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Results vs. Activities is a blog by Envisia Learning for those who are truly interested in increasing organizational performance. Regular contributors include Kenneth M. Nowack, Ph.D., Bill Bradley, Sandra Mashihi, Ph.D. and Wally Bock.

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High Profile Stretch Assignments in Talent Development

May 21, 2013 by Wally Bock

I’ve been spending some time with i4cp’s report, Accelerating High-Potential Employees on the Path to Leadership. It’s the kind of document that you read, mull over what you’ve read and read some more. The part I’ve been reading lately is about using high profile stretch assignments in leadership development.

Here’s a key quote from the report. The term “HPO” refers to a “High Performing Organization” while an “LPO” is a “Low Performing Organization” as defined by their performance on i4cp’s Market Performance Index.

“More than six in 10 HPOs say the use of high-profile stretch assignments for high-potential employees is a significant factor in the success of their high-potential development programs.”

There’s one thing missing from the discussion that I think is important. The fact that we’re talking about “stretch” assignments means that there’s a possibility of something less than success.

On the personal side, that’s where coaching can ride to the rescue, helping people learn from the failure and move on to the next challenge. It’s important for the person to understand that something less than success, including outright failure isn’t a knockout blow.

That can only happen if it’s the truth. So the people doing the talent review need to be careful. Successful careers include assignments that don’t work out and projects that don’t achieve objectives. The key in talent evaluation is to analyze the “whys” more than just the outcomes.

High profile stretch assignments are great leadership development vehicles. Development should happen whether the assignment is a success or not.

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Positive, Negative or No Feedback At All

May 19, 2013 by Ken Nowack

“Get your facts first, then you can distort them as you please.”

Mark Twain

 

 

Feedback seems to be pretty important at work–particularly from one’s boss.

What do you think leads to the most disengagement in talent?

1. Little or no feedback

2. Negative feedback

3. Positive feedback

Positive and Negative Feedback

Recent research suggests that feeling emotional hurt, being given critical feedback from your boss, having your ideas rejected by other respected colleagues, being made fun of, or being verbally abused all seem to have the same negative impact on our health.

It seems that emotional pain and physical pain both follow the same neuro pathways in our brain and can both lead to the same outcomes of depression, immune suppression and fatigue. In a nifty study by Naomi Eisenberger and colleagues at UCLA, she was able to use the latest technology  called functional magnetic resonance (fMRI) to peer into the inner workings of our brain while a team was involved in a social exercise designed to provoke feelings of social isolation and rejection.

She studied what part of the brain was activated while a group of subjects played a computer game with other individuals they did not know. She created two possibilities of being rejected–either actively or passively (she told them they could not continue because of some technical problems). Comparison of fMRI brain activity in the active exclusion group versus inclusion conditions revealed greater activity in the part of the brain that is associated with physical pain (anterior cingulate cortex). Additionally, the subjects who were rejected also reported feeling psychological distress based on self-report measures1.

Four additional studies show that recall of past socially painful situations elicits greater pain than reliving a past physically painful event and has greater negative impact on cognitively demanding tasks2.

So, we know pretty convincingly that negative feedback certainly can be not only harmful to your health but likely to be highly disengaging due to the “sting” we feel whether we consciously associate it with physical pain. And, some evidence also supports the idea that being socially rejected is equally damaging to us.

Positive Versus Negative Feedback Ratios

Individuals

When we use 360-degree feedback assessments we always include at least 1-2 open-ended questions at the end of the questionnaire asking raters about perceived strengths to leverage and behaviors the leader can do more, less or differently to become even more effective.  Smither and Walker (2004) analyzed the impact of upward feedback ratings as well as narrative comments over a one-year period for 176 managers3.

They found that those who received a small number of unfavorable behaviorally based comments improved more than other managers but those who received a large number (relative to positive comments) significantly declined in performance more than other managers.  This is the only study I know of that has found that qualitative feedback in 360 interventions might actually be disengaging and demoralizing to participants if the ratio of positive to negative feedback is low.

Teams

Over the years we have run developmental assessment centers that always have at least one leaderless group exercise.  We can easily observe the differences between groups that appear to function effectively from those who don’t based on the communications and interpersonal behavior of the group members–not how smart any individual is or the collective experience or technical expertise of the members.

