“Handwritten Notes Are a Rare Commodity. They're Also More Important Than Ever,” by John Coleman.

 July 24, 2013 Wednesday 

Send a Handwritten Note

Personal written notes grow rarer by the day. But if you want to convey to a client, a potential customer, a colleague, or a direct report that you value your relationship, put down the Blackberry and reach for a pen. Emails, tweets, texts, or Facebook messages are easy to write and free to send. Handwritten notes mean more because they cost more. Drafting an actual letter involves selecting stationery, paying for stamps, and visiting a mailbox. They let the people know you appreciate them enough to pause for 15 minutes and put pen to paper in an attempt to connect and sustain a relationship with them.

Adapted from “Handwritten Notes Are a Rare Commodity. They're Also More Important Than Ever,” by John Coleman.

“Old-School Business Practices Worth Bringing Back,” by John Coleman.

 August 05, 2013 Monday 

Don’t Be Late for That Meeting

When you can text or email a colleague and let her know you’re running late, it’s easy to push back meetings. This ability to quickly communicate is helpful when you’re unavoidably detained, but overusing it has costs. One study found that staff lateness costs the UK economy £9 billion per year. There's something to be said for old-fashioned punctuality. Sixty years ago, it was important to keep commitments because there was less opportunity to reschedule on the fly. But even in this era of always-on technologies, being on time is important. It keeps you focused. It conveys to others that you’re reliable. And it shows respect for the people who don’t have to waste their time waiting on you.

Adapted from “Old-School Business Practices Worth Bringing Back,” by John Coleman.

Self-Employment Dims Chances of Landing a Company Job, Study Finds

 

July 26, 2013 Friday 

Research Finding : 

A History of Entrepreneurship Can Hurt Your Job Prospects

Experiment & Findings : 

Employers and recruiting agencies sent 63% fewer positive replies to fictitious candidates whose CVs showed they had owned and managed small HR consulting companies, other small and medium and small businesses,  in comparison with EQUALLY  qualified candidates whose CVs showed they had been project managers in corporate HR consulting divisions, and other firms. 

Among the female candidates alone, the gap was even wider, at 75%. 

Conclusion : 

Thus it appears that starting a business ( and closing it and going for employment ) has consequences for entrepreneurs' job prospects.  "  Self-employment"  sends a "negative signal" to the job market, the researchers say.

Research Conducted by : a team  in the UK led by Philipp D. Koellinger of Erasmus University in the Netherlands. 

SOURCE: Self-Employment Dims Chances of Landing a Company Job, Study Finds

“Join the Global Elite” by Gregory C. Unruh and Ángel Cabrera.

 July 22, 2013 Monday 

Take Active Steps to Become More Global

Most companies recognize the benefit of having leaders with international experience, but few offer the developmental opportunities to gain it. It’s up to you to take responsibility for improving your cross-cultural chops. Here’s how:

(1) Strengthen relationships.

 Cultivate the contacts and friends you already have across national and cultural boundaries. Offer to assist them with something; what follows may help give you insight into unfamiliar environments.

(2) Start locally.

 Social media has opened up new opportunities to connect from home. LinkedIn’s network statistics function, for instance, shows you the geographic reach of your network and where it’s growing fastest. Reach out to people in regions you want to learn more about.

(3) Go. 

International travel is vitally important. When working abroad, make sure you leave the hotel — and stay an extra day or two to visit museums or attend cultural events.

Adapted from “Join the Global Elite” by Gregory C. Unruh and Ángel Cabrera.

SOURCE: Double Victimization in the Workplace: Why Observers Condemn Passive Victims of Sexual Harassment

August 05, 2013 Monday 

Research Finding . 

Women Overestimate Their Willingness to Confront Harassment

Experiment : 

In experiment, 83% of women said they would confront a job interviewer who asked such sexually harassing questions as "Do you have a boyfriend?" 

And the more confrontation they predicted for themselves, the greater their contempt for women who didn't protest ! 

Their Claims Debunked : 

 Yet past research shows that most female candidates who face such harassment questions  DID  NOTHING to protest ! 

Reason ? 

  People underestimate the COSTS  of confrontation, such as not getting the job they want / need ,  if they don't experience the harassment themselves.

Research Courtesy : a team led by Kristina A. Diekmann of the University of Utah.

SOURCE: Double Victimization in the Workplace: Why Observers Condemn Passive Victims of Sexual Harassment

“Connect, Then Lead,” by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger.

August 06, 2013, Tuesday 

Good Leaders Build Trust First

Most leaders today emphasize their competence, strength, and credentials, but none of that matters if people don’t trust you. Win people over with warmth. Here’s how:

(1) Use the right tone. 

Speak with lower pitch and volume. Aim for a tone that suggests that you’re leveling with people and being completely honest.

(2) Validate feelings.

 If you show your employees that you hold roughly the same worldview they do, you demonstrate not only empathy but, in their eyes, common sense. If you want colleagues to listen and agree with you, first agree with them.

(3) Smile—and mean it.

 Smiling is contagious. When people see you beaming, they’ll likely smile too. But a polite grin fools no one. To project warmth, you have to genuinely feel it.

Adapted from “Connect, Then Lead,” by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger.

Chewing gum moderates the vigilance decrement

 August 07, 2013 Wednesday 

Research Finding : 

Chewing Gum Helps You Sustain Vigilance in  Long Tasks

Experiment : 

At the beginning of a 30-minute computer-based vigilance task, the average reaction time of participants who were chewing gum was about 70 milliseconds SLOWER than that of non-chewers, but by the END, it was about 100 milliseconds FASTER , it was recorded. 

Reason ? 

 Chewing gum can stem a decline of vigilance over a long task Gum chewing has been shown to increase blood flow to the frontal-temporal region of the brain.

 Research Courtesy : a team led by Kate Morgan of Cardiff University in the UK.

SOURCE: Chewing gum moderates the vigilance decrement

“The Three Elements of Successful Data Visualizations,” by Jim Stikeleather.

