• Skip to content
  • Skip to primary sidebar

Right Attitudes

Ideas for Impact

Managing People

How to … Stop Getting Defensive

August 29, 2022 By Nagesh Belludi Leave a Comment


What Is Defensiveness?

Defensiveness generally stems from a consistent feeling that you need to protect yourself. There may have been a time when you were constantly questioned or felt unacknowledged. This can lead to a habit of turning on the fight response, even when it’s unnecessary. In other words, your defensiveness was perhaps useful at one point, but it’s less so now.

To learn graceful ways of coping with feeling defensive, try to pinpoint when, where, or with whom the defensiveness impulse typically occurs. Take a week to become aware of your behavior. Next, write down a few interactions you would have liked to conduct differently: do you wish you had stayed quiet and listened, asked questions, stood up for yourself, and asserted your position? Rehearsing alternative responses will help you react more calmly in future scenarios.

Time to “Go to The Balcony”

When you find yourself in a conversation triggering your self-protective, defensive impulse, take a moment to pause. Relax and think about what you are doing. Inhale slowly, gaze out of the window for a moment, or repeat a reassuring mantra in your head (“I’m feeling provoked,” “I’m annoyed by that comment,” or “I need to be centered.”) Slow down your response, so you have time to gain control.

Harvard’s William Ury, the author of such acclaimed books on negotiation as Getting to Yes (1981) and The Power of a Positive No (2007,) calls this process “going to the balcony.” It’s figuratively retreating to a mental and emotional refuge.

That’s a prudent response. When you’re provoked, one of the most significant powers you have is the power not to react but to go to a place of calm, perspective, and self-control. There, you can acknowledge your emotions. You can refocus on yourself, remind yourself of your deepest values, and reorient yourself on “the prize.”

Idea for Impact: Respond, Don’t React

There is a mighty difference between responding and reacting. When you respond, you’re using communication devices to express yourself and gain understanding. When you react, instead, you’re merely trying to fight back, win over the person or stamp out the other person’s allegation.

Reacting only creates conflict and escalates emotions.

It’s okay to become hurt by negative feedback, and it’s okay to disagree with criticism. However, learning how to respond calmly and soundly will provide you with an effective way to stay centered.

Teaching yourself to respond and not react may be hard at first. But it gets easier with practice. And in time, you’ll likely feel calmer. Commit and practice.

Wondering what to read next?

  1. Summary of Richard Carlson’s ‘Don’t Sweat The Small Stuff’
  2. Mindfulness Can Disengage You from Others
  3. Learn to Manage Your Negative Emotions and Yourself
  4. Moral Disengagement Leads People to Act Immorally and Justify Their Unprincipled Behavior
  5. The Law of Petty Irritations

Filed Under: Effective Communication, Managing People, Sharpening Your Skills Tagged With: Anger, Anxiety, Conflict, Emotions, Introspection, Mindfulness, Wisdom

Never Skip Those 1-1 Meetings

August 27, 2022 By Nagesh Belludi Leave a Comment

The weekly 1-1 meeting with direct reports is usually the first casualty of managerial overload. A few email exchanges or ad hoc encounters aren’t a reliable alternative for the open line of communication set forth by a regular 1-1 meeting, especially if an employee needs a problem addressed or priorities adjusted in changing situations.

Idea for Impact: Keep your commitment to do whatever is feasible to preserve your 1-1s with direct reports—in both schedule and content—even if it means having an abbreviated meeting or adjourning to later in the week.

Wondering what to read next?

  1. Fostering Growth & Development: Embrace Coachable Moments
  2. How to … Lead Without Driving Everyone Mad
  3. Fire Fast—It’s Heartless to Hang on to Bad Employees
  4. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  5. Teams That Thrive make it Safe to Speak & Safe to Fail

Filed Under: Leading Teams, Managing People Tagged With: Coaching, Conversations, Feedback, Great Manager, Managing the Boss, Performance Management

Competitive vs Cooperative Negotiation

August 24, 2022 By Nagesh Belludi Leave a Comment

Does a competitive person make a better negotiator than a cooperative person? Wharton professor G. Richard Shell’s insightful Bargaining for Advantage: Negotiation Strategies for Reasonable People (2006) contends there isn’t a straightforward answer.

Competitive people don’t mind interpersonal friction and thus initially have the upper hand over less aggressive personalities with little appetite for friction. However, competitive people generally lack skills in managing relationships, which gives cooperative people an advantage in situations where interpersonal trust over the long term is crucial. It’s easier to negotiate against someone who has a similar personality. Negotiation gets dicier when different personality types mix.

