promises in your first 90 days

 Tuesday , September 03, 2013

Don’t Overpromise on Your New Job

When taking on a new role, it can be tempting to list out all of the grand things you plan to accomplish in your first year. But be careful before you make any hard commitments. It’s better to under promise and overdeliver. You don’t know what unforeseen obstacles may get in your way—the organization’s resistance to change, for example. Be conservative when setting expectations with your new boss and other stakeholders. If you deliver more results, you will delight them. But if you promise too much and fall short, you risk undermining your credibility. Even if you successfully complete a great number of projects, but don’t do everything on your list, you will have failed in their eyes.

Adapted from The First 90 Days, Updated and Expanded.

Effort Aversion: Job choice and compensation decisions overweight effort

 September 03,Tue,  2013

Are You Among the "Effort Averse"?

Results of an experiment suggest that more than one-fifth of participants preferred the boring but easy task of watching visitors in an art gallery to the more engaging but demanding tasks of escorting performers and cleaning up at a cultural festival, even though they had predicted that they would enjoy the engaging tasks more. These participants' willingness to accept lower wages to work at the gallery job reveals a phenomenon the researchers, David A. Comerford and Peter Ubel of Duke University, call "effort aversion." 

The reasons for it aren't clear; the researchers speculate that because attention is a scarce resource, people may reject effortful tasks without thinking about how enjoyable they might be.

SOURCE: Effort Aversion: Job choice and compensation decisions overweight effort

" Beauty queens and battling knights: Risk taking and attractiveness in chess "

 Wed 04 Sept 2013

Research . Psychology . Gender matters. Harvard Business Review .

Research Finding :
Confronted with Attractive Female Opponents, Male Chess Players Take Greater Risks !
Details :
For every 1-standard-deviation increase in a female opponent's attractiveness, male participants in large international chess competitions have an 8% greater propensity to play risky openings, but these moves aren't beneficial for their game performance !
says a team led by Anna Dreber of Stockholm School of Economics in Sweden. 

Female players, by contrast, don't appear to be affected by the attractiveness of their male partners. Although there's no payoff on the chess board, "it could turn out that playing a risky strategy against an attractive female player is beneficial for a male player outside of the chess game," the researchers note.


SOURCE: " Beauty Queens and Battling Knights: Risk taking and attractiveness in chess " by September 04, 2013

Confronted with Attractive Female Opponents, Male Chess Players Take Greater Risks

For every 1-standard-deviation increase in a female opponent's attractiveness, male participants in large international chess competitions have an 8% greater propensity to play risky openings, but these moves aren't beneficial for their game performance !

Female players, by contrast, don't appear to be affected by the attractiveness of their male partners !

Although there's no payoff on the chess board, "it could turn out that playing a risky strategy against an attractive female player is beneficial for a male player OUTSIDE of the chess game," the researchers note.

SOURCE: " Beauty queens and battling knights: Risk taking and attractiveness in chess " by a research team led by Ms Anna Dreber of Stockholm School of Economics in Sweden.

Couretesy : Harvard Business Review 

Playing to Win: How Strategy Really Works.

 September 05, Thu  2013

Avoid These Strategy-Making Pitfalls

When creating strategy, far too many leaders give in to temptations that result in weak strategic choices, and ultimately, failure. Here are three common mistakes and how to avoid them:

• Failing to choose. Attempting to be all things to all customers isn’t a winning strategy. Select specific segments of consumers with particular characteristics that you can serve best.
• Acquiring to change playing fields. Acquisition usually just adds unnecessary complexity. If you can’t strategize in your current environment, you won’t necessarily excel in a different one.
• Accepting an existing choice as unchangeable. A company always has a choice of where in the market they will play, so don’t use this as an excuse for mediocre performance. Change won’t happen overnight, but you can alter the course with focus and dedication.

Adapted from Playing to Win: How Strategy Really Works.

Money and the fear of death: The symbolic power of money as an existential anxiety buffer

 Thu 05 Sept 2013 

Money's Other Purpose: Easing Our Fear of Death

In an experiment, people who had been counting money indicated a lower fear of death than people who had been counting slips of white paper -- about 5.3 versus 6.5 on a zero-to-12 scale, says a team led by Tomasz Zaleskiewicz of the University of Social Sciences and Humanities in Warsaw. 

Moreover, people's estimates of the sizes of coins were an average of 34% larger if they had been primed to think about mortality, presumably because thoughts of death intensify the subjective value attributed to money. People seem to desire money in part because it has the power to soothe fears of death, the researchers say.