August 07, 2013 Wednesday 

2 Things Your Data Visualization Needs

Data is easier to understand when it’s presented visually. But sometimes designers get wrapped up in the exercise of making something beautiful and forget to make it functional. Here are two things to keep in mind when creating an infographic:

(1) Know your audience. 

You can’t help your viewers make a decision unless you know what they’re looking for. Ask yourself: How will they read and interpret the information? What do they know already and what do they want to find out?

(2) Tell a story. 

The right graph and data range should convey a compelling narrative. Create a visual that helps the viewer observe, understand, and make sense of the information.

Adapted from “The Three Elements of Successful Data Visualizations,” by Jim Stikeleather.

( Research on Consumer behavior and buying patterns )

 August 16, 2013 Friday . 

Why You Need to See Two Products Before You'll Buy One

( Research on Consumer behavior and buying patterns ) 

Experiment : 

When people in an experiment were shown two DVD players, 32% indicated they would buy Brand -A  and 34% chose the Brand - B. But when the participants were shown a SINGLE  DVD player, only 9% or 10% (depending on which brand they saw) said they would purchase the product !! 

 Retailers should bear in mind that consumers have an aversion to being offered just a single option. Even if they can find an option they like, they may be unwilling to purchase it without considering similar options first.

Research Courtesy :   Daniel Mochon of Tulane University.SOURCE: Single-Option Aversion

“Act Like a Leader Before You Are One,” by Amy Gallo.

August 19, 2013 Monday 

If You Want to Lead, Start Now ! 

To become a leader, don't wait for the fancy title or the corner office. Here are three things you can do now, even if someone else is calling the shots:

(1) Demonstrate your potential. 

Raise your hand for new initiatives, especially ones that might be visible to those outside your unit. Look for opportunities outside of work, too. You can sit on the board of a local nonprofit or organize a volunteers' event in your community.

(2) Support your boss in reaching her goals. 

Find out what keeps your manager up at night and propose solutions to those problems.

(3) Find role models.

 Look for people who have the roles you want and study how they act, communicate, and dress. Identify behaviors that you can emulate while being true to yourself.

Adapted from “Act Like a Leader Before You Are One,” by Amy Gallo.

“Six Ways to Sink a Growth Initiative,” by Donald L. Laurie and J. Bruce Harreld.

 

August 20, 2013 , Tuesday 

3 Ways to Support a Growth Initiative

All too often senior leaders see managing today’s earnings as their main job and don’t spend enough time on the pursuit of long-term growth. It’s important for all executives to nurture “internal start-ups,” clusters within the organization that help deliver both earnings and growth. Here’s how:

(1) Create the conditions.

 Make earnings and growth equally important top priorities. Work to remove cultural impediments such as risk aversion and the notion that any kind of failure is bad.

(2) Choose the right team leaders.

 Assign your best, most experienced general managers to lead growth initiatives. They have the necessary internal networks and understand the company’s values and culture.

(3) Fund the ventures. 

Create funds for financing new ventures separate from the company’s annual budget process. Tie funding to milestones with realistic time frames.

Adapted from “Six Ways to Sink a Growth Initiative,” by Donald L. Laurie and J. Bruce Harreld.

“Impress Your Foreign Boss,” by Andy Molinsky.

 August 21, 2013 Wed

Impress Your Foreign Boss

If you think that it's hard to impress your boss, try doing it in an unfamiliar culture – where the natural methods that work at home may fail you !!
In these circumstances you need to be more deliberate.
(1) Start by doing great work, showing loyalty to the organization, and helping your boss accomplish his or her professional goals. Of course, how you do those things will vary across cultures:

In one culture, “doing great work” may mean listening carefully to what your boss tells you to do and then precisely performing a task. In another, it might mean taking initiative and volunteering for assignments.

(2) Work hard to learn the local context. And get to know your boss’s individual preferences.
Don’t assume that because she’s British, for example, that she has the same expectations as the Brits you’ve worked with before. Consult with colleagues and find a cultural mentor.

Adapted from “Impress Your Foreign Boss,” by Andy Molinsky.

"How Happy Is Your Organization?" by Susan David.

 JUNE 25, 2013 Tuesday . 

Create a Happier Team ! 

Happy, engaged employees are good for an organization. 

Research shows they are more creative, produce better results, and are willing to go the extra mile. What's more, happiness is contagious; it creates a virtuous cycle that leads to further engagement. 

(1) To bring more of that into your team, focus on what psychologists have identified as the three pathways to happiness: (a) pleasure, (b)  engagement, and (c) meaning. 

(2) Consider whether you are actively encouraging these things in your people.

 Do they enjoy their relationships and their environment at work? ( Joy ) 

 Do they laugh? ( Pleasure ) 

Do they fill roles that fit their skill sets and offer appropriate challenges? ( Engagement ) 

 Do they feel they're a part of something that matters? ( Meaning ) 

If the answer is ' NO'  to any of these questions, brainstorm how you can adjust the team environment to bring more happiness in.

Today's Management Tip was adapted from "How Happy Is Your Organization?" by Susan David.

" Go to Market " Tools : Market Sizing

 July 25, 2013 , Thursday 

Evaluate Your Potential Customers

Before you launch a new product, you need to have an idea of how many people will buy it. There are two ways to do this. If you’re already selling products, it’s often easiest to start by looking at your existing customers. Who among them might find this new product useful? Then build up your forecast from there. Think about other people who are similar to your current customers, including those in adjacent market segments. This is called a bottom-up approach. To do a top-down calculation, start with a large, diverse population (say the entire population of the U.S.) and then use a series of qualifying attributes, such as income level or age, to narrow your potential market. To get the best of both of these methods, have two people on your team use each one and then compare the results.

Adapted from HBR's Go to Market Tools: Market Sizing.

