: you capture more ideas and build a sense of community.
Next time you’re tasked with an initiative, consider using an ecosystem-focused approach.
Start by deliberately seeking out different perspectives. Recruit the people who will be affected by your new product or service, and pay special attention to those who provide support services or add-ons. Having the right people is more important than having the right idea. Bring this curated group together either in person or virtually to trade ideas, share perspectives, and contribute to the initiative. You should ask these people to commit something — time, attention, expertise, or funding — toward the initiative.
After this initial meeting, continue to cultivate relationships with those who have contributed and committed to the initiative.
Adapted from “To Innovate, Think Like a 19th-Century Barn Raiser,” by John Geraci and Christopher Chavez
Sunday, December 25, 2016
Make Delegation Easier
December 12, 2016
Make Delegating Easier
All managers know they’re supposed to delegate, but too many of them are still doing too much themselves. What’s an overburdened manager supposed to do? First, pay attention. If you’re swamped, and especially if you find yourself having to say no to new work, this is a sign that you may not be delegating enough. Come up with a process that lets you delegate something and be done with it. Delegation is useless if you have to spend time managing the process or answering follow-up questions. Delegating well requires efficient, clear communication. Minimize time spent in meetings, but not to the point that you need to have the same conversation twice. And don’t forget to have processes in place — ideally ones that require little of your time — to check your staff’s work so that you can trust it. Invest in resources that will make delegation easier. If there’s a new technology that lowers coordination costs and makes collaboration easier, don’t skimp. Making delegation as seamless as possible is always a good investment.
Adapted from “Research: Delegating More Can Increase Your Earnings,” by Thomas N. Hubbard
Thursday, December 22, 2016
Avoid Micromanaging by Setting Clear Targets for Your Direct Reports
December 20, 2016
Avoid Micromanaging by Setting Clear Targets for Your Direct Reports
Micromanagement isn’t a personality flaw; it’s a breakdown in the fundamentals of delegation. As a manager, you should be able to give someone a task without having to look over their shoulder.
The key is to provide clear goals.
If you want your direct report to improve customer satisfaction, define by how much and specify which elements of satisfaction are most important.
You should also explain the constraints of the project: “stay within this budget” or “follow these policies” or “get my approval on this type of decision.” Without these guardrails you’re likely to leave the person flailing, and you, in turn, will want to hover. But be careful not to give too many constraints. Telling your general counsel, for example, to “get the contract in place” and then handing him the term sheet on a napkin is likely too vague. But saying “I’ll need to approve all edits in each step of the negotiation” is too much of a constraint and will waste everyone’s time. You need to find the right balance for you.
Adapted from “Why Is Micromanagement So Infectious?” by Niko Canner and Ethan Bernstein
Wednesday, December 14, 2016
Combine Your Customer and Employee Feedback Systems
December 13, 2016
Combine Your Customer and Employee Feedback Systems
Most companies ask customers for feedback about their products and services. But only a handful ask their employees the same questions. This is a missed opportunity. A lot of insight can be gained from connecting your customer feedback to your employee feedback systems, especially if you flag interactions where your customers’ and employees’ perceptions diverge. So in addition to asking your customers questions like “Was your problem solved” and “Are we easy to work with?” ask your employees “Did you solve the problem?” and “Was it easy to access the tools and resources you needed to do it?” The combined answers will give you more insight into your customers. And managers can use the information to coach employees, assess whether they had the right tools and resources, and identify people with innovative ideas and leadership potential. Connecting these systems can create powerful feedback loops that both engage employees and help your company respond to fast-changing customer expectations.
Adapted from “Listen to Your Employees, Not Just Your Customers,” by Beth Benjamin
Tuesday, December 13, 2016
How to Leave Your Job Gracefully
December 09, 2016
How to Leave Your Job Gracefully
How you leave a job is just as important as how you start one. It can be tempting to say exactly what you think about the organization or people you’re leaving, but there are only downsides to burning bridges or destroying relationships. You need to make a graceful exit. So once you’ve given notice to your boss, do the following:
(1)Create a plan with your boss.
Lay out who you’ll tell about your departure and when and how you’ll hand off your work. It’ll make you both feel better to be on the same page.
(2)Be positive.
No matter your reasons for leaving, don’t bring up past grievances or badmouth people on the way out. Focus on where you’re headed, so you’re seen as a person seeking new growth opportunities rather than as a disgruntled defector.
(3)Work hard until your last day.
Don’t sully your hard-won reputation by slacking off at the end. Go out on a high note by making sure that your projects are transferred in a timely and organized fashion and that deadlines won’t be overlooked in your absence.
Adapted from “What to Do After You Tell Your Boss You’re Leaving,” Carolyn O'Hara
How to Leave Your Job Gracefully
How you leave a job is just as important as how you start one. It can be tempting to say exactly what you think about the organization or people you’re leaving, but there are only downsides to burning bridges or destroying relationships. You need to make a graceful exit. So once you’ve given notice to your boss, do the following:
(1)Create a plan with your boss.
Lay out who you’ll tell about your departure and when and how you’ll hand off your work. It’ll make you both feel better to be on the same page.
(2)Be positive.
No matter your reasons for leaving, don’t bring up past grievances or badmouth people on the way out. Focus on where you’re headed, so you’re seen as a person seeking new growth opportunities rather than as a disgruntled defector.
(3)Work hard until your last day.
Don’t sully your hard-won reputation by slacking off at the end. Go out on a high note by making sure that your projects are transferred in a timely and organized fashion and that deadlines won’t be overlooked in your absence.
Adapted from “What to Do After You Tell Your Boss You’re Leaving,” Carolyn O'Hara
Monday, December 12, 2016
" Make a Great First Impression "
Communication / networking
December 07, 2016
" Make a Great First Impression "
Whether you’re interviewing for a job or making a sales call with a new client, first impressions matter. Your relationships and interactions will be a lot easier if you start off strong. Here’s how to do it:
(1) Do your homework.
Know who you’re talking to, what she cares about, and the problem she’s trying to solve. Prepare relevant talking points before the meeting.
(2)Exude confidence.
It’s normal to be nervous, but you don’t want your anxiety to show. Your body language should be confident and comfortable. Take long strides. Sit up straight. Walk with your chest held high.
(3)Engage and be engaging.
Draw out the other person. Listen to what she’s saying. Ask thoughtful follow-up questions. The better you make her feel, the more she’s inclined to have a positive impression of you.
(4) Follow up.
To ensure your first impression sticks, write the person a thank you note or send an article related to the conversation you had.
Adapted from “How to Make a Great First Impression,” by Rebecca Knight
December 07, 2016
" Make a Great First Impression "
Whether you’re interviewing for a job or making a sales call with a new client, first impressions matter. Your relationships and interactions will be a lot easier if you start off strong. Here’s how to do it:
(1) Do your homework.
Know who you’re talking to, what she cares about, and the problem she’s trying to solve. Prepare relevant talking points before the meeting.
(2)Exude confidence.
It’s normal to be nervous, but you don’t want your anxiety to show. Your body language should be confident and comfortable. Take long strides. Sit up straight. Walk with your chest held high.
(3)Engage and be engaging.
Draw out the other person. Listen to what she’s saying. Ask thoughtful follow-up questions. The better you make her feel, the more she’s inclined to have a positive impression of you.
(4) Follow up.
To ensure your first impression sticks, write the person a thank you note or send an article related to the conversation you had.
Adapted from “How to Make a Great First Impression,” by Rebecca Knight
" How to Make People on Your Team Feel Like They Belong"
Employee Engagement & Inclusion
December 05, 2016
" How to Make People on Your Team Feel Like They Belong"
We’re genetically wired to belong ! It’s how we survive and thrive in life — and at work.
This is especially important for minorities who often don’t feel included at the office.
New research shows that fostering a sense of belonging helps reduce stress levels, and consequently improves physical health, emotional well-being, and performance.
Here are a few ways you can create a culture where everyone feels they belong:
(1) Make introductions.
Don’t introduce people just by their title. Add ' litle tidbits' that are unique to the individual and show that you appreciate them. Use language like: “This is Yamuna — she is part of our research team.” The word “our” really adds the feeling of being on a team.
(2)Solicit input.
Don’t expect everyone to show up and speak up. Invite people who you want to include, ask their opinion, and follow up with questions so they truly felt heard.
(3) Share stories.
Stories show that you, as the storyteller, care enough about your audience’s career to show your own vulnerability and share your mistakes and successes. They also help people connect emotionally.
Adapted from “Diversity Efforts Fall Short Unless Employees Feel That They Belong,” by Pat Wadors
December 05, 2016
" How to Make People on Your Team Feel Like They Belong"
We’re genetically wired to belong ! It’s how we survive and thrive in life — and at work.
This is especially important for minorities who often don’t feel included at the office.
New research shows that fostering a sense of belonging helps reduce stress levels, and consequently improves physical health, emotional well-being, and performance.
Here are a few ways you can create a culture where everyone feels they belong:
(1) Make introductions.
Don’t introduce people just by their title. Add ' litle tidbits' that are unique to the individual and show that you appreciate them. Use language like: “This is Yamuna — she is part of our research team.” The word “our” really adds the feeling of being on a team.
(2)Solicit input.
