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Embracing Cultural Sensitivity: A Case Study of Akira Kurosawa’s Oscar Speech

May 6, 2024 By Nagesh Belludi Leave a Comment

Consider the acceptance speech delivered by the renowned director Akira Kurosawa when he received the Honorary Award at the 62nd Academy Awards in 1989. This award recognized his lifetime achievements and his significant impact on filmmaking, both in Japan and internationally.

I am very deeply honored to receive such a wonderful prize, but I have to ask whether I really deserve it. I’m a little worried, because I don’t feel that I understand cinema yet. I really don’t feel that I have yet grasped the essence of cinema. Cinema is a marvelous thing, but to grasp its true essence is very, very difficult. But what I promise you is that from now on I will work as hard as I can at making movies and maybe by following this path I will achieve an understanding of the true essence of cinema and earn this award. George [Lucas], Steven [Spielberg]. Thank you.

In the Western world, some may perceive this language as a display of false modesty. It appears that the legendary Kurosawa, whose cinematic genius revolutionized storytelling, downplays his abilities and achievements, seemingly deflecting praise.

Let’s Be Cautious Not to Impose Norms We Call Our Own

While Kurosawa’s speech might come across as insincere or disingenuous, it’s important to consider cultural relativism. Different cultures have varying values, norms, and philosophical perspectives. What might be seen as a positive sentiment in one culture can be perceived differently in another.

Respecting Diversity: Avoiding Imposing Personal Norms As this case study illustrates, the concept of humility in Asian cultures may differ from that in Western cultures. Many Eastern cultures approach humility not merely as an understanding of personal limits, but as a way to let go of the self, understand one’s place in the larger scheme of existence, and connect with a greater reality. (In contrast, Western traditions, for they’re based in Abrahamic traditions, often conceptualize humility as submission to God.) Eastern traditions encourage adopting a particular perspective on life, focusing on understanding the small role one plays in a vast universe, appreciating others, and recognizing their inherent worth. For instance, in Buddhism, one of the elements of the eight-fold path is “right intention,” which involves freeing oneself from selfishness, partly achieved through humble thought.

Idea for Impact: Cultural sensitivity is essential to avoid unintentional offense. Interpreting sentiments and communication within the cultural and philosophical context of the individuals involved is crucial for effective cross-cultural understanding and respect.

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Filed Under: Leading Teams, Managing People, Mental Models Tagged With: Attitudes, Biases, Buddhism, Conflict, Diversity, Ethics, Getting Along, Group Dynamics, Philosophy

Master the Middle: Where Success Sets Sail

April 4, 2024 By Nagesh Belludi Leave a Comment

Master the Middle: Where Success Sets Sail The “long-term” horizon is typically characterized by vagueness, uncertainty, and encompassing a broad scope. Crafting precise plans or actions tailored to this distant future becomes challenging without specific timeframes in sight. Consequently, solely prioritizing the long term can lead to decision-making processes that lack clarity and direction.

On the other hand, the “short-term” horizon often prompts a reactive stance, where immediate needs, opportunities, or challenges take precedence without thorough consideration of long-term consequences. Prioritizing instant solutions or immediate gains may sacrifice overarching strategic objectives.

Achieving effective execution hinges on striking a balance between short-term responsiveness and long-term planning. This is where the “middle-term” horizon plays a crucial role.

Idea for Impact: Those who achieve greatness excel at navigating the middle-term horizon, leveraging it as a strategic stepping-stone toward long-term objectives while remaining adaptable to short-term challenges and opportunities.

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Filed Under: Leadership, Managing People, Mental Models Tagged With: Decision-Making, Discipline, Goals, Mental Models, Negotiation, Performance Management, Persuasion, Targets

The Likeability Factor: Whose “Do Not Pair” List Includes You?

March 21, 2024 By Nagesh Belludi Leave a Comment

Southwest Airlines Employs Southwest Airlines employs an “Avoidance Bid System,” similar to the “Do Not Pair” systems found at other airlines. This system allows first officers to select up to three captains they prefer not to fly with when scheduling their monthly rosters. The process is straightforward; it involves entering the captain’s employee number without the need to provide a reason for the preference.

If Southwest’s crew scheduling system pairs a first officer with one of their “avoided” captains, the first officer will be reassigned to a different trip. Notably, captains do not have the same privilege to designate first officers they prefer not to fly with.

The Avoidance Bid System gained significant attention after the Southwest Airlines Flight 345 incident in July 2013. This incident involved a Boeing 737-700 aircraft experiencing a nose gear collapse during a hard landing at New York’s LaGuardia Airport. Despite receiving warnings from the first officer to abort the landing, the captain ignored the alerts. Subsequent investigations uncovered that the captain had received numerous grievances from many first officers she had flown with before; in fact, she was on many first officers’ “Do Not Pair” lists.