Recent studies have established that teams with positive to negative interaction ratios greater than 3 to 1 are significantly more productive than teams that do not reach this ratio (Things can worsen if the ratio goes higher than 13 to 1).   Marcial  Losada brought 60 management teams into a simulated board room where they could hold actual meetings4. Behind mirrors, researchers observed and coded every statement made by each individual on three scales: 1.Positive statements (support, optimism, appreciation) versus negative statements (disapproval, sarcasm, cynicism). 2.Self-focused statements (refer to the person speaking, the group present, or the company) versus other-focused statements (references to a person or group not part of the company). 3.Inquiry (questions aimed at exploring an idea) versus advocacy (arguments in favor of their own point of view).

Losada also measured something he called connectivity or how attuned or responsive the team members were to each other.  Finally he gathered data on three dependent variables: profitability, customer satisfaction, and evaluations by superiors, peers and subordinates. In the study, positive to negative ratio (P/N) was measured by counting the instances of positive feedback (e.g. “that is a good idea”) vs. negative feedback (e.g. “this is not what I expected; I am disappointed”).

Overall, high performance teams had a P/N ratio of 5.6, medium performance teams a P/N of 1.9 and low performance teams a P/N of 0.36 (more negative than positive feedback and interactions).
No Feedback and Engagement

Gallup organization asked a random sample of 1,003 employees in the U.S how much they agreed with two statements: 1) My supervisor focuses on my strengths/positive characteristics and 2) My supervisor focuses on my weaknesses or negative characteristics. They were also asked whether they were engaged, not engaged or actively disengaged with their work and jobs.

Employees who did not agree with either statement were characterized as “ignored” in their analyses.

The findings suggest that no feedback might actually do more harm than negative or positive feedback.

  • Positive Feedback: In the group that reported their bosses gave them positive feedback in the form of focusing on what they did well (i.e., their strengths), only 1% were actively disengaged and 61% reported being fully engaged.
  • Negative Feedback: In the group that reported that their bosses tended to focus on the negative and provide ongoing critical feedback to them, 22% reported being actively disengaged and 45% reported being engaged.
  • No Feedback: In the group that reported being largely ignored by their bosses (no positive or negative feedback), 40% reported being actively disengaged and only 2% reported being engaged.

Interestingly, the most disengaged group of employees reported to bosses who seemed to ignore them and provide little or not feedback at all.

The findings of these studies are not surprising in suggesting the intuitive power of defining and leveraging the strengths of talent nor in warming us about the obvious dangers of negative feedback as causing social stress and perceptions of bullying at work.

It would appear that in the case of feedback, less is more is actually not recommended and might have the most negative impact of all followed by a large ratio of negative to positive feedback based on research on groups and teams.

So, go and find that high potential talent today in your organization and tell them something positive or at least something constructive so they can continue to really shine….Be well….

  1. Eisenberger, N., Lieberman, M. and Williams, K. (2003). Does rejection hurt? An fMRI study of social exclusion. Science, 302, 290-292 []
  2. Chen, Z., Williams, K., Fitness, J. & Newton, N. (2008). When hurt will not heal. Psychological Science, 19, 789-795 []
  3. Smither, J. & Walker, A.G. (2004). Are the characteristics of narrative comments related to improvement in multirater feedback ratings over time? Personnel Psychology, 89, 575-581 []
  4. Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: A nonlinear dynamics model. American Behavioral Scientist, 47, 740–765 []

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TGIF – The Eternal Search For An Honest Man … Should Have Been A Search For An Honest Woman

May 17, 2013 by Bill Bradley

As the week winds down, we wind down with some tidbits for your information, education, health, and enjoyment.

Quote of the Week: ”The trite saying that honesty is the best policy has met with the just criticism that honesty is not policy. The real honest man is honest from conviction of what is right, not from policy.” Robert E. Lee

Humor Break (with apologies to Mark Twain):

Bev: Al, do you think honesty is the best policy?

Al: Sure, when there is money in it.

Stat of the Week: According to a series of new studies just published in Social Psychological and Personality Science, women are more inclined to be ethical than men (3.56 versus 4.97 on a 1-to-7 scale, on average in one of several studies). In its simplest form, the key study suggests women are much less likely to put profit ahead of ethics. Another of the studies suggest that dealing with the question of and pressures applied may keep some women from going the business route.

Action Tip: Hint to recruiters and senior managers: attract, retain, and promote more women now!

Self-Development Corner: Free online university courses beginning next week –  Developing Innovative Ideas for New Companies: The 1st Step in Entrepreneurship (May 20, 6 weeks, University of Maryland); Climate Literacy: Navigating Climate Change Conversations (May 20, 10 weeks, University of British Columbia).

For our many readers in healthcare, Interprofessional Healthcare Informatics (May 20,  10 weeks, University of Minnesota); Rationing and Allocating Scarce Medical Resources (May 20, 7 weeks, University of Pennsylvania).