Your first 90 days - excerpt

 July 29, 2013, Monday 

Focus on Learning Your First 30 Days on the Job

When starting a new job, you want to focus your first month on finding out as much as you can about the organization, the people, and your role. This can start before you assume the new job by browsing the company website and talking with people who know the organization well, such as former employees. Soon after you begin the job, review detailed operating plans and performance data. Look through recent reviews for all of your direct reports. Meet with each of them one-on-one and ask about their view of the team and where it needs to go. While you’re taking in all of this information, be sure to develop hypotheses about what you need to get done and the best way to go about it. And of course, all of this learning will generate additional questions, so never stop asking them even when you’ve started to take action.

Adapted from The First 90 Days, Updated and Expanded.b

A Bad Taste in the Mouth : Gustatory Disgust Influences Moral Judgment

July 30, 2013 Tuesday 

Research Fact . 

Your Moral Reasoning Is Influenced by Your Physical Senses

Experiment : 

(a) Research participants who were given 2 teaspoons of a bitter herbal supplement made harsher judgments of such actions as shoplifting and library-book theft, rating these behaviors an average of 78 on a 0-100 scale of "morally wrong," whereas (b) people who had sipped only water rated the scenarios at just 62. (c)  People who had sipped sweet  berry punch were even less harsh in their judgments ! 

Reason ? 

 The research underscores that what we think of as purely "moral" reasoning can be strongly influenced by intuition and physical well being and bodily feelings . 

Research Courtesy :  a team led by Kendall J. Eskine of the City University of New York.

SOURCE: A Bad Taste in the Mouth : Gustatory Disgust Influences Moral Judgment

Where Car Is King, Smartphones May Cut Traffic ( Ride Share in USA )

August 01, 2013 Thu

Ride Sharing Disrupts the Taxi Business in Los Angeles

Ride-sharing services such as Lyft ask for "donations" that run about 20% less than cab fares in Los Angeles, says The New York Times. The services, which have ignored city regulators' orders to shut down, appeal to younger riders as a cheaper and more fun way to get around. Cab companies point out that ride-share services can charge less because their cars don't have to be accessible to the disabled or include safety partitions protecting drivers from riders.

SOURCE: Where Car Is King, Smartphones May Cut Traffic

“Find Your Moment of Obligation,” by Lara Galinsky.

August 02, 2013 Friday

Recognize Your Moment of Obligation

People who successfully tackle big problems are often driven by a specific event or time in their lives when they felt compelled to act. These “moments of obligation” can drive you to start working on a problem, and keep at it when you might feel like giving up. They help us shape meaningful careers and lives. Here’s how to recognize your own mission-defining moment:

(1) It’s strong. 

The experience will invoke intense feelings. The moment itself doesn't necessarily need to be dramatic, but what it brings up in you is.

(2) It’s personal. 

Moments of obligation are often connected to your own experiences, or the experiences of people you care most about.

(3) It takes hold. 

These moments often scream for your attention, creeping into your mind when you are minding your own business — sitting on the couch, watching TV, or trying to sleep.

Adapted from “Find Your Moment of Obligation,” by Lara Galinsky.

Guide to office parties and politics

 June 26, 2013, Wednesday 

Survive Your Office Outing

Office outings have a purpose — to raise morale, help employees blow off steam, or foster team building. But that doesn’t mean they’re always enjoyable. If you’re not one for the “forced fun” of a work social event, try these tactics:

(1) Find a way to participate.

 Don’t spend the whole time calculating when you can politely leave. Join in. For example, if you don’t want to actively participate in a game, cheer on your teammates or take photos instead.

(2) Focus on connecting. 

Treat the outing as an exercise in learning about your colleagues. Ask questions that draw people out. You’re likely to uncover information that will help you work better with your co-workers.

(3) Keep yourself in check. 

If there’s alcohol being served and you choose to partake, be disciplined. People will take notice if you start acting goofy or making impolite comments.

Adapted from the HBR Guide to Office Politics.

“For Real Influence, Listen Past Your Blind Spots” by Mark Goulston and John Ullmen.b

 July 04, 2013, Thursday .

To Influence Others, Listen to Them

People don't like being pushed, or even nudged, to do something. So when you need others to take action—change their behavior, adapt a new strategy—inspire them to commit rather than forcing them to. The best way to do this is to listen, without your own needs and biases getting in the way. Try to understand where your colleagues are coming from. 

Resist the urge to defend yourself, explain yourself, or offer quick fixes. You can help more effectively later, when the time is right, if you don't pre-judge what they need (which might be very different from what you think). 

Instead, remember that you are listening to learn. Ask questions like: What does that mean for you? How do you feel about it? What's your perspective on it? This is listening of the highest order.

Adapted from “For Real Influence, Listen Past Your Blind Spots” by Mark Goulston and John Ullmen.b

Develop Global perspective without traveling or touring !

01 July 2013 

" Teach Yourself to Think Globally !

Managers with cross-cultural expertise are in high demand these days.
But do you need to travel many countries or take tours - to have a global thinking and outlook ? No need !

Fortunately, you don't need to have extensive international experience or speak multiple languages to acquire a global outlook.
Here are three ways to broaden your perspective:

(1) Observe.
Cultivate a curiosity about how places operate. Ask foreign colleagues lots of questions, and don't assume you know the answers.
(2) Study.
Formal education in the world history, economics, politics, and international business , helps you broaden your perspective. But informal study is important, too: Read international literature, watch foreign films, and so on.

(3) Open your mind.
Understand the importance of bringing out the best in people, regardless of where they hail from or what languages they speak. Respect and explore other cultures, welcome new experiences, and seize opportunities to work with people of other nationalities.
Courtesy : Harvard Business Review 

Your first 90 days

July 01, 2013 Monday . 

Build a Strong Relationship with Your New Boss

Your boss has more impact than any other person on your success or failure at work. When starting a new job, it pays to invest in this relationship. Here’s how to get off on the right foot:

(1) Don’t stay away. 

Even if she gives you a lot of freedom, resist the urge to take it. Get on your manager’s calendar regularly to communicate any issues you’re facing and gather her input.