In professions such as aviation, which depend heavily on standardization and routine procedures, the impact of workplace likability is intriguing to ponder. When management overlooks individuals who struggle to collaborate and adhere to standard procedures, it poses a considerable risk to safe operations. Errant behavior, particularly from those in positions of power, can disrupt team dynamics, sow tension among colleagues, and weaken the efficacy of established protocols.

Idea for Impact: Ever stop and think if your coworkers would slap your name on their “Do Not Pair” list if our company had a system like that? Maybe your skills, experience, or even just your attitude could land you there. Likability is the glue that fortifies professional relationships and unlocks pathways to opportunities.

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Filed Under: Career Development, Leading Teams, Managing People, Sharpening Your Skills Tagged With: Aviation, Conflict, Conflicts, Getting Along, Leadership Lessons, Likeability, Mindfulness, Negotiation, Personality, Persuasion, Relationships

Spot the Green Flags: They Fuel Relationships

March 19, 2024 By Nagesh Belludi Leave a Comment

Spot the Green Flags: They Fuel Relationships It’s important to keep an eye out for red flags in budding relationships to avoid potential pitfalls—it’s like avoiding potholes on the road. You gotta spot ’em early to keep things smooth sailing.

But don’t get so caught up in red flag hunting that you miss the good signs—they show your relationship is on the right track and has the potential for growth.

Just like red flags, green flags can sometimes be subtle and not immediately obvious. It often takes connecting the dots and seeing the bigger picture to spot them. These signs are the ones that enhance your quality of life, boost your self-esteem, and bring you closer together.

Idea for Impact: Start flagging the good stuff—they indicate a strong foundation for a fulfilling connection.

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Filed Under: Managing People Tagged With: Conflict, Emotions, Getting Along, Likeability, Negotiation, Relationships, Social Skills

How to … Care Less About What Other People Think

February 29, 2024 By Nagesh Belludi Leave a Comment

Mastering Self-Liberation: Care Less About Others' Opinions Are you spending too much time worrying about others’ opinions of you? Studies show that we consistently and needlessly overestimate how much—and how badly—others think about our failings.

While seeking acceptance is natural, it’s essential not to become overly focused on pleasing others or taking rejection personally. Challenge social norms and maintain a balanced perspective.

By regularly bring your focus back on the bigger picture (“What do I want?”) and daring to go against the tide, you’ll find that others’ opinions have less sway over you. This shift reduces overgeneralization and premature conclusions.

When faced with criticism, assess whether the criticism is fair and warranted. If upon reflection, you find that the criticism holds merit and aligns with your values or goals, it may be beneficial to consider making changes or adjustments accordingly. However, if after careful consideration, you determine that the criticism is unjustified or does not resonate with your beliefs or objectives, don’t let it affect you negatively.

Be mindful of your thoughts and interrogate them. Don’t allow assumptions about others’ perceptions to dictate your actions. Often, what you fear others are judging you for exists solely in your imagination.

Idea for Impact: Know what matters to you personally—what you stand for, what your values are. Persuade yourself to become more competent in the skills and fields that matter to you. This attitude will enhance your self-confidence and develop a strong and positive self-image.

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Filed Under: Managing People, Mental Models, Sharpening Your Skills Tagged With: Attitudes, Confidence, Conflict, Conviction, Getting Along, Likeability, Mindfulness, Social Life

There’s Real Danger in Religious Illiteracy

February 20, 2024 By Nagesh Belludi Leave a Comment

There's Real Danger in Religious Illiteracy From Harvard’s Religious Literacy Project:

Understanding complex religious influences is a critical dimension of understanding modern human affairs. In spite of this awareness, there remains a widespread illiteracy about religion that spans the globe. There are many consequences of this illiteracy, but the most urgent is that it fuels conflict and antagonisms and hinders cooperative endeavors in all arenas of human experience.

In our multi-faith societies, it’s essential not only to understand our own faith traditions (or lack thereof) but also to grasp the traditions of others. Religion carries significant weight in many people’s lives, shaping individual and collective history, politics, and social dynamics through beliefs, practices, and traditions.

Unfortunately, widespread myths and factual inaccuracies about religious beliefs and texts often lead to misunderstandings and ignorance, fostering fear and prejudice.

Idea for Impact: Take the time to learn about different religions. It gives you a peek into people’s perspectives, values, and what drives them. Plus, it helps you recognize and deal with your own biases and stereotypes.

