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Ideas for Impact

Mental Models

Self-Assessment Quiz: Are You A Difficult Boss?

April 12, 2016 By Nagesh Belludi Leave a Comment

If you answered “yes” to any of the following questions, you need to reflect on and adjust your management style.

  • Do you give employees more critical feedback than appreciation, compliments, and positive feedback?
  • Do you undercut praise with criticism? In other words, do you deliver criticism with praise in the form of a “feedback sandwich,” undermine the positive impact of praise, and weaken the significance of the corrective feedback?
  • Do you give unfeasible or contradictory orders? For example, do you fail to give employees enough resources, time, and direction to get a job done?
  • Do you play favorites?
  • Do you reward “yes” people?
  • Do you avoid taking responsibility for your mistakes?
  • Do you focus on assigning blame and finding fault instead of fixing a problem?
  • Do you set deadlines and forget to follow up?
  • Do you micromanage too often?
  • Do you regularly coach your employees?
  • Do you invent busy work?
  • Do you stand up for your employees?
  • Are you sometimes self-absorbed and manipulative? Are you sometimes cold or abrupt?
  • Do you fail to give productive people encouragement, autonomy, and latitude?
  • Do you expect that there’s only one way to do a job, and that’s your way?
  • Do you raise your voice unnecessarily?
  • Do your employees avoid eye contact or dread meeting with you?
  • Do you act as if your team or organization would fall apart if you were to go on a vacation for a week? Do you expect regular updates from your team even while you’re on vacation?
  • Do you withhold information from your staff because it takes too much time to fill them in?
  • Do you ignore workplace concerns (inappropriate dressing, for example) until they evolve into problems? In other words, do you let concerns fester and let problematic situations get worse?

Wondering what to read next?

  1. Five Pitfalls of Coaching Success
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. How to Lead Sustainable Change: Vision v Results
  4. Eight Ways to Keep Your Star Employees Around
  5. Don’t Push Employees to Change

Filed Under: Leading Teams, Mental Models Tagged With: Coaching, Feedback, Motivation, Performance Management

Life Is to You as to Everyone Else: What the Stoics Taught

April 8, 2016 By Nagesh Belludi Leave a Comment

Mosaic of Alexander the Great, who Sucked at Geometry

Life is as hard for one as for another

Roman Stoic philosopher Seneca’s Moral Letters to Lucilius (Latin orig. Epistulae morales ad Lucilium) tells a story of Alexander the Great’s schooling.

Even at a young age, the hugely ambitious Alexander dreamt of conquering empires. He had no patience for formal learning. When faced with the difficulty of understanding geometry, he whined to his tutor, “Teach me something easy.” His tutor replied, “These things are the same for all, as hard for one as for another.”

'Letters from a Stoic' by Lucius Annaeus Seneca (ISBN 0140442103) Alexander, king of Macedon, began to study geometry; unhappy man, because he would thereby learn how puny was that earth of which he had seized but a fraction!

Unhappy man, I repeat, because he was bound to understand that he was bearing a false title. For who can be “great” in that which is puny?

The lessons which were being taught him were intricate and could be learned only by assiduous application; they were not the kind to be comprehended by a madman, who let his thoughts range beyond the ocean.

“Teach me something easy!” he cries; but his teacher answers: “These things are the same for all, as hard for one as for another.”

Imagine that nature is saying to us: “Those things of which you complain are the same for all. I cannot give anything easier to any man, but whoever wishes will make things easier for himself.” In what way? By equanimity.

You must suffer pain, and thirst, and hunger, and old age too, if a longer stay among men shall be granted you; you must be sick, and you must suffer loss and death.

On a related note, the great Roman Emperor and Stoic Philosopher Marcus Aurelius wrote in Meditations (trans. Gregory Hays,) “Alexander the Great and his mule driver both died and the same thing happened to both. They were absorbed alike into the life force of the world, or dissolved alike into atoms.”

Idea for Impact: Put your problems and worries in perspective

Beyond the randomness (or providence for those of you with a religious bent) of where we’re born and whom we’re born to, life is generally fair to all and cannot be easier for anyone. The trials and tribulations of life are equally difficult for everyone. Complaining about others having it easier is futile.

Learn to play the hand you’ve been dealt. If you’re fraught with pain and suffering now, don’t ask, “Why is my life so difficult? Why can’t it be easier?” Take solace in the realization that even the greatest and the mightiest had their share of life’s struggles. Make it easier by viewing life with calmness, composure, and evenness of temper.