How to improve your results? Practice. Prepare through information-gathering and setting achievable but optimistic targets for the negotiation process.

Wondering what to read next?

  1. Managerial Lessons from the Show Business: Summary of Leadership from the Director’s Chair
  2. Boundaries Define What You are—and What You’re Not
  3. Nice Ways to Say ‘No’
  4. What Jeeves Teaches About Passive Voice as a Tool of Tact
  5. When One Person is More Interested in a Relationship

Filed Under: Effective Communication, Managing People Tagged With: Assertiveness, Conflict, Getting Along, Likeability, Negotiation, Persuasion

Listen and Involve

August 22, 2022 By Nagesh Belludi Leave a Comment

All too often, leaders live in a culture of telling. They see their role as instructing others what to do, to plow through by compliance. But true leadership is eliciting commitment.

People want their thinking to count. If there’s a better way to carry out a task, they want to be able to identify it and put it into action. They’re more spurred to prevail at a challenge if they have a commitment to their work by their own volition. Hence, leaders should engage their people in choosing the goals the group needs to accomplish.

Idea for Impact: Leaders who play a participative management style derive enormous rewards in efficiency and work quality. Find opportunities to have direct conversations with individual employees and teams about what can be done to improve effectiveness.

Wondering what to read next?

  1. Don’t Manage with Fear
  2. Why Your Employees Don’t Trust You—and What to Do About it
  3. Teams That Thrive make it Safe to Speak & Safe to Fail
  4. To Micromanage or Not?
  5. The Difference between Directive and Non-Directive Coaching

Filed Under: Leading Teams, Managing People Tagged With: Coaching, Feedback, Likeability, Persuasion, Workplace

How to … Deal with a Colleague Who Talks Too Much

August 18, 2022 By Nagesh Belludi Leave a Comment

If a coworker has a habit of talking incessantly—mostly about his personal life—and doesn’t heed when you hint you can’t be distracted from work at the moment, address your frustrations directly and respectfully.

When you think he’s ready to listen, have a chat privately and make him aware of the issue. Say, “I like conversing with you, but sometimes you keep talking even after I tell you I need to get back to work. Often, I feel pinned down. Could you please heed when I say our visit impedes my work?” You may add, “I’d always be happy to talk to you when I’m less busy or over a drink in the evening.”

This talk may be briefly awkward for both of you, but so are most tough conversations. Often, problems are best nipped in the bud.

Wondering what to read next?

  1. How to Address Employees with Inappropriate Clothing
  2. The Sensitivity of Politics in Today’s Contentious Climate
  3. How to … Discreetly Alert Someone to Embarrassing Situations
  4. Stop Getting Caught in Other People’s Drama
  5. Thanks, But No Thanks: Well-Intentioned Reminders Can Resurface Old Wounds

Filed Under: Effective Communication, Managing People Tagged With: Conflict, Conversations, Etiquette, Feedback, Workplace

Do Your Employees Feel Safe Enough to Tell You the Truth?

August 15, 2022 By Nagesh Belludi Leave a Comment

Take any corporate scandal or the Challenger and Columbia disasters, and you’ll find lower-ranking voices that tried to be heard within these organizations to prevent or minimize the consequences of the excesses or the accidents.

Some leaders are too isolated from reality and establish an “all’s-good” guise whereby anything other than affirmative becomes an undesirable—unwelcome even—answer to a performance-related question. Such leaders foster a “good-news culture,” where any truth-teller or devil’s advocate is quickly dismissed. Queries such as the cursory “Is everything okay?” elicit information-free, non-answers like “yes” and “great!”

When leaders are disconnected from reality, they become incontestably right. Employees know the rule of the game is to say what’s safe to say. To not tell the truth. To tell the leader just what she wants to hear. Employees would instead go with the flow rather than speak truth to power.

Consequently, business pressures often lead to shortcuts that go overlooked. Risk is normalized. Leaders who cannot tap into the truth get blindsided when the problems blow up because they didn’t nip the problems in the bud. Leaders have only themselves to blame when things go wrong.

Idea for Impact: Insightful leadership isn’t about the privilege of position but the privilege of information flowing upwards. Wise leaders dare to seek information they don’t want to hear. They know how to ask the right questions, look for revealing details, and set up a culture of openness that makes it easy for employees to tell the truth.

Wondering what to read next?

  1. Talk to Your Key Stakeholders Every Week
  2. Making Tough Decisions with Scant Data
  3. No Boss Likes a Surprise—Good or Bad
  4. A Superb Example of Crisis Leadership in Action
  5. You Can’t Serve Two Masters

Filed Under: Effective Communication, Leading Teams, Managing People, MBA in a Nutshell Tagged With: Critical Thinking, Delegation, Great Manager, Leadership, Managing the Boss, Problem Solving, Relationships, Risk

Tips for Working for a Type-A Boss

August 4, 2022 By Nagesh Belludi Leave a Comment

Type-A bosses tend to accomplish great things, at least short-term. But their high intensity and impatience could make them hard to work for.