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Filed Under: Managing People, Mental Models, Sharpening Your Skills Tagged With: Conflict, Conviction, Diversity, Ethics, Getting Along, Group Dynamics, Philosophy, Social Dynamics

Friendships Aren’t Always Built to Last Forever

February 15, 2024 By Nagesh Belludi 1 Comment

Friendships Aren't Always Built to Last Forever A bitter truth of life is the fleeting nature of friendships, even those imbued with profound love and mutual regard.

Despite the tender ties forged and the tapestry of memories woven together, some bonds unravel, leaving behind a poignant yearning for what once thrived and the haunting echoes of what might have been.

Sustaining relationships demands a reciprocal commitment and diligent nurturing, as British writer Virginia Woolf eloquently observed in The Waves (1931,) “I have lost friends, some by death—others through sheer inability to cross the street.”

Friendships often follow a natural life cycle. Initially drawn together by the threads of circumstance—work, family, community, or shared passions—a journey unfolds, revealing deeper truths about our essence and desires.

In this unfolding, the connections that once nourished our souls may no longer suffice, and we find ourselves outgrowing the companionships that once defined us.

Some partings come with the gentle acceptance of mutual growth, while others leave behind the lingering ache of unresolved farewells.

Idea for Impact: That many friendships don’t withstand the trials of time is often a hard lesson to learn at any age. A poignant reminder of life’s impermanence.

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Filed Under: Living the Good Life, Managing People Tagged With: Conflict, Getting Along, Meaning, Mindfulness, Networking, Relationships, Social Life

Why New Expatriate Managers Struggle in Asia: Confronting the ‘Top-Down’ Work Culture

February 12, 2024 By Nagesh Belludi Leave a Comment

Why Expatriate Managers Struggle in Asia: Confronting the 'Top-Down' Work Culture Running the show in Asia is a whole different ball game compared to the West.

The management culture in Asia is primarily characterized by a pronounced top-down structure. Hierarchy based on position and seniority calls the shots.

Employees often see themselves more as executors of decisions that come from above, rather than being actively involved in the decision-making process. On top of that, there’s a fear of speaking up, worried they’ll stir up trouble or get sidelined.

This lack of creativity and proactive engagement stifles innovation and hampers organizational effectiveness. Even when employees recognize serious issues, they keep mum, sticking strictly to what they’re told.

Idea for Impact: For new expat managers, the key is getting people to open up, share their ideas, and challenge the status quo. Dive in, listen up, and make everyone part of the decision-making process. Their insights could be the game-changer your organization needs.

Take time to build those personal connections and create a vibe where everyone’s pitching in. Understand the influence networks and ditch the old-school compliance mindset.

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Filed Under: Leading Teams, Managing People Tagged With: Assertiveness, Conflict, Critical Thinking, Getting Along, Persuasion, Problem Solving, Teams

Bringing out the Best in People through Positive Reinforcement

February 5, 2024 By Nagesh Belludi Leave a Comment

Aubrey C. Daniels’s Bringing out the Best in People: How to Apply the Astonishing Power of Positive Reinforcement (2016) stands out as one of the most practical and comprehensive handbooks I’ve encountered on effective management techniques by a behavioral psychologist.

'Bringing Out the Best in People' by Aubrey Daniels (ISBN 1259644901) Central to Daniels’s approach is a management system rooted in positive reinforcement, which he argues leads to significant and measurable outcomes in both the short and long term. He contrasts this with traditional methods of punishment and criticism, which he finds to be ineffective and counterproductive. Instead, he advocates for praise and rewards to drive lasting behavioral change and enhance productivity. Drawing on principles from behavioral psychology, the book provides actionable strategies for implementing positive reinforcement effectively, fostering an environment of appreciation and support, and unlocking individuals’ full potential. Now in its third edition, it also offers insights into organizational change and establishing fair performance standards tailored to each person.

Here are some key takeaways from the book:

  • Incentives Drive Behavior. People don’t do what you tell them; they do what gets them a reward. “Managers must understand why people behave as they do with the same depth that scientists understand gravity” and align desired behavior with organizational objectives. Don’t “find fault or place blame, but analyze why people are behaving as they are, and modify the incentives to promote the behavior you need.”
  • Value What They Value. Positive reinforcement proves to be the most effective method for motivating individuals. It extends beyond mere monetary rewards or verbal praise; it encompasses anything of value to an employee. For instance, allowing an employee to dedicate some time to working on a favorite feature can serve as a form of reinforcement.
  • Consistency Shapes Behavior. Positive reinforcement has to be an everyday affair. It is most effective when it occurs immediately, is specific, and happens frequently. (Studies indicate that children with ADD and learning disabilities can maintain focus for extended periods while playing video games that offer 85 positive reinforcements per minute.)
  • Pure Praise, No Prompts. Positive reinforcement loses its effectiveness when followed by criticism (such as in “but, you need to improve X, Y, Z”) or suggestions for improvement because it dilutes the impact of the praise and can create confusion or mixed signals for the individual receiving feedback. “Do not use the occasion for praise as an opportunity to prompt or instruct.” The popular sandwich feedback technique has many pitfalls.
  • Bringing out the Best in People through Positive Reinforcement Regular Talks = Better Performance. Plan, give feedback, and adapt weekly. Hold weekly planning and feedback sessions. Relying solely on monthly reinforcement offers only 12 chances per year to influence someone’s performance. The annual review and bonus process doesn’t give employees the chance to make adjustments when it’s most crucial.
  • Reward High Performers; Redirect Others. Managers should prioritize recognizing and reinforcing the efforts of high-performing employees rather than solely focusing on addressing issues with underperformers. When dealing with employees who are not performing well, allocate a limited amount of time to address factors such as lack of necessary skills or abilities, inherent personality traits, or deep-seated behavioral patterns. However, if despite considerable effort there is only marginal improvement, it’s best to minimize losses by suggesting that their strengths may be better utilized in a different role. Assist them in finding a position that suits them better.
  • Continuously Refreshed Goals = Fresh Motivation. After reaching a goal, individuals may lose motivation due to complacency, like students after an “A” grade. To combat this, set new goals, offer feedback, recognition, and incentives, and foster a culture of continuous improvement to sustain motivation and drive progress.
  • Coercion Kills Motivation. An authoritarian or coercive “do it or else” demand typically only prompts individuals to perform at the minimum level required because it instills fear or compliance rather than genuine motivation. When faced with threats or coercion, people often focus on avoiding punishment rather than striving for excellence. This approach stifles creativity, initiative, and intrinsic motivation, resulting in minimal effort and limited engagement.
  • Clear Targets, Unstoppable Momentum. To motivate employees, establish a transparent method for measuring achievement. This encourages self-motivation. For instance, a software programmer’s performance could be measured by the number of bugs fixed, with extra recognition for addressing severe issues, or by the volume of documentation produced.

Recommendation: Quickread Aubrey C. Daniels’s Bringing out the Best in People. The book thoroughly reinforces principles and highlights the transformative impact of recognizing and reinforcing desired behaviors, benefiting both individuals and organizations. Enhance your team management by implementing systems and structures that effectively reinforce individuals in alignment with organizational goals.

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Filed Under: Leading Teams, Managing People, MBA in a Nutshell Tagged With: Coaching, Employee Development, Feedback, Great Manager, Human Resources, Mentoring, Performance Management

What’s Next When You Get Snubbed for a Promotion

January 29, 2024 By Nagesh Belludi Leave a Comment

What's the Plan After Being Overlooked for a Promotion? Feeling passed over for a promotion hits hard, but how you handle it makes all the difference.

Sure, you might want to unleash some frustration on your boss or resort to sticking pins in a voodoo doll resembling them.

Set a Clear Path to Reach Your Career Goals

Take a breather and allow yourself to recover from the setback, but don’t let self-pity take control. It’s normal to experience moments of low spirits, but ensure it doesn’t evolve into an ongoing cycle of self-pity.

Circle back to your boss and ask straight up, “What do I need to do for that next promotion?” Keep it simple. Collaborate on a plan. If you’re lucky, you’ll both be on the same page, paving the way for future success.

Your boss might promise to make things right, but don’t get your hopes up. Companies, especially HR, have a reputation for dropping the ball.

Get Advice from a Supportive Mentor

A supportive mentor brings valuable perspective, insight, and guidance to help navigate the situation constructively. They might suggest that perhaps you weren’t quite ready for that promotion, or maybe you pushed too hard or inadvertently rubbed someone the wrong way.

Alternatively, it could be that the right people simply haven’t noticed you yet. Building key relationships is crucial for climbing the career ladder, so investing time in nurturing those connections is essential advice your mentor might offer.

If you’re feeling stuck, it might be time to explore other options, especially if your current job isn’t aligning with your long-term career goals. But remember, jumping ship isn’t always the quick fix. Dealing with promotion issues or performance setbacks in a familiar environment can be easier than starting anew, where you have to prove yourself from scratch and navigate new dynamics.

Idea for Impact: Own Your Path to Promotion

There’s a big difference between not getting what you want and not getting what you’ve earned. When you’re aiming for something but haven’t secured it yet, it’s up to you to figure out the steps needed to make it happen.

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Filed Under: Career Development, Managing People Tagged With: Career Planning, Human Resources, Job Transitions, Managing the Boss, Personal Growth, Winning on the Job

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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.

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