(2) Don’t run down a checklist. 

Assume she wants to focus on the most important things you’re trying to do and how she can help. Focus on no more than three things in each meeting.

(3) Clarify expectations early and often.

 Start during the interview process then check in regularly to make sure they haven’t shifted.

Adapted from The First 90 Days, Updated and Expanded.

“To Get People Back in the Office, Make It Social,” by Chris Capossela

 Wed 28 Sept 2022

Use the Office to Rebuild Team Bonds

In today’s hybrid world, work is more likely to be a thing you do, not a place you go. If you’re looking to motivate employees to come into the office, new research from Microsoft suggests most people want to come in to connect with their colleagues. To make in-person time worthwhile, managers can foster an environment that prioritizes building—or rebuilding—the personal connections that fuel creativity and teamwork. 

(1) To do this, start by stripping away in-office busywork where you can. Establish norms around expected email response times while in the office, or institute meeting-free days and encourage employees to use that time to catch up informally, face to face. 

(2) Next, create new in-person rituals, such as catered lunches, workshops, or discussion groups to facilitate camaraderie. Finally, lead by example. When you’re in the office, be real, open, and available. Schedule lunches and coffees with your employees. And communicate clearly that you’re there to help people connect.

This tip is adapted from “To Get People Back in the Office, Make It Social,” by Chris Capossela

“How to Develop a Strong Work Ethic,” by Tutti Taygerly

 Tue 27 Sept 2022

Build a Stronger Work Ethic

Work ethic refers to a set of principles around work, such as reliability, productivity, autonomy, and ability to collaborate. While work ethic may come naturally to some people, it can also be learned and sharpened. Here’s how.

(1) Develop self-discipline. 

This comes down to better understanding your impulses so you can manage them, creating systems to hold yourself accountable, and setting yourself up to have the energy you need to do good work.

(2) Reset your priorities every day. 

Spend a few minutes in the morning identifying which items you need to get done. The trick is to find a balance between tasks that are urgent and must be finished today and tasks that are contributing to longer term, but equally important, projects.

(3) Own your work. 

Take pride in your to-do list. If something doesn’t make sense to you, don’t wait for direction—ask questions to get clarity. If you have an idea that you think is great, pitch it.

(4) Be a team player. 

Collaboration doesn’t just increase the impact of your work and serve your team, it also demonstrates your dependability.

This tip is adapted from “How to Develop a Strong Work Ethic,” by Tutti Taygerly

evolution of cross-country income inequality during the last millennium: the role of institutions and culture

 August 21, 2013 Wed 

A History of the World in Three Sentences ! 

A study of 12 countries from years  950 AD to 1850 AD shows that although Europe at first lagged well behind India and China in numerous technologies, such as cotton processing and textile spinning, its economic development leapt ahead because of 3 factors. 

(a) Elites were legally blocked from expropriating property; 

(b) contracts could be enforced; and 

(c) the West developed cultural emphases on independent thinking, secularism, and saving money, fostering the growth of technology and human capital.

Why did India & China lag behind ? 

 Meanwhile, India's technological growth was hampered by its caste system and China's by its civil-service examinations, which selected candidates for administrative positions but, in the view of some scholars, supported the emperor's power and led to a rigidity in the country's intellectual life.

Reseach Courtesy : Jakob B. Madsen of Monash University in Australia and Eric Yan of National Chengchi University in Taiwan. 

SOURCE: The first Great Divergence and the evolution of cross-country income inequality during the last millennium: the role of institutions and culture

The Downfall of Extraverts and Rise of Neurotics: The Dynamic Process of Status Allocation in Task Groups

 

August 22, 2013 Thu 

Research Fact : 

( We all concede, that the world favours extroverts but here is a flip side ! ) 

Groups Grow Disappointed with Extroverts Over Time ! 

Upon joining a group, extroverts are perceived as having high status.

 But in an online experiment involving imagined scenarios, extroverts' perceived status slipped from 4.37 to 3.87 on a 7-point scale . 

Reason ? 

The group came to consider their assertiveness and talkativeness less valuable and suspected that they were motivated by self-interest . 

What should Extroverts do  ? 

 To retain their status, extroverts must contribute at especially high levels to counter growing negative perceptions of them, the researchers advise . 

Research Courtesy :  Corinne Bendersky of UCLA and Neha Parikh Shah of Rutgers.

SOURCE: The Downfall of Extraverts and Rise of Neurotics: The Dynamic Process of Status Allocation in Task Groups

Adapted from “What Job Candidates Really Want: Meaningful Work,” by Nathaniel Koloc.

 July 30, 2013 Tuesday 

To Attract the Best Talent, Offer Meaningful Work

Talented people used to want high salaries and stable career paths, but now they want work with purpose. Here’s how your company can offer candidates meaningful and attractive roles:

(1) Get serious about impact.

 Determine the positive impact your organization seeks to make in the world. You don’t have to be a social enterprise to do good.

(2) Tell that story well. 

Call it marketing or storytelling, but make sure you're communicating how much you care about your mission and how you're working toward it.

(3) Design roles for their future, not just yours ! 

 Many people see a job as one of many stepping-stones they'll visit over the course of a career. Focus on making your stone as attractive and inviting as possible. Decent pay, rewarding perks, and large doses of autonomy demonstrate that you take professional development seriously.

6 famous leadership styles !! Which is the best ?

 6 styles of leadership :

(1) ' Coercive' leaders demand immediate compliance.
(2) ' Authoritative' leaders mobilise people toward a vision.
(3) ' Affiliative' leaders create emotional bonds and harmony.
(4) 'Democratic' leaders build consensus.
(5) 'Pace-setting' leaders expect excellence and self-direction .
(6) 'Coaching' leaders develop people for the future.

What is the best style of leadership ?
What is your natural style ?
Leadership Research shows - Leaders who produced best results regularly & consistently for long time -- do not rely on ONLY ONE leadership style ; they use most of them in a given week - seamlessly and in DIFFERENT MEASURE - depending on the business situation .

