Conversations

Surrounded by Yes

June 18, 2020 By Nagesh Belludi Leave a Comment

Social-Media Impose “Censorship” Through Recommendions and Filters

Google, Facebook, Amazon, and other media companies have built unbelievably powerful tools for collecting and organizing personal data. They’re developing and perfecting algorithms that track your activities and accumulate repositories of seemingly-trivial social media data.

They know whom you hang out with and what you like. And they can make extraordinarily good deductions about your demographics, social influences, political partisanship, social and economic preferences, and everything else. They’re influencing not just what content you see, but also which sites you visit in the first place.

These companies’ intentions are modest enough: to feed you the news you’re likely to want and to expose you to the kind of products and services you’re likely to respond to. The pages you’re shown are tailored for who you are, where you live, whom you interact with, and what you’ve previously clicked on.

The purveyors of the internet make money from advertising and paid subscriptions. Their goal is stickiness: they need traffic to thrive and prosper. Their success depends on their ability to draw you, keep you longer, and persuade you to return before you choose to leave.

Recommender systems have an enormous influence on the discourse you’re exposed to.

There’s a dangerous consequence here. What you should realize is that Google, Facebook, and Amazon have become gatekeepers of everything you see on the internet. Their content filtering and recommender systems are substituting editorial judgment. They’re not neutral and, given their economic objectives, often serve to amplify your biases.

The problem with filtering and recommender systems is that everybody likes them. The content you’re fed with is, in a sense, an endless stream of affirmations that you’re right—you’ll see more of what you’re interested in and associate with others who share your viewpoints. The consensus view is reinforced—the world seems to agree with you. Everything feels more normal!

On a broader scale, as people converge to likeminded people in virtual neighborhoods, you tend to operate in an intellectual bubble. Left to all these devices of today’s information-consumption patterns, much of your opinions and judgments are subjective, imprecise, incomplete, narrow-minded, or utterly unapprised.

All this has made it difficult for you to seek out contrasting views even if you feel so disposed. When you do venture out, all you’ll see are trolls who get offended by the slightest of disagreements—any attempt to challenge their beliefs is taken as a grievous insult. These trolls resort to bumper sticker-rhetoric, name-calling, demeaning attacks, and ill-informed declarations.

Idea for Impact: There’s Great Value in Listening Carefully and Charitably to Ideological Opponents.

Reach out. Consider alternative world-views that may cause you to philosophize differently. Find well-intentioned, respectful people who can challenge your viewpoints. Associate with ideological challengers who can help you improve your understanding of conflicting perspectives.

In On Being Certain: Believing You Are Right Even When You’re Not (2008,) neurologist and author Robert Burton argues that certainty is an emotion just like anger, passion, or sorrow. Once you develop a “that’s right” disposition about a subject matter, your brain subconsciously protects you from wasting its processing effort on problems for which it has already found a solution that you believe is good enough, and is continuously reinforced. In other words, your cerebral laziness could subconsciously lead you to “do less” by simply embracing a cast-iron certainty rather than re-examining your assumptions.

Don’t be lazy. Doggedly examine your biases and prejudices.

How to Project Positive Expectations

June 4, 2020 By Nagesh Belludi Leave a Comment

If you want to be seen as a doer, somebody who can be depended upon to get a job done, answer with “I will” whenever possible.

According to George Walther, author of Power Talking: 50 Ways to Say What You Mean & Get What You Want (1991,) expressions such as “I’ll try” make you seem hesitant—even ineffective.

Recall all the people who’ve promise to do something by saying, “I’ll try to get back to you tomorrow.” They rarely do. They have to be reminded, prodded, and nagged.

Those who announce, “I’ll have an answer for you by two this afternoon,” typically follow through.

Idea for Impact: Watch Your Language

Your choice of words matters. You are building your reputation—your brand—one interaction at a time.

Your assertions set the tone for what others can expect from you. They also motivate you to get the job done as you’ve promised.

Speak the language of success.

How to Gain Empathic Insight during a Conflict

May 28, 2020 By Nagesh Belludi Leave a Comment

One simple starting point for finding common ground during a conflict is to ask, “what if the others’ perspectives were true?”

