Train Your Brain to Focus on Something You Find Boring

December 12, 2017

Train Your Brain to Focus on Something You Find Boring

We all have a few subjects that we find boring or dull. Fortunately, it’s possible to learn to like — maybe even love — topics that make your eyes glaze over. First, you have to overcome the pain. When we think about something we don’t like or want, it can activate a portion of the brain that’s connected to our experience of pain. This means, for example, that thinking about statistics (if you don’t like statistics) can cause you actual physical pain. As a result, you brain may divert your attention away from whatever sparked the pain — in other words, you procrastinate. So the next time you need to study statistics, force yourself to focus. Turn off all distractions. Set a timer for 25 minutes. Focus intently for those 25 minutes. And then reward yourself for at least five minutes by listening to your favorite song, talking with a friend, or getting coffee. Taking little breaks helps the brain consolidate what you’re learning, which builds understanding while minimizing frustration.

Adapted from “How to Get Excited About Topics That Bore You,” by Barbara Oakley

Praise Your Star Performer, but Not Too Much

December 06, 2017

Praise Your Star Performer, but Not Too Much

When you have star performers on your team, you may be tempted to lavish them with praise. After all, managing a supremely talented person is a boss’s dream, so why not tell them how much you appreciate them? But be careful that you don’t feed their ego too much, or they’ll constantly be looking for that level of adulation, which can be hard to maintain. So give them an appropriate amount of positive feedback and acknowledge their contributions. If they executed a project beautifully or made a stellar presentation, say so — but leave it at that. And be sure that high performers recognize and acknowledge the work of the other team members who help them be successful.

Adapted from “How to Manage Your Star Employee,” by Rebecca Knight

Help Your Employees Feel Less Lonely at Work

December 08, 2017

Help Your Employees Feel Less Lonely at Work

More and more people are feeling tired and lonely at work. No manager should want their team members to be disconnected and disengaged. You can help counter these feelings by encouraging your team to forge bonds with their colleagues. Tell them how important it is to have a developmental network — a small group of coworkers they routinely turn to for advice or emotional support. Connect employees with coaches and peers, and assign new employees a mentor. Offer to introduce employees who you think have things in common, including hobbies and interests outside work. Make sure everyone knows that you believe friendly relationships are a worthwhile use of time so that they don’t hesitate to go out for coffee with a colleague or block out time on their calendars to chat and catch up.

Adapted from “Burnout at Work Isn’t Just About Exhaustion. It’s Also About Loneliness,” by Emma Seppala and Marissa King

Start a Difficult Conversation by Focusing on What You Have in Common

Start a Difficult Conversation by Focusing on What You Have in Common

When you’re broaching a tricky topic with a colleague, your first few sentences can make or break the
discussion !

It’s normal to be defensive, and even to put blame on the other person, but implying that your
counterpart is wrong will make the tough conversation even worse.

Set yourself up for success by establishing COMMON ground between you and the other person.
State what you already agree on — where your goals overlap.

You might say “We both want to make sure our patients get the best care possible” or “We agree that the
new email system should integrate with our existing IT systems.”

If you aren’t able to pinpoint common ground, or you’re not sure what your counterpart’s goal is, the
easiest way to move forward is to ask questions.

Explain what’s important to you and then ask, “Is there any overlap with what you care about? Or do you
have another goal?” Questions like these set a collaborative tone.

(Adapted from the HBR Guide to Dealing with Conflict, by Amy Gallo )

The Mortgage-Interest Deduction Mainly Helps the Rich Buy Bigger Homes

March 31, 2014

The Mortgage-Interest Deduction Mainly Helps the Rich Buy Bigger Homes

The average house size in the Washington, D.C., area, is about 1,400 square feet larger than it would have been if the U.S. government didn’t provide tax benefits such as the mortgage-interest deduction to promote home ownership, according to a study described by the Wall Street Journal.

 While driving up the size of houses in affluent areas, the tax breaks have done little to broadly encourage people to buy homes. The benefits cost the government $175 billion annually in lost revenue, the Journal says.

SOURCE: Mortgage Tax Breaks Trickle Up, New Study Shows

Blast Through an Email Onslaught

March 31, 2014

Blast Through an Email Onslaught

Email is one of the biggest productivity challenges that executives face. Sorting through the daily barrage consumes a ridiculous amount of valuable time that could be spent elsewhere. But this is a solvable problem if you learn how to efficiently manage your everyday communications. 

(1) Don’t check your email incessantly; only look at it every hour or two.
(2) Discipline yourself to read only the subject matter so that you can discard irrelevant or unimportant messages right away. You can purge more than half of incoming messages this way.
(3) Practice “OHIO” — Only Handle It Once. 
Immediately decide what to do with each email, and answer important ones quickly instead of filing them away. Because once you’re finally ready to tackle them, you’ll spend half an hour just searching through folders.


Adapted from “Executives' Biggest Productivity Challenges, Solved” by Gretchen Gavett.

" To Enhance Your Learning, Take a Few Minutes to Think About What You’ve Learned

Learning Research 
April 23, 2014
Tip : 
" To Enhance Your Learning, Take a Few Minutes to Think About What You’ve Learned " 
Experiment : 
Research participants who did an arithmetic brain-teaser and then REFLECTED  on their strategies for solving it went on to do 18% better in a second round than their peers who hadn’t set aside time to reflect . 
Reason ? 
The unconscious learning that happens when you tackle a challenging task can become more effective if you DELIBERATELY couple it with controlled, conscious attempts to learn by thinking, the research suggests.

Research Conducted by :  Giada Di Stefano of HEC Paris, Francesca Gino and Gary Pisano of Harvard Business School, and Bradley Staats of the University of North Carolina.
SOURCE: Learning by Thinking: How Reflection Aids Performance
Courtesy : Harvard Business Review 

Steer Your Kids Away from Feeling " Entitled " !

May 05, 2014

Steer Your Kids Away from Feeling " Entitled " ! 

Do you know what keeps the owners of the most successful businesses (or most parents) up at night? The thought of their kids growing up feeling ' entitled'  !! 

Money is not the only factor – some choices can substantially affect the development of entitlement in your children. 