Remote work and responses

 July 26, 2013 Friday 

Improve Communication with Your Virtual Coworkers

When interacting with colleagues who work remotely, even the simplest gesture can be misinterpreted in the absence of the usual visual cues. Here are three ways to make sure you’re understood when you’re not face-to-face:

(1) Picture your colleague. 

When emailing or calling him, try to imagine your coworker at his desk listening to you. This visualization will increase your empathy and improve your chances of clearly saying what you mean.

(2) Spell things out. 

Don't just say, "Circle back with me," for example. Be clear about follow up. Do you expect a phone call or an email? When?

(3) Respond promptly.

 When you don’t reply right away to an email or voicemail, you leave the person wondering whether you value the relationship or not. Answer quickly, even just to say you’ll send a more complete answer later.

Adapted from “How to Avoid Virtual Miscommunication” by Keith Ferrazzi.

A Dynamic Perspective on Affect and Creativity

 August 23, 2013 Friday . 

Research Fact : 

Emerging from a Bad Mood into a Good Mood Can Make You More Creative.

Experiment : 

People ( subjects ) initially  were plunged into bad moods by being asked to write about distressing experiences. 

Same peoople, later  were  put into good moods by being asked to write about joyful events.  Such people were  subsequently better at imagining creative ideas for improving university teaching,  than people who had been in positive moods all along. 

Underlying reason ? 

 An episode of negative mood can lay the foundation for high creativity at a later point in time, the authors say.

SOURCE: A Dynamic Perspective on Affect and Creativity

Research Courtesy :  A team led by Ronald Bledow of Ghent University in Belgium.

“Your Optimism Might Be Stifling Your Team,” by Liz Wiseman.

 August 23, 2013 Friday . 

How Optimism Can Hurt Your Team

For managers, optimism may seem like a great trait to have: A boss with a can-do attitude motivates others and makes them feel good. But there’s a downside too. An excessively positive outlook on a tough project may give the impression that you think the work is easy and doesn’t require any struggle. And, when you aren’t concerned about or dismiss the problems your team faces, it leaves others to worry about those risks. You might also send the message that mistakes and failure are not an option because the work should be a breeze. Wise managers know that missteps are inevitable, and that failure is just the price of creativity. So next time you want to ask your team, “How hard can it be?” reconsider whether you’re being overly optimistic.

Adapted from “Your Optimism Might Be Stifling Your Team,” by Liz Wiseman.

State teacher union strength and student achievement

 August 26, 2013 Monday 

Students Learn Less in States with Stronger Teachers' Unions

A 1-standard-deviation rise in teachers' union dues per teacher is associated with a 4% fall in student proficiency rates, according to a study of 721 U.S. school districts in 42 states by Johnathan Lott of the University of Chicago Law School and Lawrence W. Kenny of the University of Florida. 

Dues support union lobbying, which typically pushes for policies such as blocking merit pay and limiting the Teach for America program. 

Consequently, student proficiency is lower in states with stronger teacher unions, the researchers say.

SOURCE: State teacher union strength and student achievement

“Free Yourself from Conventional Thinking,” by Brian Klapper.

 August 26, 2013 Monday 

Stop Thinking Like You Always Have ( innovation , think different )

To surface groundbreaking ideas, you need to challenge the long-held beliefs the people at your company hold about doing business. Here’s how to kill the status quo:

(1) Impose artificial limitations. 

It may seem counterintuitive, but this can spark creativity. By enforcing mock constraints – for example, focusing exclusively on existing customers – you are forced to dig deeper to uncover more inventive solutions.

(2) Compare your organization to others.

 See how your company’s best practices stack up against others, especially those outside your industry. This is not about emulating others; it's about stimulating new ideas that might not come to light otherwise.

(3) Look for unorthodox opportunities. 

Don't confine your creative thinking to products or services. Instead, consider every touch point between you and your customers to improve how they interact with your organization.

Adapted from “Free Yourself from Conventional Thinking,” by Brian Klapper.

Body language tips for leaders

 August 27, 2013, Tue 

Show Your Strength as a Leader

Competence can be established by virtue of the position you hold, your reputation, and your actual performance. But your presence matters too. If you want people to see you as a strong leader, do the following three things:

(1) Feel in command. If you see yourself as an impostor, others will, too. Instead, believe in your abilities and you’ll project confidence, enthusiasm, and passion.

(2) Stand up straight. Good posture does not mean the exaggerated chest-out pose known in the military as “standing at attention,” or raising one’s chin up high. It just means reaching your full height, using your muscles to straighten the S-curve in your spine.

(3) Get ahold of yourself. Twitching and fidgeting sends the signal that you’re not in control. Stillness demonstrates calm.

Adapted from “Connect, Then Lead,” by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger.

Want to Understand Data Analytics? Befriend a Quant

August 01, 2013 Thu 

Want to Understand Data Analytics? Befriend a Quant

If you’re not highly-skilled in data analysis, you might feel left out of the big data conversation. But you don’t have to be. To better understand what’s being said, make friends with a “quant”—a person with analytical expertise in your network. Find someone who communicates well and has a passion for solving business—rather than mathematical—problems.

 Establish a relationship by offering to pitch in on a project or take her out to lunch. Ask questions about different types of analyses, how they’re done, and what they’re best for. Encourage her to talk about some of her favorite projects and what she learned from them. As you deepen your relationship, you can go to her with questions and exchange information and ideas freely.

Adapted from “Keep Up with Your Quants,” by Thomas H. Davenport

HBR guide to office politics

July 31, 2013 Wed 

Don’t Let Your Colleague Claim All the Credit

When you’ve put long hours into a project, you want proper credit for it. It can be frustrating to watch a co-worker present your collective work as his or her own. When someone steals the show, take these steps to put things right:

(1) Have a candid, face-to-face conversation.