Don’t expect everyone to show up and speak up. Invite people who you want to include, ask their opinion, and follow up with questions so they truly felt heard.
(3) Share stories.
Stories show that you, as the storyteller, care enough about your audience’s career to show your own vulnerability and share your mistakes and successes. They also help people connect emotionally.
Adapted from “Diversity Efforts Fall Short Unless Employees Feel That They Belong,” by Pat Wadors
Wednesday, November 30, 2016
Get More Out of One-on-One Meetings with Your Direct Reports
November 30, 2016
Get More Out of One-on-One Meetings with Your Direct Reports
Good managers know it’s important to regularly check in with each of their employees, but too often one-on-one meetings feel hurried and disorganized. To make the most of these meetings be more deliberate about how you structure them. First, schedule them. It doesn’t matter how often they occur — every week, every other, or once a month — but they should be repeating events on your calendar. And honor these time slots. Don’t get in the habit of canceling, which signals to your employee that you don’t value her time. Make sure there’s an agenda. Ask your direct report for a synopsis of what she’d like to talk about before the meeting. You should do the same for her. When in the room together, be present. Turn off your phone; close your office door. Start the meeting by complimenting your colleague on something she does well. Then, be curious. Listen to your colleague’s concerns and provide feedback and ideas on how she might solve problems. Always close the meeting with a note of appreciation, too. Words of affirmation can mean a lot.
Get More Out of One-on-One Meetings with Your Direct Reports
Good managers know it’s important to regularly check in with each of their employees, but too often one-on-one meetings feel hurried and disorganized. To make the most of these meetings be more deliberate about how you structure them. First, schedule them. It doesn’t matter how often they occur — every week, every other, or once a month — but they should be repeating events on your calendar. And honor these time slots. Don’t get in the habit of canceling, which signals to your employee that you don’t value her time. Make sure there’s an agenda. Ask your direct report for a synopsis of what she’d like to talk about before the meeting. You should do the same for her. When in the room together, be present. Turn off your phone; close your office door. Start the meeting by complimenting your colleague on something she does well. Then, be curious. Listen to your colleague’s concerns and provide feedback and ideas on how she might solve problems. Always close the meeting with a note of appreciation, too. Words of affirmation can mean a lot.
Friday, November 25, 2016
When Low-Cost Competitors Show Up, Airlines’ Performance Worsens
Business Research
August 14, 2014
Research Finding :
When Low-Cost Competitors Show Up, Airlines’ Performance Worsens
Observations :
Established airlines might be expected to improve their on-time performance to protect their market share when low-cost competitors enter their markets, but the opposite happens .
For example, within the first year after Southwest’s entry, the proportion of incumbent airlines’ flights arriving at least 15 minutes late rose an average of 3.2 percentage points.
Possible Reason :
The performance decline may be a result of airlines’ cost-cutting in response to the new threat, the researchers say.
Conclusion :
Compete , on your own value proposition. Don't play the game on competitor's strong points !
SOURCE: Do Incumbents Improve Service Quality in Response to Entry? Evidence from Airlines’ On-Time Performance . Courtesy: Research by Jeffrey T. Prince and Daniel H. Simon of Indiana University & HBR .
August 14, 2014
Research Finding :
When Low-Cost Competitors Show Up, Airlines’ Performance Worsens
Observations :
Established airlines might be expected to improve their on-time performance to protect their market share when low-cost competitors enter their markets, but the opposite happens .
For example, within the first year after Southwest’s entry, the proportion of incumbent airlines’ flights arriving at least 15 minutes late rose an average of 3.2 percentage points.
Possible Reason :
The performance decline may be a result of airlines’ cost-cutting in response to the new threat, the researchers say.
Conclusion :
Compete , on your own value proposition. Don't play the game on competitor's strong points !
SOURCE: Do Incumbents Improve Service Quality in Response to Entry? Evidence from Airlines’ On-Time Performance . Courtesy: Research by Jeffrey T. Prince and Daniel H. Simon of Indiana University & HBR .
Thursday, November 24, 2016
Align Your Career Expectations with Your Parents’
November 24, 2016
Align Your Career Expectations with Your Parents’
Parents have expectations for their children; that’s natural. But letting those hopes guide your career choices can cause unnecessary angst. Maybe you want to switch careers but you’re afraid your parents will be disappointed. Or perhaps you want to move to a new city or country but are worried about abandoning them. These are real concerns, but it’s important to remember that we tend to think we know what people expect of us when we actually don’t. So write down what’s important to you and what you want out of your career, and then talk with your parents to align your expectations. The goal of this conversation is to clarify what they really think and want from you. After these candid conversations, people often realize they were wrong about what their parents expected of them — usually there’s more support and acceptance than people thought.
Adapted from “What to Do If Your Parents Are Causing You Career Angst,” by Stew Friedman
Align Your Career Expectations with Your Parents’
Parents have expectations for their children; that’s natural. But letting those hopes guide your career choices can cause unnecessary angst. Maybe you want to switch careers but you’re afraid your parents will be disappointed. Or perhaps you want to move to a new city or country but are worried about abandoning them. These are real concerns, but it’s important to remember that we tend to think we know what people expect of us when we actually don’t. So write down what’s important to you and what you want out of your career, and then talk with your parents to align your expectations. The goal of this conversation is to clarify what they really think and want from you. After these candid conversations, people often realize they were wrong about what their parents expected of them — usually there’s more support and acceptance than people thought.
Adapted from “What to Do If Your Parents Are Causing You Career Angst,” by Stew Friedman
" A Firm Handshake, a Lot of Bacteria"
August 08, 2014
" A Firm Handshake, a Lot of Bacteria"
Research finding :
A strong handshake is almost twice as effective as a weak one in transferring bacteria such as E. coli from one person to another .
A moderately strong handshake, in turn, transfers about twice as many bacteria as a high-five. A fist bump is even more hygienic than a high-five.
Conclusion : Come home and wash your hands with soap, if your job involves giving a lot of handshakes in a work day .
Courtesy : a study conducted in the UK and reported in The New York Times & HBR
" A Firm Handshake, a Lot of Bacteria"
Research finding :
A strong handshake is almost twice as effective as a weak one in transferring bacteria such as E. coli from one person to another .
A moderately strong handshake, in turn, transfers about twice as many bacteria as a high-five. A fist bump is even more hygienic than a high-five.
Conclusion : Come home and wash your hands with soap, if your job involves giving a lot of handshakes in a work day .
Courtesy : a study conducted in the UK and reported in The New York Times & HBR
Wednesday, November 23, 2016
Negotiation : To Get What You Want, Find a Similarity
August 14, 2014
To Get What You Want, Find a Similarity
When you’re beginning an intense negotiation, building trust early is important: it makes the work of aligning both interests easier (and makes the person across the table more likely to honor her commitments).
You can establish trust by creating a sense of similarity between the two of you — feeling alike is one of the mind’s basic mechanisms for determining loyalty. So the next time you're negotiating, find and emphasize something — anything — that will help your counterpart notice the link between you two.
Do you root for the same sports team?
Did you have similar first jobs?
Are you both juggling work and a family?
That sense of affiliation makes her more willing to cooperate and find a solution that works for everyone.
Adapted from “ The Simplest Way to Build Trust” by David DeSteno.
To Get What You Want, Find a Similarity
When you’re beginning an intense negotiation, building trust early is important: it makes the work of aligning both interests easier (and makes the person across the table more likely to honor her commitments).
You can establish trust by creating a sense of similarity between the two of you — feeling alike is one of the mind’s basic mechanisms for determining loyalty. So the next time you're negotiating, find and emphasize something — anything — that will help your counterpart notice the link between you two.
Do you root for the same sports team?
Did you have similar first jobs?
Are you both juggling work and a family?
That sense of affiliation makes her more willing to cooperate and find a solution that works for everyone.
Adapted from “ The Simplest Way to Build Trust” by David DeSteno.
Push Your Team Out of a Rut
October 08, 2014
Push Your Team Out of a Rut
Every team falls into a rut once in a while. Instead of scheduling another tired brainstorming session, take a step back and diagnose the problem. Think about when, where, and how your team has been most creative in the past. Can you recreate that group dynamic? Focus your team's attention toward solving a narrow problem – sometimes constraints enable fresh thinking. Get different points of view by inviting employees from other parts of your business to present ideas to your team. Make sure people aren’t stuck because they fear their ideas aren't any good. You need to create a safe environment where people are comfortable voicing their opinions. And once you have ideas, commit to moving them forward by setting aside a small budget to create rough prototypes or relieving workers of some duties to free up their time for new projects. Finally, avoid overuse of the word “innovation” – it's been talked to death.
Adapted from “ What to Do If Your Team Is in a Rut” by Rebecca Knight.
Don’t Stop Learning Once You Hit the C-Suite
August 27, 2014
Don’t Stop Learning Once You Hit the C-Suite
How can you thrive in a rapidly changing market? By continuing to learn and develop new skills even once you hit the C-suite. Here are some ways to start:
(1) Self-assessments.
Honest self-scrutiny can show you where you may be falling short and what skills you need to develop.
(2)Feedback and mentoring.
Always ask your team, peers, and boss how you can be better. And don't be afraid to ask someone whose career you admire for advice or regular mentoring.