SOURCE: Money and the fear of death: The symbolic power of money as an existential anxiety buffer

“Every Entrepreneur's Least Favorite Question,” by Kathryn Minshew.

 Fri 06 Sept 2013

Name 2 Things Your Small Business Has Accomplished

Early-stage entrepreneurs often dread the question, “How’s it going?” Whether it’s a potential partner, a VC, or even just a friend asking, you want to communicate that things are going well – but you don’t want to be vague or rattle off a memorized litany of achievements. 

Next time this question comes up, be ready to respond with two recent accomplishments. Choose things that are concrete and easy to understand. For example you might say: "Things are great! We just crossed 900,000 monthly active users and brought Facebook on as a hiring partner." Stick to two things. 

If you only name one, it comes off like you want your audience to be impressed by that one achievement. With two, they can choose which one they want to react to, and you come off less like you're baiting them to compliment any specific aspect of your business.

Adapted from “Every Entrepreneur's Least Favorite Question,” by Kathryn Minshew.

The boundaries of minimization as a technique for improving affect: good for the goose but not for the gander?

 Fri 06 Sept 2013

Don't Tell a Suffering Coworker "It Could Have Been Worse"

After being subjected to the upsetting experience of receiving negative feedback on a task, research participants felt particularly badly, scoring an average of 4 on a 7-point positive-affect scale, if they were indirectly told that getting a low score on a task was a "not serious" event. 

By contrast, those who could decide for themselves on the seriousness of such an event felt less bad (4.63), even though they too tended to classify the experience as "not serious." 

The research, by a team led by Kristin W. Grover of the University of Vermont, suggests that people who have suffered misfortunes feel worse when their experiences are minimized by others, but feel better when they internally minimize the experiences themselves. Saying "It was for the best" or "It could have been worse" makes sufferers feel misunderstood and isolated, the researchers say.

SOURCE: The boundaries of minimization as a technique for improving affect: good for the goose but not for the gander?

“How to Overcome Your Fear of the Unknown,” by Nathan Furr and Susannah Harmon Furr

 

Empower Yourself in the Face of Uncertainty

It’s natural to fear the unknown, but uncertainty doesn’t have to be debilitating. Here’s how to empower yourself to step confidently into the unknown and seize the opportunities it presents. Reframe. Every situation has upsides and downsides. When faced with uncertainty, focus on the former, rather than the latter. Prime yourself. There are many types of risks: financial, intellectual, social, emotional, physical, and so on. Identify which ones you have a natural aversion to or affinity with. This will help you approach uncertain situations with more self-awareness and confidence. Take small steps. If you’re unsure how a situation or idea will play out, starting modestly can be more effective and less anxiety-provoking than trying to do everything at once. Prepare yourself for setbacks. It’s frustrating when something doesn’t turn out the way you’d hoped or intended. Allow yourself to feel disappointed and frustrated, then ask yourself, “What insights can I take away from this?” You’ll be able to learn from the setback and adopt a new approach.

This tip is adapted from “How to Overcome Your Fear of the Unknown,” by Nathan Furr and Susannah Harmon Furr

“Keeping Hybrid Employees Engaged,” by Clara Shih ( 5 tips )

 Wed 24 Aug 2022

How to Keep Your Hybrid Employees Engaged

How can you give your hybrid team both the autonomy and the flexibility they want while also encouraging togetherness? More emails and long video meetings aren’t the answer. Take steps to foster emotional connection, team bonding, and fun to compensate for the loss of proximity in the office. (1) First, have your team put together a working agreement that covers each member’s needs — for example, when they work and how often they need to meet — so they can better support each other. (2) Then, check in on your team members regularly, over email, chat, or in real time on the phone or video. (3)  Third, plan regular in-person offsites for collaboration-heavy work. (4)  Next, to make up for the lack of smiles, nods, and other nonverbal cues that indicate appreciation, celebrate the small wins and praise your team members frequently. (5)  Finally, get creative about sharing experiences together. You could arrange to watch a virtual musical performance together or share the same kind of meal on the same day.

