Conversations

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

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.

A Trick to Help you Praise At Least Three People Every Day

July 2, 2019 By Nagesh Belludi Leave a Comment

Scott Adams, the American cartoonist who created Dilbert, writes in How to Fail at Almost Everything and Still Win Big (2013),

Children are accustomed to a continual stream of criticisms and praise, but adults can go weeks without a compliment while enduring criticism both at work and at home. Adults are starved for a kind word. When you understand the power of honest praise (as opposed to bullshitting, flattery, and sucking up), you realize that withholding it borders on immoral. If you see something that impresses you, a decent respect to humanity insists you voice your praise.

Lavish Praise on People and They’ll Flourish

In his masterful self-help manual, How to Win Friends and Influence People (1936), Dale Carnegie quotes the American steel magnate Charles M Schwab who was renowned for his people skills,

I consider my ability to arouse enthusiasm among my people, the greatest asset I possess, and the way to develop the best that is in a person is by appreciation and encouragement. …

I am anxious to praise but loath to find fault. If I like anything, I am hearty in my approbation and lavish in my praise. …

I have yet to find the person, however great or exalted his station, who did not do better work and put forth greater effort under a spirit of approval than he would ever do under a spirit of criticism.

Carnegie suggests, “Be lavish with praise, but only in a genuine way … remember, we all crave appreciation and recognition, and will do almost anything to get it. But nobody wants insincerity. Nobody wants flattery.”

How to Praise No Less Than Three People Every Day

Here’s a simple, effective technique to unleash the power of praise and honest appreciation:

Start each day with three coins in your left pocket.
Transfer one coin to your right pocket each time you praise someone or remark about something favorably. See my previous article on how to recognize people in six easy steps.
Make sure that you have all the three coins in your right pocket by the end of the day, but don’t give compliments willy-nilly.

Avoid flattery and pretentiousness, especially when someone thinks that they truly don’t deserve the praise. As well, don’t undercut praise with criticism (as in a sandwich feedback.)

Idea for Impact: If you can’t be bothered with opportunities to elevate others’ day with a few simple words of appreciation, perhaps you’re just too insecure or emotional stingy. Even if praise is directed on others, it emphasizes your own good character—it shows you’re can go beyond self-absorption in the self-consumed society that we live in.

Doesn’t Facebook Make You Unhappy?

June 5, 2019 By Nagesh Belludi 1 Comment

If rampant trust and privacy issues, unrestricted tracking and misuse of your personal data, the superficiality of online relationships, and the perils of group polarization haven’t persuaded you yet to quit social media, consider the risks of “Facebook envy.” The pretenses of perfection on social media can make you compare your own life to an ideal that doesn’t really exist.

The Age of Envy: Seeing Your Friends Happy Can Make You Sad

Study after study confirms that Facebook and other social media contribute to unhappiness and feelings of inadequacy by providing a glimpse of just the highlights reel of other people’s lives.

When posting on Facebook, many people present their very best takes on their lives—their filtered descriptions tend to make their lives look more exciting. Everyone else’s vacations seem more fun, their relationships happier, and their jobs more exciting than your daily grind. Incidentally, they look younger, well dressed, and in-shape than you do too.

The Embellishment of Truths Makes Others Feel Discontented by Comparison

Catching up with others on social media can indeed make you feel jealous and envious. It’s in human nature that comparisons to lives that appear better than yours can bring you down. As the 18th century French philosopher Montesquieu wrote, “If one only wished to be happy, this could be horrible for the rest of civilization; but we wish to be happier than other people, and this is always difficult, for we believe others to be happier than they are.”

The obsession with self-image and the shallowness of friendships can stimulate your competitive inclinations to cherry-pick and portray an even sunnier facade of your lives.

The Never-ending One-upmanship on Facebook

Facebook is an outlet for the self-publicizing, narcissist human tendency—it is about creating positive impressions, often with the purpose of either enchanting or annoying others. And “where jealousy and selfish ambition exist, there is disorder and every evil thing” (New Testament, James 3:16.)