Avoid the entitlement trap by asking yourself a few questions: 

(1) Do they hold down jobs? 
Jobs give your child the chance to gain experience and get honest feedback. Reality is one of the best ways to combat a false sense of entitlement.

(2) Are they allowed to suffer? 
Don’t set your kids up to fail, but don’t shelter them from fate’s hard knocks. Pain builds resilience – but don’t make your kids suffer too much.

(3) Are they grateful? 
Gratitude is almost the opposite of entitlement. Parents must model gratitude before kids can develop it, so show gratitude often. Chances are your children will thank you for it.


Adapted from “ Keep Your Kids Out of the Entitlement Trap” by Josh Baron and Rob Lachenauer.

How to Work with a Boss Who’s Too Nice

May 08, 2014

How to Work with a Boss Who’s Too Nice

People want a supervisor who is kind, encouraging of new ideas, and interested in their careers. This kind of boss shouldn’t be confused with one who’s too nice – who shies away from conflict, avoids sharing negative feedback, and gives in too easily. Conflict-averse managers can hurt your performance and career, so you must mitigate the potential damage. 

(1) Directly address the issue.
 Make clear what you need and be concrete. Express concern if you don’t have the resources you need, ask for insight if your boss is being too hands off, and make it easy for him to give feedback.

(2) Make the costs clear. 
Help your boss understand the costs of his behavior. Make the downsides evident, so he’ll be incented to change. Point to direct evidence, such as a team member’s disengagement.

(3) Tap your network.
 You may need to go above your boss and use your network to get feedback or resources – but don’t sneak around, bring your boss into those discussions.


Adapted from “ When Your Boss Is Too Nice” by Amy Gallo.

Sometimes You Have to Be the “Bad Guy”

March 26, 2014



The best way for mangers to be successful is to build a top-notch team. But when taking on new positions, they often hesitate to replace poorly performing incumbents. New team leaders don’t want to seem harsh, and they’re weary of offending key stakeholders who may have relationships with individuals on their team. In these situations, remember why you were given the reins – to lead your department to a higher level of performance. Assembling the strongest team as quickly as possible is the way to do that. If you have doubts about employees, test them quickly with an assignment, or do a rapid performance assessment by talking with their subordinates, peers, and partners. If you’re still not convinced that you have the best team, it may be time to make some tough calls. 

Adapted from “If You've Just Taken Over a Team, Quickly Let Underperformers Go” by Ron Ashkenas.

Founding a Hardware Start-Up Is Getting Easier

March 26, 2014

Founding a Hardware Start-Up Is Getting Easier

Only 3% of U.S. venture-capital investment was for hardware start-ups last year, but that represents a big increase from 1992–2011, when the figure was less than 1%, says the Wall Street Journal. Investors have long shied away from start-ups making gadgets such as wearable electronics, because of the challenges posed by manufacturing, distribution, inventory, and technical support. But help has arrived: Today’s contract manufacturers, such as PCH International, will not only make your product for you, they’ll also provide engineers and project managers in China; as a consequence, U.S. venture capitalists are taking a rosier view of hardware start-ups.

SOURCE: Venture Money Flows Into Hardware Startups

Get Specific When Giving Credit

April 09, 2014

Get Specific When Giving Credit

Most of us have witnessed moments when credit was given unfairly – a supervisor unabashedly claims credit for his invisible staff’s work, or a quiet performer is inadequately recognized for her contribution. This damages organizational culture and deflates employee motivation. (Why expend the effort if no one will recognize it?) If you regularly award credit to deserving individuals, people will see that the system is fair, and this will drive performance. 

(1) Recognize those who recognize others. 
Thanking team members who highlight others’ efforts shows that you value generous and honest attribution of credit.
(2) Elevate the quiet heroes. 
Quiet contributors are seldom concerned with taking credit, but making an effort to reward them will create a sense of integrity in your organization.
(3) Remember there’s plenty of credit to go around. 
There are no limits to how many individuals can be recognized for contributing to an outcome, but recognition loses meaning when everyone (even slackers) gets it. Specific attributions of credit always trump blanket statements of praise.


Adapted from “ The Importance of Giving Credit” by Sachin H. Jain.

War impoverishes everyone worldwide !! And how ?

April 30, 2014

War impoverishes all people  worldwide !! And how ? 

Creating violence of various kinds AND THEN attempting to contain and quell it - had cost the world $9.46 trillion in 2012 . 
That’s 11% of gross world product !! 
 By contrast, the recent financial crisis cost just 0.5% of 2009 global output, Talia Hagerty writes on Pacific Standard. 

The IEP (  international Institute of Economics & Peace  )   has posited eight “PILLARS ” that support peace: 
(1) a well functioning government, 
(2) equitable distribution of resources,
(3)  free flow of information, 
(4) a sound business environment, 
(5) a high level of human capital from factors such as education and health, 
(6) ACCEPTANCE  of the rights of others,
(7)  low levels of corruption, and 
(8) good relations with neighbors.
Reserach conducted by : the Institute for Economics and Peace. 
SOURCE: How Much Is Peace Actually Worth?
Courtesy : Harvard Business Review .
Exercise -1 : Rate India on the above 8 parameters, on a 10 point scale . 
Exercise - 2 : Rate ( bangaaru ) TelangaNa on the above 8 , on a 10 point scale. 

Every one will have a different rating but we all must know the parameters, shouldn't we ? 

Analysts’ View CSR activities of firms - positively !

Analysts’ View CSR activities of firms - positively ! 

Back in the 1990s, stock analysts tended to produce pessimistic recommendations for companies with high expenditures on corporate social responsibility, but over the subsequent decade-plus, they came to view these firms optimistically, according to Ioannis Ioannou of London Business School and George Serafeim of Harvard Business School. Analysts formerly saw CSR as a detriment to profitability—something whose main purpose was to make executives feel good about themselves—but they came to view CSR as essential to corporate standing and to perceive that it may generate financial value in the long run, the authors say.