This tip is adapted from “Keeping Hybrid Employees Engaged,” by Clara Shih

It’s Time to Stop Following ‘The Golden Rule,',” by Irina Cozma

 Wed 17 Aug 2022

Treat Others as They'd Like to Be Treated

We’ve all heard the so-called Golden Rule: “Treat others as you’d like to be treated.” The problem? Not everyone is just like you. It’s time to adopt a new Golden Rule: “Treat others as they’d like to be treated.” To put this new mindset into practice in the workplace, (1)  start by challenging your assumptions about the people you’re working with. Ask yourself, “Are my assumptions based on my own experiences and preferences at work?” (2)  Next, ask questions — and really listen. For example, you might ask a new colleague, “How do you prefer to communicate?” Or if you’re starting a new project with someone you’ve never collaborated with, you could ask them, “In what format do you need the information about this project?” If your colleague’s preferences differ from yours, pursue a solution that works for everyone. Look for any common denominator. You might not be able to agree on everything, but try agreeing on just one thing. A small win-win will make both of you feel respected and seen.

This tip is adapted from “It’s Time to Stop Following ‘The Golden Rule,',” by Irina Cozma

“How to Get Your Team on Board with a Major Change,” by Deborah Rowland et al.

 Mon 15 Aug 2022 

Lead Your Team Through a Big Change

How can you get your team on board with a disruptive organizational change? It's all about making people feel a sense of belonging through the transition. To do this, start by being mindful of your own emotions. Are you feeling uprooted by the change yourself? (1)  If so, focus on unpacking why. This will help you manage your negative emotions and share them honestly with your employees. (2) Next, identify what your people are afraid of losing. Look beyond what might seem like their reflexive resistance to change and seek to understand what they treasure and hope to protect. Then, talk about it. To help your team see not only what needs to change, but why it needs to change, lead conversations that explore their discomfort and envision a brighter future. (3) Finally, validate people's trepidation. Being transparent about the costs of change, rather than falsely optimistic, will help you rebuild loyalty and trust through the process.

This tip is adapted from “How to Get Your Team on Board with a Major Change,” by Deborah Rowland et al.

“Don’t Let Mentoring Burn You Out,” by Ruth Gotian et al.

 Thu 11 Aug 2022 

Is Mentoring Burning You Out?

As a mentor, you’re giving your time, attention, and resources to develop someone else — and it can be exhausting. While you may have the best intentions, when you’re too depleted to deliver, the result is a disengaged relationship that’s no longer valuable to anyone. Here are some ways to identify and overcome mentor burnout. First, take time to reflect and identify when you’re reaching capacity. Pay attention to signals such as feeling chronically exhausted, being more cynical than usual, or showing signs of apathy. Ask trusted colleagues to speak up if they see a significant change in your behavior or emotional tone. Next, look for ways to be more efficient with your mentorship. Don’t assume that high-quality mentoring relationships can only occur in the traditional one-on-one format. For example, consider creating cohorts of mentees who might meet with you monthly for informal conversations. Finally, to rediscover joy, remind yourself why you wanted to be a mentor in the first place. Remember: This work should generate energy, not drain it.

This tip is adapted from “Don’t Let Mentoring Burn You Out,” by Ruth Gotian et al.

“Ask for What You Need at Work,” by Deborah Grayson Riegel

 Tue Aug 23 2022 

Don’t Be Afraid to Ask for What You Need at Work

Asking for what you need from someone at work can be challenging — even downright intimidating. But as with all relationships, it’s important to advocate for yourself. Here’s how to do it. Build up good will ahead of time. For example, you might try sending this colleague an article you think they would enjoy, inviting them out for a coffee, or expressing appreciation for their work. Then, make your ask. The more positive interactions you have with this person, the more likely they are to be authentically invested in your needs. Leave room for dialogue, flexibility, and compromise. Making demands makes the other person feel obligated to say yes, but making requests shows consideration and gives them an out. This might sound like asking someone in your network, “I know that you have a knack for making connections, and I would love to be introduced to someone in your LinkedIn network. Is that something you’d be comfortable doing? And if not, I understand.” Be direct, but also be willing to move on if their answer is no. Don’t take rejection personally. Instead, get curious. Ask follow-up questions to better understand the “why” behind the no. This will help you get to yes next time.

