Etiquette

“But, Excuse Me, I’m Type A”: The Ultimate Humblebrag?

February 18, 2021 By Nagesh Belludi Leave a Comment

Our increasingly egotistical culture sanctions competitiveness, achievement-orientation, impatience, assertiveness, and work-fixation. Fine. But do we need to recast selfishness, greed, aggressiveness, and egotism as virtues?

Consider the assertion “I’m type A” you’ll often hear from people who’re harried and quick to anger. That expression has become the ultimate humblebrag—an announcement for the narcissistic self, indeed. It’s often a lead up to some form of a self-absorbed burden to be imposed on others.

Intense people are off-putting, particularly to laid-back types

The designation “Type A” was presented as a negative characterization in the 1970s by cardiologists—not psychologists—about people prone to so-called “hurry sickness.” These people tend to get angry and, consequently, have a higher risk of cardiovascular disease.

Now then, “I’m type A” has become the special consent some people expect to be granted to be a bit infuriating. It’s a polite declaration of the self-conscious entitlement, “I have somewhat better standards. Sorry to be so persistent.” “Sorry to squeeze you dry on this project, but I’m driven to deliver my best.”

Idea for Impact: If you’re a Type A, by all means, be an overachiever, strong-minded, demanding, whatever. But be all these without being obnoxious or instinctively imposing uncalled-for pressure on everything and everybody and every time. Lighten up.

Not Everyone is Chill About Tattoos and Body Art // Workplace Norms

December 10, 2020 By Nagesh Belludi Leave a Comment

Over the last decade or so, body art has gained more acceptance as a form of personal expression—akin to clothing, jewelry, or hairstyle. Workplace attitudes toward body art have slowly shifted.

Certain trades—especially arts and media—value individuality, especially in creative roles. Visible tattoos and body piercings are common and acceptable. However, consulting, law, management, recruitment, and other “traditional” trades are likely to find body art less compliant with the industry norms. Having a tattoo can even be seen as unprofessional and defiant—even intimidating.

You have the right to express yourself as long as you are respecting the company’s norms

For some conservative people, visible art suggests that you may have a problem with authority. One study showed that tattooed people are perceived to be less honest, motivated, and intelligent.

At some workplaces, your insistence on leaving large earrings and nose piercings on or dressing in short sleeves that reveal your tattoos signals to that employer that you don’t care about norms. You may be judged as a willful person insistent on exerting your individuality rather than fit in and belong.

Your appearance and behavior are expected to reflect your workplace’s values and culture, particularly in customers’ presence.

Employers are free to impose dress codes and grooming guidelines. Discrimination law does apply to matters related to age, gender, sexual orientation, race, ethnicity, nationality, and religion—but not your sense of fashion.

Idea for Impact: Offensiveness is subjective, and everyone draws their lines differently

Don’t put yourself at a disadvantage. Consider the micro-cultural stereotypes concerning body art.

Seek a happy medium between personal style and dressing for work. Cover up and limit the number of visible piercings.

If you’re starting a new job and aren’t sure how body art will be perceived, consider a pilot. Instead of going “all in,” test the waters by displaying a little body art and see what sort of response you get.

“I Told You So”

October 26, 2020 By Nagesh Belludi Leave a Comment

Something goes wrong, and your frustration is so intense that you just can’t resist blurting out, “Told ya, I saw that coming” or even “Why didn’t you listen to me?”

The phrase “I told you so” one of the least justifiable in the language. It rarely generates a positive response, and it’s unfailingly damaging to marriages, friendships, and parents’ relationships with children.

Events and premonitions thereof make perfect sense with hindsight. Your loved one already knows that you were right, and she was wrong. Going through failure is hard enough. She doesn’t need you to pour salt on her wound.

At some point, when the dust has settled, you may say carefully, “Sweetie, this stinks. That surely did not go as intended. Perhaps we shouldn’t do that again.”

It’s never okay to do the “I told you so” spiel even if you have her best interests at heart. Keep your disappointment—or delight—to yourself.

Being right about something feels so darn good, doesn’t it? But hold your tongue on gloating. Give up that attachment to the need to be correct. Let your loved one be human—let her heal, learn, grow, and evolve.