(3)Formal education and developmental assignments.
Executive education gives you access to new practices and a global network of contacts. Accepting job assignments outside your area of expertise can also expose you to new ideas, new markets, and disruptive technologies.
Adapted from “ Keep Learning Once You Hit the C-Suite” by Boris Groysberg.
Basics of group interviews for jobs
Group Interview for jobs
October 07, 2014
Show You Can Handle a Group Interview
Group interviews are tougher than one-on-ones. To succeed in this kind of setting, you have to prepare. Do your due diligence to gather information that can help you break the ice with the interviewers. Then once you're in the room:
Greet them individually. Don't sit right down and wait to be grilled. Walk around and introduce yourself.
Don't be a wimp. They want a leader, not someone who shies away from controversy and tries to make everyone happy. But if you’re pushing back, soften it with a question: Ask, "What do clients say about your current marketing approach?" instead of, "It doesn't look like your marketing approach is working."
Manage the meeting. Act as the facilitator of the group. If one person won’t stop talking, turn him off politely. If someone hasn't said much, let her into the conversation. Make sure every interviewer has had a chance to be heard.
Adapted from “ Ace the Group Interview” by Priscilla Claman.
October 07, 2014
Show You Can Handle a Group Interview
Group interviews are tougher than one-on-ones. To succeed in this kind of setting, you have to prepare. Do your due diligence to gather information that can help you break the ice with the interviewers. Then once you're in the room:
Greet them individually. Don't sit right down and wait to be grilled. Walk around and introduce yourself.
Don't be a wimp. They want a leader, not someone who shies away from controversy and tries to make everyone happy. But if you’re pushing back, soften it with a question: Ask, "What do clients say about your current marketing approach?" instead of, "It doesn't look like your marketing approach is working."
Manage the meeting. Act as the facilitator of the group. If one person won’t stop talking, turn him off politely. If someone hasn't said much, let her into the conversation. Make sure every interviewer has had a chance to be heard.
Adapted from “ Ace the Group Interview” by Priscilla Claman.
Women Negotiate Better for Themselves If They’re Told It’s OK to Do So
Business research / Negotiation
September 26, 2014
Women Negotiate Better for Themselves If They’re Told It’s OK to Do So
In an experiment, few women who applied for administrative-assistant jobs entered into negotiations about their wages, and of those who did, more negotiated them downward than upward, say Andreas Leibbrandt of Monash University in Australia and John A. List of the University of Chicago. For example, a typical comment from a female applicant was that the posted wage of $17.60 per hour “exceeds my expectations. I am willing to work for a minimum of $12.” But if the applicants were explicitly told that the wages were “negotiable,” more women negotiated them upward than downward, by a ratio of more than 3 to 1.
SOURCE: Do Women Avoid Salary Negotiations? Evidence from a Large-Scale Natural Field Experiment
September 26, 2014
Women Negotiate Better for Themselves If They’re Told It’s OK to Do So
In an experiment, few women who applied for administrative-assistant jobs entered into negotiations about their wages, and of those who did, more negotiated them downward than upward, say Andreas Leibbrandt of Monash University in Australia and John A. List of the University of Chicago. For example, a typical comment from a female applicant was that the posted wage of $17.60 per hour “exceeds my expectations. I am willing to work for a minimum of $12.” But if the applicants were explicitly told that the wages were “negotiable,” more women negotiated them upward than downward, by a ratio of more than 3 to 1.
SOURCE: Do Women Avoid Salary Negotiations? Evidence from a Large-Scale Natural Field Experiment
3 Tips for Staying Focused at Work
November 23, 2016
3 Tips for Staying Focused at Work
If you don’t know this by now, our constant access to data is killing our productivity. Too many of us begin the day by picking up our phones and getting lost in a stream of notifications and information. Here are three things you can do to carve out more time for yourself and remain focused and effective at work:
(1)Start your day right.
When you wake up, don’t roll over and start checking email on your phone. Try a simple mindfulness practice: Take a few deep
breaths, make a mental list of the things you’re grateful for, or meditate for 20–30 minutes.
(2)Organize your day.
Take advantage of your body’s natural rhythms. Focus on complex, creative tasks in the morning. Push meetings to the afternoon.
(3)Tidy up.
A clean work environment leads to a less cluttered mind. Put everything in a drawer. Create folders on your computer desktop to get rid of all the random files. On your phone, keep only the 8–12 most important apps on your home screen. Turn off all unnecessary notifications.
Adapted from “The Two Things Killing Your Ability to Focus,” by William Treseder
3 Tips for Staying Focused at Work
If you don’t know this by now, our constant access to data is killing our productivity. Too many of us begin the day by picking up our phones and getting lost in a stream of notifications and information. Here are three things you can do to carve out more time for yourself and remain focused and effective at work:
(1)Start your day right.
When you wake up, don’t roll over and start checking email on your phone. Try a simple mindfulness practice: Take a few deep
breaths, make a mental list of the things you’re grateful for, or meditate for 20–30 minutes.
(2)Organize your day.
Take advantage of your body’s natural rhythms. Focus on complex, creative tasks in the morning. Push meetings to the afternoon.
(3)Tidy up.
A clean work environment leads to a less cluttered mind. Put everything in a drawer. Create folders on your computer desktop to get rid of all the random files. On your phone, keep only the 8–12 most important apps on your home screen. Turn off all unnecessary notifications.
Adapted from “The Two Things Killing Your Ability to Focus,” by William Treseder
Tuesday, November 22, 2016
" When Misfortune Happens to Us, We Believe We Deserve It "
Psychology / Social Research
August 01, 2014
Research Finding :
" When Misfortune Happens to Us, We Believe We Deserve It "
Experiment :
Research participants who were informed they had gotten an unlucky break and would have to LOSE £3, rather than WIN the same amount, subsequently viewed themselves significantly MORE negatively and believed they were more deserving of bad outcomes !!
Why ?
Random misfortune damages people’s self-esteem ! This low self-esteem, which can lead to self-defeating beliefs and behaviors !
Where does it come from ?
It stems from people’s NEED to believe that the " world is fair just and predictable " and that bad fortune happens to those who deserve it, the researchers say.
Conclusion : Bad things happens to good people and vice versa . The world is not ALWAYS fair . Randomness and order, both are interwoven.
SOURCE: Making Sense of Misfortune: Deservingness, Self-Esteem, and Patterns of Self-Defeat & Research by a team led by Mitchell J. Callan of the University of Essex in the UK. Courtesy : HBR /
August 01, 2014
Research Finding :
" When Misfortune Happens to Us, We Believe We Deserve It "
Experiment :
Research participants who were informed they had gotten an unlucky break and would have to LOSE £3, rather than WIN the same amount, subsequently viewed themselves significantly MORE negatively and believed they were more deserving of bad outcomes !!
Why ?
Random misfortune damages people’s self-esteem ! This low self-esteem, which can lead to self-defeating beliefs and behaviors !
Where does it come from ?
It stems from people’s NEED to believe that the " world is fair just and predictable " and that bad fortune happens to those who deserve it, the researchers say.
Conclusion : Bad things happens to good people and vice versa . The world is not ALWAYS fair . Randomness and order, both are interwoven.
SOURCE: Making Sense of Misfortune: Deservingness, Self-Esteem, and Patterns of Self-Defeat & Research by a team led by Mitchell J. Callan of the University of Essex in the UK. Courtesy : HBR /
Morality and Competence Are Universal Concepts Among Humans
August 04, 2014
Morality and Competence Are Universal Concepts Among Humans
A team of researchers looking for ubiquitous human concepts in a dozen languages as diverse as the Afro-Asiatic tongue Afar and the Australian language Wik-mungkan discovered that ideas of morality — reflected in words that translate as “good,” “bad,” “disobedient,” and “ashamed” — occur in all 12. Also common are concepts of competence, or lack thereof: “strong,” “weak,” “useless,” and “stupid,” says the team, led by Gerard Saucier of the University of Oregon. The ubiquity of the concept of shame may indicate that a central part of the human experience is the response to behavioral constraints imposed by social groups, the researchers suggest.
SOURCE: Human Attribute Concepts: Relative Ubiquity Across Twelve Mutually Isolated Languages
Morality and Competence Are Universal Concepts Among Humans
A team of researchers looking for ubiquitous human concepts in a dozen languages as diverse as the Afro-Asiatic tongue Afar and the Australian language Wik-mungkan discovered that ideas of morality — reflected in words that translate as “good,” “bad,” “disobedient,” and “ashamed” — occur in all 12. Also common are concepts of competence, or lack thereof: “strong,” “weak,” “useless,” and “stupid,” says the team, led by Gerard Saucier of the University of Oregon. The ubiquity of the concept of shame may indicate that a central part of the human experience is the response to behavioral constraints imposed by social groups, the researchers suggest.
SOURCE: Human Attribute Concepts: Relative Ubiquity Across Twelve Mutually Isolated Languages
"Improve Your Relationship with Your Boss "
"Improve Your Relationship with Your Boss "
It goes without saying that your relationship with your boss is one of the most important you have at work. So what do you do if you’re just not getting along?
Here are some ways to improve your rapport.
(1)Align on goals.
