Category Archives: Work & Career “4.0”

Feeling Emotionally Connected To Work Is Linked With Greater Psychological Wellbeing…But Why?

Screen Shot 2015-11-05 at 10.47.20 AMNovember 3, 2015

I came across this new research finding that people who feel emotionally engaged and connected with their work experience greater psychological wellbeing. That may sound obvious, though it’s good whenever empirical data confirms the obvious. But I think the missing piece in the research is what, exactly, promotes that sense of emotional connection with your work to begin with?

This study from Denmark, published in the Journal of Occupational and Environmental Medicine, examined the well-being and other health-related outcomes in 5,000 Danish workers. It found significantly higher well-being for employees in workgroups with “the employee’s emotional attachment to, identification with, and involvement in the organization.” They also had lower sickness absence rates and fewer sleep disturbances.

The lead author, Thomas Clausen, suggests that efforts to increase emotional connection with work may lead to a happier, healthier workforce. This makes sense, of course. Most companies would likely agree. The problem is that sense of connection with work reflects many factors that organizational leadership often fails to recognize or address. For example:

  • Does senior leadership promote a positive work culture, in which workers are valued and provided opportunities for continued learning and development?
  • Is diversity encouraged and valued in practice, not just in company mission statements? 
  • Is there a workaholic and/or sexist management culture permeating the organization?
  • Perhaps most importantly, do employees experience a sense of impact their work has upon the product or service the company provides? The latter appears increasingly important to younger workers, as surveys show. 

I’ve written about these issues previously, and they are crucial for long-term, sustainable success within our culture of increasing interconnection, transparency and constant flux; of rapid technology change and generational shift regarding values, life goals, and how people re-define personal and career success. 

Credit: Forbes


Why Showing Gratitude Strengthens Marriage Relationships

Screen Shot 2015-10-29 at 10.33.52 AMOctober 27, 2015

I want to highlight the findings of this new study from the University of Georgia  — that feeling appreciated and valued by your partner strengthens your marriage and increases your belief about its endurance. I think that these findings — though they are about marriage relationships — underscores something important about what builds positive relationships in general. That is, whether they are intimate, work-related, or those in broader societal contexts. Showing and feeling gratitude in relationships go a long way in building and maintaining positive, mutually supportive connections. And the latter are crucial for personal and societal wellbeing.

This study, published in the journal Personal Relationships, was based on surveys of 468 married couples. It found that that spousal expression of gratitude was the most consistent significant predictor of marital quality. 

“It goes to show the power of ‘thank you,'” said the study’s lead author Allen Barton. “Even if a couple is experiencing distress and difficulty in other areas, gratitude in the relationship can help promote positive marital outcomes.” Added co-author Ted Futris. “…when couples are engaging in a negative conflict pattern like demand/withdrawal, expressions of gratitude and appreciation can counteract or buffer the negative effects of this type of interaction on marital stability,” 

The study also found that higher levels of spousal gratitude protected men’s and women’s divorce proneness from the negative effects of poor communication during conflict. And, according to Barton, “This is the first study to document the protective effect that feeling appreciated by your spouse can have for marriages. It highlights a practical way couples can help strengthen their marriage, particularly if they are not the most adept communicators in conflict.”

Credit: WomenPlanet


How Can You Deal With An Abusive Boss?

Screen Shot 2015-10-23 at 10.26.57 AMOctober 20, 2015

I’ve written previously about abusive bosses and psychologically unhealthy management in general, and I’m revisiting it a bit here, because of a new study that highlights the difficulty people have when dealing with this kine of management environment. And not just employees: sometimes researchers themselves have a naive understanding of the problem.

That is, some recent research about employees who deal with abusive bosses shows that a well-intentioned study of workplace behavior can produce findings that confound the researchers’ predictions. This research found one unsurprising result; but another part of the findings – which puzzled the researchers — is what caught my eye.

To explain, the research surveyed the ways in which employees behave when working for abusive bosses. Those are often people who are narcissistic, denigrating, arrogant and unsupportive — or outright undermining — of employee’s learning and development.

The unsurprising part of the findings was that just trying to avoid the abusive boss or plotting ways to retaliate didn’t work. That made things worse for the employee, according to the study, published in the Journal of Applied Psychology and summarized by Jena McGregor in the Washington Post.

Rather, the other set of findings is what got my attention. Here, the researchers predicted that “acts of compassion and empathy — employees who assist bad bosses by going above and beyond, helping bosses with heavy workloads even when they’re not asked” would lead to diminished abuse by those bosses. And, that “acts of kindness might help lessen future rude or abusive behavior.”

The researchers were surprised to discover that it didn’t happen. Instead, according to the study’s co-author Charlice Hurst, “Abusive supervisors didn’t respond to followers being positive and compassionate, and doing things to be supportive and helpful.” The researchers concluded that their findings seemed to “clash with common sense.”

Really? I think most anyone who’s ever worked for abusive bosses would laugh at such “common sense” assumptions. No, trying to be “nice” or empathic towards the narcissistic, arrogant boss who often makes conflicting demands on employees isn’t going to produce positive change. Continue reading


Covert Sexism In The Workplace Is As Harmful As Overt Behavior

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Our workplaces are steadily evolving towards environments in which men and women are valued, recognized and rewarded for their ability to work collaboratively with others who differ from them – whether gender, cultural and ethnic backgrounds, or sexual orientation. It’s a gradual process, however, and it’s important to document and raise awareness of the attitudes and behavior that continue to undermine individuals and teams in organizations. A current example is this study: It found that that frequent sexist comments and management cultures that are covertly demeaning to women are just as damaging to women as acts of sexual coercion or overtly sexual conduct and behavior towards them.

