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Right Attitudes

Ideas for Impact

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

Don’t Say “Yes” When You Really Want to Say “No”

March 8, 2016 By Nagesh Belludi 5 Comments

Most People Never Learn to Say “No”

Consider the case of Anna, a manager in a large accounting firm. Anna is a great team player and readily pitches in when her team’s workload gets heavy, especially during the tax season. She covers for peers when they have other commitments—personal and professional—and often stays late. Anna is a people-pleaser. She’s also one of those people who can’t say “no”: she spends too much time and energy working on others’ priorities while setting aside her own personal and professional priorities.

Consider also the case of Chuck, a selfless project manager at an engineering business. He not only passively gives in to requests to train new engineers, but also accepts all of his peer-managers’ unwanted assignments. Chuck reluctantly accedes to whatever work his boss imposes even if the task has little relation to Chuck’s span of responsibilities.

The problem with Anna and Chuck is that they cave in easily. They cannot assert themselves, stick to their guns, and bring themselves to saying “no.” Their inability to utter the simple two-letter word when they must and can makes them feel like they have no control over their life. They feel burned out and are often on the fast track to an emotional meltdown.

Learning to Say “No” Can Get You Ahead

There are many reasons people struggle with saying “no.” Some feel bound by obligation or by fear of hurting others’ feelings. Some want to be liked or be seen as team players. Yet others believe they really can do it all. Whatever the reason, this inability to say “no” can have several personal consequences.

  • Not being able to say “no” leads people into doing things they don’t respect themselves for doing. Saying “yes” becomes wrong when they want to say “no” and it is in their best interest to say “no,” but instead they resign and say, “OK, I’ll do it.”
  • Not being able to say “no” distracts people from their priorities and tasks that they really want to get completed. They become so encumbered doing the things they don’t want to do that they have neither the time nor the energy for the things that are most important to them.
  • By feeling like an overcommitted, selfless martyr and allowing other people to exploit them continually, people who struggle to say “no” may build up resentment. Often, after a long stretch of saying “yes” and doing things they don’t want to do, they may end up losing their temper and bring about an inappropriate emotional outburst.

Nice Ways to Say “No”

The key to saying “no” is to say it firmly, succinctly, and without an overlong explanation. Here are two examples.

  • Imagine you’ve been working on the organizing committee for an employee recognition event. Even though you’ve put in more time than anyone else on the committee has, the committee’s chair comes to you with another request, “Mark, I’m really fortunate to have you on the organizing committee. Can I count on you to go collect the recognition plaques from the store?” You could say, “No, chief. I have already done more than my share. Perhaps you should give that job to someone who hasn’t done his/her share.”
  • Sometimes, you don’t need to give a “yes” or a “no” answer on the spot. Try to defer your answer when faced with a request that you cannot accept immediately by saying, “Give me some time to think about it” or “Let me get back to you in 15 minutes.” After weighing the pros and cons, give your answer and offer a reason if necessary. This way, even if the requester doesn’t get a “yes” from you, he/she appreciates knowing you’ve seriously considered the request.

Easy and Effective Ways to Say “No”

Here are more simple and direct ways to say “no” for you to practice.

  • “No. Let’s find another way to get it done.”
  • “No, I can’t do it on such short notice. I have something else scheduled for that time.”
  • “No, not now. I don’t feel like doing that today. I’d rather do something else.”
  • “No, I don’t know this topic well enough to do a decent job.”
  • “No, I don’t want to take on anything that I can’t fully commit to doing well.”
  • “No, I’d be happy to help in some smaller capacity. Make me a member of the committee, not the chair.”
  • “No, I have a personal policy about not working on Saturdays or not missing my evening workout.”
  • “No, it’s impossible for me to do that. Please try someone else.”
  • “No.” Sometimes the best way to say “no” is to simply and directly say “no.” Per the old adage, “Never apologize. Never explain.”

Idea for Impact: Don’t Say “Yes” When You Really Want to Say “No”

Have no regrets about having to say “no.” Don’t allow pangs of guilt to dictate your personal or professional life.

By asserting yourself in a decisive, direct, polite, but firm way, you can be selective about saying “yes” to your own needs and priorities. Practice saying “no.”

In an NPR This I Believe essay, Jessica Paris reflected, “sometimes saying ‘no’ is easier than saying ‘yes’ … when I need it, my strength to say ‘no’ is bolstered by knowing that every ‘no’ is a ‘yes’ to something else.” In other words, almost every misplaced “yes” is really a “no” to yourself. So, don’t say “yes” when you really want to say “no.”

Wondering what to read next?