This tip is adapted from “Ask for What You Need at Work,” by Deborah Grayson Riegel

“How to Pace Yourself at Work While Pregnant,” by Liz Fosslien

 

Give Yourself Grace at Work While Pregnant

Pregnancy comes with new physical limitations, and it can be tempting to try to work through them — especially if you pride yourself on being able to “do it all.” But it’s important to show yourself kindness and to set boundaries where you can. Start by being honest with yourself about how much work you’re capable of doing. Lean on trusted friends or colleagues to reassure you that it’s okay to slow down a bit. It’s also important to let go of absolutes — our jobs are rarely all or nothing. Look for compromises that allow you to offload some of your tasks. And prepare yourself to say no more often. Saying no is hard, especially when you’re used to being able to say yes, but it’s something you can practice. The next time you’re on the brink of saying yes, pause and ask yourself: “If I say yes, what do I gain and what do I lose — and if I say no, what’s the worst thing that could happen?” Then try saying this phrase to yourself: “Saying no to this right now does not make me a bad coworker. It makes me a human who needs rest.”

This tip is adapted from “How to Pace Yourself at Work While Pregnant,” by Liz Fosslien

“A Simple Way to Introduce Yourself,” by Andrea Wojnicki ( Present, past & future )

 Wed 10 Aug 2022 

Introduce Yourself with Confidence

Many of us dread the self-introduction, whether it’s in an online meeting or at a boardroom table. The secret to introducing yourself with confidence, in any context, is a simple three-step process: Focus on your present, past, and future. Present. Start with a present-tense statement to introduce yourself. Your name and job title is a great place to start. If there’s an opportunity to elaborate, you can also share other details such as a current project, your expertise, or your geographical location. Past. Add two or three points that will provide relevant details about your background and credibility. Consider your education, past projects, employers, and accomplishments. Future. Demonstrate enthusiasm for what’s ahead. If you’re in a job interview, share your eagerness about potential opportunities at the company. Or, if you’re in a meeting, express interest in what the team is setting out to accomplish.

This tip is adapted from “A Simple Way to Introduce Yourself,” by Andrea Wojnicki

“Men, Stop Calling Yourselves Allies. Act Like One,” by W. Brad Johnson and David G. Smith

 

What Allyship Really Looks Like

Calling yourself an ally—to any person of any underrepresented group—misses the point of allyship altogether. Instead of self-labeling, focus on action. For example, amplify the ideas of women and colleagues from underrepresented groups, challenge the status quo, search for new ways to be more inclusive, and use your influence to sponsor those who might otherwise be overlooked because of their identity. Next, remind yourself that being an ally is a journey, not a destination—it’s something to aspire to, not to claim. Constantly commit to learning about the experiences of other groups, fostering a growth mindset, welcoming feedback, and reflecting on your missteps. Ask curious questions about the experiences of others at work. Then, ask—don’t assume—what role you can play in providing support. Finally, remember that allyship is not about you. Rather, it’s about perpetuating the autonomy of those you’re allied with.

This tip is adapted from “Men, Stop Calling Yourselves Allies. Act Like One,” by W. Brad Johnson and David G. Smith

“How to Answer ‘Why Do You Want to Work Here?’,” by Joel Schwartzberg

 

Nail Your Answer to “Why Do You Want to Work Here”?

Sometimes the toughest job interview questions are also the simplest and most direct. One you should always expect to hear and definitely prepare for: “Why do you want to work here?” Here are three approaches to try when answering this common interview question: Express your passion for the employer’s product, service, or mission. Prepare a clear and honest explanation for why you personally connect with the organization’s purpose. You might say something like, “X is very important to me in both my professional and personal life because I strongly believe in Y.” Explain why you would enjoy the responsibilities of the role. Make the connection between job and joy clear. For example, you might say, “Analyzing data has always been fun for me — the challenge of using numbers to tell a story and convey an idea — and I look forward to the data visualization work we’ll be doing on this team. Describe how you see yourself succeeding in the role, given your skills and experience. The organization isn’t just looking to hire you; they’re looking to invest in you. Use phrases like, “Given my experience, I can see myself succeeding in X,” or “I look forward to using my skills to accomplish Y.”

This tip is adapted from “How to Answer ‘Why Do You Want to Work Here?’,” by Joel Schwartzberg

“How Leaders Can Escape Their Echo Chambers,” by Dina Smith

 Thu 25 Aug 2022

Break Out of Your Echo Chamber

If you’re stuck in an echo chamber, surrounded by people who think like you and agree with you, you might be unconsciously sending signals to your team that you’re not open to dissenting opinions and ideas. How can you ensure that all of your employees — even the ones whose beliefs differ from yours — feel psychologically safe at work? Start by continuously soliciting feedback and input. Set aside time and space for your team to ideate honestly. Tell your team, “We all have blind spots, myself included. I need your help to see mine and want you to question and disagree with me if you think I’m off base.”  Next, ask your team for their ideas (even if they’re half-baked). And be sure to publicly acknowledge and thank independent voices that share a dissenting opinion, question your logic, or disagree with you. When your team sees that you meet challenging comments with gratitude, you’ll encourage more fearful employees to speak up. Finally, adopt an attitude of curiosity and ask questions to better understand others’ perspectives. For example, you might ask, “What led you to that conclusion?” or say, “Tell me more,” and build from there.