SOURCE: The Impact of Corporate Social Responsibility on Investment Recommendations

It May Be Time to Pull the Plug on That Outdated Project

December 01, 2017

It May Be Time to Pull the Plug on That Outdated Project

It’s hard to let go of a project or objective that you’ve invested time and effort in. But it’s important to put those emotions aside to judge each initiative on its merits — and kill projects that may be holding you or your company back. Simply put: If the value of what you are doing now is lower than the value of what you could be doing instead, change course. Don’t wait until everyone agrees that there’s no harm in abandoning the project. Make the initiative prove its value, taking into account other options and alternatives. Doing something that brings in $1,000 of value may seem worth doing, for example, but if it’s keeping you so busy that you can’t put resources into endeavors that may add $10,000 of value, you are saving dimes but losing dollars.

Adapted from the HBR Guide to Thinking Strategically

Use Potted Plants and Natural Light to Create a Healthier Workplace

November 30, 2017

Use Potted Plants and Natural Light to Create a Healthier Workplace

Have you ever responded to an overwhelming moment at work by closing your eyes and imagining yourself lying on a beach or strolling down a forest path? You may be onto something. Research shows that exposure to green spaces reduces stress and boosts general health. One study found that greener office environments increased employee productivity by 15%. Fortunately, there are easy ways to incorporate some nature into your day: Hold walking meetings outside. Use outdoor spaces for your lunch breaks. Open blinds to let in natural light. Tape a photo of your favorite nature scene to your cubicle, or listen to ambient sounds on your headphones. If you have a say in office decoration, suggest hanging nature photography or bringing in potted plants. These small investments in a more natural work environment pay off in terms of increased happiness, relaxation, and even stronger connections to your coworkers.

Adapted from “Why You Should Tell Your Team to Take a Break and Go Outside,” by Emma Seppala and Johann Berlin

Share Stories That Reinforce the Organization’s Values

November 29, 2017

Share Stories That Reinforce the Organization’s Values

Too many companies rely on a vague, generic statement to articulate what matters to it. If you want employees to embrace and express your organization’s values, use stories instead of a mission. 

Look for stories about coworkers supporting one another, representatives providing excellent customer service, and customers being delighted by your products. Then find unique ways to spread those stories. 

You could invite a customer to share their stand-out experience at an all-staff meeting. Or you could play a video of one of your best stories at employee orientation. 

Storytelling teaches your employees to pay attention to the experiences of real people and helps employees feel good about the values your organization stands for.

Adapted from “Use Stories from Customers to Highlight Your Company’s Purpose,” by Erica Keswin

value of immediate feedback

12) Idea of the Day:  01 Nov 2017 Wed . Value of immediate feedback . 

There’s a right way and a wrong way to give feedback, says author Andy Molinsky. One of the ways to ensure your feedback improves performance is to deliver it ASAP.

“Your impulse might be to wait — or even to avoid, but it's critical to seize the moment and provide feedback when memory is fresh and a person can better appreciate the impact of the advice you're giving.”

Climate change caused 8 fold increase in heat wave deaths in India

(11) Climate change - 31 Oct 2017 Tue . 

Climate change is killing more Indians than ever before. A Lancet report recorded an eight-fold spike in heat-wave-related deaths over 10 

years to 2,422 in 2015. About 130,000 cases of dengue were reported in 2016 from 20,000 in 2010. Climate change affects India more than 

most countries; a temperature rise of 1°C would result in a 1.33 percentage point drop in the Indian per capita output, according to a 

study by the International Monetary Fund. That’s higher than the global average for emerging economies of 0.9 percentage point.

Idea of the day: 26 Oct 2017 ( Reinvention )

(9)   Idea of the day:   26 Oct 2017 

The only thing you can count on in today’s world of work is change. 
Careers are transforming, industries are evolving, and new fields are emerging. How can you manage these shifts? Develop the right 

mindset . 
Don’t be afraid of reinvention ! 

“Continuous reinvention will dominate the future of work, and developing empathy for yourself and the grit to manage your internal 

critic will separate those who are successful in the future with those who struggle.”
 author Heather McGowan . 

Get Over Your Procrastination Problem

April 03, 2014

Get Over Your Procrastination Problem

We all find ourselves procrastinating on occasion. Sometimes you leave a project on the backburner, or hold off on returning a phone call. It’s possible to get better about not putting things off, but you need to figure out why you’re postponing something in the first place. 
If you’re afraid of screwing something up: Look at the task as a way to avoid loss – for example, to keep your boss and colleagues from thinking less of you, perhaps. Think of the dire consequences of doing nothing at all. It might feel awful, but it works.
If the task is difficult, tedious, or otherwise unpleasant: Use “if-then planning.” Decide in advance what you need to do, as well as when you need to do it. (“If it is 2pm, then I will stop what I’m doing and start working on that report.”) With a clear plan, you won’t rely on (often weak) willpower.


Adapted from “ How to Make Yourself Work When You Just Don’t Want To” by Heidi Grant Halvorson.

Strategic Thinkers Ask “Why” and “When”

3 steps to improve Strategic Thinking in the Team

April 04, 2014

Strategic Thinkers Ask “Why” and “When”

Encouraging routine strategic thinking may be the most important thing you can do as a leader. It’s not an easy skill to teach or learn, because it is as much a mindset as a set of techniques – but it’s not impossible. Consider these ways to cultivate strategic thinkers (since they often make the most highly effective leaders):

(1) Encourage people to ask “why” and “when.” Consistently asking these whenever a course of action is being considered enables people to fully understand the goal it aims to achieve and its impact.
(2) Have managers set aside time for strategic planning.
Make it a regular part of their job, and connect them with mentors who excel at strategic thinking.
(3)Keep people informed on what is happening in your organization and in your industry.
This will help elevate their thinking beyond the day-to-day.


Adapted from “ Develop Strategic Thinkers Throughout Your Organization” by Robert Kabacoff.

High Performers Are Covertly Victimized, Unless They’re Altruistic

April 04, 2014

Research Finding : 
High Performers Are Covertly Victimized, Unless They’re Altruistic

In a study set in a Midwestern field office of a U.S. financial services firm, high-performing employees were more likely than average workers to report that colleagues covertly victimized them through such behaviors as sabotage, withholding resources, and avoidance . 
Details of the study : 
 High performers’ average score on a 1-to-5 victimization-frequency scale (from “never” to “once a week or more”) was 3.37, with the greater the performance gap in the workgroup, the greater the victimization.
Observation : 
 The effect was most pronounced for high performers who were selfish and manipulative; those who were altruistic and cooperative suffered less victimization as their performance increased  . 