  1. What Most People Get Wrong About Focus
  2. Here’s a Tactic to Sell Change: As a Natural Progression
  3. This Manager’s Change Initiatives Lacked Ethos, Pathos, Logos: Case Study on Aristotle’s Persuasion Framework
  4. Nice Ways to Say ‘No’
  5. This Single Word Can Drastically Elevate Your Productivity

Filed Under: Effective Communication, Sharpening Your Skills Tagged With: Assertiveness, Balance, Communication, Likeability, Negotiation, Persuasion, Relationships, Time Management

Inspirational Quotations #622

March 6, 2016 By Nagesh Belludi Leave a Comment

The only guide to man is his conscience; the only shield to his memory is the rectitude and sincerity of his actions. It is very imprudent to walk through life without this shield, because we are so often mocked by the failure of our hopes and the upsetting of our calculations; but with this shield, however the fates may play, we march always in the ranks of honor.
—Winston Churchill (British Head of State)

The fatal metaphor of progress, which means leaving things behind us, has utterly obscured the real idea of growth, which means leaving things inside us.
—G. K. Chesterton (English Journalist)

Whatever you dwell on in the conscious grows in your experience.
—Brian Tracy (American Author)

The circumstance which gives authors an advantage above all these great masters, is this, that they can multiply their originals; or rather, can make copies of their works, to what number they please, which shall be as valuable as the originals themselves.
—Joseph Addison (English Essayist)

The religious superstition is encouraged by means of the institution of churches, processions, monuments, festivities….The so-called clergy stupefy the masses….They befog the people and keep them in an eternal condition of stupefaction
—Leo Tolstoy (Russian Novelist)

Art is the proper task of life.
—Friedrich Nietzsche (German Philosopher, Scholar)

Courage is rightly considered the foremost of the virtues, for upon it, all others depend.
—Winston Churchill (British Head of State)

The path is smooth that leadeth on to danger.
—William Shakespeare (British Playwright)

Filed Under: Inspirational Quotations

Rip and Read During Little Pockets of Time

March 4, 2016 By Nagesh Belludi Leave a Comment

On-the-go Reading

Rip and Read During Little Pockets of Time “Rip and Read” is a technique to make good use of little pockets of time you’ll have while waiting around. Here’s how it works:

  1. Leaf through all magazines, periodicals, and journals that show up on your desk.
  2. Tear out the articles that interest you and recycle the rest of the magazine. Stack the articles in an “on-the-go reading” folder and carry it around.
  3. When you have little pockets of time while waiting around or during your travels, pull out your “on-the-go reading” folder, and read the article on top of the stack.

Using “rip and read,” you will not only have fewer papers and magazines to carry around, but you’ll also not waste time flipping through pages to get to the articles you want to read.

Online Bookmarking and Saving Articles for Later Reading

Online Bookmarking and Saving Articles: Pocket Read-It-Later app The digital equivalent of this technique is to use one of the free “Read It Later” apps such as Pocket.

When you find a lengthy article on the internet but don’t have time to read it right then, you can add it to your Pocket account using either the Pocket bookmarklet in your browser or the Pocket extension on whatever app you’re using.

The Pocket app stores most content offline and displays web pages in a clutter-free view. It also lets you tag and share articles via email.

Pocket is available on all mobile and desktop operating systems and integrates with the most popular apps of the day. Pocket automatically synchronizes your content across all your devices. Thus, you can save content from one location and read it later on another device.

Wondering what to read next?

  1. How to Read Faster and Better
  2. How to … Read More Books
  3. Curate Wisely: Navigating Book Overload
  4. How to Read the AP Stylebook
  5. A Guide to Intelligent Reading // Book Summary of Mortimer Adler’s ‘How to Read a Book’

Filed Under: Managing People, Sharpening Your Skills Tagged With: Books, Reading

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

Inspirational Quotations #621

February 28, 2016 By Nagesh Belludi Leave a Comment

A friend that you have to buy won’t be worth what you pay for him, no matter what that may be.
—George D. Prentice (American Journalist)

Failure is the opportunity to begin again more intelligently.
—Moshe Arens

Friendship lasts but for a day, business connections forever.
—Babylonian Proverb

Some men see things as they are and say, “Why?” I dream things that never were, and say, “Why not?”
—George Bernard Shaw (Irish Playwright)

As a solid rock is not shaken by the wind, wise people falter not amidst blame and praise.
—The Dhammapada (Buddhist Anthology of Verses)

Some people see things that are and ask, Why? Some people dream of things that never were and ask, Why not? Some people have to go to work and don’t have time for all that …
—George Carlin

Literature is an occupation in which you have to keep proving your talent o people who have none.
—Jules Renard (French Novelist)

One who fears failure limits his activities. Failure is only the opportunity more intelligently to begin again.
—Henry Ford (American Businessperson)

If we could read the secret history of our enemies, we should find in each man’s life, sorrow and suffering enough to disarm all hostility.
—Henry Wadsworth Longfellow (American Poet)