This tip is adapted from “How Leaders Can Escape Their Echo Chambers,” by Dina Smith

“Supporting LGBTQ+ Workers’ Mental Health,” by Bernie Wong

 

Support Your LGBTQ+ Employees’ Mental Health

Recent research found that LGBTQ+ workers were more likely to experience mental health challenges such as anxiety, depression, and burnout — and to say that their work or work environment had a negative impact on their mental health. As a leader, how can you support the mental health of your LGBTQ+ employees? Start by providing mental health resources, education, and skill-building. Ensure your list of covered providers includes those who are LGBTQ+ or who have experience with LGBTQ+ health, and that your insurance plans cover services for same-sex couple and family arrangements. Second, share information about the unique health experiences of LGBTQ+ folks with all employees. Identify a clear, designated point of contact on your HR team who is a part of or allied with the LGBTQ+ community who can sit down with employees, outline the resources available, and answer any questions. Finally, explore mental health training across all organizational levels to equip employees to support one another.

This tip is adapted from “Supporting LGBTQ+ Workers’ Mental Health,” by Bernie Wong

“Build Learning into Your Employees’ Workflow,” by Bruce C. Rudy

 Fri Aug 19 2022 

Integrate Learning and Development into Your Employees’ Workflow

As a manager, one of your biggest responsibilities is to foster your employees’ learning and development. The best way to do that? Make growth an integrated part of their work lives. Try organizing regular “learning meetings” — simply setting aside a small amount of time for your team to learn and discuss a new concept, framework, or skill. A collective, conversational approach to learning is more likely to help your employees retain and apply new information. Next, use little nudges, such as short emails or daily Slack reminders, to reinforce the content of your learning meetings. These messages can encourage your people to use what they’ve learned in real-world situations. Finally, measure progress. This means conducting assessments to understand your employees’ learning experiences, as well as tracking real-time changes in their habits, behaviors, and outputs.

This tip is adapted from “Build Learning into Your Employees’ Workflow,” by Bruce C. Rudy

Free Offer ≠ Cheap Product: A Selective Accessibility Account on the Valuation of Free Offers

 September 09, 2013 Monday 

Research Finding : 

A Discount May Devalue a Product More Than a Giveaway

Experiment : 

Consumers who were offered free bread sticks as a promotion from a pizzeria said they'd be willing to pay $5.06, on average, for them once the promotion ended. 

This is  only slightly less than the amount consumers were willing to pay when there had been no promotion! 

 By contrast, people who were offered the bread sticks at a discounted price of 50 cents were willing to pay just $2.76 once the promotion was over ! 

Underlying Reason : 

 The findings suggest that a discount promotion may devalue a product in consumers' minds, whereas a free promotion offer may not devalue a product at all ! 

Research Courtesy : say Mauricio M. Palmeira of Monash University in Australia and Joydeep Srivastava of the University of Maryland. 

SOURCE: Free Offer ≠ Cheap Product: A Selective Accessibility Account on the Valuation of Free Offers

Building Your Business Case eBook + Tools.

 

September 11, 2013 , Wed 

Consider the Risks in Your Business Case

A good business case addresses the question, “What happens if we take this course of action?”

 But chances are that not everything will go as planned ! 

 Be sure to consider the risks to what you are proposing and what will happen to the project’s value if you’ve made the wrong assumptions. 

Most people focus on threats: What if the vendor doesn’t deliver on time? 

What if the cost of raw materials goes through the roof? 

What if you aren’t able to hit the launch date? 

But you also need to consider opportunities: How can you get a higher return on investment or a faster payback?

 Can you complete the project sooner? 

Can you put your best team on it?

 Think about each assumption you’ve made and how it could change.

Adapted from the HBR Guide to Building Your Business Case eBook + Tools.

“How to Separate the Winners from the Spinners,” by Chris Smith and Chris Stephenson.