Wondering what to read next?

  1. A Prayer to Help You Deal with Annoying People: What the Stoics Taught
  2. Choose Not to Be Offended, and You Will Not Be: What the Stoics Taught
  3. Why Others’ Pride Annoys You
  4. The More You Can Manage Your Emotions, the More Effective You’ll Be
  5. If You Want to Be Loved, Love

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Anger, Attitudes, Getting Along, Philosophy, Stoicism

Ever Wonder If The Other Side May Be Right?

March 22, 2016 By Nagesh Belludi Leave a Comment

The French essayist and novelist Andre Gide once wrote, “Believe those who are seeking the truth; doubt those who find it.”

Scratch the surface of any thinking ideologue and you’ll find not certainties but contradictions and doubts.

Darwin’s doubts about natural selection and evolution

Even after the publication of his seminal Origin of Species and The Descent of Man, Charles Darwin had crippling doubts about some aspects of natural selection. Specifically, if natural selection was to have lasting effects, evolutionary advances had to be conserved and passed on from one generation to the next. Darwin agreed with scientists who argued that his evolutionary theory failed to explain how variations are transmitted from parents to their offspring.

It was not until the 1930s that biologists started to study Gregor Mendel’s work on genetic inheritance and heredity in conjunction with Darwin’s theory of natural selection. Only then did biologists come to understand how variation of characteristics is passed on to new generations and how evolution is a process of descent with modification.

Seek to have an idea tomorrow that contradicts your idea today

At a Q&A at American web application company Basecamp, Amazon founder Jeff Bezos opined that people who are “right a lot” are those who had a flexible mindset and often changed their minds. Summarizing the conversation, Basecamp co-founder Jason Fried wrote,

[Bezos] observed that the smartest people are constantly revising their understanding, reconsidering a problem they thought they’d already solved. They’re open to new points of view, new information, new ideas, contradictions, and challenges to their own way of thinking.

He doesn’t think consistency of thought is a particularly positive trait. It’s perfectly healthy—encouraged, even—to have an idea tomorrow that contradicted your idea today.

This doesn’t mean you shouldn’t have a well formed point of view, but it means you should consider your point of view as temporary.

What trait signified someone who was wrong a lot of the time? Someone obsessed with details that only support one point of view. If someone can’t climb out of the details, and see the bigger picture from multiple angles, they’re often wrong most of the time.

Idea for Impact: Wisdom comes from seeking wisdom

Want to learn, expand your worldview, and broaden your mindset? Start by seeking out the right people—mix with people other than those from your own background (professional, cultural, social, academic, racial, ethnic, etc.) Remember that birds of a feather do flock together. Instead of preferring the company of other people from similar backgrounds, try investing some time with people who have viewpoints that contrast your own.

French entomologist Jean-Henri Fabre once wrote, “Seek those who find your road agreeable, your personality and mind stimulating, your philosophy acceptable, and your experiences helpful. Let those who do not, seek their own kind.” Look for those who respect your worldview—even if drastically different from theirs—but can present alternative perspectives and push you into considering different viewpoints on any issue of mutual interest.

Wondering what to read next?

  1. It’s Probably Not as Bad as You Think
  2. No One Has a Monopoly on Truth
  3. Does the Consensus Speak For You?
  4. Nothing Deserves Certainty
  5. Care Less for What Other People Think

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Attitudes, Confidence, Conviction, Jeff Bezos, Philosophy, Wisdom

How to Get Good Advice and Use It Effectively

March 15, 2016 By Nagesh Belludi Leave a Comment

Learning How to Take Advice Is Critical

To be effective in your job and personal life, you must be willing to identify your blind spots and recognize when and how to ask for advice. You must seek and implement useful insights from the right people and overcome any immediate defensiveness about your attitudes and behaviors.

Proverbs 15:22 suggests, “Plans fail for lack of counsel, but with many advisers they succeed.” Effective advisers can bridge the gap between your vision of what you want to achieve and implementation of that vision.

'Taking Advice' by Dan Ciampa (ISBN 1591396689) There is extensive literature which offers guidance on giving advice (I particularly recommend Gerald M. Weinberg’s The Secrets of Consulting) and being an effective mentor. However, few resources address the equally important topic of using advisers wisely—particularly about when to solicit advice, how to seek trusted advisers, and how to best act upon their advice. Dan Ciampa’s excellent book Taking Advice fills this void.