Social media have created this annoying compulsion to preserve a coherent and cheerful, public persona at all times. Your life must look picture-perfect, even if, under the wraps, you’re dealing with the burdens of everyday life. Moreover, given the urge to build this deceptive identity on social media, there’s little room for pessimism or honest portrayal of life’s realities.

Studies even detail how social media are contributing factors to cultivating feelings of inadequacy, depression, and other mental health issues in teenagers.

Idea for Impact: You Don’t Need Social Media to Participate in Society

Being on social media is a utility, a conduit—not an end in itself.

If you find yourself wasting time on social media or getting demotivated, consider using Facebook less or quitting it totally. Shun the narcissistic inclination to publicize the excruciating minutiae of your life.

Go engage flesh and blood people. Don’t just be interesting—be interested! You’ll be happier.

Charlie Munger’s Iron Prescription

May 22, 2019 By Nagesh Belludi Leave a Comment

Intellectual inquiry is effortful, and you need a durable internal push to engage in it.

An inflexible approach impedes critical-thinking. I’ve discussed previously (here, here, here, and here) that a sophisticated critical-thinker considers alternative world-views that may cause him/her to philosophize differently.

For example, if you cling rigidly to a “raise taxes on the wealthiest people” position, you are possibly unwilling to contemplate that, among other problems, higher taxes disincentivize productivity, promote economic behaviors to dodge taxes, and contribute to class warfare. Examining all sensible inferences and considering a variety of possible viewpoints or perspectives may help you to arrive at more moderate, practical positions that are conceivably within acceptable limits.

Charlie Munger’s Iron Prescription: Avoid Intense Ideology

One of the central wisdoms of Charlie Munger, Berkshire Hathaway’s Vice-Chairman and the distinguished beacon of multi-disciplinary thinking, is to keep an eye open for dangers that accompany in submitting to a particular ideology.

At his celebrated commencement address to the graduates of the University of Southern California Law School on May 13, 2007, Munger affirmed,

In my mind, I got a little example I use whenever I think about ideology and it’s these Scandinavian canoeists who succeeded in taming all the rapids of Scandinavia and they thought they would tackle the whirlpools in the Aaron Rapids here in the United States. The death rate was 100 percent. A big whirlpool is not something you want to go into and I think the same is true about a really deep ideology.

I have what I call an “iron prescription” that helps me keep sane when I naturally drift toward preferring one ideology over another. And that is I say, “I’m not entitled to have an opinion on this subject unless I can state the arguments against my position better than the people do who are supporting it.” I think only when I reach that stage am I qualified to speak.

…

This business of not drifting into extreme ideology is a very very important thing in life if you want to have more correct knowledge and be wiser than other people. A heavy ideology is very likely to do you in.

In the era of social media and group polarization, it’s easy to slip into confirmation bias by committing yourself to a self-imposed ideology.

As I’ve mentioned previously, studies have shown that associating with likeminded folks can make you even more disdainful of contradictory viewpoints. Nothing will ruin you faster than an ideology burrowing deeper in a closed mind.

Idea for Impact: Nothing deceives you as much as extreme passion

Stay away from intense ideologies until you’ve examined the opposing viewpoint. Don’t ignore the counterevidence. Consider the other side of any thought as carefully as your own.

Postscript: Munger’s other iron prescription concerns avoiding the victim mentality: “Whenever you think that some situation or some person is ruining your life, it is actually you who are ruining your life… Feeling like a victim is perfectly disastrous way to go through life. If you just take the attitude that however bad it is in any way, it’s always your fault and you just fix it as best you can—the so called iron prescription—I think that really works.” See my previous article on Charlie Munger and lessons on adversity.

Don’t Ignore the Counterevidence

September 14, 2018 By Nagesh Belludi Leave a Comment

Left to themselves, much of our opinions and judgments are subjective, imprecise, incomplete, narrow-minded, or utterly unapprised.