When others tell you something that you don’t agree with, just suspend disbelief for a moment.

How to Gain Empathic Insight during a Conflict Imagine what it is to be like them.

Think, “what if the others’ perspectives are true.”

What would that mean to you?

What would that mean in the context of your shared interests?

How would that change your perspective on your own opinion?

Putting yourself in the other person’s shoes can help you identify how they’re feeling and why they’re feeling that way. This makes it easier to take the big vital step: treating them with empathy and compassion. Suddenly, the conflict is less personal—it’s not about you or them.

Idea for Impact: We human beings are not transformed as much by statistics and facts as we are by stories. When there are two alternative viewpoints of one story, being open-minded, listening honestly, and identifying the other through their stories could be really transformative. It changes the conversation. It helps you move forward and seek solutions that are favorable to both sides.

The Power of Negative Thinking

May 21, 2020 By Nagesh Belludi Leave a Comment

Stoic philosophy recommends a practice called premeditatio malorum (“the premeditation of evils,”) i.e. intentionally visualizing the worst-case scenario in your mind’s eye.

The first point is to acknowledge that misfortunes and difficulties could, rather than certainly will, come about. The second is to envisage your most constructive response should the worst-case scenario transpire. For instance, if you’d lose your job due to coronavirus, what resources could you rely on, and how could you handle the consequences?

The direct benefit of premeditatio malorum is in taming your anxiety: when you soberly conjure up how bad things could go, you typically reckon that you could indeed cope. You’ll not dwell in the negative thoughts. Even the worst possible scenario couldn’t be so terrible after all.

Another surprising benefit of negative visualization is in raising your awareness that you could lose your relationships, possessions, routines, blessings, and everything else that you currently enjoy—but perhaps take for granted. This increases your gratitude for having them now.

Premeditatio Malorum in Stoicism - The Power of Negative Thinking

This Stoic exercise has an equivalent in Buddhist meditation-based mindfulness practices that encourage nonjudgmental awareness of unpleasant sensations (the vedanā.)

Your emotions, sensations, and events are in flux. They arise and pass. You’re merely to regard yourself as the observer of these thoughts and feelings, but you’re not to identify with them. You are not your thoughts … you are not your feelings. The Buddhist teacher Jack Kornfield writes in The Wise Heart: A Guide to the Universal Teachings of Buddhist Psychology (2015,)

Thoughts and opinions arise but they think themselves and disappear, “like bubbles on the Ganges,” says the Buddha. When we do not cling to them, they lose their hold on us. In the light of awareness, the constructed self of our identification relaxes. And what is seen is just the process of life, not self nor other, but life unfolding as part of the whole.

Idea for Impact: Could you benefit from reflecting on how you think of potential negative events?

An awareness of the possible—and the self-determining attitude—can be quite liberating. Premeditatio malorum is a surprisingly useful technique, if only with a scary name.

“What then should each of us say as each hardship befalls us? It was for this that I was exercising, It was for this that I was training,” as Epictetus philosophized in Discourses (3.10.7–8.)

Let’s Not Talk About Trump

March 9, 2020 By Nagesh Belludi Leave a Comment

If you feel like you’ve been overdosing on news and conversations related to politics and Trump, much to the exclusion of other meaningful subjects, try the “No Trump Rule” evoked by essayist Joseph Epstein in the Wall Street Journal:

Every Friday I meet for lunch with three or four friends from high school days. I instituted at these lunches what I called the No Trump Rule: ‘No’ not in the sense of being against Trump’s politics but against talking about him at all, for doing so seems to get everyone worked up unduly. The rule, I have to report, has been broken more than the Ten Commandments. No one, apparently, can stop talking about our president. The Trump talk quickly uses up most of the oxygen in any room where it arises, and can bring an argument to the shouting stage more quickly than a divorce settlement.

Look, I understand that everybody has been amped up to eleven since Trump emerged as the Republican Party’s nominee in May 2016, but some of us don’t want to talk about him—or politics.

I, for one, don’t think it’s a good idea for so much of our news, talk shows, and social media feeds to be devoted to a single subject for this long. Yes, Trump is a polarizing figure, and our country is so divided. But we don’t need to let him, and the anger he provokes, besiege every moment of our lives.