“How Leaders Get Good Counsel and Use It Wisely”

Drawing from his vast experience as a leadership consultant, Ciampa provides a comprehensive framework for getting and using advice in Taking Advice. He identifies four elements of work and life where you’ll need advice:

  • strategic aspects
  • operational aspects
  • political aspects
  • personal aspects

Taking Advice’s most instructive element is the framework it provides for thinking through the kind of advice network you may need. Ciampa suggests that you deliberately build a “balanced advice network” which includes a mix of advisers from whom to seek the most effective advice. He identifies four types of advisers and details their specific roles and purposes:

  • the subject-matter experts who can offer you deep specialized/circumstantial knowledge
  • the experienced advisers who’ve previously faced similar circumstances or have been in similar positions
  • the partners who could engage in working relationships and operate up close or hash out ideas in greater detail for a longer duration
  • the sounding boards who proffer a ‘safe harbor’ where you can freely express your mind, discuss your insecurities, seek advice on personal challenges—all while feeling assured that they’ll honor confidentiality and ensure that your discussions remain private.

Providing practical examples, Ciampa describes three considerations for selecting the right advisers and forming strong relationships with them:

  • content: the adviser must possess the kind of expertise you’re looking for
  • competence: the adviser must have direct experience in your context
  • chemistry: the adviser must be compatible or sympathetic with the style and substance of your goals, targets, and mindsets

To derive the most help from advisers, Ciampa recommends techniques for productive advise-seeking:

  • Listen, understand, and accept feedback without becoming defensive
  • Seek advice as quickly as possible when facing challenges
  • Anticipate roadblocks and involve advisers in planning for contingencies
  • Avoid “yes-men” for advisers; do not bar opinions which may clash with or defy your own

Idea for Impact: Become a Good Advice-Seeker

Ciampa draws heavily from his leadership consulting experience and provides case studies of a few large companies’ senior leaders who, by virtue of their position, often feel insulated and isolated at the top. Nevertheless, his examples will benefit anyone seeking advice.

Recommendation: Read. Taking Advice offers important insights into a seemingly obvious dimension of leadership success, but one that’s often neglected, poorly understood, or taken for granted.

The comprehensive and practical framework discussed in Taking Advice will help you find the right kind of help from within and beyond your organization, get the most from your advisers, and deal effectively with emergent situations in your life and at work.

Wondering what to read next?

  1. Don’t Underestimate Others’ Willingness to Help
  2. Four Telltale Signs of an Unhappy Employee
  3. Even the Best Need a Coach
  4. An Underappreciated Way to Improve Team Dynamic
  5. Eight Ways to Keep Your Star Employees Around

Filed Under: Career Development, Leadership, Mental Models, Sharpening Your Skills Tagged With: Feedback, Mentoring, Networking

Stuck on a Problem? Shift Your Perspective!

March 11, 2016 By Nagesh Belludi 1 Comment

The World’s Second Funniest Joke

In 2001, Richard Wiseman led an international humor experiment to find the world’s funniest joke. He had internet users submit and rate 40,000 jokes. Of these, the second-funniest joke was the following (the world’s funniest joke is here.)

Sherlock Holmes and Dr. Watson are camping. They pitch their tent under the stars and go to sleep. Sometime in the middle of the night, Holmes wakes Watson up.

Holmes: “Watson, look up at the stars, and tell me what you deduce.”

Watson: “I see millions of stars and even if a few of those have planets, it’s quite likely there are some planets like earth, and if there are a few planets like earth out there, there might also be life. What does it tell you, Holmes?”

Holmes: “Watson, you idiot, somebody has stolen our tent!”

Fixation: an Impediment to Successful Problem Solving

The joke suggests the psychological concept of fixation. Fixation occurs when you view a problem from only one perspective preventing you from seeing the obvious or breaking from a routine way of thinking.

To change an entrenched pattern of thinking, try to shift your perspective—literally or metaphorically. A shift in perspective can change your physical position and thus alter your point of view in a literal and sensory way, or it may change the way you think about or define the problem at hand.

The fields of arts and the sciences are replete with examples of how a different frame of mind can offer creative insight. As I cited in my article on the start of Picasso’s Blue Period, many artistic styles develop when artists feel the need to change the way their art represents the world. The new style therefore presents an alternative perspective.