 September 13, 2013 Friday 

2 Unconventional Questions to Ask a Job Applicant

Gauging a potential employee's skills and suitability is tricky when you don’t have much time. But there are ways to take interviewees out of their comfort zones and encourage the kind of candor that will enable you to find the best fits. Try using these takes on standard interview questions:

(1) "What don't you want to be doing five years from now?" 

Asking the question this way forces an applicant to think on his feet, revealing a lot about his adaptability.

(2) "What would you say is the biggest misperception people have of you?" 

Top candidates will have a high level of self-awareness and won’t have trouble answering this. They’ll also understand that perception is reality in many cases, and may already have a plan to address it.

Adapted from “How to Separate the Winners from the Spinners,” by Chris Smith and Chris Stephenson.

Stocks & The dividend month premium

September 13, 2013 Saturday 

Do You Buy Stocks Just in Time for the Dividends? You’re Not Alone

Research finding : 

Companies have significantly higher stock returns in months when they’re expected to issue dividends, because dividend-seeking investors buy stock in the days leading up to the expected payment! 

 A portfolio that bought all stocks of companies that were expected to issue dividends in a given month would earn abnormal returns of 41 basis points, the researchers say.

 But beware !  Significant negative returns are seen in the 40 days after the dividend day ! 

Research courtesy :  Samuel M. Hartzmark and David H. Solomon of the University of Southern California. 

SOURCE: The dividend month premium

Love Thy Neighbor? Recessions and Interpersonal Trust in Latin America

September 16, 2013 Monday . 

" An Upside of a Long Recession: A Deepening of Personal Trust " 

Research Finding : 

The longer a recession drags on, the greater the growth of interpersonal trust among the population, according toFor each additional year of a recession (holding all else constant). 

The probability that people will agree that “most people can be trusted” increases by 9.03%. 

Reason ? 

A long recession may increase inter-dependency among people for survival and  may bring communities together and encourage social investment, research  suggests.

Research Courtesy :  an analysis of survey data from 10 Latin American countries by Elizabeth A.M. Searing of Georgia State University. 

SOURCE: Love Thy Neighbor? Recessions and Interpersonal Trust in Latin America

“The One-Minute Trick to Negotiating Like a Boss,” by Heidi Grant Halvorson.

 Wed 18 Sept 2013 

" A 1-Minute Trick for Better Negotiations " 

How do you negotiate better? Simple: Beforehand, take a minute or two to focus on what you have to gain and what you hope to achieve – and banish all thoughts of what you might lose. List everything you hope to accomplish and the ways you will benefit if you are successful.

 Re-read this list just before the negotiation begins. Throughout the exercise, it’s important to try not to focus on what could go wrong. Great negotiators stay focused on their ideal target, despite the risks they face. With practice, this focus-training will become easier and, eventually, automatic.

Adapted from “The One-Minute Trick to Negotiating Like a Boss,” by Heidi Grant Halvorson.

PS : 

Need for learning Negotiation Skill.

" Negotiation skill doesn't come naturally to many people. This is because a negotiation is an experience that is rife with conflicting motivations & primordial emotions ; Desire & Fear !

For example, when you haggle with another party over price, you need to somehow reconcile your DESIRE to pay (or be paid) your target amount with your FEAR that if you push too hard, the negotiation may break down !

You might end up empty-handed, humiliated, or out of a job. Negotiations are always gambles, and there is always risk ! Not all people are born with this kind of appetite for risk. "

HBR Guide to Coaching Your Employees.

Thu 19 Sept 2013

September 19, 2013 Avoid the Pitfalls of Positive Feedback Praise should motivate your employees, but in some cases it does just the opposite. Here’s how to make sure positive feedback actually works: Don’t cushion the blow. Don’t routinely say something “nice” before giving criticism. Doing so conditions people to hear positive feedback as a hollow preamble to your real message. Lead instead with your investment in the relationship and reasons for having the conversation. Praise effort, not personal attributes. Intelligence, talent, or abilities are mostly innate and cannot be actively replicated. Instead, compliment effort and explain exactly what actions prompted your approval. If you’re specific, you’ll reinforce the desired behavior.

“Boosting Creativity Through Constraints,” by Adam Richardson.

 September 20, 2013 Fridy 

Spur Creativity by Setting the Right Constraints

Conventional wisdom holds that the best way to make a team more creative is to unshackle them from constraints. But you don’t need to remove all creative limitations – instead impose only those that move you toward clarity of purpose.