 Give specific examples. Point out that he or she claimed to stay up all night finishing the project, for example, when you both did. Many times just identifying the behavior will put an end to it.

(2) Go to your boss.

 If you can’t resolve it with your coworker, go to your manager. Review the steps you’ve already taken. Suggest another solution or two that you’ve thought of, and ask your boss for input.

(3) Prevent it from happening again.

 Next time you work on a project together, be clear up front about roles and responsibilities. Agree early on that you’ll share the visibility.

“Do You Tell Your Employees You Appreciate Them?,” by Jack Zenger and Joseph Folkman

 Tue 20 Sept 2022 

Improve How You Recognize Your Team

Showing recognition—when done well—has huge payoffs, boosting employee morale, productivity, performance, and retention. To get better at giving recognition, you want to focus on both the substance of the recognition and the manner and context in which you deliver it. To improve the substance, start by being specific. Describe to your employee what they did and the impact it had on you, the team, the organization, or your customers. While recognizing outcomes is valuable, it’s also important to recognize the positive actions that led to the outcome. To improve the delivery of your recognition, consider the employee you’re recognizing. Would they rather receive kudos in public or in private; verbally or via handwritten card? Tailor your delivery method to your employee's personality. Whatever method you choose, be timely. The sooner you give the recognition after the behavior, the higher the perceived value.

This tip is adapted from “Do You Tell Your Employees You Appreciate Them?,” by Jack Zenger and Joseph Folkman

“How to Tell If a Prospective Employer Values Psychological Safety,” by Susan Peppercorn

 Friday 16 Sept 2022

Screen a Potential Employer for Psychological Safety

When you’re looking for a new job, how can you assess whether a prospective employer values psychological safety? Here’s how to screen for red flags.

(1) Take note of exclusive language. In job descriptions and interviews, take note of any subtle language cues that communicate subtle bias, such as ageist or gender-coded descriptors. What you want to hear is language that’s neutral and skills-based, like “passionate programmer,” “creative software engineer,” or “experienced developer.”

(2) Ask open-ended questions about culture during your interview. For example, “Can you tell me about a time someone messed up? What happened?” This question gets to the heart of psychological safety. Psychologically safe teams allow mistakes and don’t penalize employees for failure. Rather, they provide the security employees need to take risks.

(3) Listen carefully to how the organization answers your questions. If certain questions—about compensation or benefits, for example—are met with promises for follow-ups that never come, beware. Lack of transparency in the application process is a signal of a culture that might not value trust, therefore compromising psychological safety.

This tip is adapted from “How to Tell If a Prospective Employer Values Psychological Safety,” by Susan Peppercorn

“High-Performing Teams Don’t Leave Relationships to Chance,” by Ron Friedman

 Mon 19 Sept 2022

Help Your Team Build Stronger Relationships

People with close relationships with their colleagues are more productive, creative, and collaborative—and they’re less likely to burn out. As a leader, you can strategically engineer the conditions that allow workplace friendships to blossom—even in a remote or hybrid environment. Here's how.

(1) Leverage common denominators to spark friendships. Make it easier for employees to identify commonalities as early as onboarding. When introducing new team members, don’t just focus on their work experience. Share some of their personal interests and activities, too.

(2) Highlight shared goals. Make sure your employees view each other as essential to each other’s success, and that their objectives align. This will help them see themselves as teammates not just colleagues.

(3) Turn tension into connection. Use relationship-building statements to turn tense moments into opportunities for deeper connections. These can take the form of recommitting to a shared goal (“I bet we can figure this out”), acknowledging your employees’ contributions (“You clearly put a lot of work into this”), or valuing their expertise (“I’ve always appreciated your insight into clients like this”).

This tip is adapted from “High-Performing Teams Don’t Leave Relationships to Chance,” by Ron Friedman

“Emotions Aren’t the Enemy of Good Decision-Making,” by Cheryl Strauss Einhorn

 Thu 22 Sept 2022 

Understand Your Emotions to Make Better Decisions

It's normal to experience difficult and complex emotions in the face of difficult and complex decisions. How can you harness these emotions to help you make better choices? It's all about "emotional bookending." 

(1) Start by identifying the exact decision you need to make. Are you hiring someone? Firing someone? Reshuffling your team? Name the decision—then identify exactly how you feel about it. What is the dominant emotion? Is it fear? Anxiety? A sense of being overwhelmed, or perhaps excitement, about the opportunity ahead? Naming your feelings can help create a little space between emotions and actions.
(2)  Next, visualize how you might feel on the other side of the decision. Do you imagine a sense of accomplishment or relief? Or is there still some anxiety there? Projecting the emotions you'll feel in the wake of your decision can help you untangle the discomfort you're feeling in the face of it—and help you move into your future with clarity and confidence.

This tip is adapted from “Emotions Aren’t the Enemy of Good Decision-Making,” by Cheryl Strauss Einhorn

“How to Stop Micromanaging and Start Empowering,” by Lia Garvin

 Fri 23 Sept 2022 

Fight Your Tendency to Micromanage

Micromanaging—being overly prescriptive or following up too much—is a surefire way to demotivate your employees and rob them of learning opportunities. Here are three ways to ensure you’re not being a micromanager.

(1) Focus on outcomes, not process. 

The next time you assign a task or project, describe the outcome you want—not every step you want the person to take along the way. The goal here is to give them the autonomy and space they need to step up and get the job done.

(2) Set clear expectations around feedback.

 At the start of each new project, discuss when and how you’ll be giving constructive input. This will allow you to step in and redirect the flow of the project whenever necessary—without being overly involved or catching your team off guard.

(3) Manage up. 

In conversations with your own boss, talk about your team—how you’re helping employees grow, places they’re stepping up and shining, and what your plan is for the long term. This will help you build trust, demonstrate competence, and remove some of the pressure that leads to micromanaging behaviors in the first place.