Talk to your manager and clarify what they expect of you. The onus is on you to establish a two-way conversation that aligns their priorities with your own. Signal to your boss that you’re on board with their agenda.
(2)Empathize.
If you think your manager’s expectations are unrealistic, try to see things from their perspective. Understand their priorities and any pressures they may be under.
(3)Focus on the positive.
Don’t dwell on your boss’s annoying habits. Change your mindset by trying to find the good in your boss — everyone has something worth respecting.
(4)Connect.
Try to get to know your manager on a personal level by engaging them in conversation on topics beyond work. Figure out what they care about. Is it a sports team? Stamp collecting? A particular music group? Look for overlapping interests.
Courtesy : HBR
It goes without saying that your relationship with your boss is one of the most important you have at work. So what do you do if you’re just not getting along?
Here are some ways to improve your rapport.
(1)Align on goals.
Talk to your manager and clarify what they expect of you. The onus is on you to establish a two-way conversation that aligns their priorities with your own. Signal to your boss that you’re on board with their agenda.
(2)Empathize.
If you think your manager’s expectations are unrealistic, try to see things from their perspective. Understand their priorities and any pressures they may be under.
(3)Focus on the positive.
Don’t dwell on your boss’s annoying habits. Change your mindset by trying to find the good in your boss — everyone has something worth respecting.
(4)Connect.
Try to get to know your manager on a personal level by engaging them in conversation on topics beyond work. Figure out what they care about. Is it a sports team? Stamp collecting? A particular music group? Look for overlapping interests.
Courtesy : HBR
Friday, November 18, 2016
Manage Your Time Without Stepping on Any Toes
July 30, 2014
Manage Your Time Without Stepping on Any Toes
Advice for better time management typically includes saying no to meeting invites or checking email less often. But actions like these might adversely affect your colleagues. So before starting a new productivity regimen, get input from your coworkers and experiment with different techniques to see what might work for everyone. If your approach is going to infringe on someone else’s work, ask how you can make it up to him. You also need to make clear what you're doing and why. If you want to decline meeting invites, share your reasoning: you're working on a big initiative or other members of your team are attending. And because changing how you work can be disruptive, time your new approach wisely — not during a sensitive crunch period.
Adapted from “ Manage Your Time Without Annoying Your Coworkers" by Amy Gallo.
Don’t Make These Common Negotiating Mistakes
July 31, 2014
Don’t Make These Common Negotiating Mistakes
Even the best negotiators can make mistakes. Make sure all of your careful preparation isn’t wasted at the table by avoiding these common traps:
(1)Failing to listen.
Spending hours or days preparing your argument will naturally make you want to share your interests, lay out options, and so forth. But when you get into the room, focus on listening and asking questions as much as (if not more than) presenting your case.
(2)Sacrificing your interests to preserve the relationship.
Deal with you and your counterpart's relationship separately. Any trust issues should be resolved before you move on to the substance of the negotiation.
(3) Focusing on positions, not interests.
It's easy to establish what you both want and then move quickly into the specifics of the agreement. But the two of you need to take time to understand the drivers behind your positions — or you won't be able to reach an agreement that satisfies both of you.
Adapted from HBR’s Guide to Negotiating by Jeff Weiss.
If you utilize ALL leaves, you are less likely to get rewarded
HR research
August 22, 2014
" If you utilize ALL leaves / vacations , you are less likely to be promoted ! "
Employee Perspective : " Leave is my right ! My entitlement ! If organization provides 20 leaves per year , it's well within my right to utilize all of them. "
Organization's perspective : Number of leaves granted per year is the MAXIMUM that an employee can use , considering all possible emergencies and health problems . But it does not mean that every one should use ALL the leaves / vacations they are granted !
Research Finding :
According to one study, 13% of managers are less likely to promote workers who take ALL of their vacation time; according to another study , employees who take less than their full vacations earn 2.8% more in the subsequent year than their peers who took all of their allotted days, reports the Wall Street Journal.
15% of employees who are entitled to paid vacation - time haven’t used it fully in the past year.
August 22, 2014
" If you utilize ALL leaves / vacations , you are less likely to be promoted ! "
Employee Perspective : " Leave is my right ! My entitlement ! If organization provides 20 leaves per year , it's well within my right to utilize all of them. "
Organization's perspective : Number of leaves granted per year is the MAXIMUM that an employee can use , considering all possible emergencies and health problems . But it does not mean that every one should use ALL the leaves / vacations they are granted !
Research Finding :
According to one study, 13% of managers are less likely to promote workers who take ALL of their vacation time; according to another study , employees who take less than their full vacations earn 2.8% more in the subsequent year than their peers who took all of their allotted days, reports the Wall Street Journal.
15% of employees who are entitled to paid vacation - time haven’t used it fully in the past year.
Show You’ve Changed Even If Your Role Hasn’
September 24, 2014
Show You’ve Changed Even If Your Role Hasn’t
If you've been in the same role for a while, looking for a new job can be tough. But even if your resume doesn’t reflect it, you can show that you've grown in your career. First, seek new training opportunities and informational interviews to bring your industry knowledge up to date. Explain to recruiters how your role has changed, even though your title hasn’t. Share what you’ve learned from handling projects over the long term. Recount any new skills you’ve learned on the job. Highlight key moments when you pushed back or took control. Make the most of recent successes. And present your situation as a conscious choice: “I wanted to stay in the role to see how I could develop it.” Have an answer for when someone asks you: "Why haven't you moved on earlier?" Maybe you wanted to see a project through, or maybe you’re loyal to your team. Whatever you do, just don't blame the economy.
Adapted from “ How to Explain a Career That Looks Stalled” by John Lees.
Why Going All-In on Your Start-Up Might Not Be the Best Idea
Entrepreneurship
August 21, 2014
Why Going All-In on Your Start-Up Might Not Be the Best Idea
Entrepreneurs who give up their day jobs in stages are 33% less likely to fail in their start-ups than those who leave their jobs precipitously to run their new businesses full-time, according to a study of thousands of Americans by Joseph Raffiee and Jie Feng of the University of Wisconsin-Madison.
The staged approach, which allows entrepreneurs to gain important knowledge about their new businesses while phasing out their paying jobs, has become much easier with the rise of digital technologies that reduce the cost and time commitments of starting new companies, the authors say.
SOURCE: Should I Quit My Day Job: A Hybrid Path to Entrepreneurship
August 21, 2014
Why Going All-In on Your Start-Up Might Not Be the Best Idea
Entrepreneurs who give up their day jobs in stages are 33% less likely to fail in their start-ups than those who leave their jobs precipitously to run their new businesses full-time, according to a study of thousands of Americans by Joseph Raffiee and Jie Feng of the University of Wisconsin-Madison.
The staged approach, which allows entrepreneurs to gain important knowledge about their new businesses while phasing out their paying jobs, has become much easier with the rise of digital technologies that reduce the cost and time commitments of starting new companies, the authors say.
SOURCE: Should I Quit My Day Job: A Hybrid Path to Entrepreneurship
How to Handle an Unpredictable Boss
November 17, 2016
How to Handle an Unpredictable Boss
It can be hard to deal with a manager who acts like Jekyll and Hyde. You never know if the friend or the bully will show up. Whatever you do, don’t take it personally; you may have just said something that triggered a larger issue for them, or maybe you were in the wrong place at the wrong time. Try to look beyond the yelling and listen to what your manager is saying, not how he’s saying it. It’s also a good idea to look for triggers or patterns in his behavior. Figuring out the cause of your boss’s mood swings — whether it’s low blood sugar, pressure from clients, or something emotional — will help you develop strategies for coping. Finally, make sure you stay calm. Responding angrily will only aggravate the situation. You don’t want to say something in the heat of the moment that you regret later.
Adapted from “How to Deal with a Boss Who Behaves Unpredictably,” by Carolyn O’Hara
Thursday, November 17, 2016
Women Surpass Men as Kickstarter Fundraisers
Business Research / Start ups / Funding
August 26, 2014
Research Finding
Women Surpass Men as Kickstarter Fundraisers
Women may be heavily underrepresented in the start-up world, but they’re doing well on Kickstarter.
In one study, two-thirds ( or 67%) of technology ventures led by women reached their fundraising goals on the crowdfunding site, compared with ( only ) 30% of those led by men !!
Who funds them the most ?
Female-founded start-ups attract support from women who are activists and want to help other women, the researchers say.
SOURCE: Kickstarter Closes the Funding Gap for Women & HBR
August 26, 2014
Research Finding
Women Surpass Men as Kickstarter Fundraisers
Women may be heavily underrepresented in the start-up world, but they’re doing well on Kickstarter.
In one study, two-thirds ( or 67%) of technology ventures led by women reached their fundraising goals on the crowdfunding site, compared with ( only ) 30% of those led by men !!
Who funds them the most ?
Female-founded start-ups attract support from women who are activists and want to help other women, the researchers say.
SOURCE: Kickstarter Closes the Funding Gap for Women & HBR
You Perform Better When You’re Competing Against a ( known ) Rival
September 03, 2014
You Perform Better When You’re Competing Against a Rival
A runner can be expected to finish a 5 kilometer race about 25 seconds faster, on average, if a personal rival is also running, according to a study by Gavin J. Kilduff of New York University of 184 races conducted by a running club. Although past research has shown that competition imposed on strangers can be demotivating, Kilduff’s findings suggest that longstanding personal rivalries between similar contestants can boost both motivation and performance.