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5/16/13: Top Talent Development Posts this Week

May 16, 2013 by Wally Bock

Every week, I review blogs and other publications that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces about online hiring tools, talent poaching, onboarding, what to do after the talent review, and retaining top talent.

From the NY Times: Online Hiring Tools Are Changing Recruiting Techniques

“While still relying on candidate referrals from current employees, companies are embracing LinkedIn and a variety of subscription services for a more broad approach at attracting qualified candidates.”

From Right Management: Research Finds Increase in Talent Poaching

“Organizations have made strenuous efforts to hold onto their best people. But new data from our latest body of research tells us that competitive pressures have grown more acute and top talent is being targeted more than ever before. In fact, nearly two out of three employers now complain that other companies seek to hire away their organization’s leaders compared with just 42% last year, according to our study of over 200 CEOs and senior human resource professionals.”

From China Gorman: Getting Onboarding Right: Another Reminder That It’s Not Rocket Science

“The Aberdeen Group published Onboarding 2013: A New Look at New Hires last month and author Madeline Laurano provides data that might help organizations become more effective in retaining the youngest of their workforce.”

From Dan McCarthy: After the Talent Review…Now What?

“Here are 20 suggestions for what to do after a talent review. These are not all sequential – some are, and some are menu items to pick and choose:”

From Derek Irvine: Retaining Top Talent Is More Than Just Telling Employees “Thank You

“That’s the power of strategic, social recognition done right – it’s the fastest, most cost effective way to impact employee engagement and retention. Indeed, some of our clients have realized double digit increases in engagement and retention in months, not years.”

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Doctors Are Liars

May 15, 2013 by Bill Bradley

HOT READS FOR THE PRACTITIONER

Title: Getting to the Medical Truth

Competency: managing self

Who benefits: those in need of medical care

Consultant Usage: limited

What’s it about? Today’s post is short. It will be extremely important to a few readers, potentially important to a few others and will be seen as of limited use to many of you. So I am just going to get to point.

When you have medical talks with your doctor, they will often lie to you. They do it primarily because they are altruistic people … or they are in a hurry. When they don’t know or aren’t sure, they tend to give you or yours the benefit of the doubt. They say things like “20%” when they mean “5%”. In their minds these numbers are similar enough. But you may have to make a decision based on that number. And it could be a bad decision just because you don’t have the right information.

Dr. Peter Ubel is a physician and a behavioral scientist at Duke University. He is extremely concerned about patient/doctor relationships and how patients and doctors communicate and make decisions.

It is much more complicated than it seems as he describes in his book Critical Decisions: How You and Your Doctor Can Make the Right Medical Choices Together.

I want to keep focused on what is important about this book. So here are the three critical points: (1) It offers specific advice to doctors on how to communicate honestly with patients; (2) It tells all of us how doctors think; and (3) it teaches patients how to ask the right questions.

If those points are of importance to you, read the book.

You can also get more (and free) readings from Dr. Ubel on his Blog: Peter Ubel on Health, Well-Being, Bioethics, and Behavioral Economics. There is an especially interesting post on why getting your appendix taken out can cost between $2,000 and $180,000 (not a typo).

Finally, there is another recently released book that has received much praise on Amazon: When Doctors Don’t Listen: How to Avoid Misdiagnoses and Unnecessary Tests. I haven’t read it, but I am impressed with the passionate support it has received by readers/reviewers. The common theme seems to be “How to take charge of your health and take an active role when consulting with a doctor.”

Catch you later. 

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You don’t know how good you’ve got it

May 14, 2013 by Wally Bock

“You don’t know how good you’ve got it!”

I almost said that. I was chatting with a young friend. I wasn’t thinking about how tough it was, walking in my bare feet through the snow to school, uphill both ways. I was thinking about coaching, or rather the lack of it in my day.

My friend was kvetching about the difficulty of working some coaching sessions into her already jam-packed schedule. It’s hard, but gosh, at least coaching was available.

“When I was your age …”

Yep, I thought that, too. When I was her age there really was no coaching as we know it.

If you got coaching back then, it came from a mentor or from a good friend. A lot of that was very helpful, but face it, it wasn’t coaching the way we know it today.

I don’t ever remember filling out any kind of assessment instrument during my corporate period. If you wanted 360 feedback, you had to figure out how to get it yourself. And there was a bigger problem.

“Fast Trackers” like me were not supposed to need help. Asking for it was not a sign that you wanted to get better, it was a message that you weren’t very good, maybe not good enough to get promoted.

If you did decide you wanted coaching, there was no one to call. There were therapists for behavioral issues and consultants for business, but hardly anyone brought those two worlds together.