Idea for Impact: Get Creative by Shifting Your Perspective

Shifts in perspective are fundamental to many facets of the creative process. As I stated in my previous article on reframing, the solution to many difficult problems can be found merely by defining or formulating them in a new, more productive way.

If you’re stuck on a problem, stand back and apply a different lens to break away from your current perspective.

Alternatively, simply take time away from your problem. A relaxation of effort may help you see something that is obvious after the break, but was previously overlooked or taken for granted.

Wondering what to read next?

  1. Reframe Your Thinking, Get Better Answers: What the Stoics Taught
  2. Howard Gardner’s Five Minds for the Future // Books in Brief
  3. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  4. Good Questions Encourage Creative Thinking
  5. Four Ideas for Business Improvement Ideas

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Humor, Philosophy, Thinking Tools, Thought Process, Winning on the Job

Nothing Deserves Certainty

March 1, 2016 By Nagesh Belludi Leave a Comment

In a 1960 TV interview, celebrated British mathematician and philosopher Bertrand Russell said,

I think nobody should be certain of anything. If you’re certain, you’re certainly wrong because nothing deserves certainty. So one ought to hold all one’s beliefs with a certain element of doubt, and one ought to be able to act vigorously in spite of the doubt. … One has in practical life to act upon probabilities, and what I should look to philosophy to do is to encourage people to act with vigor without complete certainty.

Intellectual Censorship

It’s regrettable that many ideas imprinted into the soft putty of an unformed mind sometimes remain there forever. Many people seem to believe the very first thing they’re told and stick with it for the rest of their life. What’s worse, they are often willing to defend that position to their death. They engage in intellectual censorship: not only do their core beliefs remain unexamined, but also any attempt to challenge their beliefs is taken as a grievous insult. They don’t realize that the suppression of opposing viewpoints doesn’t add credibility to an argument.

One reason could be laziness. In On Being Certain, Robert Burton highlights the neuroscience behind the discrepancies between genuine certainty and the feeling of certainty. Arguing that certainty is an emotion just like anger, passion, or sorrow, Burton provides summaries of many studies that show that people’s certainty about their beliefs is an emotional response that is distinct from how they process those beliefs. Consequently, once they develop a “that’s right” disposition about a subject matter, their brain subconsciously protects them from wasting its processing effort on problems for which they have already found a solution that they believe is good enough. In other words, their cerebral laziness subconsciously leads them to “do less” by simply embracing certainty rather than reexamining their assumptions.

Intellectual Arrogance and Philosophical Idolatry

One outcome of feeling certain is intellectual arrogance. People who live by the illusion of their own self-sufficiency will shut their arrogant minds to alternative perspectives and even turn hostile towards those who possess or produce new ideas, since they regard their own truths as absolute without the need for alternative viewpoints or even amplification of their own convictions. On the other hand, people who recognize their limitations will necessarily feel modest about themselves and be enthusiastic to broaden their points of view. They actively seek differing viewpoints with compassion and gratitude and seek to cross-examine their convictions, strengthen them, explore alternative viewpoints, and perhaps discover new truths.

The 16th century English philosopher Francis Bacon wrote (per The New Organon and Related Writings,)

The human understanding when it has once adopted an opinion draws all things else to support and agree with it. And though there be a greater number and weight of instances to be found on the other side, yet these it either neglects and despises, or else by some distinction sets aside and rejects, in order that by this great and pernicious predetermination the authority of its former conclusion may remain inviolate.

The 19th Century British political philosopher John Stuart Mill actively advocated understanding every side of an argument because he wanted to “see that no scattered particles of important truth are buried and lost in the ruins of exploded error.” Mill explained in Early Essays:

Every prejudice, which has long and extensively prevailed among the educated and intelligent, must certainly be borne out by some strong appearance of evidence; and when it is found that the evidence does not prove the received conclusion, it is of the highest importance to see what it does prove. If this be thought not worth inquiring into, an error conformable to appearances is often merely exchanged for an error contrary to appearances; while, even if the result be truth, it is paradoxical truth, and will have difficulty in obtaining credence while the false appearances remain.

