Rude More Powerful than Respected
People often marvel that more managers don’t use inexpensive morale builders. Of course, many of the same also wonder, “How did that... Read More
Eloquence Trumps Honesty in Trust & Likeability Wars
Posted on15 Aug 2011
Tagsconscious, cognitive bias, cognition, approaches, advertising, 12 Most, eloquence, politics, understanding, unawareness, truth, trust, Todd Rogers, subconscious, sales, Michael I. Norton, like, intuition, Influence, honesty, Harvard Business Review, free will
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Intuitive approaches often work because we don’t believe they do. Advertising is an excellent example: it influences us because we often believe... Read More
When Does Optimism Become Pollyannaism?
In “Before You Make That Big Decision,” which appeared in the June 2011 Harvard Business Review, Daniel Kahneman, Dan Lovallo and Olivier... Read More
Information You Know Is Wrong Still Influences You
Posted on21 Jul 2011
Tagsdice, Thoughts, Talent, subconscious, rationale, psychology, planting a seed, pigeonholing, Olivier Sibony, judges, intuition, information, Influence, Harvard Business Review, gossip, decisions, Daniel Kahneman, Dan Lovallo, cognition, Before You Make That Big Decision, anchoring
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Previously, I listed some unconscious biases we have in decision-making. What I witness is that people just don’t believe that known wrong... Read More
Placebo Service: Creating Options
Posted on07 Jul 2011
Tagsapproaches, comedians, customer service, customers, emotions, entertainment, feelings, Harvard Business Review, Influence, intuition, Michael I. Norton, objective, options, people, problem solving, quality service, Ryan W. Buell
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Intuitive approaches, ones that influence people on an emotional, often unconscious level create additional options for almost any problem, especially if they... Read More
Follow Up! People Aren’t Light Switches 2.0
Posted on27 Jun 2011
Tagsapproaches, communication, executive, follow up, Harvard Business Review, informal organizational power, management, Paul Leonardi, senior manager, Tsedal Neeley
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My initial post addressed the importance of managers following up with employees. I suggested that managers who believe giving instructions only once... Read More
Nurturing Positive Feelings Dramatically Improves Employee Performance
Posted on30 May 2011
Tagscompliments, confidence, discipline, emotions, employees, Harvard Business Review, Lysann Damisch, Maverick, movies, nurture, Performance, Placebo Management Series, positive, Psychological Science, psychology, supersititions, Tom Cruise, Top Gun, University of Cologne
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Nurturing positive feelings inside employees improves their performance. I read two articles that support this. One deals with the positive feelings from... Read More
Leadership vs. Management: The Difference (Part III)
Leadership is about people, and management about things. Management will tend to objectify people as resources (i.e. human resources) and rely more... Read More
When Best Technology Isn’t Best
Posted on17 Feb 2011
Tagscost-benefit, The Economist, technology, returns, options, military, low-tech, low-cost, jet fighters, humans, Harvard Business Review, customized, armed drones, alternatives, Air Power on the Cheap
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Sometimes we become enamored with technology for its own sake, automatically assuming that the most advanced technology delivers the best. Since the... Read More
Leadership vs. Management: The Difference (Part II)
I continue to receive a steady stream of visits to my original post on this topic, so here’s a follow up. As... Read More