SOURCE: Is it Better to Be Average? High and Low Performance as Predictors of Employee Victimization

Research Conducted by :  a team led by Jaclyn M. Jensen of DePaul University.

Courtesy : Harvard Business Review 

Narcissists Can Be Manipulated into Caring About the Environment

May 23, 2014

Narcissists Can Be Manipulated into Caring About the Environment

Although narcissists tend not to care about the societal benefits of pro-environmental activities, their attitudes change if their “green” behaviors are likely to be seen and admired by others, say Iman Naderi of Fairfield University and David Strutton of the University of North Texas. For example, narcissists considered an environmentally friendly laptop computer to be more attractive when they were told it was for use in public, rather than at home (3.7 versus 2.7 on a seven-point scale). Narcissism may be on the rise in the U.S., the researchers say: A nationwide analysis shows that college students’ scores on the Narcissistic Personality Inventory rose steadily between 1982 and 2009.

SOURCE: Can normal narcissism be managed to promote green product purchases? Investigating a counterintuitive proposition

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Stop Trying to Control Employees or Make Them Happy

May 26, 2014

Stop Trying to Control Employees or Make Them Happy

For decades, two common thought processes have influenced management. Managers take a "hard" approach when it comes to addressing challenges − creating new structures, processes, and systems. And they opt for a "soft" approach when they need to boost morale − launching initiatives like off-sites or lunchtime yoga. The problem is that both of these are outdated in an age of mounting complexity. Stop trying to control people or make them happy; instead, give your employees more autonomy and encourage them to work with each other. Start by understanding what your employees do and why they do it, and foster cooperation by giving people the power and interest to do so. If you increase the total quantity of power (don't just shift existing power around), create direct feedback loops, and reward those who cooperate, employees will feel liberated and empowered to make critical judgments and to come up with creative solutions to problems. 

Adapted from " Stop Trying to Control People or Make Them Happy" by Yves Morieux and Peter Tollman.

When Pitching an Idea, Think Like a Salesperson

November 06, 2017

When Pitching an Idea, Think Like a Salesperson

The next time you have to pitch an idea or project to get stakeholder buy-in, take a tip from your sales colleagues and learn as much as you can about your “customer.” Long before you make your proposal, gather information that will help you sell your idea. Have a conversation with the stakeholder you’re trying to win over, and ask empathetic questions: What business problems do they need to solve? What do they need to accomplish? Do they have a personal goal, such as advancing in the organization? Once you’ve figured out your customer’s motivations, you can tailor your proposal to suit their needs. As a great “salesperson,” you should take a genuine interest in the stakeholder’s problems. Your pitch should describe how your idea or service will solve them.

Adapted from “How to Improve Your Sales Skills, Even If You’re Not a Salesperson,” by Rebecca Knight

“Accurate self-assessment is essential to great career choices . ”

Career Tip  of the Day 

“Accurate self-assessment is essential to great career choices . ”

 This is especially important for leaders (or would-be leaders), who need to be extra aware of their strengths and weaknesses.

“Only through a really accurate self-assessment can a leader put the right team and processes in place to maximize her or his own contribution.”

 Tom Monahan - of Norton Street Capital . 

Transparency and leadership - it helps !

Leadership Style idea of the Day Courtesy :  LinkedIn Daily Rundown (India) " Leaders need to be transparent and open if they want to be successful." “If it’s lonely at the top, you’re doing it wrong ! ” “To respect you, employees don’t always need to agree with you. But they do need to understand you and your leadership style. For example, your employees want to know what motivates you, why you did something and what you have in terms of facts, data and emotional input to make decisions.” Laura Desmond , former CEO of Starcom .

Try New Tactics to Hire Better Data Analysts

May 16, 2014

Try New Tactics to Hire Better Data Analysts

Acquiring the best marketing analytic talent is critical for a company to tap into the powers of big data. But because of how tight the market for analytic talent is – and how critical it is to business growth – marketing leaders are struggling. Companies must adopt different strategies for hiring and keeping people, and a range of tactics exist that can improve analyst recruiting. 

(1) Use more specific language. 
Have analytics and recruiting teams collaborate to redefine characteristics of an ideal candidate – then use precise and discerning language to cut your search time in half.
(2) Take an “always on” approach to recruiting.
 Since this kind of talent is always in demand, don’t wait for a specific position to open up. Constantly searching for the best potential hires can keep you a step ahead.
(3)Beef up management’s analytical skills.
 Educate senior managers on the basics, so they have a clear sense of what’s needed from the analysis and can ask the right questions.


Adapted from “ Recruit Better Data Analysts” by John Forsyth, Christine Moorman, and Steven Spittae

Make Your Employees Feel Powerful

August 01, 2014

Make Your Employees Feel Powerful

Research has shown that helping employees feeal more powerful can improve productivity, performance, and job satisfaction. Delegate important tasks, communicate frequently, and encourage them to share their views on important issues. You don't have to elevate every staff member to a leadership position, but you can offer choices that lead to greater autonomy. Giving them some choice, in the way they do their work or the projects they work on, can make a big difference — no title required. People crave a sense of control over their situation. Giving it to them will help you develop your direct reports into independent thinkers who are invested in moving the organization forward. 

Adapted from " Make Your Team Feel Powerful" by Harrison Monarth.

Blink ! Your Ability to Size Up a Face Probably Isn’t Based on Experience

April 15, 2014

Your Ability to Size Up a Face Probably Isn’t Based on Experience

If adults assume that their ability to discern trustworthiness, or the lack thereof, in strangers’ faces is a skill honed over a lifetime, they’re wrong. Children ages 5 and 6 made very nearly the same judgments about the trustworthiness of computer-generated faces as adults, and children ages 3 to 4 were off by just a few percentage points, says a team led by Emily J. Cogsdill of Harvard. People make inferences—right or wrong—about strangers’ characters within 50 milliseconds of viewing their faces, prior research has shown.