(1) Focus on the vitals.

 What is the one thing you want your customers to know or do? If you could only communicate with them via a business card or a very short video, what would you say? Once you’ve determined that, you may be surprised by the superfluous pieces that once seemed critical.

(2) Get uncomfortable. 

Challenge habitual assumptions and apply a different set of limitations to how you think about problems. A service company, for instance, could consider what would happen if it started offering the service the way a well-known brand in a very different industry would.

Adapted from “Boosting Creativity Through Constraints,” by Adam Richardson.

Humor has been shown to be a mechanism for coping with the psychological stress of a perceived threat,

 Fri 20 Sept 2013

There’s More Laughter Among U.S. Monetary Policy Makers When Inflation Worries Are High

In meetings of the U.S. monetary-policy-setting Federal Open Market Committee, a member tends to elicit more laughter if he or she expects inflation to be higher in the coming year, according to an analysis of transcripts by American University doctoral candidate Kevin W. Capehart. A 1 percentage point increase in a member’s inflation forecast is associated with a one-half-laugh, or 75%, increase in the amount of laughter elicited by his or her witticisms during a meeting at the time of the forecast. Humor has been shown to be a mechanism for coping with the psychological stress of a perceived threat, Capehart says.

“How to Stay Cool When You’re Put on the Spot,” by David Lancefield

 

Stay Cool When Someone Challenges You at Work

Work is often full of difficult moments where people catch you off guard and make you feel defensive. How can you maintain your composure when you’re challenged or put on the spot by peers, managers, or clients? (1)  Start by acknowledging your immediate biological response. Blushing, stuttering, or even crying are all normal reactions to hostility and stress. (2) Try to shift your focus onto what the other person is thinking by saying something like, “Thank you for sharing your perspective. It’s different from how I was thinking about the topic. Can you tell me more about it?” While listening to their response, take some deep breaths, adjust your posture, and internally label the feeling you’re experiencing. (3)  Next, check your assumptions about the other person. There could be many reasons why they seem argumentative, critical, or impatient. They could be having a bad day, or maybe this is just their communication style. Listen to the substance of their points. (4) Don’t default to defensiveness, and if you think they might actually be right, acknowledge it and back down from your position respectfully. If you think they’re wrong, respond and engage confidently as if it were a negotiation, without anger. If you feel you’ve taken the discussion as far as you can, draw it to a close. (5) Reassure them that you’ll work through their points and follow up. Thank them for the discussion, and exit with your head held high.

This tip is adapted from “How to Stay Cool When You’re Put on the Spot,” by David Lancefield

“Do You Ever Second Guess Yourself?,” by Tucci Ivowi

 Fri 13 Aug 2021

Don’t Let Imposter Syndrome Inhibit Your Growth

A certain level of self-doubt can keep you humble and push you to work harder. But when self-doubt manifests as imposter syndrome, it can prevent you from growing. Here are a few ways to fight back against that nagging voice in your head: Acknowledge that it’s normal to second-guess yourself — especially when you’re new to an organization or if your team members look, behave, or have very different experiences than you. Focus your nervous energy on learning and adding value. When you identify an area of weakness, think of it as an opportunity to grow. This is how the best leaders gain confidence. Be sincere — to yourself and others. If you’re clear about who you are and what you stand for, you’re less likely to try to fit into a mold that wasn’t designed for you in the first place. Find an ally. Still feeling like an imposter even after practicing the above tips? Try and find yourself an ally, mentor, or group of like-minded colleagues who can help you feel like you belong.

This tip is adapted from “Do You Ever Second Guess Yourself?,” by Tucci Ivowi

“Let’s Talk About Our Career Failures,” by Lan Nguyen Chaplin

 Wed 11 Aug 2021 

Talk About Your Career Setbacks

Maybe you didn't get that job or promotion you wanted, your presentation didn't go so well, or your pitch got rejected. We typically don’t broadcast our failures, but giving voice to our setbacks can actually help us regroup and gain the support we need to rebuild our confidence and take back control of our careers. Start by feeling your feelings. You deserve time and space to process them.  Add "venting" to your to-do list — but timebox it. Call a friend who will listen with empathy, but don’t let yourself spiral into negativity. Make sure you laugh too — it helps relieve stress . Create a list of possible next steps: What jobs or companies could you apply to next? How can you improve on your public speaking skills before your next presentation? What ideas could you build out into your next pitch?  Finally, examine how you’re measuring success. Make a list of what’s really important to you. Ultimately, your definition of success should really align with your values.