Today things are decidedly different and better. Coaching is considered a key part of the mix for any talent development program. i4cp recommends coaching as one of “Five Steps to Accelerate High-Potential Employees’ Launch Toward Leadership.” They recommend both professional coaching and coaching by line managers.

On the professional side, there are all kinds of people hanging out their coaching shingle. People like Mary Jo Asmus, an executive coach with real executive experience, choose to seek certification to master coaching skills. And books like Clueless: Coaching People Who Just Don’t Get It by Sandra Mashihi and Kenneth Nowack can help professionals and also working managers do a better job of coaching.

The fact is that good coaching can be a great learning accelerator and it’s readily available. That’s one way that things are way better today than when I was coming up.

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Emotions–Keep them In or Let Them Out?

May 12, 2013 by Ken Nowack

Any emotion, if it is sincere, is involuntary. 

Mark Twain

Have you ever experienced leaders who seem to lose it during meetings or tense interactions with others–emotions spewing out of them like hot lava leaving an active Mount St. Helens? Or, dealing with those analytical, controlled and “closed” leaders who are always appear to be emotionally constipated?

Feelings expressed or feelings repressed……

Which one do think is most damaging to your health?

Those Who Feel and Express….

Two types of studies tend to illustrate how expression of some emotions in leaders might have serious long term consequences for health.

Anger/Hostility

First, Ed Suarez, Ph.D. at Duke University illustrated an association between anger, hostility and a very important inflammatory marker of cardiovascular disease called C-reactive protein (others have found the same outcome with homocysteine). In his study of 123 healthy non-smoking men and women he found that anger and hostility were significantly associated with higher levels of C-reactive protein while controlling for other factors1.

This study adds to the growing recognition that practicing “sign language” when being cut off on the freeway may not exactly be the best way to react to social and interpersonal challenges if you want to live long. Indeed, expressing anger seems to increase the inflammatory stress response which can have some negative long term health consequences.

Type D Personality

Second, Johan Denollet, Ph.D. has studied a very interesting personality type he calls “Type D” for many years. “Type D” personality types are identified based on their high scores of negative emotions (e.g., worry and anxiety) and low scores on social inhibition, or being insecure socially and lacking assertiveness.

In just one of his many studies, Denollet followed 319 individuals for five years and tracked cardiovascular events that developed. Individuals high in “Type D” were four times more likely to suffer a second heart attack than “non-D Types”2.

However, recent research using different statistical analyses that were not utilized in the initial studies do not tend to support the earlier claims that Type D personality is an independent risk factor at least equivalent in importance to the other “conventional” coronary heart disease predictor factors3.  Despite this recent negative finding, the authors still suggest that expressed anxiety and depression may play a role in the development of cardiovascular disease.

Emotional Expressive Writing

The interest in the relationship between expressive writing and health has grown in the last few years. The first study was published in 1986. By 1996, approximately 20 studies had been published. By 2009, over 200 have been published in English language journals.

Although many studies have examined psychological and physical health outcomes, an increasing number have explored writing’s effects on a wide variety of outcomes including:

  • Attitude change
  • Creativity
  • Working memory
  • Motivation,
  • Life satisfaction
  • School performance
  • Health‐related behaviors

Current research suggest that writing sessions greater than 15 minutes were more potent than writing sessions less than 15 minutes4.

Although several variations on the expressive writing method have been tested, none have been found to be consistently superior to the original trauma writing or other methods that encourage the participants’ freely choosing their writing topic.  Just getting your feelings out in writing seem to be equally powerful whether you accentuate the positive or negative aspects of them.

Those Who Keep Emotions In….

What about those of us who don’t express feelings such as anxiety and anger? These individuals also appear to be at risk to get sick and equally vulnerable to cardiovascular disease and even cancer5.

My friend and true “data shaman” Gary Schwartz, Ph.D. at the University of Arizona School of Medicine was one of the first to explore the relationship between those who work so hard to present themselves (and others) in an overly posive light and health. These “repressive copers” don’t report being anxious at all–in fact, they report just the opposite. Individuals who utilize repressive coping tend to work hard to create very favorable and positive impressions to others (high impression management) and report little or no worry, anger and anxiety (low negative affect).

In fact, those of us who tend to “repress” emotions appear to be at risk for high blood pressure, heart disease and even breast cancer6.

Apparently, the energy to repress emotions is physiological taxing to ourselves but seems to give most others in our lives a break! Some preliminary research using 360 degree feedback also suggests these leaders might actually be prone to “over estimating” their strengths and working endlessly to self-promote themselves to others. These self-enhancing leaders might not only be high risk to derail because of inaccuracy about their skills, knowledge and abilities but they might also be prone to getting sick.