SOURCE: Inferring Character from Faces: A Developmental Study

Ask Your “Loving Critics” for Real Feedback

April 16, 2014

Ask Your “Loving Critics” for Real Feedback

Feedback, however useful and necessary, makes most people feel exposed and vulnerable – and leaders are no exception. But subordinates are often more reluctant to point out any deficiencies.

 So leaders must make the first move. Select a group of “loving critics,” people who care about you, want you to do well, and are willing to give the hard truths that you need to become a great leader. 
Turn to them regularly for an honest assessment of your strengths and weaknesses. 
Listen to them with the same care they have for you; and when they give you their feedback, your only job at that moment should be to say, “Thank you.” This also shows your entire team that you’re open to feedback and willing to be vulnerable to improve. 

Adapted from " To Get Honest Feedback, Leaders Need to Ask" by Jim Kouzes and Barry Posner.
Courtesy : Harvard Business Review 

Identify a Project’s Stakeholders at the Start

April 17, 2014

Identify a Project’s Stakeholders at the Start

When you’re managing a project, it’s crucial to first identify your stakeholders. They may include your boss, customers, colleagues, the finance department — the team that will ultimately judge the project’s success or failure. 

Stakeholders’ interests will vary, as will their definitions of success, so you need to understand who they are in order to meld their expectations into a coherent, manageable set of goals. 

Ask yourself: Who will be affected by the project’s activities or outcomes? 
Who will contribute resources — people, space, time, tools, and money — to the project? Who will use and benefit from the project’s output? Once you’ve established your stakeholders, have them sign off on what they expect from the project and what resources they’ll provide. 

Adapted from Managing Projects (20-Minute Manager Series).

Ask the Right Questions to Advance Your Career

April 18, 2014

Ask the Right Questions to Advance Your Career

People who want to advance their careers need feedback. And many companies comply with things like annual performance reviews and 360-degree feedback. But these are only marginally helpful for managers seeking promotion, because the frame of reference revolves around the current job. If you want to progress into the next phase of your career, you need answers to three questions that focus on upward mobility.

(1) What factors govern who does – and who doesn’t – advance to senior positions?
(2) How am I viewed in terms of those promotional criteria?
(3) What skills do I still need to demonstrate to move ahead?

These are tough questions to ask and not everyone will be responsive, so schedule career discussions with mentors and others who know your work. Be sure to convey a sincere desire to learn and avoid any hint of defensiveness that may shut down a leader’s honest feedback.

Adapted from “ Three Questions to Advance Your Career” by John Beeson.

" Procrastination , Darwin and Evolutionary Origins ! "

" Procrastination , Darwin and Evolutionary Origins ! " 

Your Tendency to Put Things Off May Have Been Inherited
Finding : 
46% of the trait of procrastination is due to genetic influences, according to a study of hundreds of sets of twins. 
Reason ? 
The research also lends support to a theory that procrastination, in its tendency to undermine adherence to long-term goals, is a byproduct of impulsivity, which may have had an evolutionary origin:
 Hunter-gatherers had an advantage if they acted swiftly to satisfy their survival needs ! 

A solace, a consolation :
Your genetics don’t necessarily condemn you to a life of procrastination: The 46% figure means procrastination is only “moderately heritable . ”
Courtesy : Harvard Business Review 
SOURCE: Genetic Relations Among Procrastination, Impulsivity, and Goal-Management Ability: Implications for the Evolutionary Origin of Procrastination
Research Conducted by :   Daniel E. Gustavson of the University of Colorado.

Gratitude Can Inspire Patience, and Long-Term Success

May 21, 2014

Gratitude Can Inspire Patience, and Long-Term Success

Most of us favor short-term gratification over long-term rewards, and that’s not a good thing. For example, if offered a choice between receiving $75 today or $100 in a year, most people would choose the $75 even though that’s less money. The tendency to discount future value can contribute to various problems like credit-card debt or substance abuse. We’re often told that using willpower to suppress our emotions can curb this desire for instant gratification; however, using emotions can actually be helpful. According to a new study, after prompting participants to think about things they’re grateful for, they demonstrated more patience, and were able to keep their impulses in check. This suggests that gratitude can foster long-term thinking. Because we all know that willpower can (and will) fail at times, having an alternative source of patience – one that stems from something as simple as reflecting on an emotional memory – offers an important tool for long-term success. 

Adapted from “ Gratitude Is the New Willpower” by David DeSteno.

China Shows a Decline in Workers’ Share of Economic Output

April 21, 2014

China Shows a Decline in Workers’ Share of Economic Output

In many industrialized areas in China, the labor force’s “share” of GDP, meaning the proportion of provincial output that is distributed as wages, rather than going to capital and government, fell between 1997 and 2007, say Wei Chi of Tsinghua University and Xiaoye Qian of Sichuan University. For example, in Guangdong, it fell from 49% to 39%; in Chongqing, from 57% to 48%; and in Sichuan, from 56% to 46%. Past research has shown a connection between low labor share and widening inequality in China. Moreover, a low labor share poses problems for China’s goal of transforming its economy to rely on consumption rather than exports.

SOURCE: Regional disparity of labor's share in China: Evidence and explanation

Consider Keeping Your R&D Close to Home

April 23, 2014

Consider Keeping Your R&D Close to Home

Just because a company can offshore a portion of its operations doesn’t mean it always should. Recent research shows that although there are benefits to moving aspects of a business abroad (e.g. savings), the costs may add up over time through increased organizational complexity – and at a certain point, the move could be counterproductive. Global competition puts pressure on firms to relocate certain arms, even research and development, overseas. (With nations like China ramping up their innovative capacities, why stop at offshore manufacturing or customer support?) But research suggests that offshoring too much of a firm’s innovation is likely to be costly, because it can hinder a firm’s ability to adapt to changing environments, which can affect performance. So keeping R&D on home turf can be beneficial in a world where innovation cycles grow shorter and developing new technologies more difficult. 

Adapted from “ Research: Don’t Offshore Your R&D” by Walter Frick.