This tip is adapted from “How to Stop Micromanaging and Start Empowering,” by Lia Garvin

Business case as pulp fiction ( way of building it up ! )

 August 28, 2013 Wed 

Write Your Business Case as a Fictional Story

If you’ve been charged with developing the case for a new project at your company, imagine you’re telling a story. The narrative starts, as all good ones do, with a problem. This is the business need you’re trying to solve. Then, identify the characters: the stakeholders who have the authority to approve or reject your business case; the beneficiaries who stand to gain from your proposal; and the subject-matter experts who will clarify how to solve the problem. Next you’ll consider alternatives for meeting the business need—different ways your story might play out. After making the best choice, you’ll create a very high-level project plan. This is the plot. Then estimate the costs and benefits to determine the return on investment (ROI), which is the satisfying end. Remember this isn’t a mystery novel—your story needs to be clear and easy to understand.

Adapted from the HBR Guide to Building Your Business Case.

Challenges in Matrix Management System of reporting ( Functional Manager & Administrative Manager )

 Thu 29 Aug 2013

Before Taking on Dual Managers, Assess Their Alignment

It’s pretty common these days to have more than one manager. But having two (or more!) bosses can be challenging.

 If you’re interviewing for such a position, try to investigate whether your managers are on the same side. If not, you’ll have trouble from day one. 

Ask your potential managers something like, "In my first 30 days in this job, what are the most important things for me to accomplish?" If they have different priorities, kindly point that out and ask how the conflicts will be resolved. 

Of course they won't always agree 100%, but if they have similar goals or are willing to work with each other amicably to resolve potential clashes, you should be able to manage your relationship with them.

Adapted from “Are You Considering a Job with Two Managers?” by Priscilla Claman.

Does a Protestant work ethic exist? Evidence from the well-being effect of unemployment

August 29, 2013 Thu 

There Really Is Such a Thing as the Protestant Work Ethic

The psychic harm from unemployment is about 40% worse for Protestants than for the general population, say André van Hoorn and Robbert Maseland of the University of Groningen in the Netherlands. Moreover, people living in Protestant societies are hurt more by being unemployed than people living in other societies, according to an analysis of subjective well-being data on nearly 150,000 people in 82 societies. An analysis of the data shows that the effects derive from an intrinsic appreciation of work among Protestants and in Protestant societies, the researchers say.

SOURCE: Does a Protestant work ethic exist? Evidence from the well-being effect of unemployment

“In a Crisis, Great Leaders Prioritize Listening,” by Erika James and Lynn Perry Wooten

 Wed 21 Sept 2022 

Prioritize Listening in a Crisis

Great leaders seek out—and act on—the counsel of others, especially in a crisis. You need a team of advisors that can offer as many perspectives on your situation as possible. To ensure you’re prepared ahead of the next crisis, ask yourself these three questions: Do I have access to diverse voices and sources of information? Use scenario-planning to determine whose knowledge or expertise you might need in various kinds of crises, and identify whether you currently have access to it. Do I routinely consider other team members’ ideas or feedback when making decisions? If not, start practicing seeking out expertise to fill your blind spots and inform your decisions. Effective crisis leaders are those who know when—and how—to defer to others. What systems or processes might I put into place to surface and capture others' perspectives? Look at how communication is structured in your organization and whether there are barriers or silos that you need to proactively address.

This tip is adapted from “In a Crisis, Great Leaders Prioritize Listening,” by Erika James and Lynn Perry Wooten

“Which Behaviors Must Leaders Avoid?” by Amy Jen Su and Muriel Maignan Wilkins.

 August 30, 2013 Friday 

Leaders, Stop These 3 Behaviors Now ! 

If you want to empower, engage, or motivate others, don't just focus on increasing your positive behaviors. Pay attention to the things you need to stop doing at the same time. Here are 3 to avoid:

(1) Judgmental body language. 

No one likes perceived condescension. Watch out for scowling, furrowed brows, and quizzical or sarcastic looks (as if to say, “Are you stupid?”). While seemingly harmless, each of these subtle darts creates a considerable amount of relationship damage.

(2) Interrupting. 

It's almost impossible for people to feel safe if the boss takes up most of the airtime or cuts people off. Do more listening than talking, and let people finish their thoughts.

(3) Being inconsistent.Moody .

 It’s hard on employees to wonder who is going to show up: "smiling, charming, funny boss" or "judgmental, intense, snapping manager." Try to keep your tone and personality consistent so people know what to expect.

Adapted from “Which Behaviors Must Leaders Avoid?” by Amy Jen Su and Muriel Maignan Wilkins.

“How to Listen When Someone Is Venting,” by Mark Goulston.

 September 02, 2013 Monday 

How to Help Someone Vent

It’s hard to know what to do when someone is ranting. A lot of people will try to jump in and give advice. Others freeze up and just sit there silently. Neither of those approaches will help the person get the negative emotions out and move on (which is what she needs most).
Next time someone is bending your ear about a problem, try asking questions. 

Start by probing into what she’s most frustrated about. If you ask about her feelings, it often sounds condescending. Asking about frustration is less judgmental. Listen and gather more details about the problem. Once she’s vented her feelings, she’ll be in a better place to think about potential solutions. 

When people are upset, it matters less what you tell them than what you enable them to tell you.

Adapted from “How to Listen When Someone Is Venting,” by Mark Goulston.

“The Costs of Being a Perfectionist Manager,” by Anna Carmella G. Ocampo et al.

 14 Sept 

Are You a Perfectionist Manager?

It’s one thing to hold your team to a high standard, but taking it to the extreme by being a perfectionist manager is a surefire way to undermine their morale and performance. (1) To make sure your desire for flawlessness doesn’t backfire, first, design the right goals. Strike a balance between challenging and attainable to keep your employees motivated but not stressed. And remember, progress is more important than perfection. If one of your employees falls short of their goals, highlight the new knowledge, skills, and experience they gained in the process. Reframing performance in this way will help your team focus on improving future performance. (2)  It’s also important to recognize and reinforce that failure is part of the process. If you show your team that you’re intolerant of failure, you’ll quash their creativity and motivation. (3)  Encourage experimentation and outside-the-box thinking, even if it’s not certain to pay off. (4) And finally, be kind—both to yourself and your employees.  Perfectionism often stems from fear. Positive self-talk can help you overcome hypercritical and catastrophic thinking and, in turn, will lead to a more compassionate relationship with your team.