SOURCE: Driven to Win: Rivalry, Motivation, and Performance
Immigrants’ Willingness to Trust Is Affected By Where Their Mothers Were Born
September 23, 2014
Research Finding :
Immigrants’ Willingness to Trust Is Affected By Where Their Mothers Were Born
Research Fact :
Immigrants to Europe whose mothers were born in countries with higher levels of interpersonal trust are themselves more likely to show greater trust,(fathers’ birth origins are less important).
A 1-standard-deviation increase in the trust level in the mother’s country corresponds to an individual having higher trust by an amount equivalent to half the effect of having an upper secondary degree.
Although researchers view high-trust individuals — those who believe “most people can be trusted” — as more likely to get cheated and to have lower incomes, a higher overall trust level in a society appears to promote economic success, adoption of information technology, and physical health.
SOURCE: Trust issues: Evidence on the intergenerational trust transmission among children of immigrants & Martin Ljunge of the Research Institute of Industrial Economics in Sweden & HBR .
Create Smarter Return Policies
November 15, 2016
Create Smarter Return Policies
New research shows that offering a lenient return policy can increase the number of items purchased more than it increases the number of items returned. But in the real world, most companies impose restrictions to try to prevent too many returns. This is understandable, but companies should take a more balanced approach and be selectively lenient (or restrictive). Here are a few strategies that work:
(1) Be selectively lenient based on cause of the return.
For example, Gap has a return policy of 45 days for any exchange but offers an unrestricted return policy for all defective products.
(2)Be selectively lenient based on time.
Neiman Marcus offers 100% money back for returns less than 60 days after purchase, 75% back for 60–120 days after purchase, and so on.
(3)Be selectively lenient for your most important customers.
Sam’s Club requires a receipt (an effort-based restriction) for nonmembers but not for members.
Adapted from “How to Design a Return Policy,” by Narayan Janakiraman, Holly Syrdal, and Ryan E. Freling
Make Room for Your Team in Your Business Plan
August 15, 2014
Make Room for Your Team in Your Business Plan
Investors evaluating a business plan often start by reading the who-is-involved section. So making an effort to introduce your management team is just as important as describing the venture, the competition, and the financials. Include everyone’s resumes in the attachments portion, and use the bio section to highlight where your team members have worked before and how previous projects relate to the new business. Share any special skills they bring to the table. Show that they’re capable of recognizing risks, responding to problems, and making hard decisions. Investors will want to know how committed they are, so communicate what motivates each team member. Then you can present the team as a unit — affirm its strengths, acknowledge its weaknesses, and explain its management philosophy.
Adapted from Creating Business Plans (20-Minute Manager Series).
"Why Certain Managers Thrive in Tough New Jobs "
August 15, 2014
"Why Certain Managers Thrive in Tough New Jobs "
Why do some managers seem to enjoy unpleasant on-the-job learning experiences while others just want to quit?
Emotional intelligence has something to do with it .
The researchers found that a highly unpleasant developmental experience increased turnover intention about 20% among managers with low emotional intelligence but slightly decreased it among those with high EQ.
Managers with high EQ, the ability to understand and manage emotions, reframe their developmental experiences as valuable opportunities rather than as threatening situations.
SOURCE: No Pain, No Gain: An Affect-Based Model of Developmental Job Experience and the Buffering Effects of Emotional Intelligence & a study of managers by Yuntao Dong of the University of Connecticut.
"Why Certain Managers Thrive in Tough New Jobs "
Why do some managers seem to enjoy unpleasant on-the-job learning experiences while others just want to quit?
Emotional intelligence has something to do with it .
The researchers found that a highly unpleasant developmental experience increased turnover intention about 20% among managers with low emotional intelligence but slightly decreased it among those with high EQ.
Managers with high EQ, the ability to understand and manage emotions, reframe their developmental experiences as valuable opportunities rather than as threatening situations.
SOURCE: No Pain, No Gain: An Affect-Based Model of Developmental Job Experience and the Buffering Effects of Emotional Intelligence & a study of managers by Yuntao Dong of the University of Connecticut.
Stop Bragging About Being Busy
Goal Setting / Time Management / Productivity
August 18, 2014
Stop Bragging About Being Busy
We're all too busy — and we're proud of it. We want to do it all, have it all, and achieve it all.
It's no wonder why we backdoor-brag about being swamped: it's code for being successful and important.
But in the long run, all this motion leads to burnout.
The antidote is to pursue less: design your life around what is essential and eliminate everything else.
Disciplined prioritizing can leave you with work-free weekends, more thinking time, and time with friends.
(1) Set up a personal quarterly offsite. Here’s a simple rule of 3: every 3 months take 3 hours to identify the 3 things you want to accomplish over the next 3 months.
(2)Add expiration dates on new activities.
Not every new activity has to become a tradition.
(3)Say no to a good opportunity every week.
This is counterintuitive, but if we don't do it, we'll never have enough time to figure out what we really want to invest our time in.
Adapted from “ Why We Humblebrag About Being Busy” by Greg McKeown.
August 18, 2014
Stop Bragging About Being Busy
We're all too busy — and we're proud of it. We want to do it all, have it all, and achieve it all.
It's no wonder why we backdoor-brag about being swamped: it's code for being successful and important.
But in the long run, all this motion leads to burnout.
The antidote is to pursue less: design your life around what is essential and eliminate everything else.
Disciplined prioritizing can leave you with work-free weekends, more thinking time, and time with friends.
(1) Set up a personal quarterly offsite. Here’s a simple rule of 3: every 3 months take 3 hours to identify the 3 things you want to accomplish over the next 3 months.
(2)Add expiration dates on new activities.
Not every new activity has to become a tradition.
(3)Say no to a good opportunity every week.
This is counterintuitive, but if we don't do it, we'll never have enough time to figure out what we really want to invest our time in.
Adapted from “ Why We Humblebrag About Being Busy” by Greg McKeown.
Incompetent Managers Don’t Want to Hear Your Ideas
August 18, 2014
Incompetent Managers Don’t Want to Hear Your Ideas
In an experimental role-playing scenario, “managers” who were primed to feel incompetent were more likely to denigrate the competence of an “employee” who spoke up and proposed a new operational plan, according to a team led by Nathanael J. Fast of the University of Southern California. The managers who felt unable to fulfill their job expectations rated the employee more negatively than did those who were primed to feel competent. Incompetent managers who are personally threatened by employee suggestions send signals that they are unreceptive, shutting off avenues of new ideas, the researchers say.
SOURCE: Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice
Wednesday, November 16, 2016
" What to Ask Candidates - Who Decline Your Job Offer !! ( ?? )
HR / Recruitment / Hiring
November 14, 2016
" What to Ask Candidates - Who Decline Your Job Offer !! ( ?? ) "
Every company gets rejected by job candidates, and you’re missing a big opportunity if you don’t ask these people why they did it. The next time you get a “No, thank you” call or email, explain that there are no hard feelings and dig deeper for more information. Focus on questions like:
(1) What did you see as the positive aspects of the role?
(2) What were your concerns about the role?
(3) What were the most important factors in the decision you made?
(4) What feedback or suggestions do you have about your interviews, interviewers, and the interview process itself?
(5) Can you provide feedback or suggestions for the hiring manager, human resources, or the organization overall?
These conversations might be AWKWARD, but if you don’t solicit feedback from people you’ve interviewed, they may give that feedback PUBLICLY , like on a website such as Glassdoor (or on their blog or facebook page or Linked In ) .
Adapted from “Why You Should Interview People Who Turn Down a Job with Your Company,” by Ben Dattner
November 14, 2016
" What to Ask Candidates - Who Decline Your Job Offer !! ( ?? ) "
Every company gets rejected by job candidates, and you’re missing a big opportunity if you don’t ask these people why they did it. The next time you get a “No, thank you” call or email, explain that there are no hard feelings and dig deeper for more information. Focus on questions like:
(1) What did you see as the positive aspects of the role?
(2) What were your concerns about the role?
(3) What were the most important factors in the decision you made?
(4) What feedback or suggestions do you have about your interviews, interviewers, and the interview process itself?
(5) Can you provide feedback or suggestions for the hiring manager, human resources, or the organization overall?
These conversations might be AWKWARD, but if you don’t solicit feedback from people you’ve interviewed, they may give that feedback PUBLICLY , like on a website such as Glassdoor (or on their blog or facebook page or Linked In ) .
Adapted from “Why You Should Interview People Who Turn Down a Job with Your Company,” by Ben Dattner
“Until You Have Productivity Skills, Productivity Tools Are Useless"
November 11, 2016
Ask the Right Questions Before Using Productivity Apps
Many of us search for the latest, greatest app or the fancy new software that will finally help us manage our time. But even the most well-designed program won’t help you unless you have a workflow management process, or methodology, already in place. If you find yourself installing new programs or apps, testing them out for a day or two, and then never opening them again, it may be because you didn’t have a strong workflow methodology to start with. So before you install that latest app, ask yourself, “How do I currently track tasks? How will this software fit into my existing process?” Then ask yourself, “What problems do I want the tool to solve?” There is no question that technology can improve productivity. But when investing your time in a new tool, focus first on your methodology so you know what will suit you best.