Uncertainty is a Fundamental Tenet of Thinking, Discovery, and Invention

Speaking of the virtues of uncertainty and doubt in the scientific and unscientific methods of questioning, experimenting, and understanding, the celebrated physicist Richard Feynman said in The Meaning of It All,

This experience with doubt and uncertainty is important. I believe that it is of very great value, and one that extends beyond the sciences. I believe that to solve any problem that has never been solved before, you have to leave the door to the unknown ajar. You have to permit the possibility that you do not have it exactly right. Otherwise, if you have made up your mind already, you might not solve it.

When the scientist tells you he does not know the answer, he is an ignorant man. When he tells you he has a hunch about how it is going to work, he is uncertain about it. When he is pretty sure of how it is going to work, and he tells you, “This is the way it’s going to work, I’ll bet,” he still is in some doubt. And it is of paramount importance, in order to make progress, that we recognize this ignorance and this doubt. Because we have the doubt, we then propose looking in new directions for new ideas. The rate of the development of science is not the rate at which you make observations alone but, much more important, the rate at which you create new things to test.

If we were not able or did not desire to look in any new direction, if we did not have a doubt or recognize ignorance, we would not get any new ideas. There would be nothing worth checking, because we would know what is true. So what we call scientific knowledge today is a body of statements of varying degrees of certainty. Some of them are most unsure; some of them are nearly sure; but none is absolutely certain. Scientists are used to this.

Reiterating the virtues of uncertainty in a discussion of the thought process of the French Renaissance philosopher Michel de Montaigne, author Nassim Nicholas Taleb writes in Fooled by Randomness (see my summary of this book):

It certainly takes bravery to remain skeptical; it takes inordinate courage to introspect, to confront oneself, to accept one’s limitations— scientists are seeing more and more evidence that we are specifically designed by mother nature to fool ourselves.

And British naturalist Charles Darwin wrote in his Autobiography,

As far as I can judge, I am not apt to follow blindly the lead of other men. I have steadily endeavoured to keep my mind free so as to give up any hypothesis, however much beloved (and I cannot resist forming one on every subject), as soon as facts are shown to be opposed to it.

It’s a Narrow Mind that Stays Rooted in One Spot

The American jurist Oliver Wendell Holmes, Jr. wrote in Ideals and Doubts, “To have doubted one’s own first principles is the mark of a civilized man.”

An important characteristic of an educated person is an inquiring mind and the pursuit of intellectual growth. People of sound conviction have nothing to fear from civil debates and are willing to throw a wide net in exploring their own beliefs. They are ready to give up the refuge of a false dogma. They have no fear of meeting minds that may be sharply different from their own. Seek alternative—even opposing—perspectives to broaden your perspectives and persistently examine your biases and prejudices.

Charlie Munger, the widely respected vice-chairman of Berkshire Hathaway, constantly reminds us that one of our utmost intellectual duties is to scrutinize our most cherished ideas as ruthlessly and as intellectually as we can—something that’s hard to do.

Idea for Impact: Expose Yourself to Alternate Viewpoints and Grow Intellectually

If you earnestly survey an opposing viewpoint and find it is still erroneous, you have the satisfaction of knowing that your views withstood intellectual scrutiny. Alternatively, if you determine that another viewpoint is partly or wholly right, you have the equal satisfaction of softening your rigid position, setting your opinions right, and feeling smarter for not succumbing to your ego’s demand to cling to a sense of certainty. The German writer and philosopher Johann Wolfgang von Goethe once wrote, “Let no one be ashamed to say yes today if yesterday he said no. Alternatively, to say no today if yesterday he said yes. For that is life. Never to have changed—what a pitiable thing of which to boast.”

By all means, dismiss ideas if you find that they lack coherence, evidence, or argumentative power—but don’t dismiss ideas merely because they disagree with your existing viewpoints. As the French writer and philosopher Voltaire said, “Doubt is not a pleasant condition, but certainty is absurd.”

Wondering what to read next?

  1. It’s Probably Not as Bad as You Think
  2. No One Has a Monopoly on Truth
  3. Does the Consensus Speak For You?
  4. Ever Wonder If The Other Side May Be Right?
  5. Care Less for What Other People Think

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Attitudes, Bertrand Russell, Confidence, Conviction, Philosophy, Wisdom

The Drunkard’s Search or the Streetlight Effect [Cognitive Bias]

February 26, 2016 By Nagesh Belludi Leave a Comment

An old parable (sometimes ascribed to Mulla Nasreddin, the 13th Century witty philosopher from today’s Turkey) tells of a drunkard searching under a street lamp for keys he has lost because the light there is better than where he thinks he lost them.