To Improve at Work, Examine All Aspects of Your Life

May 02, 2014

To Improve at Work, Examine All Aspects of Your Life

It’s not an outrageous idea: devoting less time to work can ease stress and boost productivity. It can also allow you to be more engaged with your family, community, and the things you do just for you. These four-way wins – improvements at work, at home, in your community, and in your private life – take experimentation and help. Start by diagnosing your four-way view: What’s important to you? Where do you focus most of your attention? Talk to the most important people in the different aspects of your life, and find out what you really need from each other. Use these answers to better align what really matters to you and what you do, and design an experiment to improve your performance in each of the four domains; for example, start an exercise program, carve out daily time for family, join a big community project, etc. And don’t be afraid to ask someone to help you stay on track. 

Adapted from “ Reduce Stress by Pursuing Four-Way Wins” by Stew Friedman.

Great Branding Takes More Than Advertising

April 29, 2014

Great Branding Takes More Than Advertising

As digital disrupts more marketplaces, brands become more important and valuable – not less. They provide meaning and satisfy emotional needs. As consumers experience information overload, the tendency to gravitate toward what’s familiar increases. At the same time, reliance on traditional tools, like advertising, corporate identity programs, and PR, to build brands is waning. So how can companies strengthen their brands? Look at Apple: Since its “Think Different” ad campaign, it has withdrawn from image-building ads, kept a smaller marketing budget, and instead, focused brand efforts on creating a well-designed, holistic product experience. Firms must be able to tell a meaningful story through actions and products, not words in ads or statements. Products and services should encapsulate a brand and communicate value without an additional layer of advertising. Make your brand more central and embed it across the customer value chain. 

Adapted from “ Brands Aren’t Dead, But Traditional Branding Tools Are Dying” by Jens Martin Skibsted and Rasmus Bech Hansen.

Questions Successful Innovators Should Ask

April 24, 2014

Questions Successful Innovators Should Ask

Asking a lot of questions is one behavior that successful innovators share. Instead of just rushing to take action, posing questions helps you crystallize the entire innovation process by improving your ability to spot new growth opportunities, pinpoint disruptive threats, and more. Consider using questions like these to increase your odds of success: 

(1) What problem is the customer struggling to solve? 
If people are spending time or money trying to solve a problem (and existing solutions fall short), there’s no clearer sign of an opportunity for innovation.
(2) Who has already solved this problem? 
It’s likely that someone has already found a solution in a different industry, country, or company. Gaining inspiration from their successful approach can speed up your process.
(3) What can you do that few other companies in the world can do? 
Zero in on what makes you unique (a trusted brand, access to a distribution channel, technological know-how) to maximize the chances of creating a powerful and compelling offering.


Adapted from “ Eight Essential Questions for Every Corporate Innovator” by Scott Anthony.

Boost Your Team’s Performance with a Task Map

April 25, 2014

Boost Your Team’s Performance with a Task Map

If your team isn’t functioning as well as it should, ask whether employees are in the right roles. People are happier and more productive if they have opportunities to use their skills, but misalignments of abilities and responsibilities can happen over time. Get back on track by creating a task map: a visual tool that allows you to see where skills are lacking or duplicated on a team. It can realign people’s tasks to fit their skills, and result in greater productivity, high performance, and reduced turnover. 
Assess people’s skills by looking at their accomplishments and assessments.
List their primary and secondary abilities on a whiteboard to see redundancies and gaps that have arisen. (For example, you may have four great analysts, but only one stellar project manager on your team.)
Create a list of the responsibilities and tasks required of your team members. How do their skills match with their tasks?


Adapted from “ Use a Task Map to Improve Your Team’s Performance” by Allison Rimm.

" Use Workforce Analytics to Transform HR"

April 30, 2014

" Use Workforce Analytics to Transform HR" 

Research shows that many companies aren’t using objective talent data to make workforce decisions – even though it can help reduce costs, identify revenue streams, mitigate risks, and execute effective business strategies. Improve your HR functions by making your analytics: 

(1) Relevant. 
HR analysts need to apply data to the business issue (a top-down approach), instead using up resources on bottom-up data mining.
(2) Valid. 
The quality of data is important, as is the way leaders are educated about the credibility of talent metrics.
(3)Compelling. 
HR can’t present raw numbers and expect the right message to come through. Analysts must understand the audience, tell a story, and deliver conclusions that tie together the principal facts.
(4) Transformative. 
Talent data should help a leader make better, faster decisions.


Adapted from “ Change Your Company With Better HR Analytics” by Mick Collins.

Men & women - when they apply for a promotion

April 28, 2014

HR Research 

Question : 
Do You Have to Be Perfectly Qualified Before You Can Apply for That Promotion?

Survey : 
An internal review at Hewlett-Packard revealed a striking difference between female and male employees . 
 Women applied for promotion only when they believed they met 100% of the qualifications listed for the job;  where as 
men applied when they thought they could meet 60% of the requirements. 
WHY ? 
The difference comes down to confidence, the writers say.

SOURCE: The Confidence Gap

Survey Conducted by :  Katty Kay and Claire Shipman . 

Manage Your Stress by Identifying What Triggers It

November 28, 2017

Manage Your Stress by Identifying What Triggers It

We all have things that set us off — particular triggers that cause a less-than-helpful knee-jerk reaction. Understanding what stresses you out can help you improve your emotional intelligence and resilience. One way to identify your triggers is by completing statements like “I become overwhelmed when…,” or “At work, I wish people would…,” or “I think it’s rude to…” You can also pay attention to your stress symptoms, such as sweaty palms, headaches, or tightness in your chest. Start watching for patterns in the situations that cause these symptoms. Maybe your manager learned that you missed an important deadline, or your colleague embarrassed you at a meeting. Once you’re aware of your triggers, you can actively manage how you react to them — instead of letting them control you.

Adapted from “Handle Your Stress Better by Knowing What Causes It,” by Anne Grady

The Best Way to Defuse an Argument Is to Listen

November 24, 2017

The Best Way to Defuse an Argument Is to Listen

Few things feel worse than getting yelled at by a coworker. When a colleague criticizes you, your first instinct is likely to be self-defense: You want to point out all the ways they’re wrong and you’re right. But even calmly contradicting the substance of your coworker’s argument may make things worse. Instead of rushing to justify your points, start by validating your coworker’s feelings and restating their views. For example, you could try, “I hear you. You don’t see your team’s input in what I just presented.” Showing that you’re listening and genuinely trying to understand your colleague’s perspective gives them less reason to holler. Although it might feel counterintuitive, demonstrating support for an angry colleague — without necessarily agreeing with their points — is one of the best ways to de-escalate a conflict.