A good critical-thinker deliberates objectively about alternative world-views that may cause him/her to philosophize differently. The English philosopher and economist John Stuart Mill made an unparalleled case for this intellectual obligation in his treatise On Liberty (1859):

If the cultivation of the understanding consists in one thing more than in another, it is surely in learning the grounds of one’s own opinions. Whatever people believe, on subjects on which it is of the first importance to believe rightly, they ought to be able to defend against at least the common objections. … on every subject on which difference of opinion is possible, the truth depends on a balance to be struck between two sets of conflicting reasons. Even in natural philosophy, there is always some other explanation possible of the same facts; some geocentric theory instead of heliocentric, some phlogiston instead of oxygen; and it has to be shown why that other theory cannot be the true one: and until this is shown, and until we know how it is shown, we do not understand the grounds of our opinion. But when we turn to subjects infinitely more complicated, to morals, religion, politics, social relations, and the business of life, three-fourths of the arguments for every disputed opinion consist in dispelling the appearances which favour some opinion different from it. The greatest orator, save one, of antiquity, has left it on record that he always studied his adversary’s case with as great, if not with still greater, intensity than even his own. What Cicero practised as the means of forensic success, requires to be imitated by all who study any subject in order to arrive at the truth. He who knows only his own side of the case, knows little of that. His reasons may be good, and no one may have been able to refute them. But if he is equally unable to refute the reasons on the opposite side; if he does not so much as know what they are, he has no ground for preferring either opinion. The rational position for him would be suspension of judgment, and unless he contents himself with that, he is either led by authority, or adopts, like the generality of the world, the side to which he feels most inclination.

Mill recommends anticipating the potential objections to one’s argument, coming to terms with the merits of opposing points of view, and establishing why the balance of reasons still supports one’s viewpoints:

Ninety-nine in a hundred of what are called educated men are in this condition; even of those who can argue fluently for their opinions. Their conclusion may be true, but it might be false for anything they know: they have never thrown themselves into the mental position of those who think differently from them, and considered what such persons may have to say; and consequently they do not, in any proper sense of the word, know the doctrine which they themselves profess. … So essential is this discipline to a real understanding of moral and human subjects, that if opponents of all important truths do not exist, it is indispensable to imagine them, and supply them with the strongest arguments which the most skilful devil’s advocate can conjure up.

Idea for Impact: Consider objections to your viewpoints; Remain open to alternative interpretations.

Suspend your inclinations and commitments and ask whether any of the objections have some force against your argument.

Don’t argue merely from those premises that appear compelling to you; address the premises that appear compelling to your opponent.

As Aristotle counseled, “The fool tells me his reasons; the wise man persuades me with my own.”

We’re All Trying to Control Others

June 19, 2018 By Nagesh Belludi Leave a Comment

We're All Trying to Control Others

One of the realities of the human condition is that we’re all operating our lives by trying to make the settings around us—the environments in which we live, work, and play—to be just the way we want them to be.

However, we share these settings with other people, who themselves are trying to make their settings just the way they want them to be.

And herein is the source of a great many conflicts: as we control our worlds and our lives with the purpose of making them transpire as we’d like them to, we intercede with the controlling of others.

Conflict is not necessarily bad. It is a normal, fundamental, and pervasive facet of life. It is a natural outcome of what happens when our expectations, interests, viewpoints, inclinations, and opinions are at variance with those of others.

Every relationship is a minefield of conflict, and each instance of contradictory viewpoints brings new challenges.

The key to getting along amicably and resolving the problems of the world is working out how we can wisely facilitate our control of what is important to us without interfering with other people’s efforts at doing the same thing.

Idea for Impact: Life is negotiation. Getting what you want out of life is all about getting what you want from—and with—other people. Learning how to engage in conflict to get what you want without inflicting damage on the opportunities and the relationships is one of life’s essential and practical skills.

To Micromanage or Not?

June 12, 2018 By Nagesh Belludi Leave a Comment

Micromanagement—any unnecessary meddling in someone else’s responsibilities, decision-making, and span of authority—is one of the most common gripes that employees have about their managers. No manager’s participation, influence, and authority should chip value away from an employee’s work.