A very new meta-analytic study of over 22 studies revealed significant associations between repressive coping, cancer and cardiovascular diseases, especially hypertension7. For repressors, the risk of a cancer diagnosis is increased by 51% in over 10 published studies included in this review but it is important to note that this association was evident only following the diagnosis (i.e., this type of coping might be a consequence and not a cause of cancer).

Emotional Expression–What Do We Know?

We can make at least three conclusions about expressing or holding in emotions:

  1. Expressing negative emotions seems to be pretty strongly associated with negative long term health consequences.
  2. It’s not the negativity of the emotions, per se that is the problem, but how leaders cope with these emotions.
  3. It seems more important to feel good, than having a goal of merely feeling good.

How are you feeling at this point?

At least expressing how you feel might make you better…..Be well….

  1. Suarez, E. (2004). C-Reactive Protein Is Associated With Psychological Risk Factors of Cardiovascular Disease in Apparently Healthy Adults. Psychosomatic Medicine, 66:684-691 []
  2. Denollet J, Vaes J, Brutsaert DL. Inadequate response to treatment in coronary heart disease: adverse effects of Type D personality and younger age on 5-year prognosis and quality of life. Circulation 2000; 102:630–5 []
  3. James C Coyne, Tiny Jaarsma, Marie-Louise Luttik, Eric van Sonderen, Dirk J van Veldhuisen and Robbert Sanderman, (2011). Lack of Prognostic Value of Type D Personality for Mortality in a Large Sample of Heart Failure Patients, Psychosomatic Medicine, 73, 7, 557-562 []
  4. Chung, C. K., & Pennebaker, J. W. (2008). Variations in the spacing of expressive writing sessions. British Journal of Health Psychology, 13, 15-21 []
  5. Schwartz, G. (1990). The psychobiology of repression and health. In J. Singer (Ed.), Repression and dissociation (pp. 405-434). Chicago: University of Chicago Press []
  6. McKenna, C., Zevon, M., Corn, B., & Rounds, J. (1999). Psychosocial factors and the development of breast cancer: A meta-analysis. Health Psychology. Volume 18(5) 520-531 []
  7. Mund, M. & Mitte, K. (2012).  The cost of repression: A meta-analysis on the relation between repressive coping and somatic diseases.  Health Psychology, 31, 640-649 []

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TGIF – Presentations – Oral and Written

May 10, 2013 by Bill Bradley

As the week winds down, we wind down with some tidbits for your information, education, health, and enjoyment.

Quote of the Week: “Either write something worth reading or do something worth writing.” Benjamin Franklin

Humor Break:

Bev: Al, it says here in this article that when you give a public speech you should follow the “4-S Rule.” What’s that?

Al: Stand up. Speak out. Shut up. Sit Down.

Stat of the Week: Today you get a bonus. Two articles on communication for the price of …free. First, Five Presentation Mistakes Everyone Makes. Read this article only if you have ever sat through a truly boring presentation. Or if you have ever given a public talk and afterwards someone said to you “Oh, that was a very, err, interesting presentation”. Second, 5 more tips aimed at better writing skills: Don’t Anesthetize Your Colleagues with Bad Writing

Action Tip: Most of us could do with better speaking and writing skills. We tend to underutilize the former and way overestimate our skills in the latter. For those who are interested in an honest evaluation of their writing skills, read the newly published HBR Guide to Better Business Writing. It is an easy read (as one would hope considering the subject matter and title). And, as the author warns, don’t let your writing be a career derailer.

Self-Development Corner: Coming up next week on Coursera, the free online university: Most appropriately for this week’s post (and a terrific class if you have a teen at home): Crafting an Effective Writer: Tools of the Trade (May 13, 5 weeks, Mt. San Jacinto College); or if you are old enough to remember the “good old days” and you want a touch of nostalgia, History of Rock, Part One (May 13, 7 weeks, University of Rochester).

También, para nuestros lectores en México, el resto de Latinoamérica, España y otros hablantes de español, Continuidad y desarrollo de la empresa familiar (May 13, 6 weeks, Tecnológico de Monterrey).

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5/9/13: Top Talent Development Posts this Week

May 9, 2013 by Wally Bock

Every week, I review blogs and other publications that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces on redesigning your leadership development program, recruiting, why human-capital-smart manufacturers outperform their peers, and big data in hiring.

From Charlotte Hughes: Do You Need To Redesign Your Leadership Development Program?