Adapted from “Until You Have Productivity Skills, Productivity Tools Are Useless,” by Maura Thomas
Start a Negotiation Off the Right Way
September 03, 2014
Start a Negotiation Off the Right Way
When sitting down to a negotiation, many wait to see if the other person is going to make the first move. Instead of sitting back, lead the way. Start the conversation by establishing how you two will work together. Rather than presenting demands right out of the gate and waiting for a reaction, show that you’re eager to hear your counterpart’s position. Ask about her interests and listen. Repeat what you’ve heard so she knows you understand. Share information yourself.
Whenever you suggest an option, explain your reasoning – without giving a speech – and give her time to absorb and respond. If, on the other hand, your counterpart takes charge first, in a way that you feel is unhelpful (by tossing out a position or making a subtle threat), there’s no need to follow. Suggest a different approach that would be more beneficial.
Adapted from the HBR Guide to Negotiating by Jeff Weiss.
Start a Negotiation Off the Right Way
When sitting down to a negotiation, many wait to see if the other person is going to make the first move. Instead of sitting back, lead the way. Start the conversation by establishing how you two will work together. Rather than presenting demands right out of the gate and waiting for a reaction, show that you’re eager to hear your counterpart’s position. Ask about her interests and listen. Repeat what you’ve heard so she knows you understand. Share information yourself.
Whenever you suggest an option, explain your reasoning – without giving a speech – and give her time to absorb and respond. If, on the other hand, your counterpart takes charge first, in a way that you feel is unhelpful (by tossing out a position or making a subtle threat), there’s no need to follow. Suggest a different approach that would be more beneficial.
Adapted from the HBR Guide to Negotiating by Jeff Weiss.
Engage Employees by Sharing Your Financials
September 01, 2014
Engage Employees by Sharing Your Financials
Why are owners more engaged in the business? It’s not just because they’re in charge; it’s because they’re players in the game — they know the rules, they make decisions, and they watch the numbers (e.g., the score). So if you can make employees think and act like owners — or feel like they’re part of a team rather than spectators on the sidelines — it’s more likely they’ll be engaged. And there’s a surprisingly simple way to do this: share some key financial numbers. If you can make the economics of your business come alive, people begin to pay attention to what’s working and what isn’t. If you give them enough context about financial goals, they may even be able to spot opportunities an owner might not notice. And it may help to tie incentive compensation to financial improvement, so that employees see a payoff as well.
Adapted from “ Share Your Financials to Engage Employees” by Bill Fotsch and John Case.
Give Everyone in the Meeting a Job to Do
Office Meetings
July 28, 2014
Give Everyone in the Meeting a Job to Do
Every meeting organizer wants people to attend, pay attention, and participate. Assigning attendees a specific role is a good way to accomplish all of this. Before your next meeting, consider appointing:
(1)A facilitator -
to guide the group through the phases of discussion, problem-solving, and decision-making. She also makes sure one opinion doesn’t dominate — a good role for someone who wants more leadership experience.
(2)A scribe -
to capture any key points, ideas, and decisions established in the meeting. This is a great assignment for someone who is shy but wants to participate.
(3)A contributor -
to offer ideas and help keep the discussion on track. Tell the person you’re counting on him to ensure that all the key issues are addressed.
(4 ) An expert -
to share knowledge on particular issues as requested. He or she can attend just part of the meeting.
Adapted from Running Meetings (20-Minute Manager Series).
July 28, 2014
Give Everyone in the Meeting a Job to Do
Every meeting organizer wants people to attend, pay attention, and participate. Assigning attendees a specific role is a good way to accomplish all of this. Before your next meeting, consider appointing:
(1)A facilitator -
to guide the group through the phases of discussion, problem-solving, and decision-making. She also makes sure one opinion doesn’t dominate — a good role for someone who wants more leadership experience.
(2)A scribe -
to capture any key points, ideas, and decisions established in the meeting. This is a great assignment for someone who is shy but wants to participate.
(3)A contributor -
to offer ideas and help keep the discussion on track. Tell the person you’re counting on him to ensure that all the key issues are addressed.
(4 ) An expert -
to share knowledge on particular issues as requested. He or she can attend just part of the meeting.
Adapted from Running Meetings (20-Minute Manager Series).
Don’t Be Afraid to Negotiate with Someone More Powerful
Negotiation
August 11, 2014
Don’t Be Afraid to Negotiate with Someone More Powerful
It can be daunting to ask your boss for a new assignment or to try to land a deal with a major client. But you can succeed if you approach the negotiation in the right way. Don't let fear of the competition cloud your judgment. Often, if other candidates are being interviewed or six vendors are vying for the contract, we’re tempted to lower our demands. Don’t decrease your value — think about the skills and expertise you bring to the table that others do not. To conquer your fear, the most important thing is to be well-prepared. Make a list of what you want from the negotiation and why, and then study your counterpart's motivations, obstacles, and goals, so you can brainstorm creative solutions that will work for both of you. Find data to help you make your case, and build trust by listening and asking questions. All of this will help you keep your cool.
Adapted from “ How to Negotiate with Someone More Powerful than You" by Carolyn O'Hara.
August 11, 2014
Don’t Be Afraid to Negotiate with Someone More Powerful
It can be daunting to ask your boss for a new assignment or to try to land a deal with a major client. But you can succeed if you approach the negotiation in the right way. Don't let fear of the competition cloud your judgment. Often, if other candidates are being interviewed or six vendors are vying for the contract, we’re tempted to lower our demands. Don’t decrease your value — think about the skills and expertise you bring to the table that others do not. To conquer your fear, the most important thing is to be well-prepared. Make a list of what you want from the negotiation and why, and then study your counterpart's motivations, obstacles, and goals, so you can brainstorm creative solutions that will work for both of you. Find data to help you make your case, and build trust by listening and asking questions. All of this will help you keep your cool.
Adapted from “ How to Negotiate with Someone More Powerful than You" by Carolyn O'Hara.
Change the Way You Start Your Day
August 04, 2014
Change the Way You Start Your Day
What's the first thing you do when you get to your desk? Check email and listen to voicemails? This is the worst way to start the workday. Instead of automatically going into reactive mode and focusing on other people's priorities, begin your day with a brief planning session about what you need to get done. The moment you sit down, ask yourself: The day is over and I am leaving the office with a tremendous sense of accomplishment. What have I achieved? Thinking this through will help you distinguish truly important tasks from those that only feel urgent. Determine what to focus on, and then break down these tasks into specific actions and goals. Think about how to prioritize your list, and try starting your day with tasks that require the most mental energy.
Adapted from " How to Spend the First 10 Minutes of Your Day" by Ron Friedman.
" Look for These Indicators of Potential When Hiring"
HR / Hiring
August 08, 2014
" Look for These Indicators of Potential When Hiring"
Hiring great people used to mean finding candidates with the right skills. Today, it means finding people with the potential to learn new skills. Hiring managers should look for certain indicators of potential. Is the person genuinely curious?
Does she seek out new experiences, knowledge, and candid feedback?
Ask how she reacts when someone challenges her, or how she invites input from others on her team.
Tell her to describe a time she was determined to fight for a difficult goal despite challenges. How did she bounce back from adversity?
These kinds of questions will help you identify her motivation to learn and her capacity to change.
Adapted from “ 21st-Century Talent Spotting" by Claudio Fernández-Aráoz.
August 08, 2014
" Look for These Indicators of Potential When Hiring"
Hiring great people used to mean finding candidates with the right skills. Today, it means finding people with the potential to learn new skills. Hiring managers should look for certain indicators of potential. Is the person genuinely curious?
Does she seek out new experiences, knowledge, and candid feedback?
Ask how she reacts when someone challenges her, or how she invites input from others on her team.
Tell her to describe a time she was determined to fight for a difficult goal despite challenges. How did she bounce back from adversity?
These kinds of questions will help you identify her motivation to learn and her capacity to change.
Adapted from “ 21st-Century Talent Spotting" by Claudio Fernández-Aráoz.
"The Financial Risk of Living a Long Time
Personal Finance / Pensions
August 07, 2014
"The Financial Risk of Living a Long Time "
Research Finding :
People nearing the end of their careers can potentially lose 5% to 10% of their retirement wealth, or the equivalent of 2 to 5 years’ salaries , by failing to annuitize their savings ( opting for pension ) or annuitizing too early By providing a guaranteed income for life .
Basically , an annuity is essentially an insurance policy against outliving one’s retirement savings. In a study, researchers found that when stocks are rising, people are less likely to purchase annuities offered by their employers.
SOURCE: Stock market returns and annuitization & Research Alessandro Previtero of Ivey Business School in Canada.
August 07, 2014
"The Financial Risk of Living a Long Time "
Research Finding :
People nearing the end of their careers can potentially lose 5% to 10% of their retirement wealth, or the equivalent of 2 to 5 years’ salaries , by failing to annuitize their savings ( opting for pension ) or annuitizing too early By providing a guaranteed income for life .
Basically , an annuity is essentially an insurance policy against outliving one’s retirement savings. In a study, researchers found that when stocks are rising, people are less likely to purchase annuities offered by their employers.