Contrary to what most of us believe, happiness does not simply happen to us. It’s something that we make happen, and it results from doing our best. Feeling fulfilled when we live up to our potentialities is what motivates differentiation and leads to evolution.
—Mihaly Csikszentmihalyi

Play the game for more than you can afford to lose… only then will you learn the game.
—Winston Churchill (British Head of State)

All progress has resulted from people who took unpopular positions.
—Adlai Stevenson (American Diplomat)

Any effort that has self-glorification as its final endpoint is bound to end in disaster.
—Robert M. Pirsig (American Writer)

If at first, the idea is not absurd, then there is no hope for it.
—Albert Einstein (German-born Theoretical Physicist)

Filed Under: Inspirational Quotations

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?

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  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. Van Gogh Didn’t Just Copy—He Reinvented

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

Inspirational Quotations #620

February 21, 2016 By Nagesh Belludi Leave a Comment

The gent who wakes up and finds himself a success hasn’t been asleep.
—Wilson Mizner (American Playwright)

History consists of a series of accumulated imaginative inventions.
—Voltaire (French Philosopher)

Successful people make money. It’s not that people who make money become successful, but that successful people attract money. They bring success to what they do.
—Wayne Dyer (American Motivational Writer)

Think twice before you speak to a friend in need.
—Ambrose Bierce (American Editor)

When we are out of sympathy with the young, then I think our work in this world is over.
—George MacDonald (Scottish Christian Author)

There is nothing that fear and hope does not permit men to do.
—Luc de Clapiers, marquis de Vauvenargues (French Moralist)

Faith must be enforced by reason. When faith becomes blind it dies.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Only in solitude do we find ourselves; and in finding ourselves, we find in ourselves all our brothers in solitude.
—Miguel de Unamuno (Spanish Essayist)

Those in possession of absolute power can not only prophesy and make their prophecies come true, but they can also lie and make their lies come true.
—Eric Hoffer (American Philosopher)

Heaven lies about us in our infancy! Shades of the prison-house begin to close upon the growing boy.
—William Wordsworth (English Poet)

Rhetoric is a poor substitute for action, and we have trusted only to rhetoric. If we are really to be a great nation, we must not merely talk; we must act big.
—Theodore Roosevelt (American Head of State)

It is ridiculous for any man to criticize the works of another who has not distinguished himself by his own performance.
—Joseph Addison (English Essayist)

Filed Under: Inspirational Quotations

Don’t Assume Conversations with Human Resources Will Remain Confidential

February 19, 2016 By Nagesh Belludi 2 Comments

Human Resources (HR) can be a great resource to help you secure a promotion, be a better manager, and even deal with an employee grievance/claim.

However, if you’re having a serious problem with a manager or a colleague, don’t pour your heart out to your HR person and ask that no action be taken. You cannot count on the confidentiality of your discussions. While your HR person intends to help you, he also has an obligation as well to helping your manager and your colleague deal with you.

Similarly, do not discuss any career-transition plans (switching to another job within your company, resigning, job hunting, or retiring) with HR. HR is obligated to keep your manager informed about any prospective issue concerning staffing or anything that might affect organizational goals.

Human Resources and Confidentiality

HR has no lawful obligation to maintain confidentiality in anything you discuss. You may expect your HR person to remain confidential to the greatest possible extent. However, remember that the HR person’s primary loyalties and responsibilities concern the organization’s business needs. He is duty-bound to investigate employee complaints and involve other levels of management, especially in case of possible discrimination or harassment concerns.

Expect your HR person to pass on any information that’s in the organization’s best interest, even after promising confidentiality. HR should never mislead employees about the level of confidentiality they can expect. Such HR people aren’t behaving ethically and, over time, tend to lose employees’ and managers’ trust.

Go to HR for guidance on solving people problems or for help with organizational policies and procedures. See a reliable friend or a trusted peer to confide problems and challenges. Do not share anything with HR that you wouldn’t share with your manager.

Idea for Impact: HR is obligated to act on serious issues they learn about, whether or not you want them to. Therefore, never assume that conversations with HR will remain wholly confidential. Be discriminating in what you disclose to HR.

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  3. Performance Appraisal Systems “Don’t Meet Expectations”
  4. The Never-Ending Office vs. Remote Work Debate
  5. How You Can Make the Most of the Great Resignation

Filed Under: Career Development Tagged With: Ethics, Human Resources

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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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RECOMMENDED BOOK:
How Adam Smith Can Change Your Life

How Adam Smith Can Change Your Life: Russ Roberts

EconTalk podcast host Russ Roberts on how morality comes from imagining being judged by our fellow man. A rendition of Adam Smith's Theory of Moral Sentiments.

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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!