A police officer sees a drunken man intently searching the ground near a lamppost and asks him the goal of his quest. The inebriate replies that he is looking for his car keys, and the officer helps for a few minutes without success. Then he asks whether the man is certain that he dropped the keys near the lamppost.

“No,” is the reply, “I lost the keys somewhere across the street.”

“Why look here?” asks the surprised and irritated officer.

“The light is much better here,” the intoxicated man responds with aplomb.

The “drunkard’s search” or the “streetlight effect” refers to the propensity for people to look for whatever they’re searching in the easier places instead of in the places that are most likely to yield the results they’re seeking. This is a widespread observational bias that manifests itself frequently in research and investigative methods.

For instance, many Americans who lost their jobs during the two recessions of the ‘lost decade’ of the 2000s sought jobs in the same communities where their factories had closed. They were less inclined to seek long-term solutions to their joblessness and relocate to parts of America where jobs were not as scarce. They had kids in local schools, owned homes that had significantly devalued during the recession, and felt rooted in their communities. They found it more convenient to hope for a revival in their local economies and endure the recession.

Idea for Impact: Look out for observational biases. Don’t seek answers where the looking is good; rather seek answers where they’re likely to be found.

Wondering what to read next?

  1. The “Ashtray in the Sky” Mental Model: Idiot-Proofing by Design
  2. Accidents Can Happen When You Least Expect Them: The Overconfidence Effect
  3. Question the Now, Imagine the Next
  4. Why Your Judgment Sucks
  5. Your Product May Be Excellent, But Is There A Market For It?

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Biases, Critical Thinking, Parables, Thought Process

Don’t Reward A While Hoping for B

February 23, 2016 By Nagesh Belludi Leave a Comment

We do what we are rewarded for doing. We are strongly motivated by the desire to maximize the positive consequences of our actions and minimize the negative consequences. Academics identify these aspects of behavioral psychology using the monikers “expectancy theory” and “operant conditioning.”

Flawed Reward Systems

Reward systems ought to commend positive behavior and punish negative behavior. But many organizations tend to reward one type of behavior when they really call or hope for another type of behavior. For instance,

  • A manager who wants his sales force to create long-term customer relationships mustn’t reward salespeople for new business from new customers, but for retaining customers and expanding sales to them.
  • A project manager focused on work quality shouldn’t reward a team for completing a project on time.
  • At institutions of higher learning, especially at prestigious universities, a professor’s primary responsibilities ought to be teaching and advising students. However, the academic rewards systems assert that the primary ways to achieve promotion and tenure are through successful research and publishing. Hence, given the constraints of time, a professor is likely to dedicate more time to research at the expense of quality teaching. Alas, mediocre teaching isn’t censured.
  • As I described in my article on “The Duplicity of Corporate Diversity Initiatives,” managers who extol the virtues of “valuing differences” stifle individuality and actively mold their employees to conform to the workplace’s existing culture and comply with the existing ways of doing things. Compliant, acquiescent employees who look the part are promoted over exceptional, questioning employees who bring truly different perspectives to the table.

“On the folly of rewarding A, while hoping for B”

In 1975, Prof. Steven Kerr wrote a famous article titled, “On the folly of rewarding A, while hoping for B” that’s become a management classic. Over the decades, this article has been widely admired for its relevance and insight. The article (the 1975 original is here and the 1995 update is here) provides many excellent examples of situations where the reward structure subtly (or sometimes blatantly) undermines the goal. The abstract reads,

Whether dealing with monkeys, rats, or human beings, it is hardly controversial to state that most organisms seek information concerning what activities are rewarded, and then seek to do (or at least pretend to do) those things, often to the virtual exclusion of activities not rewarded. The extent to which this occurs of course will depend on the perceived attractiveness of the rewards offered, but neither operant nor expectancy theorists would quarrel with the essence of this notion.

Nevertheless, numerous examples exist of reward systems that are fouled up in that the types of behavior rewarded are those which the rewarder is trying to discourage, while the behavior desired is not being rewarded at all.

Idea for Impact: “Put Your Money Where Your Mouth Is”

If you see behavior in your organization that doesn’t seem right or doesn’t make sense, ask what the underlying reward system is encouraging. Chances are that the offending behavior makes sense to the individual doing it because of inefficiencies in your reward system.