SOURCE: Stock market returns and annuitization & Research Alessandro Previtero of Ivey Business School in Canada.
3 Ways to Actually Boost Engagement
August 05, 2014
3 Ways to Actually Boost Engagement
If you can increase the level of engagement in your organization, you'll likely see the productivity of your workforce rise, too. And almost any organization can foster greater engagement if leaders:
(1) Talk about the company’s impact, not just its financial results.
Shareholders care about performance, but employees are more often motivated by the impact their company has on the world.
(2) Reward inspirational leadership as much as effective task management.
People who work for inspiring leaders are more committed, satisfied, and productive. Reward managers for raising people's eyes to the horizon as much as you reward them for holding workers’ noses to the grindstone.
(3)Measure employee advocacy, not employee satisfaction.
A worker who is just “satisfied” isn’t necessarily deeply committed. A better measure of engagement is whether an employee would recommend his workplace to a friend.
Adapted from “ Three Ways to Actually Engage Employees" by Michael C. Mankins.
3 Ways to Actually Boost Engagement
If you can increase the level of engagement in your organization, you'll likely see the productivity of your workforce rise, too. And almost any organization can foster greater engagement if leaders:
(1) Talk about the company’s impact, not just its financial results.
Shareholders care about performance, but employees are more often motivated by the impact their company has on the world.
(2) Reward inspirational leadership as much as effective task management.
People who work for inspiring leaders are more committed, satisfied, and productive. Reward managers for raising people's eyes to the horizon as much as you reward them for holding workers’ noses to the grindstone.
(3)Measure employee advocacy, not employee satisfaction.
A worker who is just “satisfied” isn’t necessarily deeply committed. A better measure of engagement is whether an employee would recommend his workplace to a friend.
Adapted from “ Three Ways to Actually Engage Employees" by Michael C. Mankins.
Time Management / Productivity
August 07, 2014
Cut Out Some of the Noise in Your Life
Most of us live and work in noisy environments. This can hurt our health, concentration, and happiness. As silence becomes rarer and more valuable, we’d be wise to seek it out.
Here are some ways to do so:
(1) Turn off the TV or radio.
We tend to fill silence with music, radio programs, or television shows, but our minds need downtime. Instead of listening to a podcast or putting the game on “in the background,” try turning the device off and letting your mind wander.
(2)Use earplugs rather than earbuds.
Instead of replacing unwanted noise with wanted noise, use earplugs or noise-canceling headphones. While music certainly has its benefits, research shows that it may actually decrease a person's capacity for recall.
(3)Shut your door.
We often maintain “open door policies” even when we need to concentrate. There are circumstances that call for collaboration, but we should also allow times for intense focus.
Adapted from “ Find Quiet (and Maybe Even Peace) at Work" by John Coleman.
August 07, 2014
Cut Out Some of the Noise in Your Life
Most of us live and work in noisy environments. This can hurt our health, concentration, and happiness. As silence becomes rarer and more valuable, we’d be wise to seek it out.
Here are some ways to do so:
(1) Turn off the TV or radio.
We tend to fill silence with music, radio programs, or television shows, but our minds need downtime. Instead of listening to a podcast or putting the game on “in the background,” try turning the device off and letting your mind wander.
(2)Use earplugs rather than earbuds.
Instead of replacing unwanted noise with wanted noise, use earplugs or noise-canceling headphones. While music certainly has its benefits, research shows that it may actually decrease a person's capacity for recall.
(3)Shut your door.
We often maintain “open door policies” even when we need to concentrate. There are circumstances that call for collaboration, but we should also allow times for intense focus.
Adapted from “ Find Quiet (and Maybe Even Peace) at Work" by John Coleman.
Tuesday, November 15, 2016
To Feel Greater Power, Add Some Decibels to the Bass ( Music )
Psychology /Arts & Music
August 29, 2014
Research Finding :
Research participants who listened to a generic piece of music with the bass turned up ( +) 15 decibels reported greater feelings of POWER than those who heard the same music but with the bass turned down (-) 15 decibels (an average of 6.06 versus 5.15 on a 7-point dominant-feelings scale).
Moreover, the feelings LASTED after the music had stopped.
Possible Reason ?
Listening to heavy bass tones and other kinds of powerful music may be an effective and convenient way for people to activate their personal sense of power !
Research Conducted by : a team led by Dennis Y. Hsu of Northwestern University.
Conclusion / Advice
To Feel Greater Power, Add Some Decibels to the Bass ( Music )
SOURCE: The Music of Power: Perceptual and Behavioral Consequences of Powerful Music
August 29, 2014
Research Finding :
Research participants who listened to a generic piece of music with the bass turned up ( +) 15 decibels reported greater feelings of POWER than those who heard the same music but with the bass turned down (-) 15 decibels (an average of 6.06 versus 5.15 on a 7-point dominant-feelings scale).
Moreover, the feelings LASTED after the music had stopped.
Possible Reason ?
Listening to heavy bass tones and other kinds of powerful music may be an effective and convenient way for people to activate their personal sense of power !
Research Conducted by : a team led by Dennis Y. Hsu of Northwestern University.
Conclusion / Advice
To Feel Greater Power, Add Some Decibels to the Bass ( Music )
SOURCE: The Music of Power: Perceptual and Behavioral Consequences of Powerful Music
Monday, November 14, 2016
Be Heard at Your Next Meeting
August 25, 2014
Be Heard at Your Next Meeting
Many people who sit through meetings struggle to be heard. Here are three things you can do to conquer your next meeting.
(1)Master the “pre-meeting.”
Much of the work can happen at these “meetings before the meetings,” where people meet early to connect, throw ideas around, garner support, and clarify the true purpose of the meeting. Participating in these makes it easier to join the conversation later.
(2)Prepare to speak spontaneously.
Collaboration and decision-making happen through conversation, not formal PowerPoint presentations. If you’re uncomfortable speaking off the cuff, write down what you want to say ahead of time.
(3) Keep an even keel. Use active, authoritative language that shows you’re taking ownership of your ideas. Don’t give in to sarcasm or curtness when you’re frustrated.
Adapted from “ Women, Find Your Voice” by Kathryn Heath, Jill Flynn, and Mary Davis Holt.
Focus on Choices When Making Strategy
August 26, 2014
Focus on Choices When Making Strategy
When crafting strategy, companies too often get mired in analyzing the problem. But to compete, a company’s leaders must make choices — about what it will and won’t do, whom it will and won’t serve, and where it will and won’t devote resources. If your strategy process has stalled, stop focusing on the problem and identify the choices you need to make. For example, your problem may be that your manufacturing plant is inefficient and unproductive, but the choice you have to make is whether you will invest $500 million dollars to retrofit it or shut it down. This makes an abstract conversation more concrete and focuses on how you might solve the problem.
Adapted from the Playing to Win Strategy Toolkit.
Different Kinds of Cuteness Affect Us in Different Ways
August 25, 2014
Different Kinds of Cuteness Affect Us in Different Ways
At an on-campus taste test, research participants who used a cute scoop designed to look like a smiling adult female served themselves about 30% more ice cream than those who used a plain scoop, say Gergana Y. Nenkov of Boston College and Maura L. Scott of Florida State University. This and other experiments demonstrate that exposure to cute, whimsical images increases consumers’ indulgent consumption, as long as the particular form of cuteness doesn’t stimulate thoughts of babies; past research has shown that images of babies prompt careful, caretaking behavior.
SOURCE: So Cute I Could Eat It Up: Priming Effects of Cute Products on Indulgent Consumption
You’re More Likely to Pursue Your Goals After a Birthday or the First of the Month
Psychology / Stats / Motivation
August 11, 2014
Research Finding :
You’re More Likely to Pursue Your Goals After a Birthday or the First of the Month
People are more likely to exercise after a birthday or the start of a week, month, year, or semester (7%, 33%, 14%, 11%, and 47%, respectively, relative to baseline), suggesting that TEMPORAL LANDMARKS make it easier to engage in ASPIRATIONAL behavior .
In a series of studies, the researchers found evidence that these landmarks create new “mental accounting periods” that psychologically distance the present self from its past imperfections !
SOURCE: The Fresh Start Effect: Temporal Landmarks Motivate Aspirational Behavior , & Hengchen Dai, Katherine L. Milkman, and Jason Riis of The Wharton School & HBR
August 11, 2014
Research Finding :
You’re More Likely to Pursue Your Goals After a Birthday or the First of the Month
People are more likely to exercise after a birthday or the start of a week, month, year, or semester (7%, 33%, 14%, 11%, and 47%, respectively, relative to baseline), suggesting that TEMPORAL LANDMARKS make it easier to engage in ASPIRATIONAL behavior .
In a series of studies, the researchers found evidence that these landmarks create new “mental accounting periods” that psychologically distance the present self from its past imperfections !
SOURCE: The Fresh Start Effect: Temporal Landmarks Motivate Aspirational Behavior , & Hengchen Dai, Katherine L. Milkman, and Jason Riis of The Wharton School & HBR
Know When to Let an Argument Go
Conflict / Communication
August 13, 2014
Know When to Let an Argument Go
Sometimes the best solution to workplace conflict is just to leave it alone. If you’re deciding whether or not to raise an issue, first ask yourself: Am I too emotional right now? Heightened emotions make it tough to productively discuss the issue – and they can escalate the conflict if hurtful words slip out.