Awareness and activism are vital to civic duty, but hatred isn’t meaningful activism

I’m happy to listen to everybody’s opinions, but I’m fatigued by the extent to which politics dominates present-day exchanges. Ordinary conversations about routine topics tend to degenerate quickly with any evocation of the current state of affairs. Even banter about the weather (“the last refuge of the unimaginative” per Oscar Wilde) can quickly spiral into climate change, the environment, fossil fuels, oil, Russia, Putin, and so on.

More than anything else, I can’t bear the way most people currently think about politics—in particular, how ill-informed they tend to be. I am dismayed at people’s shallow understanding of the significant issues of the day—immigration, trade, nationalism, economic inequality, healthcare, etc. The stakes are high, and, given the depth of people’s political convictions, their anger is understandable. Nevertheless, the propensity to lash out against those with different views and dehumanize them is deplorable.

I will talk about politics with people who aren’t as much interested in winning an argument and convincing opposing people of the wrongness of their positions as they are about understanding more fully why others hold a particular conviction.

Our values, not politicians, should mold the policies and positions we support

Sarah Stewart Holland and Beth Silvers’ commendable I Think You’re Wrong (But I’m Listening): A Guide to Grace-Filled Political Conversations (2019) proposes a framework for having productive political discussions with those you love and yet disagree with.

Somewhere along the way we stopped disagreeing with each other and started hating each other. We are enemies, and our side is engaged in an existential battle for the very soul of the country. We are no longer working toward common goals. We are no longer building something together. Our sole objective is tearing the other side down. Nothing short of total victory is acceptable.

…

The reality is that we never stopped talking politics altogether—we stopped talking politics with people who disagree with us. We changed “you shouldn’t talk about politics” to “you should talk only to people who reinforce your worldview.” Instead of giving ourselves the opportunity to be molded and informed and tested by others’ opinions, we allowed our opinions and our hearts to harden.

The authors, hosts of a popular discussion-podcast, invite readers “to hear each other’s thoughts, to test our own beliefs against each other’s philosophies, and to better appreciate our own core beliefs by having to articulate and challenge those beliefs.” They emphasize an earnest curiosity for the counterargument and the open-mindedness to leave room for nuance:

Engaging with other people is never easy, but it always will be worth it. Engaging with other people about politics is no different. Let yourself take that chance. Let yourself rise to the challenge. Your ability to stretch and grow will surprise you, and so will the people around you. Once people see you as a person willing to have thoughtful, curious, calm discussions, you will have all kinds of interesting conversations that seemed impossible a year ago.

Postscript: Things are far more awkward in the workplace. Politics has always been a sensitive topic—but in today’s contentious climate, such conversations can rapidly escalate into arguments.

How to Stop “Standing” Meetings from Clogging Up Your Time

December 19, 2019 By Nagesh Belludi Leave a Comment

Monthly staff conferences, progress updates, weekly sales calls, and other regularly scheduled “standing” meetings, essential though they may be, tend to be wasteful, especially so when they’re convened per tradition and attended out of an obligation.

How to Stop 'Standing' Meetings from Clogging Up Your Time The beginning of the year is a great time to examine all the standing meetings that you’re invited to. Review your calendar and consider the RoI of each standing meeting. Make each one of those meetings defend the use of your time—and your employees’ time.

Ask how else you could accomplish the goals of each meeting efficiently. If you must hold a meeting, remind all its participants of the reasons for gathering, and check if the meeting—and the frequency—still serves that purpose. Rewrite the charter of these meetings if necessary. Look at ways to complete the meetings more efficiently—perhaps in half the time, half as frequently, or with half the people.

For instance, a design team may convene for twice-a-week status reports at the project launch while there may be many decisions to make. Once the early frenzy subsides, only a monthly meeting may be justified, complemented by frequent status updates shared via email.

Idea for Impact: Don’t keep going to every meeting just because you’re invited, or because you think you have to.