This tip is adapted from “Let’s Talk About Our Career Failures,” by Lan Nguyen Chaplin

“Don’t Underestimate the Power of Silence,” by Vijay Eswaran

 04 Aug 2021 Wed 

Start Your Day with Silence

We live in a world full of noise and chatter, and it can be hard to find a break from it all. If you’re feeling overwhelmed, give this mindfulness exercise a shot. It's called the Sphere of Silence, and it’s a 60-minute routine to help you collect your thoughts, stay grounded, and decide how you want to enter your day. There’s one important ground rule: Complete the steps below in silence. The first half hour is broken down in three 10-minute segments. Spend the first segment writing your short-term, medium-term, and long-term goals. Then, dedicate the next 10 minutes to assessing your progress on your goals from the previous day. Use the final 10 minutes to take note of unmet goals and assess why you haven’t achieved them. This will motivate you to focus on moving forward. Spend the next 10 minutes reading something — an article, a book, maybe even a poem — that teaches you something new or enriches your mind. Then, spend 10 minutes writing. Maybe you’ll jot down a reaction to what you just read, or a poem of your own. Use the final 10 minutes for self-reflection. This part of the practice allows you to harness your calm during stressful situations and mindfully choose to stay out of negativity.

This tip is adapted from “Don’t Underestimate the Power of Silence,” by Vijay Eswaran

“How to Negotiate a Remote Work Arrangement,” by Susan Peppercorn

 Tue 03 Aug 2021

What to Say When Negotiating a Remote Work Arrangement

If you’re not interested in returning to in-person work but your boss expects you to come back, or if you’re interviewing for a new job and want to work remotely, how can you negotiate your desired arrangement? Here are some tactics: Make clear that you can be successful by sharing the accomplishments you’ve already achieved in a remote work environment. Articulate how your plan would be a win-win. For example, if you feel you’re more productive and effective outside of the office, make a compelling case for how that benefits the whole company. Ask if there’s any other data or information you could provide to help your case. Be prepared to take a pay cut if you’re relocating to an area where the cost of living is significantly lower. Weigh this potential income loss against your improved quality of life. Know that you may not get an answer in your first conversation. Your manager may need some time to review your request with the higher-ups.

This tip is adapted from “How to Negotiate a Remote Work Arrangement,” by Susan Peppercorn

“How to Say No to ‘Grabbing Coffee',” by Jenny Taitz and Greg McKeown

 

Politely Decline That Networking Request

As many of us begin to transition back to in-person work, we’re bound to get an influx of invitations to "catch up over coffee." But all of these face-to-face get-togethers can be overwhelming and aren’t always a great use of your time and energy. How can you say no to these requests without jeopardizing your relationships with coworkers and other professional contacts? Be realistic about how many hours you can allocate to these types of networking meetings. If having yet another informal coffee date would cut into other commitments that matter more to you, then politely decline. It’s tempting to ignore the request or give an insincere "sure" without intending to follow through, but it’s better to give an honest and graceful rejection. Explain that you’re stretched at the moment and you don’t currently have time, but that you’d like to stay in touch. If this is someone you want to maintain a relationship with, you can also suggest a time to chat that works better with your schedule or offer to connect over the phone or via video instead. But, remember, it’s OK to set boundaries as long as you communicate them with kindness and sincerity.

This tip is adapted from “How to Say No to ‘Grabbing Coffee',” by Jenny Taitz and Greg McKeown

“How to Give and Receive Compliments at Work,” by Christopher Littlefield

 Thu 06 May 2021

How to Give a Powerful Compliment

When done well, a compliment is one of the most powerful ways to let someone know that you value and appreciate them. Yet, these seemingly positive interactions can be surprisingly tricky to navigate — no one wants to come across as a kiss up. Here’s how to give a powerful compliment the next time you want to recognize someone for their work: Be authentic. Ask yourself, "Why am I recognizing this person?" Don’t compliment someone because you feel you should; compliment them because you feel compelled to let them know how they impact you or others. Be specific. Ask yourself, "What exactly did I experience or observe?" Give details and examples to give the recipient the context behind your admiration. Focus on process, not just results. In other words, comment on how this colleague did what they did — not just what they produced. Share the impact. Tell your colleague what their actions meant to you and the rest of the team.

This tip is adapted from “How to Give and Receive Compliments at Work,” by Christopher Littlefield