Take stock of your reward systems. Effective systems should induce employees to pursue organizational goals by appealing to employees’ conviction (or intrinsic motivations) that they will personally benefit by doing so. To inspire employees, translate levers of extrinsic motivation at your disposal to intrinsic motivation as I elaborated in my previous article.

Idea for Impact: Make sure that you understand and clearly communicate expectations, and reward what you really want your employees to achieve. Don’t encourage a particular behavior while promoting an undesirable one through your rewards and praises.

Wondering what to read next?

  1. Why Incentives Backfire and How to Make Them Work: Summary of Uri Gneezy’s Mixed Signals
  2. Rewards and Incentives Can Backfire
  3. How to Lead Sustainable Change: Vision v Results
  4. Intentions, Not Resolutions
  5. Eight Ways to Keep Your Star Employees Around

Filed Under: Leading Teams, Managing People, Mental Models Tagged With: Discipline, Feedback, Goals, Motivation, Performance Management

A Prayer to Help You Deal with Annoying People: What the Stoics Taught

January 1, 2016 By Nagesh Belludi 1 Comment

The 18th Century French writer Nicolas Chamfort once urged, “A man must swallow a toad every morning if he wishes to be sure of finding nothing still more disgusting before the day is over.”

'Meditations: A New Translation' by Marcus Aurelius (ISBN 0812968255) If you’re not looking forward to annoying people who seem to elevate provocation to an art form, consider the following prayer offered by the great Stoic Philosopher-Emperor Marcus Aurelius (121 CE–180 CE) in Meditations (trans. Gregory Hays.)

When you wake up in the morning, tell yourself: The people I deal with today will be meddling, ungrateful, arrogant, dishonest, jealous, and surly. They are like this because they can’t tell good from evil. But I have seen the beauty of good, and the ugliness of evil, and have recognized that the wrongdoer has a nature related to my own—not of the same blood or birth, but the same mind, and possessing a share of the divine. And so none of them can hurt me. No one can implicate me with ugliness. Nor can I feel angry at my relative, or hate him. We were born to work together like feet, hands, and eyes, like the two rows of teeth, upper and lower. To obstruct each other is unnatural. To feel anger at someone, to turn your back on him: these are obstructions.

Along those lines, the Buddha taught his followers to transcend ignorance through knowledge by observing four practices of inner conduct: loving kindness, altruistic compassion, sympathetic joy, and equanimity with regard to the impure and the evil. And in the New Testament,

  • Luke 23:34 suggests, “Father, forgive them, for they do not know what they are doing.”
  • Peter 2:23 offers the example of Jesus, “When they hurled their insults at him, he did not retaliate; when he suffered, he made no threats. Instead, he entrusted himself to Him who judges justly.”
  • Romans 12:17–21 recommend, “Do not repay anyone evil for evil. Be careful to do what is right in the eyes of everyone. If it is possible, as far as it depends on you, live at peace with everyone. Do not take revenge, my dear friends, but leave room for God’s wrath … Do not be overcome by evil, but overcome evil with good.”

Considered Response, Not Naiveté

Aurelius’s urging tolerance, understanding, and patience towards difficult people may sound like naiveté at first glance, but what he urges is a wise and measured response.

Aurelius (121–180 CE) was one of the great Stoic philosophers. Stoic philosophy was founded by Zeno of Citium in the 3rd century BCE. Its core themes of inner solitude, forbearance in adversity, and acceptance of fate gained far-flung following and made it the dominant philosophy across the ancient Greek and Roman worlds.

One of Stoic philosophy’s central beliefs is that destructive emotions result from our errors in judgment. The Stoics argue that many things aren’t within our control, as I elaborated in previous articles (here and here.) The best way to deal with situations we have little control over is to anticipate and neutralize any negative feelings.

Stoic Forbearance through Emotional Detachment

The Stoics argued that our lives will be dramatically different if we realize that we can neither avoid annoying people nor change them. We must accept this reality and work on how we respond and interact with them. In On Tranquility of Mind, the other great Stoic philosopher Seneca (65 BCE–4 CE) wrote:

By looking forward to whatever can happen as though it would happen, he will soften the attacks of all ills, which bring nothing strange to those who have been prepared beforehand and are expecting them; it is the unconcerned and those that expect nothing but good fortune upon whom they fall heavily. Sickness comes, captivity, disaster, conflagration, but none of them is unexpected—I always knew in what disorderly company Nature had confined me.