This tip is adapted from “The Costs of Being a Perfectionist Manager,” by Anna Carmella G. Ocampo et al.

“How to Build a Career in a New Industry,” by Dorie Clark

 Tue 13 Sept 2022

Break into a New Industry

Reinventing yourself professionally can feel daunting. Where do you even begin? Here’s how to figure things out and ease the transition when switching career paths. Map the terrain. Read the bios and LinkedIn profiles of senior leaders or role models in the industry you’re considering pivoting into. What were their paths to success? Deconstructing their trajectories can help you lay down a similar roadmap for your new career. Network widely. Cultivating a deep roster of contacts will help you better navigate your new field, find an initial landing spot, and pivot if that first gig isn’t a great fit for you. Identify emerging opportunities. When you’re an outsider in a sector, you can assess the landscape with fresh eyes. Do the insiders have a blind spot? If you can become the “go-to” person in an underdeveloped corner of a market, you may be able to build a career around it. Forge your own path. Break out of a traditional, linear career mindset and be open to strategic lateral moves that will ultimately add up to your new success.

This tip is adapted from “How to Build a Career in a New Industry,” by Dorie Clark

“The New Rules of Work Clothes,” by Allison Shapira

 Mon 12 Sept 2022

Is It Time to Rethink Your Work Attire?

After two years of working from home during the pandemic, our tolerance for discomfort in the way we dress has changed, and the business dress code is evolving. If you’re returning to the office and aren’t sure what to wear, start by observing others in your workplace.  How are your colleagues, bosses, and clients dressing these days? (1)  If the vibe is trending casual, as in many organizations, feel free to experiment. You don’t have to follow exactly what others are doing, but seeing them take those first steps may embolden you to make changes yourself. (2) Making yourself more comfortable—for example, by losing the tie or swapping your heels for sneakers—can lead to confidence, which in turn leads to authentic self-expression. (3) If your colleagues haven’t noticeably changed their attire but you feel strongly that you should, don’t be afraid to take the lead: Try making a change and evaluate the response to it. You may be surprised by the positive feedback to your nonconformity. But take note of boundaries, too. There may be contexts where conforming to more traditional, formal attire remains the most appropriate option.

This tip is adapted from “The New Rules of Work Clothes,” by Allison Shapira

“How to Figure Out the Power Dynamics in a New Job,” by Nihar Chhaya

 Fri 08 Jan 2022

Identify the Power Players at Your New Company

When you join a new organization, figuring out who holds power and why is about a lot more than looking at people’s job titles. (1) Start by identifying who exercises different modes of power—for instance, colleagues whom everyone seems to know, whose ideas always get approved, or who always seem to have others seeking them out for help or advice. You may also want to find out who’s been promoted fast as an indicator of success. (2) Next, recognize that the power landscape is dynamic. As business priorities or circumstances change, so do the colleagues who have influence. Figure out who's rising with the changing tides. (3)  Finally, set yourself apart and get on the radar of some of these influential colleagues. To do this, employ a humble desire to learn from them, mixed with an energetic desire to offer value—with no immediate agenda. Eventually, it will pay off.

This tip is adapted from “How to Figure Out the Power Dynamics in a New Job,” by Nihar Chhaya

“How to Deal with Layoff Anxiety,” by Melody Wilding

 Thu 15 Sept 2022

What to Do If You’re Afraid of Being Laid Off If the uncertainty of looming layoffs is hanging over your head, how can you proactively confront and manage your anxiety? First, examine the available evidence by asking yourself questions like: Are the metrics relevant to my work consistently down? Or is my workload lighter than usual? If the answer to these questions is no, your stress is likely unfounded. If the answer is yes, it might be time to take constructive action: Mitigate risks. Speak to your boss about modifying your workload to ensure your time is adding value. At the same time, re-engage your network. Reconnect with old colleagues, managers, and contacts. You’ll feel calmer about possible change if you have supportive people in your corner. Imagine the worst-case scenario. What are the next steps you would take if you were laid off? Lay out your plan in detail. How would you deal with finances, health care, and finding a new job? A concrete contingency plan will help you regain a sense of control. Remember: Your work is not your whole identity. Invest in different areas of your life, such as your relationships, hobbies, and mental and physical health. That way, if things at work go south, you won’t lose your entire sense of self. This tip is adapted from “How to Deal with Layoff Anxie

“3 Types of Burnout, and How to Overcome Them,” by Melody Wilding

 Thu 08 Sept 2022 

What Kind of Burnout Are You Facing?

While burnout is a common workplace affliction, it comes in different shapes and sizes. Here's how to identify the type of burnout you might be facing—and what to do about it. If you overlook your own needs or personal life to fulfill work demands, you might be suffering from overload burnout. In this case, use positive self-talk to recalibrate your priorities and restore your sense of self outside of work. For example, instead of saying, "I need to work all the time to be successful," try saying, "Striking a better balance in my life will help my stamina so that I can achieve my goals." If you feel your job doesn't offer you opportunities to grow, you might be suffering from under-challenged burnout. In this case, identify some achievable development goals. Making strides towards something that feels fun and meaningful can lift you out of a funk—even if those strides aren't directly related to your career. If you stop trying when work situations don’t go as planned, you give up in response to obstacles or setbacks, or you simply feel demoralized when you face your daily to-do list, you might be suffering from neglect burnout. In this case, identify exactly what you're dreading and create a "to-don't" list—a list of responsibilities you can talk to your manager about saying "no" to or delegating. And of course, prioritize self-care outside of work.

This tip is adapted from “3 Types of Burnout, and How to Overcome Them,” by Melody Wilding