If you’re more of a laid-back employee, realize that most of the time, Type-A’s intensity isn’t about you. It’s the way she relates to the world around her. Type-A is what Type-A does.

Here’s how to deal with the overly amped-up style of the Type-A boss:

  • Speak up. Do your homework and anticipate needs/wants. Be proactive and take the initiative on everything. Bring solutions, not problems. If you disagree with something, communicate directly.
  • If nothing you do seems perfect enough for your boss, don’t assume the worst and put your guard up. Be more receptive to evaluation. If you’re constantly being challenged to add “one more thing,” seek specific feedback on how she’d like you to refine your work.
  • Set boundaries on what she can expect from you. Ask for clear performance goals. With Type-As, it’s always about them; you can’t hold yourself accountable for their personality. When it gets tough, try not to take it personally. Ask for what you need, but choose your battles wisely.

Idea for Impact: One of the best ways to handle a Type-A person is to try to be Type-A yourself. You don’t have to morph into an ego-driven jerk, but try to be more organized and keep on top of everything.

Wondering what to read next?

  1. Don’t Be Friends with Your Boss
  2. A Boss’s Presence Deserves Our Gratitude’s Might
  3. You Can’t Serve Two Masters
  4. The Pickleball Predicament: If The CEO Wants a Match, Don’t Let It Be a Mismatch
  5. No Boss Likes a Surprise—Good or Bad

Filed Under: Managing People Tagged With: Conflict, Getting Along, Managing the Boss, Personality, Relationships, Winning on the Job

Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’

July 28, 2022 By Nagesh Belludi Leave a Comment

It takes finesse to tell your boss and colleagues what you really think and address conflicts with urgency. When individuals are hesitant to talk frankly to each other, unresolved conflict can wreak havoc on productivity and culture.

'Radical Candor' by Kim Scott (ISBN 1529038340) Former Google and Apple executive Kim Scott’s bestselling Radical Candor (2017) can help if you struggle with delivering honest feedback with the subtlety that suits the relationship. To avoid turning criticism into a personal attack, Scott suggests phrasing feedback using a “situation-behavior-impact” recipe (identical to the Manager Tools’ Feedback Model I’ve recommended for years): describe the situation where the problem behavior appeared, the other’s specific actions, and their impact. Instead of “You’re sloppy,” tell, “You’ve been working nights and weekends, and it’s taken a toll on your accuracy.” Scott also extends directions on how to educate to deal with conflict, strike positive solutions, and foster a fertile conflict mindset that everybody embraces.

Recommendation: Speedread Radical Candor. If you condone the narrative inconsistencies, excessive name-dropping, and banal Silicon Valley tenor, this text will teach you how tactful conflict and giving honest feedback can be an impetus for positive change. Bruised egos and problems nipped in the bud are better than the alternative—stalled projects, mediocre work, and resentment that festers on.

Wondering what to read next?

  1. Fear of Feedback: Won’t Give, Don’t Ask
  2. Never Criticize Little, Trivial Faults
  3. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  4. Never Skip Those 1-1 Meetings
  5. How to … Lead Without Driving Everyone Mad

Filed Under: Effective Communication, Managing People Tagged With: Coaching, Conversations, Feedback, Great Manager, Group Dynamics, Leadership

Stop Stigmatizing All Cultural ‘Appropriation’

July 21, 2022 By Nagesh Belludi Leave a Comment

From The Telegraph over the weekend: a Leeds-based “woke dance school,” the Northern School of Contemporary Dance, “drops ballet from auditions as it is ‘white’ and ‘elitist'” as it “reviews ballet art form as part of a diversity drive.”

Many other performance arts are rooted in other cultural traditions, so should we expect that white folk refrains from performing those because that would be cultural appropriation? Shun yoga, not wear cornrow, and drop taco nights?

Should everyone else avoid trains, cars, computers, and much else because they’re white European originations?

Should people not be allowed to wear clothing, cultivate hobbies, or pursue careers that aren’t reflective of the culture they were raised in?

Look, works of art incorporating racist clichés and caricatural images (such as in The Nutcracker) should be reassessed with a different consciousness. Appropriation is elastic and ill-defined. Not all cultural appropriation is harmful or exploitative, certainly not innocuous cultural appreciation—where elements of other cultures could be used to pay reverence and highlight the historic oppressions of those cultures. Appropriation is but offensive when what’s being appropriated brings problems to the people to who the cultural artifact belongs.