As popular books on Stoicism expound, the Stoics encouraged a meditative practice of negative visualization called premeditatio malorum (premeditation of evils.) As suggested by Aurelius in his prayer, premeditatio malorum consists of contemplating the potential challenges of the day ahead, thinking about which of the four cardinal virtues (courage, equanimity, self-control and wisdom) we may have to engage and how. By rehearsing not to resign ourselves to adversities, we’re prepared for a more considered response—we could forgive, forget, appreciate and empathize.

As part of the premeditatio malorum practice, we’re to contemplate a priori potential difficulties, setbacks, and misfortunes. While envisaging all the difficulties and evils we could foresee seems like an unwholesome—perhaps even a morbid—exercise, the Stoics argue that this practice can help us react to bad news with equanimity and hence minimize the impact of bad news on our self-worth or confidence. If and when a bad thing should actually happen, our initial response would be to think that “this wasn’t totally unexpected.” While we’d rather it hadn’t happened, we would nevertheless not be surprised by it because this potential outcome was expected all along.

Idea for Impact: Cultivate Equanimity and Manage Yourself First

To handle a difficult person, prepare yourself by thinking of all the things that could go wrong. Don’t focus on how he behaves, but focus on how you can react to him. By ignoring his irritating behaviors, you can neutralize his effect on you. In other words, if someone is being difficult but you don’t feel the difficulty he’s imposed upon you, you don’t have a problem.

The cognitive reframing suggested by the Stoics can be particularly effective in situations where you have little to no control. It’s far more productive to focus on your own behavior because you can control it. And by managing yourself first, you’ll come to appreciate that the annoying person isn’t as annoying anymore. As the other Stoic philosopher Epictetus reminds us, “Man is shaped not by events but the meaning he gives them.”

Wondering what to read next?

  1. Life Is to You as to Everyone Else: What the Stoics Taught
  2. Choose Not to Be Offended, and You Will Not Be: What the Stoics Taught
  3. The More You Can Manage Your Emotions, the More Effective You’ll Be
  4. If You Want to Be Loved, Love
  5. Why Others’ Pride Annoys You

Filed Under: Managing People, Mental Models Tagged With: Anger, Attitudes, Getting Along, Philosophy, Relationships, Stoicism

How to Become a Broad-thinker: Principles and Methods

December 18, 2015 By Nagesh Belludi Leave a Comment

Success depends on understanding basic principles as well as on developing and practicing workable methods.

  • Elon Musk, CEO of SpaceX and Tesla, recently advised in his Reddit AMA, “It is important to view knowledge as sort of a semantic tree—make sure you understand the fundamental principles, i.e. the trunk and big branches, before you get into the leaves/details or there is nothing for them to hang on to.”
  • Harrington Emerson, a prominent management consultant and efficiency expert during the early 1900s, is understood to have said that the key to becoming a broad-thinker is to focus on the principles: “As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.” (This quote is often incorrectly attributed to American essayist Ralph Waldo Emerson.)

Principles are the fundamental set of philosophies, propositions, assumptions, laws, and rules concerning a topic, problem, or circumstances. The principles can teach you why something works the way it does.

Methods, on the other hand, are merely devices to apply those principles in a particular circumstance.

While principles are immutable, Emerson reminds us that there can be many methods to interpret and apply those principles.

Principles and Methods

Given the time-pressure induced by the hurried world of work, we are often so tempted to implement ready-made or handed-down methods that we forgo the necessary examination of underpinning principles.

By delving directly into methods, we can find some reliable direction and save a great deal of time, but we may be neglecting many factors that can affect the outcomes of our methods. These circumferential issues, second- and higher-order effects, and peripheral relationships may not be readily apparent at the outset. They will emanate only from a knowledge of the underlying principles.

Idea for Impact: To be an effective thinker, develop a broad understanding and appreciation of the principles before you develop or deploy methods.

Wondering what to read next?

  1. Howard Gardner’s Five Minds for the Future // Books in Brief
  2. You Can’t Develop Solutions Unless You Realize You Got Problems: Problem Finding is an Undervalued Skill
  3. Good Questions Encourage Creative Thinking
  4. Creativity by Imitation: How to Steal Others’ Ideas and Innovate
  5. Four Ideas for Business Improvement Ideas

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Elon Musk, Thinking Tools, Thought Process, 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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