Adapted from “How to De-Escalate an Argument with a Coworker,” by Liane Davey

When Changing Your Company’s Culture, Celebrate Small Wins

November 27, 2017

When Changing Your Company’s Culture, Celebrate Small Wins

If you’re trying to implement a new culture in your organization, employees are more likely to buy in if they see that the change is already sticking. Demonstrate small wins early on and showcase examples of how the new culture will help the company achieve its goals. Here’s an example. Before the pharmaceutical company Dr. Reddy’s rolled out the company’s new mission, “Good health can’t wait,” leaders redesigned the product packaging to be more user-friendly and recast its sales reps as knowledge hubs for physicians. When the cultural shift was introduced, leaders could point to projects already under way to show how it was succeeding. Celebrating the first small steps toward a new vision helps your employees understand what the new culture should accomplish — and gives them models to follow when making their own contributions to the shift.

Adapted from “Changing Company Culture Requires a Movement, Not a Mandate,” by Bryan Walker and Sarah A. Soule

Your Sense of Moral Purity May Block You from Making Professional Connections

May 13, 2014

Your Sense of Moral Purity May Block You from Making Professional Connections

Research participants who imagined themselves pursuing professional connections at a party felt dirtier afterward, on average, than those who had imagined themselves merely meeting a lot of people at the party and having a good time (2.13 versus 1.43 on a five-point dirty-feelings scale), say Tiziana Casciaro of the University of Toronto, Francesca Gino of Harvard Business School, and Maryam Kouchaki of Harvard University. Moreover, people in the former group were later more likely to take a favorable view of cleaning products such as soap, toothpaste, and window cleaner. This and other experiments suggest that networking in pursuit of professional goals can harm a person’s sense of personal moral purity, the authors write in a working paper.

SOURCE: The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty

Three Ways Family Businesses Can Thrive

May 15, 2014

Three Ways Family Businesses Can Thrive

Family businesses are inherently messy. With work and life almost inextricably intertwined, balancing both worlds is challenging – and people can end up feeling exhausted, unappreciated, and stuck in certain problems. But family businesses can thrive by focusing on a few things: 

(1) Disentangle different relationships. 
To keep your house in order, create four separate discussion rooms (not silos) for specific interactions: one for business managers, one for the board, one for owners, and one for family members.
(2)Manage your “crocodile” brain. 
This is what neuroscientists call gut emotions that affect thought processes and dampen impulse control. Identify and understand the emotional side of business to make rational decisions.
(3) Develop the next generation. 
Your role, while central, is temporary. Prepare your children to succeed in your business by challenging them with real jobs, letting them fail, and then helping them up. Accept that they will lead differently.


Adapted from “ How to Thrive While Leading a Family Business” by Josh Baron and Rob Lachenauer.

How the Lucky Get Luckier

May 15, 2014

How the Lucky Get Luckier

In a study of online gamblers, those who had won several bets in a row were found to have a higher chance of winning their next bets, say Juimin Xu and Nigel Harvey of University College London. Losing streaks had the opposite effect, decreasing gamblers’ chances of winning the next bet. The apparent reason is that after winning, gamblers tended to place safer bets, believing (falsely) that they were “due” to lose; losers believed they were due to win and placed riskier bets. The effect was to create good luck for the already lucky and bad luck for the unlucky.

SOURCE: A Self-Fulfilling Fallacy?

Transform Setbacks into Possibilities by Shifting Your Mindset

November 22, 2017

Transform Setbacks into Possibilities by Shifting Your Mindset

Many of us can recall an experience that felt negative at the time but turned out to be a good thing in the long run. When faced with a setback — you were laid off, or your unit didn’t meet its revenue goals — don’t rush to label it “bad.” Instead, think about what’s most troubling to you about the situation. Are you worried about not finding another job? Not earning your bonus? Missing out on resources you need? Once you’ve identified the specific concern, ask yourself, “Is there any way in which this situation could turn out to be good?” This question will shift you away from negative thinking and open you up to new possibilities. Take it a step further and ask, “What can I do to make this positive scenario a reality?” As a result, you’ll have an action plan — and the benefit of an optimistic outlook.

Adapted from “To Build Your Resilience, Ask Yourself Two Simple Questions,” by Srikumar Rao

Spot the Trends That Will Actually Affect Your Business

November 21, 2017

Spot the Trends That Will Actually Affect Your Business

It’s always smart to pay attention to big-picture trends and patterns. But how do you translate those signals into usable insights for your business? Start by figuring out which trends matter. For example, a bank manager may not need to spend much time analyzing a general trend that individuals are moving closer to cities. But if the data shows that more people are renting homes rather than buying them — particularly in the region where she operates — this may indicate a decrease in loan requests in the future. By focusing on implications, you can find the trends that have the potential to impact your work. Meaningful insights can also come from combining trends and asking “What would happen if…?” Thinking through three or four plausible scenarios and how they might unfold will help you find new ways to overcome future challenges.

Adapted from the HBR Guide to Thinking Strategically

Write a Graceful Resignation Letter (Even If You Can’t Wait to Quit)

November 20, 2017

Write a Graceful Resignation Letter (Even If You Can’t Wait to Quit)

How do you write a graceful resignation letter when you’re leaving under unfortunate circumstances? Maybe your job is seriously damaging your health and well-being, or you even suspect your organization is behaving unethically — or illegally. Whatever the situation, you don’t want the substance of your letter to come back to haunt you, so don’t point fingers or level accusations. You need your current boss or HR department to be able to provide at least a neutral reference if future employers contact them. So, offer a genuine compliment in your letter, such as how much you’ve learned during your time at the company. Then give a believable reason for your departure. It doesn’t have to be the primary reason, but it should be truthful. For example, you might say, “I’ve realized I can best fulfill my goals by redirecting my career toward sales and marketing.” Being professional on your way out preserves your reputation, which will be critical to landing your next job.