Then ask: Can we even reach a resolution? If you don’t think a conversation will change anything — e.g., if your colleague is stuck in his ways or if the damage is already done — it’s better to let it go.
Do what you can to end the conversation or postpone it: "I'm not ready to have this talk right now. Let me clear my head outside, and maybe we can talk tomorrow." And once you’ve opted out, accept your own decision and don’t ruminate.
Adapted from “ When and How To Let a Conflict Go” by Jeanne Brett.
August 13, 2014
Know When to Let an Argument Go
Sometimes the best solution to workplace conflict is just to leave it alone. If you’re deciding whether or not to raise an issue, first ask yourself: Am I too emotional right now? Heightened emotions make it tough to productively discuss the issue – and they can escalate the conflict if hurtful words slip out.
Then ask: Can we even reach a resolution? If you don’t think a conversation will change anything — e.g., if your colleague is stuck in his ways or if the damage is already done — it’s better to let it go.
Do what you can to end the conversation or postpone it: "I'm not ready to have this talk right now. Let me clear my head outside, and maybe we can talk tomorrow." And once you’ve opted out, accept your own decision and don’t ruminate.
Adapted from “ When and How To Let a Conflict Go” by Jeanne Brett.
Three Rules for More Productive Meetings
Office Meetings
August 12, 2014
Three Rules for More Productive Meetings
We're spending too much precious work time attending unproductive meetings.
For most executives, meetings take up at least 20 hours every week; one meeting spawns another, and on it goes. Here are three ways to prevent meeting bloat:
(1) Keep the invitee list to 7.
The Rule of 7 states that every attendee over seven reduces the likelihood of making a good, quick, executable decision by 10%. So once you hit 16 to 17, your decision effectiveness is basically zero!
(2)Make most meetings under 1 hour.
Most of us schedule 60-minute meetings by default. Every additional minute generates more cost, so try blocking off shorter amounts of time that can be spent more productively. Can you get through your agenda in 30 or 45 minutes instead?
(3)Use longer meetings sparingly.
Create (and enforce) a new rule: any meetings scheduled to be 90 minutes or longer need senior approval.
Adapted from “ Yes, You Can Make Meetings More Productive” by Michael C. Mankins.
August 12, 2014
Three Rules for More Productive Meetings
We're spending too much precious work time attending unproductive meetings.
For most executives, meetings take up at least 20 hours every week; one meeting spawns another, and on it goes. Here are three ways to prevent meeting bloat:
(1) Keep the invitee list to 7.
The Rule of 7 states that every attendee over seven reduces the likelihood of making a good, quick, executable decision by 10%. So once you hit 16 to 17, your decision effectiveness is basically zero!
(2)Make most meetings under 1 hour.
Most of us schedule 60-minute meetings by default. Every additional minute generates more cost, so try blocking off shorter amounts of time that can be spent more productively. Can you get through your agenda in 30 or 45 minutes instead?
(3)Use longer meetings sparingly.
Create (and enforce) a new rule: any meetings scheduled to be 90 minutes or longer need senior approval.
Adapted from “ Yes, You Can Make Meetings More Productive” by Michael C. Mankins.
Separate the task of selecting and winning the candidates
HR / Recruiting
August 12, 2014
"Why You Shouldn’t Try to Win Over a Candidate During the Job Interview"
The more a job interviewer tries to “sell” a candidate on working at the company, the less able he or she is to judge the candidate’s worthiness, according to a series of experiments by Jennifer Carson Marr of Georgia Institute of Technology and Dan M. Cable of London Business School. Making the job seem appealing becomes a distraction that gets in the way of accurate judgments. Firms would do better to separate the tasks of evaluating and winning over candidates and assign those roles to different people, the researchers say.
August 12, 2014
"Why You Shouldn’t Try to Win Over a Candidate During the Job Interview"
The more a job interviewer tries to “sell” a candidate on working at the company, the less able he or she is to judge the candidate’s worthiness, according to a series of experiments by Jennifer Carson Marr of Georgia Institute of Technology and Dan M. Cable of London Business School. Making the job seem appealing becomes a distraction that gets in the way of accurate judgments. Firms would do better to separate the tasks of evaluating and winning over candidates and assign those roles to different people, the researchers say.
Sunday, November 13, 2016
Include Salaries in Your Job Descriptions to Attract More Candidates
HR / Recruiting
September 04, 2014
Include Salaries in Your Job Descriptions to Attract More Candidates
If your rate of hiring isn’t where you want it to be, maybe it’s time to rethink your recruiting strategy — and what mistakes you might be making. A common one is excluding salary ranges from job descriptions. Many employers don’t mention pay in job listings because they want the upper hand in salary negotiations or they’re worried about internal politics. But if you make the salary known, you’ll gain a leg up over your competitors who don’t. Transparency can be a huge advantage — especially if your company is offering compensation packages at or above the market rate. Job seekers are more likely to apply when they see a salary range listed. The disclosure also signals that your company is forthright and willing to engage in dialogue.
September 04, 2014
Include Salaries in Your Job Descriptions to Attract More Candidates
If your rate of hiring isn’t where you want it to be, maybe it’s time to rethink your recruiting strategy — and what mistakes you might be making. A common one is excluding salary ranges from job descriptions. Many employers don’t mention pay in job listings because they want the upper hand in salary negotiations or they’re worried about internal politics. But if you make the salary known, you’ll gain a leg up over your competitors who don’t. Transparency can be a huge advantage — especially if your company is offering compensation packages at or above the market rate. Job seekers are more likely to apply when they see a salary range listed. The disclosure also signals that your company is forthright and willing to engage in dialogue.
Three Steps to a More Candid Culture
Communication / Org culture
September 11, 2014
Three Steps to a More Candid Culture
Leaders often try to create an open culture, where people feel comfortable speaking up and challenging one another, by saying they’re listening. But you can go further to demonstrate that your company is a safe place for people to raise issues.
(1)Praise publicly.
Create a safe forum for people to raise questions and concerns, and then laud those who ask them. Public acknowledgment is more about influencing those who hear it than those who receive it.
(2)Model behavior.
You can show that it is safe to speak up by saying the hard things yourself. Raise difficult issues to show they’re not taboo and encourage people to contribute to the conversation.
(3)Teach communication skills.
Don’t just encourage openness. Teach people how to have difficult conversations that involve diffusing tensions, speaking candidly without provoking resistance.
September 11, 2014
Three Steps to a More Candid Culture
Leaders often try to create an open culture, where people feel comfortable speaking up and challenging one another, by saying they’re listening. But you can go further to demonstrate that your company is a safe place for people to raise issues.
(1)Praise publicly.
Create a safe forum for people to raise questions and concerns, and then laud those who ask them. Public acknowledgment is more about influencing those who hear it than those who receive it.
(2)Model behavior.
You can show that it is safe to speak up by saying the hard things yourself. Raise difficult issues to show they’re not taboo and encourage people to contribute to the conversation.
(3)Teach communication skills.
Don’t just encourage openness. Teach people how to have difficult conversations that involve diffusing tensions, speaking candidly without provoking resistance.
A Man’s College Degree Does Have Value: to His Wife
September 09, 2014
A Man’s College Degree Does Have Value: to His Wife
Although a man’s educational level has no impact on his own happiness, a woman married to a man with at least a college degree is about 5% more likely to be very happy with her marriage, according to an analysis of the General Social Survey, funded by the U.S. National Science Foundation. “There seems to be an inherent quality of a man having a college degree that makes a woman happier in marriage,” write economists Bruce T. Elmslie of the University of New Hampshire and Edinaldo Tebaldi of Bryant University. Men, by contrast, seem to have little interest in the educational level of their wives.
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Don’t Let Others’ Emotions Stop You from Negotiating
September 23, 2014
Don’t Let Others’ Emotions Stop You from Negotiating
Before you head into a negotiation, determine what sort of person or people you're trying to negotiate with. There are types of counterparties you should negotiate with – even if it seems counterintuitive and difficult. One example is an emotional counterparty. Conflict makes people emotional, but it shouldn't keep you from reaching a deal. Once the conflict is identified and addressed, and parties are allowed to vent, emotion usually dissipates. Some people and cultures are simply more expressive than others. And some negotiators use emotion strategically to influence you. Recognize the emotion, but don't let it stop you from negotiating.
Adapted from “ Two Kinds of People You Should Never Negotiate With” by Judith White.a
Don’t Let Others’ Emotions Stop You from Negotiating
Before you head into a negotiation, determine what sort of person or people you're trying to negotiate with. There are types of counterparties you should negotiate with – even if it seems counterintuitive and difficult. One example is an emotional counterparty. Conflict makes people emotional, but it shouldn't keep you from reaching a deal. Once the conflict is identified and addressed, and parties are allowed to vent, emotion usually dissipates. Some people and cultures are simply more expressive than others. And some negotiators use emotion strategically to influence you. Recognize the emotion, but don't let it stop you from negotiating.
Adapted from “ Two Kinds of People You Should Never Negotiate With” by Judith White.a
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