“Change isn’t always welcome, but it is necessary. Especially in this time of frequent and fast-paced changes in the market and economy, smart organizations recognize that improving programs and processes to better align with change is critical. For leaders in the development and leadership space, this very well may mean a redesign of a company’s leadership development program. If you are pondering such a move, then one or more of the following is likely true:”

From Mel Kleiman: 10 Top Tips, Tools & Techniques to Attract & Recruit Top Talent

“I cannot tell you what each applicant wants most because only the applicant knows that, but I can tell you how to find out what applicants value most: Ask them what they want or expect from their jobs.”

From DDI’s Talent Management Intelligence: Why Super Human-Capital Manufacturers Outperform Their Peers

“World-class manufacturing is impossible without word-class talent. Yet 70 percent of U.S. manufacturers aren’t anywhere near having world-class human-capital management. That’s one of the findings of a new study DDI has just published in partnership with The MPI Group.”

From Max Nisen: Big data in the workplace

“Hiring decisions have always been limited to a few imperfect factors, including what appears on a resume and what impression a candidate gives off in an informal interview.  That’s all changing.”

Carnivals and Such

Leadership Development Carnival hosted by Karin Hurt

Carnival of HR hosted by Robert Tanner at Management Journey

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Health Tips

May 8, 2013 by Bill Bradley

HOT READS FOR THE PRACTITIONER

Title: How Long do You Want to Live?

Competencies: managing self, self-development, exercise/physical activity, sleep/rest, stress management, eating/nutrition, psychological well-being

Who benefits: anyone interested in personal health and longevity

Consultant Usage: wellness advocates and coaches

What’s it about? I have been collecting health tips from books and articles. I especially like reading them in lieu of exercise, after a sleepless night, while eating some cheesecake ice cream from Cold Stone Creamery.

Some of these tips are general; others specific. Some aren’t new, one is a bit off-the-wall. But hey, if you want to live a long life, consider some of these:

A Mediterranean diet with olive oil and nuts (the kind you eat) is as good as drugs when it comes to preventing heart attacks, strokes and deaths from cardiovascular disease says The New England Journal of Medicine, as reported in the New York Times.

Time Magazine recently interviewed some Harvard Medical School doctors for their advice on healthy living. At least one piece of advice was unexpected and likely to be ignored by every friend I have. Guess which one:

Doctor #1 – “Trick yourself into exercise.” Treadmill and TV is his personal solution.

Doctor #2 – “Make mental health a priority.” She has a group of friends that email each other every Friday night and report on their successes for the week.

Doctor #3 – “Avoid smart phones.” Doc doesn’t own one. Says they pull him in 10 directions at once – his personality requires him to look at every message – and it drives him crazy. He adds that going crazy is bad for your health.

Doctor #4 – “Seek and share joy.” Relationships, personal fulfillments and optimism are good prescriptions for good health.

This Blog reader Lilia has her own personal Blog, Fit Foods For Thought, that is unique. It is a running commentary on food and personal growth. It is an opportunity to look into another person’s introspection. Check out her latest post “Beauty Foods”.

And finally, this thought. Why be healthy? Why be fit? The answer is likely to be something like “I want to live a long and healthy life.” Well guess what? Living a healthy life style and modern medicine is making that more and more possible. Be careful what you ask for. Living a verrrrrrrrrrrrrrry long life may not always be the best option. With longevity comes some other very interesting questions that are dealt with by Pulitzer Prize-winning science writer Jonathan Weiner in his book Long for This World: The Strange Science of Immortality.

Catch you later.

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Talent Development as Pinball

May 7, 2013 by Wally Bock

For me, it was all about pinball. Video games were far in the future. There weren’t computers for the masses, so there wasn’t even pong. But there was pinball.

I spent an awful lot of time standing in front of a pinball machine, feeding it nickels, flipping the flippers, watching the ball, and listening to the score ring up. Scores on most machines reached astronomical levels, but pinball wasn’t about the score as much as getting to play again.

That was the big payoff: you got to play again. That’s the Pinball Principle. If you win, you get to play again. I think it’s a great way to think about talent development.

In pinball you get to play again when you win. In talent development you should get to move on to a bigger challenge. You get to move on based on your performance, not potential.

You can use the most sophisticated tests and apply savvy analysis to guessing who the winners will be in the talent development game. We call them “high potentials.” But in the end, potential is just a guess. As Harold Geneen used to say: “Only performance is reality.”

People grow and develop by meeting challenges. So give them challenges. Give the ones who do well the opportunity to move on to bigger challenges.

The Pinball Principle is all about moving from guessing potential to gauging performance. Do it as soon as you can.