Nobody Likes a Meddling Boss

There’s a thin line between appropriate questioning and micromanaging. What characterizes micromanaging is not whether a manager is questioning the minutiae, but whether the fine points are significant enough to be probed into and to what end the manager is probing.

For instance, is a manager making a point of a certain inconsistent operating expense, or is the manager examining bookkeeping details that may help bring to light a bigger-level problem such as a defective accounting system? Asking questions doesn’t in and of itself signify micromanaging, as long as those questions lead to insights of some substance.

If a manager hones into some trivial detail and challenges it with an intention of establishing an employee’s error, it’s reasonable to assume that the manager is micromanaging.

When micromanaging happens in the area of the manager’s expertise, his nitpicking is usually provoked by an egotistical need to emphasize his knowledge or experience on the subject, especially if the manager is insisting on his pet course of action.

Idea for Impact: When tactically applied, micromanaging can be a powerful tool to get the right things done

The ability to pose broad, open-ended questions (try the Socratic Method) and help an employee uncover crucial details—and to do this without creating the perception of micromanaging—is a particularly valuable managerial skill.

The smartest managers I know of do away with as many unnecessary reports, reviews, and approvals as possible. They ask the right questions about the right subjects in the right tone to help refocus an employee’s attention while deferring to the employee’s decision-making prerogative. They don’t delve into the fine points of everything—they selectively micromanage only if they must.

Here’s How to Improve Your Conversational Skills

March 8, 2018 By Nagesh Belludi Leave a Comment

A year and a half ago, I wrote a popular article titled, “Stop asking, ‘What do you do for a living?'” The crux of my argument was,

Chatting with somebody in socializing situations should be less about discerning the details of the other’s life to size up the other’s socioeconomic status, and more about building a bit of familiarity to initiate stimulating conversations about topics of mutual interest.

A recent Harvard Business Review blog article on networking argues that the ‘what do you do?’ question may not be the best way to build rapport with someone else.

Research findings from the world of network science and psychology suggests that we tend to prefer and seek out relationships where there is more than one context for connecting with the other person. Sociologists refer to these as multiplex ties, connections where there is an overlap of roles or affiliations from a different social context. … We may prefer relationships with multiplex ties because research suggests that relationships built on multiplex ties tend to be richer, more trusting, and longer lasting.

The article gives examples of open-ended questions that could elicit non-work-related answers.

What excites you right now?

What are you looking forward to?

What’s the best thing that happened to you this year?

Where did you grow up?

What do you do for fun?

Who is your favorite superhero?

Is there a charitable cause you support?

What’s the most important thing I should know about you?

These inquiries could be helpful once you have a conversation going—they don’t make good initial questions. I’ve found it helpful to start with simple questions (“how do you know the hosts” or “is this your first time in this city”) and wait for personal details to flow into the conversation naturally.

Another practice I’ve found helpful is to ask to be introduced. Request your host to mention common interests when you are introduced to a new person in the gathering.

Susan RoAne’s How to Work a Room and Do I Say Next? provide great guidelines on how to make your business and personal conversations more effective.

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Conversations

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

Wondering what to read next?

Lavish Praise on People and They’ll Flourish

How to Praise No Less Than Three People Every Day

Wondering what to read next?

The Age of Envy: Seeing Your Friends Happy Can Make You Sad

The Embellishment of Truths Makes Others Feel Discontented by Comparison

The Never-ending One-upmanship on Facebook

Idea for Impact: You Don’t Need Social Media to Participate in Society

Wondering what to read next?

Intellectual inquiry is effortful, and you need a durable internal push to engage in it.

Charlie Munger’s Iron Prescription: Avoid Intense Ideology

Idea for Impact: Nothing deceives you as much as extreme passion

Wondering what to read next?

Idea for Impact: Consider objections to your viewpoints; Remain open to alternative interpretations.

Wondering what to read next?

Wondering what to read next?

Nobody Likes a Meddling Boss

Idea for Impact: When tactically applied, micromanaging can be a powerful tool to get the right things done

Wondering what to read next?

Wondering what to read next?