On embargoing ballet, let’s stop denunciations of white pride where it doesn’t exist before. Let’s not fuel resentment with our shrill accusations and ill-thought overreactions and contribute to the rise of white supremacy.

Idea for Impact: Raise cultural hackles only for a good cause, i.e., when there’s real offense intended. Don’t stigmatize valuable cultural interchange. Delimiting features of cultures is contradictory to our goal of creating a diverse, melting-pot society. E pluribus unum.

Wondering what to read next?

  1. Cancel Culture has a Condescension Problem
  2. Labeling Damage
  3. Racism and Identity: The Lie of Labeling
  4. Beyond Mansplaining’s Veil
  5. Of Course Mask Mandates Didn’t ‘Work’—At Least Not for Definitive Proof

Filed Under: Managing People, Mental Models Tagged With: Biases, Conflict, Critical Thinking, Diversity, Politics, Social Dynamics

Is The Customer Always Right?

July 14, 2022 By Nagesh Belludi Leave a Comment

No matter how finicky or rude a customer is, many businesses make employees treat bad customers with unquestioned respect or risk reprobation—even getting sacked.

Per the well-worn business adage, is “the customer is always right?” No, they’re not. Sometimes they’re wrong, and they need to be told so.

Your goal should be to do business with people that you enjoy doing business with. Some customers simply aren’t good customers. They don’t follow directions and complain irrationally. They have unreasonable expectations, and they treat your people rudely.

Idea for Impact: A prudent maxim is, “the customer is usually right.” Put the customer first, but don’t get mistreated by them. Putting the customer first doesn’t mean putting employees second. As a business, you must let customers be wrong with respect and dignity; but employees should be authorized to caution some customers, “After due consideration, we believe your actions are unacceptable. Persist, and we’d choose to lose your business.” Some bad customers are just bad for your business.

Almost always, though, unhappy customers are your greatest source of learning; they can especially offer an honest assessment of the expectations you’re setting. Customer satisfaction with a transaction depends on their expectations going into it.

Wondering what to read next?

  1. It’s Never About You
  2. Competitive vs Cooperative Negotiation
  3. Escape the People-Pleasing Trap
  4. You’re Worthy of Respect
  5. What Jeeves Teaches About Passive Voice as a Tool of Tact

Filed Under: Managing People, Mental Models Tagged With: Assertiveness, Attitudes, Conflict, Customer Service, Getting Along, Likeability, Persuasion, Problem Solving

« Previous Page
Next Page »

Primary Sidebar

Popular Now

Anxiety Assertiveness Attitudes Balance Biases Coaching Conflict Conversations Creativity Critical Thinking Decision-Making Discipline Emotions Entrepreneurs Ethics Etiquette Feedback Getting Along Getting Things Done Goals Great Manager Innovation Leadership Leadership Lessons Likeability Mental Models Mindfulness Motivation Parables Performance Management Persuasion Philosophy Problem Solving Procrastination Psychology Relationships Simple Living Social Skills Stress Suffering Thinking Tools Thought Process Time Management Winning on the Job Wisdom

About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

Get Updates

Signup for emails

Subscribe via RSS

Contact Nagesh Belludi

RECOMMENDED BOOK:
On Writing Well

On Writing Well: William Zinsser

Journalist William Zinsser's bestselling manual has inspired generations of writers to perfect their skills in introducing clarity and brevity, and presenting their unique voice into prose.

Explore

  • Announcements
  • Belief and Spirituality
  • Business Stories
  • Career Development
  • Effective Communication
  • Great Personalities
  • Health and Well-being
  • Ideas and Insights
  • Inspirational Quotations
  • Leadership
  • Leadership Reading
  • Leading Teams
  • Living the Good Life
  • Managing Business Functions
  • Managing People
  • MBA in a Nutshell
  • Mental Models
  • News Analysis
  • Personal Finance
  • Podcasts
  • Project Management
  • Proverbs & Maxims
  • Sharpening Your Skills
  • The Great Innovators

Recently,

  • Beware the Dangerous Romance of Rebellion
  • The Fallacy of Outsourced Sin: The Cow Paradox in India
  • Inspirational Quotations #1151
  • Don’t Ruin Your Brilliant Idea by Talking About It
  • Gandhi’s Wheel, Apple’s Spin: The Paradox of Apple’s ‘Think Different’ Campaign
  • Book Summary: Hadley Freeman’s ‘Life Moves Pretty Fast’—How ’80s Movies Wrote America’s Story
  • Inspirational Quotations #1150

Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!