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The Importance of Leaving the Office Physically and Mentally

May 5, 2013 by Ken Nowack

“Sometimes I sits and thinks, and sometimes I just sits.”

Satchel Paige

 

Our own research suggests that 40% to 60% of all employees express a moderately high level of stress on the job. Our work and non-work lives are very permeable with most of us taking work stress home and home stress to our job1.

How many of you in committed relationships have really two partners: 1) Your significant other and 2) His or her computer or mobile phone? Today, it is increasingly difficult to “get away” whether at home, during our weekends or even on a holiday.

All of this adds up to increased risk for a variety of adverse psychological and physical health outcomes. It is generally accepted that “recovery activities” (psychological detachment, relaxation, and challenging off-the-job experiences providing opportunities for learning and success) might help energy, mood and performance the following day.

A recent study by Sonnentag and colleagues at the University of Konstanz focusing on 166 public administration employees tested what techniques are actually associated with job-stress recovery2. Their results from daily survey data analyzed over the course of one week revealed the following:

  • Inability to detach psychologically from work (refraining from working on job tasks or cognitively thinking about issues, problems or challenges) was associated with significantly higher fatigue and negative affect (anxiety, anger, distress) the next day
  • Active relaxation activities during the evening was only significantly associated with morning serenity (a state of feeling calm, relaxed and at ease)
  • Involvement with challenging off-job experiences providing opportunities for learning and success during the evening was significantly associated with positive activation the next morning (a state of high positive feelings and high arousal such as feeling active, strong, and confident)
  • Getting adequate quality and quantity of sleep the night before demonstrated significant associations with morning serenity and positive affect and less fatigue

As Sonnentag points out, these results might sound like a lot of effort to tell us what we already know. But taken together, they really suggest that most of us need to do a better job of separating behaviorally and cognitively the concept of “leaving the office.”

Her study though does point out that if you want to avoid fatigue and negative affect you need to separate mentally from work but if your goal is to achieve greater relaxation and positive affect the next day it’s best to engage in activities after work and in the evening that you find interesting, challenging and exciting. And sleep quality/quantity was the strongest predictor of all outcomes so getting our zzzz’s at night really makes sense.

Wise companies should take a look at this study if they truly value the employees they hire and want to keep maximally productive. Organizations today are asking more from all of us with less resources being made available–a quick formula for not being able to switch off from work.

Guess I will take a break and get back to work in my home office to clean up a few things left over from my work day….Be well….

  1. Nowack, K. (2006). Optimising Employee Resilience: Coaching to Help Individuals Modify Lifestyle. Stress News, International Journal of Stress Management, Volume 18, 9-12 []
  2. Sonntag, S., Binnewies, & Moja, E. (2008). Did you have a nice evening? A day-level study on recovery experiences, sleep and affect. Journal of Applied Psychology, 93, 674-684 []

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TGIF – Anti-Stat Week

May 3, 2013 by Bill Bradley

As the week winds down, we wind down with some tidbits for your information, education, health, and enjoyment.

Quote of the Week: “I can prove anything by statistics except the truth.” George Canning

Humor Break: “There are lies, damned lies and statistics.” Mark Twain

Stat of the Week: I declare this week as “Anti-Stat” week. Stats (Data) can’t tell us everything. Stats can’t tell us what to value. Stats can’t tell us how to make moral decisions. Stats can’t tell us who or what to trust. There is more to life than Stats. However, if you do need a Stat fix, tune in to Ken Nowack’s weekly post on this site on Mondays. He is always good for a Stat Trip!

Action Tip: Read “The New York Times David Brooks’ recent Op-Ed article on “What Data Can’t Tell You”. He elaborates on 6 good reasons (whoops, a Stat of sort): (1) Data struggles with the social; (2) Data struggles with context; (3) Data creates bigger haystacks; (4) Big data has trouble with big problems; (5) Data favors memes over masterpieces; (6) Data obscures values.

Self-Development Corner: Coming up next week on Coursera, the free online university: Introduction to Psychology (May 6, 8 weeks, University of Toronto); Nutrition, Health, and Lifestyle: Issues and Insights (May 6, 7 weeks, Vanderbilt University); Child Nutrition and Cooking (May 6, 5 weeks, Stanford University – this class addresses the serious issue of child obesity).

También, para nuestros lectores en México, el resto de Latinoamérica, España y otros hablantes de español, Desarrollo rápido de productos innovadores para mercados emergentes (May 6, 6 weeks, Tecnológico de Monterrey).