Adapted from “When You Should Quit Your Job Without Having Another One Lined Up,” by Priscilla Claman

Motivate Your Team by Connecting Their Work to What Matters

November 17, 2017

Motivate Your Team by Connecting Their Work to What Matters

All managers need to motivate their employees, but many struggle to get it right. Bosses looking to deliver an effective pep talk should explain why the work they are asking people to do is important. How do the employees’ tasks connect to the organization’s purpose? Point out ways your team is making a real difference for customers, the community, or each other. The CEO of a pharmaceutical startup, for example, might say, “I know everyone here wants to help save lives from heart disease. That’s what our work is all about.” Or you can connect your employees’ responsibilities to their personal aspirations. A fast-food restaurant manager could tell teenage workers, “One of our company goals is to provide good, stable jobs so that you have money to help your families and save for college.” Research shows that connecting work to meaning is the toughest part of a pep talk to deliver, but getting it right is essential to motivating your team.

Adapted from “The Science of Pep Talks,” by Daniel McGinn

To Change Company Norms, Get Other Leaders’ Support

November 16, 2017

To Change Company Norms, Get Other Leaders’ Support

When you become a manager, it’s likely that your team already has norms in place. You may notice bad practices that need correcting right away, such as using work hours for personal projects or neglecting customers during too-long lunch breaks. Before you implement a new policy, however, determine whether leaders in the organization ignore the poor behavior. It will be tough to get your team to change if they know employees on other teams are getting away with it. So if some leaders condone the behavior, your first step is to convince them a change is necessary. Start by collecting information about the problem: What is this behavior costing the organization? How often does it occur? Does it damage customer service or another area of the business? Present your colleagues with data that makes a compelling business case. And structure your argument around business outcomes, not a moral appeal. You need your boss and fellow managers on your side before you can address a long-tolerated issue with your employees.

Adapted from “What to Do When You Inherit a Team That Isn’t Working Hard Enough,” by Joseph Grenny

Approach Aversion

May 16, 2014

Should You Approach Your Audience When Giving a Talk? Maybe Not

People feel better about objects and people–whether positive, negative, or neutral–that are seen to be receding rather than approaching, says a team led by Christopher K. Hsee and Yanping Tu of the University of Chicago. For example, research participants viewed a neutral-looking person in a video more positively when he was walking backward away from the camera than when he was walking toward it (3.67 versus 2.70 on a seven-point scale). Approach aversion, which also applies to events in time, may have an evolutionary basis: Humans have developed a tendency to be on guard against stimuli that are approaching, the researchers say.

SOURCE: Approach Aversion: Negative Hedonic Reactions Toward Approaching Stimuli

Pay Attention to the Trends Happening Inside Your Company

November 07, 2017

Pay Attention to the Trends Happening Inside Your Company

When we think about trends that affect our business, we often look to things happening outside our companies. But it’s just as important to pay attention to internal signals that may present opportunities or challenges right in front of you. Watch for signs related to people, process, products, and strategy: Have there been any new hires or departures of key employees in the company? Are there patterns in the types of requests you’re receiving from stakeholders? How might the introduction of a new product affect your line of business? Does a series of new products signal a change in direction? After reflecting on questions like these, consider the implications of the trends. Ask yourself, What might these changes mean for me and my department? The answers to these questions will help you identify where your own strategy and priorities may need to adapt.

Adapted from the HBR Guide to Thinking Strategically

Managers, Tell Your Employees How You Like to Work

November 09, 2017

Managers, Tell Your Employees How You Like to Work

There’s typically an adjustment period when managers take over a team, as they and their direct reports learn how best to work together. Accelerate this learning process — and keep your team from having to guess your management style — by creating and sharing a work-style table. In the left column, add your characteristics and behaviors. For example, “I raise tough issues up front and directly” or “I’m not a morning person.” In the right column, add suggestions for how others can work with your preferences. For example, alongside “I raise tough issues,” you could write “If you feel my response is blunt or direct, realize that it’s about the issue, not about you personally.” And next to the “morning person” entry, you could write, “Avoid scheduling meetings where I have to make a big decision before 10:00 AM.” Being open about your management-style preferences can mitigate misunderstandings and help your team work together more productively.

Adapted from “Do You Know How Each Person on Your Team Likes to Work?” by Sabina Nawaz

Set Clear Boundaries with Needy Employees

November 13, 2017

Set Clear Boundaries with Needy Employees

As a manager, you probably wish you could give all the people on your team more attention. But sometimes certain employees seem to need more than their fair share of your time. Maybe they repeatedly ask you to review their work, or regularly show up at your desk with questions. If one of your employees is demanding too much of your resources, try setting clearer boundaries. The next time the employee comes over, you could say, “I have 15 minutes before my next meeting, and I can talk to you for that amount of time,” or “I am just going into a meeting. Can we table this conversation for your next one-on-one?” And be explicit about your expectations. You could say something like, “You’ve been coming to see me three times per week. Let’s try once per week from now on.” You need to help your employee unlearn a pattern of coming to you for every little thing.

Adapted from “How to Manage a Needy Employee,” by Rebecca Knight

Before a Difficult Conversation, Consider Your Counterpart’s Perspective

November 15, 2017

Before a Difficult Conversation, Consider Your Counterpart’s Perspective

It’s natural to go into a difficult conversation focused on what you want from the situation. But thinking only about your goals won’t give you and your counterpart the common ground necessary to resolve the conflict. You need a good understanding of what the other person’s objectives and interests are. They had a rationale for the way they’ve behaved so far (even if you don’t agree with it), so what might that be? Think about what’s going on for them. Ask yourself: What are they hoping to accomplish? Why does this matter to them? If you’re not sure, ask someone you trust what they think is going on in your counterpart’s mind. You might say something like, “I’d love some advice and coaching. I haven’t worked much with Akiko before, but I know you have. Can you help me understand how she might be seeing this situation?” Putting yourself in the other person’s shoes will give you information you can use to navigate the discussion and propose solutions that meet both of your needs.

Adapted from the HBR Guide to Dealing with Conflict, by Amy Gallo