A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’

December 16, 2019 By Nagesh Belludi Leave a Comment

First-time managers are often unprepared for—even unaware of—the responsibilities and challenges of being a manager. This is particularly true at fledging startups that don’t have bonafide HR departments to guide their novice managers nor can afford management coaches. Besides, it takes a new boss a year or two to learn the basics and become comfortable in his/her new role.

Julie Zhuo, Vice President of Product Design at Facebook When Facebook was small enough and “the entire company could fit into a backyard party,” 25-year old product designer Julie Zhuo was asked to become a manager. Zhuo had started at Facebook as its first intern and then gone full-time. Having no prior managerial experience, she acted how she thought managers were supposed to act and made many mistakes. In due course, she found joy in the role, expanded her skill set, and evolved to become Facebook’s VP of product design.

In The Making of a Manager: What to Do When Everyone Looks to You (2019,) Zhuo has chronicled her experiences from ramping-up into management and getting to know herself better. It’s the book she wishes had been there for the novice manager that she was.

Zhuo offers many hard-earned insights that only time in the trenches can reveal:

Operate from first principles. “Your job, as a manager, is to get better outcomes from a group of people working together.”
Not everyone is cut out for a managerial responsibility. “Being a manager is a highly personal journey, and if you don’t have a good handle on yourself, you won’t have a good handle on how to best support your team.”
Let go of your old “individual contributor” role and make the shift to being the boss. Don’t spend time trying to do the work. Invest your time in coaching, supporting, and developing employees. Don’t run interference between them.
Discover your decision-making proclivities. Map out your strengths and weaknesses. “Great management typically comes from playing to your strengths rather than from fixing your weaknesses.”
Realize that the source of your power as a manager is everything but formal authority. Respect trumps popularity.
Don’t manage everyone in the same way. Learn to appreciate how distinctive each individual is in what he/she wants from work and what animates him/her to work well.
Trust is a critical ingredient in relationships. “Invest time and effort into creating and maintaining trusting relationships where people feel they can share their mistakes, challenges, and fears with you.”

Zhuo offers practical—if basic, but sufficient—advice for setting a vision, assessing the culture, delegating problems, giving feedback, aligning expectations, setting priorities, establishing a network of allies and confidants, hiring cleverly, and other responsibilities of leading a team. She delves into many difficult circumstances she’s encountered, e.g., handling previously-peers-now-employees whom she passed over for a promotion.

Recommendation: The Making of a Manager is an excellent primer for novice managers. It offers an insightful, practical, and relevant playbook for making the transition from being an outstanding individual contributor to becoming a good manager of others.

Complement with Andy Grove’s High Output Management (1983,) Loren Belker et al.’s The First-Time Manager (2012,) and Michael Watkins’s The First 90 Days (2013.)

Fire Fast—It’s Heartless to Hang on to Bad Employees

August 27, 2019 By Nagesh Belludi Leave a Comment

Firing is About an Underlying Commitment to Retaining Great People

The former General Electric leader Jack Welch earned the moniker “Neutron Jack” for sacking some 100,000 employees in the early years of his tenure as chief executive. Welch defended the dismissals by emphasizing that it would have been far more heartless to keep those employees and lay them off later when they had little chance of reinventing their careers. The dismissals were part of his deliberate efforts to establish a corporate culture that emphasized honest feedback and where only the “A players” got to stay.

Many Fired Employees Feel Surprised That the Axe Didn’t Fall Sooner

Fire Fast---It's Heartless to Hang on to Bad Employees Managers know that ending a bad fit sooner is better than doing it later. Firing a bad employee is often better for both the employee leaving and the employees remaining.

Then again, many managers hesitate because firing is awfully difficult. No one likes to fire people. Looking an employee straight in the eye and telling he’ll no longer have a job is one of the harshest things a manager will ever have to do.

Besides, some managers are so uncomfortable with conflict that they are unwilling to deal directly and honestly with a problem employee, not to mention of confronting the risk of a wrongful termination claim.

If an Employee is Not Working out for You, Fire Fast

By holding on to a bad employee, you are really doing a disservice to the employee. Forcing a person to be something he’s are not, and giving him the same corrective feedback—week after week and quarter after quarter—is neither sustainable nor considerate. Trying to keep the employee in the wrong role prevents his personal and professional evolution.