Avoiding negativity in the supportive relationship sometimes means biting your tongue and allowing the pieces to fall where they may.

Give your loved one the positive support she needs and help her cope. If you are kind, she may be more willing to listen in the future.

Idea for Impact: In relationships, a little tact and a lot of silence go a long way.

How to Minute a Meeting

September 28, 2020 By Nagesh Belludi Leave a Comment

How to Minute a Meeting If you’re the unlucky minute-taker tasked with recording a discussion for the benefit of posterity, remember that minutes are expected to contain essentially a reliable record of what transpired at the meeting, key decisions taken, and action items.

In principle, meetings exist for people to inform and decide, but, in reality, lots of what people say in meetings will be trivial, pointless, and unhelpful. Unless specifically required by the forum, you don’t have to scribble down each and every pearl of wisdom that ensues. Per Wikipedia, the term “minutes” derives from the Latin minuta scriptura (“small writing,”) meaning “rough notes.”

The BBC political satire Yes, Prime Minister (1986–88; prequel Yes Minister, 1980–84,) that masterly class on politics, manipulation, and being manipulated, has particularly handy advice on meeting minutes. From the ‘Man Overboard’ (clip) and ‘Official Secrets’ (clip) episodes,

A minute is a note for the records and a statement of action, if any, that was agreed upon.

It is characteristic of all discussions and decisions that every meeting member has a vivid recollection of them and that every member’s recollection of them differs violently from every other member’s recollection. Consequently, we accept the convention that the official decisions are those and only those which have officially recorded in the minutes by the officials … if a decision had been officially reached, it would have been officially recorded in the minutes by the officials.

The purpose of minutes is not to record events, it is to protect people.

People frequently change their minds during a meeting. Therefore, what is said at a meeting merely constitutes the choice of ingredients for the minutes. The minute-taker’s task is to choose, from a jumble of ill-digested ideas, a version that represents the [powerful person’s] views as he would, on reflection, have liked them to emerge.

Minutes do not record everything that was said at a meeting. Minutes are constructive—they are to improve what is said, to be tactful, to put in better order.

Minutes, by virtue of the selection process, can never be a true and complete record. Minutes don’t constitute a true record.

You’ll have to maintain a Zen-like focus on why everybody disagrees with somebody and how nobody agrees to do what anybody could have done. But you don’t have to work hard to keep yourself awake either.

As soon as you’ve circulated those minutes and got them approved, you can file them away. Nobody may ever actually read them in the future.

Flattery Will Get You Nowhere

August 11, 2020 By Nagesh Belludi Leave a Comment

Flattery has had a bad name since the Greeks. Over 2,000 years ago, Publilius Syrus, the Latin writer of mimes and dramatic sketches, warned, “Flattery was formerly a vice; it has now become the fashion.”

Flattery continues to be an obligatory weapon in all manner of political and personal influence. Richard Stengel’s A Brief History of Flattery (2000) lists over 200 synonyms for “to flatter” and “flattery.”

A trio of marketing professors conducted a set of experiments using a sunglasses kiosk. The sales clerks flattered customers either during the sale, after the sale, or not at all. Then, researchers asked the shoppers to evaluate the trustworthiness of the clerks.

Turns out that the customers could see through it. Flattery, whether it comes during or after the sale, reduced the customer’s perception of the clerk’s trustworthiness. Without conscious reflection, flattery made the customers distrust the salesclerks:

Our findings show that even when it was obvious the compliment didn’t serve any underlying sales motive, the participants didn’t trust what the sales agent had to say.

In a way, it’s sad that the marketplace has become so suspicious, but it seems that when someone flatters us, we get our back up even if it’s not called for. It’s the consumers’ default position to react negatively to what is perceived as an attempt to manipulate them.

Idea for Impact: Don’t try to sway anybody by unsavory flattery and ingratiation.

Flattery is an inducement that seems great initially but leaves a horrid aftertaste. People will eat up your flattery if they’re starving for affection, but undue adulation isn’t as appealing as honest, sincere appreciation.