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5/2/13: Top Talent Development Posts this Week

May 2, 2013 by Wally Bock

Every week, I review blogs and other publications that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces on agile learning, how big data is influencing recruiting, rethinking the workplace, creating your own succession plan, and three cutting edge talent management practices from Silicon Valley.

From Stephen J. Gill: Agile Learner; Agile Leader

“It appears that there are at least three definitions of learning agility being used in the field. Each is worth considering. One has to do with openness to experience, another has to do with adaptability to change, and a third has to do with the range of methods one uses to acquire new information and abilities.”

From the NY Times: How Big Data Is Playing Recruiter for Specialized Workers

“In industries where good talent can be hard to find, companies are using algorithms to scour the Web for recruits, and in the process, they are challenging some traditional notions of hiring.”

From SmartBlog on Leadership: Talent acquisition requires a rethink of the workplace

“Panelists at “The Global Competition for Talent” argued that, regardless of country or industry, much of the old thinking and regulation about hiring, developing and promoting talent should change — and already is.”

From Dan McCarthy: Is it Time to Create your own Succession Plan?

“If you’re in a senior leadership role in a large organization, there’s a good chance there is a succession plan for your position in case you get promoted, win the lottery, get hit by a bus, leave to take a position at another company, or need to be replaced for poor performance. In smart companies, an orderly replacement of high level, critical positions is considered to be strategically important to the continued success of the company. A failure to proactively plan for succession is the same as failing to safeguard the financial assets of an organization.”

From Dr. John Sullivan: 3 Cutting Edge Talent Management Practices From Silicon Valley

“The three Silicon Valley practices that I am highlighting probably won’t require immediate action at your firm simply because they are so bold and outrageous that conservative talent managers will not even consider them”

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How to Determine the Certification/Requirements for Debriefing 360-Degree Feedback

May 1, 2013 by Sandra Mashihi

 ”We the willing, led by the unknowing, are doing the impossible for the ungrateful. We have done so much, with so little, for so long, we are now qualified to do anything, with nothing.”

-Mother Teresa

Most researchers support the idea that some level of training is required to professionally and ethically provide feedback using multi-rater systems. However, exactly what experiences, academic degrees, or certifications should be required is not very clear. Some vendors require certification training as a requirement to purchase and use 360-degree feedback assessments, and others provide relevant training manuals and resources to purchasers for free.

Coaches and consultants may have very diverse backgrounds (Nowack, 2003) and academic degrees, but familiarity with assessments in general would generally be useful to professionally utilize 360-degree feedback systems (Nowack, 2003). Current research on coaching differences by education and training has found that psychologists are more likely to meet face-to-face, contract for fewer sessions, and are more likely to use 360-degree assessments in their practice (Bono, et al., 2009).

Here are a few of the requirements for interpreting 360-degree feedback:

1. Familiarity with Specific Vendor 360-Degree Feedback Report: Minimally, coaches and consultants should be familiar with vendor reports; be able to interpret the graphs, tables, and data presented.

2. Ability to Cope with Participant Reactions: Furthermore, coaches and consultants need to be competent in handling negative feedback and strong emotional reactions of clients; be capable of discussing results; and be able to help formulate specific developmental plans.

3. Background in Understanding Psychometrics: Additionally, coaches and consultants should have some background and understanding of the basic psychometric properties of assessments, including the various types of reliabilities and validities, different standardized norms that can be used, and issues surrounding the uses of normative data for interpretation of results.

4. Adhering to Ethical Guidelines: Finally, all coaches and human resource practitioners involved in 360-degree feedback interventions should adhere to accepted professional practices and ethical standards to ensure the best interests of their clients. Here is a link to APA on ethical guidelines (http://www.apa.org/monitor/mar04/ethics.aspx)

Coach’s Critique: 

The types of training and certification that people need in order to interpret 360-degree feedback reports is often a point of confusion. Many organizations implement 360s without any type of professional coaching debriefs. As a result, 360 results are often misinterpreted or not actively utilized for development because those interpreting the reports may not have the appropriate knowledge or experience. Or, participants are often left having to interpret their own feedback report, without really knowing what to make it of it!

So, do people need to be certified in debriefing 360-degree feedback reports? No. However, the person doing the debriefing needs to be familiar with what it means and how to deal with various participant reactions. For instance, a highly defensive participant may become even more resistant and defensive if the feedback is not communicated in a collaborative and useful way.

How the feedback reports gets translated is key to the participant’s acceptance and motivation for development. Therefore, those that interpret it and debrief it with participants should consider the requirements as stated above.

How do you determine whether is qualified to interpret 360-degree feedback reports? What has been your experience?

 

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