Give the employee a chance to turn the situation around—people can change.
Try to find him an appropriate role within your company. Recall the old Zen poem,

Faults and delusions
Are not to be got rid of
Just blindly.
Look at the astringent persimmons!
They turn into the sweet dried ones.

However, if the employee is a truly bad fit, reassigning him just shifts the problem to a different part of the company.
If your efforts to remediate a bad employee haven’t worked out, cut your losses and fire him promptly. Help the employee move on to a job or a company where the fit is much better.

Idea for Impact: It is much worse to retain someone who is not suited for his job than it is to fire him. Help him find a new role quickly and land on his feet.

Benefits, Not Boasts

July 18, 2019 By Nagesh Belludi Leave a Comment

Just about every interaction is about selling something, whether you realize it or not.

When you try to be persuasive in a pitch or a presentation, you may come to pass as being overconfident at best, or boastful at worst.

Here’s a method that can help you transform your boasts into benefits in support of a prospective customer.

“I have 15 years of experience in this field,” may sound boastful. Instead, say, “I bring to you 15 years of experience in this field, promising you that, should any problems surface, they will be handled promptly and proficiently.” This tolerable way to promote yourself also won’t make you seem forceful.

More to the point,

Avoid self-superiority declarations such as “I am better than others.” Instead, couch your claims as endorsements from others: “My past clients have told me that … .” According to a study by organizational theorist Jeffrey Pfeffer, you’ll be regarded more likable and competent if you can get somebody else (even a paid agent) to sing your praises for you.
Steer clear of humblebragging, i.e. masking a boast as a self-deprecating statement as in “I’m a perfectionist at times; it is so hard!” Humblebraggers appear less sincere than blatant braggarts do.

Could Limiting Social Media Reduce Your Anxiety About Work?

July 15, 2019 By Nagesh Belludi Leave a Comment

In a recent article on “Facebook envy,” I wrote about how looking at the carefully curated lives of others on social media can provoke insecurities about one’s own accomplishments—or lack thereof.

In response, a blog reader directed me to journalist Keith Breene’s writeup about a study on why millennials aren’t happy at work. Here’s a précis:

Much of the stress and anxiety reported by twenty-somethings is caused by ruthless comparison with peers. Emerson Csorba, director of the consultancy Gen Y, reported one millennial describing the challenge like this: “If we are not doing something exceptional or don’t feel important and fulfilled for what we are doing, we have a hard time.”

Where is the pressure coming from? With millennials more connected than any previous generation, opportunities to compare levels of success are ubiquitous, creating anxiety and insecurity. The accomplishments of peers, shown on social media, are a constant prompt to examine millennials’ own successes or failures. The problem is made much worse by the fact that only positive achievements are posted—you only ever see the good stuff.

Even though everyone knows that social media is a kind of PR feed of people’s lives, when you spend so much time online, these messages can easily become overpowering.

Idea for Impact: Resist the Envious Consequence of Social Media

Everyone’s lives are far from perfect, notwithstanding the dreamy pictures they’re posting on social media.

Protect yourself and your own internal goodness from self-sabotage. Rejoice in your real accomplishments without needing to show off to anyone else or seek external validation. Care less for what other people think.

Life isn’t a competition. There isn’t a race to the finish lines.

Furthermore, making others envious should never be a motivation for curating your social media posts. Nothing good comes from trying to be the envy of others.

Conversations

Social-Media Impose “Censorship” Through Recommendions and Filters

Recommender systems have an enormous influence on the discourse you’re exposed to.

Idea for Impact: There’s Great Value in Listening Carefully and Charitably to Ideological Opponents.

Wondering what to read next?

Idea for Impact: Watch Your Language

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Awareness and activism are vital to civic duty, but hatred isn’t meaningful activism

Our values, not politicians, should mold the policies and positions we support

Wondering what to read next?

Wondering what to read next?

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Firing is About an Underlying Commitment to Retaining Great People

Many Fired Employees Feel Surprised That the Axe Didn’t Fall Sooner

If an Employee is Not Working out for You, Fire Fast

Wondering what to read next?

Wondering what to read next?

Idea for Impact: Resist the Envious Consequence of Social Media

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