Our polling also shows that those who are less educated, and less wealthy, and who live in rental housing, are more likely to support new development, but those supporters are less passionate than opponents and therefore are less likely to participate in the approval process.
In March of 2012, Buffalo Police Officer Jorge L. Melendez was caught growing more than 1,000 marijuana plants in a warehouse he owns on South Park Avenue. He was fired in May of 2012, pleaded guilty in August of 2014 and was sentenced to five …
Rob Duke's insight:
Follow your procedures....a month's extra pay is nothing in the big scheme of things....
Stubbornness is the ugly side of perseverance. Those who exhibit this attribute cling to the notion that they’re passionate, decisive, full of conviction, and able to stand their ground — all of which are admirable leadership characteristics. Being stubborn isn’t always a bad thing. But if you’re standing your ground for the wrong reasons (e.g. you can’t stand to be wrong, you only want to do things your way), are you really doing the right thing?
“If you’re going to promise people that if they work for you for three years they’re going to get promoted, you need to make sure that you need people at higher-level positions three years from now,” Powell says. “When you’re managing your workforce, you need to manage the careers of the workers themselves.”
Warmth signals that you have good intentions toward the perceiver, and competence signals that you can act on those good intentions. A warm and competent interviewee is a valuable potential ally. But a competent interviewee who doesn’t project warmth is a potentially formidable foe – the kind of person who may not be a team player, and who may cause trouble for you down the road.
Episode #165 A Second Chance to Fix a Bad First Impression « previous episode Thursday, April 30, 2015
Play00:00 / 00:00 ListenAddDownloadEmbed Stream m3u If you've put your worst foot forward the first time you meet someone, all is not lost. There's a way to shake awful first impressions. (TATSIANAMA/Shutterstock) There’s nothing worse than walking away from a job interview or meeting someone for the first time and smashing the heel of your hand to forehead while crying out, “I really blew it!”
We’re constantly told how important it is to make a good first impression, but what happens if you had a bad day or made a flub while speaking or you just aren’t that warm of a person when people first meet you.Can you recover?
Heidi Grant Halvorson says, yes, you can get a chance at a second impression and wrote about how you can in an article for the Harvard Business Review (she’s so sure of it that she even has a new book on the subject No One Understands You and What To Do About It).
In an interview with Charlie Herman, host of Money Talking, Halvorson says one of the biggest issues in making a good impression is that we often think we know how we're coming off, but in truth, we have no idea what's going on in other people's minds when they meet us for the first time. That's why she says we need to ask trusted friends how people perceive us. And then we need to be intentional about how we interact with people around us.
(Listen above for the complete interview.)
First, she suggests empathy. Usually, she says, when we first meet, we're sizing each other up with two key questions:
Are you friend or foe? Are you competent? That is, will you be a potentially powerful ally or enemy? As we unconsciously answer these two questions, our brains are painting portraits of the people around us in the first moments we meet. And those pictures — often drawn in caricature — can be very hard to erase.
Because of our fears about making a good first impression, especially at work, Halvorson says our initial instincts are to try to come across as smart and competent. But she argues that in that first meeting, warmth is more important. The first impressions people have of us come from their guts, so it's not about how good you are at your job, yet. In a job interview, you'll get to prove that with your resume and your answers to questions. But before you exude confidence, you need to show people you'll be a team player and someone who's easy to manage.
Halvorson says it's also important to be deliberate about what your body is doing: Smile when people smile at you, make eye contact, nod and affirm your colleagues' comments because it’s not just about what you say, but how you communicate non-verbally with other people.
And if you do make a bad impression, she suggests two ways to turn it around:
The Long View: Over time, provide the people around you with consistent evidence that their first impression is wrong. For example, if you have a reputation for being late, be early for weeks on end, over and over. Arriving on time once or twice will seem like a fluke; being ready, right on time, every time, will get people to reassess their opinion about your timeliness. Quick Fix: If you get the sense someone doesn't like you, ask to be assigned to that person. You'll have the chance to have that person rely on you for results. If you can deliver, you can expect they will change how they look at you.
The types of problems that do not benefit from intuition are ones that have clear decision rules, objective criteria, and abundant data with which to perform an analysis. In making a medical diagnosis, for example, computer algorithms tend to be more accurate than an experienced medical doctor’s judgment.
Rob Duke's insight:
1. When you're an expert and there are certain artful skills that make intuition foundational in some way.
2. The type of decision is not one that relies on analysis.
Myth #1: There is no place for emotion in the workplace. If you have humans in the workplace, you’re going to have emotions too. Ignoring, stifling, or invalidating them will only drive the toxic issues underground. This outdated notion is one reason people resort to passive-aggressive behavior: emotions will find their outlet, the choice is whether it’s out in the open or in the shadows.
Myth #2: We don’t have time to talk about people’s feelings. Do you have time for backroom dealings and subterfuge? Do you have time for re-opened decisions? Do you have time for failed implementations? Avoiding the emotional issues at the outset will only delay their impact. And when people don’t feel heard, their feelings amplify until you have something really destructive to deal with.
Myth #3: Emotions will skew our decision making. Emotions are already affecting your decision making. The choice is whether you want to be explicit about how (and how much) of a role they play or whether you want to leave them as unspoken biases.
Behavioral economists and psychologists have uncovered scores of biases that undermine good decision-making. And, along with management experts, they have provided helpful tips that decision-makers can use to try to correct for those biases.
More and more these days, consumers are being forced to sign Arbitration Agreements when they sign purchase agreements. There are numerous arguments against them but I’ll point out one thing: Arbitration is dangerously unpredictable and unfair.
The same thing happens in business all the time. Whether you’re trying to get your team on board with a new way of working, asking investors to fund you, persuading customers to buy your product, or imploring the public to donate to your cause, your success depends on your ability to grasp the wants and needs of the people around you.
Gone are the command-and-control days of executives managing by decree. Today businesses are run largely by cross-functional teams of peers and populated by baby boomers and their Generation X offspring, who show little tolerance for unquestioned authority. Electronic communication and globalization have further eroded the traditional hierarchy, as ideas and people flow more freely than ever around organizations and as decisions get made closer to the markets. These fundamental changes, more than a decade in the making but now firmly part of the economic landscape, essentially come down to this: work today gets done in an environment where people don’t just ask What should I do? but Why should I do it?
To answer this why question effectively is to persuade.
There’s an age-old question out there: Is it better to be a “nice” leader to get your staff to like you? Or to be tough as nails to inspire respect and hard work? Despite the recent enthusiasm for wellness initiatives like mindfulness and meditation at the office, and despite the movement toward more horizontal organizational charts, most people still assume the latter is best.
An Alaska Labor Relations Agency hearing officer has found "probable cause" that the city of Fairbanks bargained in bad faith with its police union last year when the city council approved a contract in August and reversed that decision in November.
Give yourself time to calm down and assess the situation Be clear about your contributions whenever you get an opportunity Ask colleagues to mention your name when the idea or project comes up in conversation
Feel like you need to get credit for every single thing you do Presume that the person had malicious intentions — credit stealing is often an accident Make any accusations — instead ask the person questions to try to figure out why it happened
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