What’s Wrong With Giving Advice

August 10, 2020 By Nagesh Belludi Leave a Comment

“It is a pleasure to give advice, humiliating to need it, normal to ignore it,” somebody once remarked.

What really happens when you offer advice is … you instinctively send a message to the other person that they don’t have the resources to solve the problem themselves.

Your advice is probably rooted in your expectations, not in the understanding of the other

The best way to give advice is to not give any advice at all but to listen attentively and emphatically.

People who relate their problems don’t really want your advice, even if they seek to sound you out about a problem.

They want you to listen to their problem, perhaps ask open-ended questions to help them think through the problem, and help them explore the options they have.

People Want You to Listen, Not to Talk

Clinical psychologist Lisa Damour notes that parents can’t help but offer direct solutions to their kids’ problems. In her insightful ‘Adolescence’column for the New York Times, Damour suggests,

Rushing in with suggestions carries the risk that it may strike our teenagers as a vote of no confidence when they are mainly seeking our reassurance that they can handle whatever life throws at them.

Instead of proposing solutions, we might bolster adolescents as they sort things out. Saying, “I’ve seen you get through things like this before” or “This is tough, but you are too” can effectively loan teenagers a bit of perspective and confidence when their own feels shaken.

Even teenagers who have already addressed a problem may still seek our reassurance. [A teenager] said she sometimes tells her parents “about a situation and what I did to solve it” in order to get validation that she made the right choice. When this happens, she says she’s “not really looking for their solution, just checking that they think I did the right thing with my limited problem-solving experience.”

Adolescents often feel vulnerable, perhaps especially so when they open up to adults about their jams and scrapes. In these moments, well-intentioned guidance can land like criticism, and lectures or “I-told-you-so”s—however warranted—may feel like outright attacks.

More often than not, offering our teenagers an ear, empathy, and encouragement gives them what they came for. If your teenager wants help solving the problem, divide the issue into categories: what can be changed and what cannot. For the first type, focus on the needs your teenager identifies and work together to brainstorm solutions. For the second type, help them come to terms with the things they cannot control.

Often People Want You to Listen—Sharing is an Act of Self-Reflection

When people open the door of their confidence, tread delicately.

Open the ear of your heart. Don’t impose your perspective, but help them find a solution that works for them.

To empathize, say, “You are in a tough situation,” “gee, that stinks, it totally not fair to you,” “I understand why you feel this way,” “You have every right to be offended,” or “I’m so sorry you have to face this kind of difficulty right now.”
To help clarify, say, “I might be wrong, but it seems to me …,” “Are you concerned that …,” or “what if ….”
To expand perspective, say, “This may seem like a big deal at this time, but how will you feel about this in a week? A month? A year?” or “what do you think is the worst fallout of this?”

Idea for Impact: Often, the Best Advice You Can Give is Not Providing Any At All

If pressed to offer an opinion, tease out the options they’re considering. Ask, “What do you think you ought to do?” or “What would you like to happen?”

Don’t offer a solution that pleases you more than it does the other. The best solution to a problem somebody is facing is the one that works for the other person, not you.

Undertake Not What You Cannot Perform

July 16, 2020 By Nagesh Belludi Leave a Comment

Each time you break a promise or commitment, even to yourself, you chip away at your claim—and your intention—to be a responsible, reliable, self-aware person.

Making promises and keeping them is how you build integrity, how you foster relationships of trust, and, more importantly, how you learn to trust yourself.

Every time you break a promise, your word has less value.

Giving your word is a serious undertaking, even on trivial matters. Never ever make a promise that you think there is even the slightest chance that you may break.

Idea for Impact: Don’t make a promise if a situation warrants a more open-ended response.

Etiquette

Intense people are off-putting, particularly to laid-back types

Wondering what to read next?

You have the right to express yourself as long as you are respecting the company’s norms

Idea for Impact: Offensiveness is subjective, and everyone draws their lines differently

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

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Your advice is probably rooted in your expectations, not in the understanding of the other

People Want You to Listen, Not to Talk

Often People Want You to Listen—Sharing is an Act of Self-Reflection

Idea for Impact: Often, the Best Advice You Can Give is Not Providing Any At All

Wondering what to read next?

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