The research, published in The Psychology of Women Quarterly, found that “Norms, leadership, or policies, that reduce intense harmful experiences may lead managers to believe that they have solved the problem of maltreatment of women in the workplace,” according to the authors. “However, the more frequent, less intense, and often unchallenged gender harassment, sexist discrimination, sexist organizational climate and organizational tolerance for sexual harassment appeared at least as detrimental for women’s wellbeing. They should not be considered lesser forms of sexism.” The research team analyzed 88 independent studies of a combined 73,877 working women, and found following associations:

  • Sexism and gender harassment were just as harmful to working women’s individual health and work attitudes as common job stressors such as work overload and poor working conditions.
  • When women are the targets of sexism and harassment in the workplace, they are more dissatisfied with supervisors than co-workers.
  • There was a trend of a more negative effect of sexism and harassment in male-dominated workplaces, such as the armed forces and financial and legal services firms. However, the authors suggested this required further research.

The authors added, “Our results suggest that organizations should have zero tolerance for low intensity sexism, the same way they do for overt harassment. This will require teaching workers about the harmful nature of low intensity sexist events, not only for women, but also for the overall organizational climate.”

Credit: Aiste Miseviciute/Alamy


What Matters More — Your Character, Or What You Can Do For Me?

Screen Shot 2015-09-24 at 11.57.30 AMSeptember 22, 2015

This is one of those experiments that give credence to an intuitive feeling, one that’s consistent with a philosophical/spiritual perspective but we often ignore when we want to extract value from others, for our material benefit. The study, conducted by NYU researchers, found that people’s impressions of others’ character is a more important factor than what they might be able to do for us, when making decisions about them.

The study, published in Nature Neuroscience, contradicts the conventional thinking that when we learn from positive or negative feedback in our interactions with people, we make conclusions based on the benefits they bring us – their “reward value.”

As so often the case, “conventional” thinking,” is often based more on assumptions than on evidence. As this study’s lead author Leor Hackel explains, “When we learn and make decisions about people, we don’t simply look at the positive or negative outcomes they bring to us—such as whether they gave us a loan or helped us move. Instead, we often… form trait impressions, such as how generous a person seems to be, and these impressions carry more weight in our future social decisions.”

In the experiment, participants made a series of “reward-based” decisions while their neural activity was monitored using functional magnetic resonance imaging (fMRI). Participants learned about other people in a series of interactions in an economic game played over the computer. Part of the study examined whether participants learned the relatively generosity of a player—a “trait impression”—in addition to learning the monetary worth of the player. The researchers’ statistical tests showed that participants learned generosity information more strongly than reward value.

After the experiment, described in detail here, participants were asked to choose which players they would prefer to interact with in a future cooperative task. The researchers found that their preferences were strongly guided by their trait impressions of players, relative to a player’s reward value. According to David Amodio, one of the researchers, “In other words, our results show that people naturally see others and even objects in terms of more general characteristics—and not just in terms of mere reward value.”

Credit: CPD Archive


The Most Energized, Productive Workers: Not Who You Might Think!

Screen Shot 2015-09-15 at 5.34.51 PMSeptember 15, 2015

What fuels the energy and excitement that’s visible among people who are highly engaged and productive at work? Is it something about what they bring to their careers to begin with? The management culture they experience? Or, are those qualities found mostly among the young, because of youthful energy, as some surveys indicate?

Some new research sheds some light on this. It finds that the most energized and creative workers are not only the young, age-wise. They are best described as “young at heart.” The secret ingredient is their emotional attitude about life in general; and the way they typically respond and deal with negative, stressful experiences. That’s what differentiates them from others. But these interesting findings also raise this question: Why so many work cultures actively undermine the positive energy and vitality that such people bring into their workplaces? And which – one would think – companies would value and support in every way possible.

First, let’s look what at the evidence from two unrelated but complementary studies tell us about this. In brief, the first found that your overall attitude about life – independent of age -influences your performance and creativity at work. The other study found that positive emotions and your outlook on life — especially how you deal with stressful circumstances or conflict — is linked with greater long-term health. And many sources of stress are found in the workplace, needless to say. Continue reading


How Good Leaders Help People Change And Grow

Screen Shot 2015-08-14 at 9.49.07 AMAugust 11, 2015

This Harvard Business Review article by Jack Zenger and Joseph Folkman suggests ways in which good leaders enable people to change. I think it captures some of the best attitudes and behavior of those leaders who value the growth and development of their employees.

However, there’s one missing element that I would like to have seen the authors include and emphasize. They defined effectiveness at leading change as “…the managers’ ability to influence others to move in the direction the organization wanted to go.” True, per se – but only if that direction promotes collaboration, creative innovation, learning and development; occurs within a positive, healthy leadership culture; is committed to sustainable practices; and in which leadership conveys – as recent studies find is essential to a productive workplace — a sense of humbleness and empathy in one’s leadership role. 

With that caveat, I think the authors describe eight leadership practices that do support positive change among employees. They are based on their analysis of a large dataset of direct reports and leaders. Following is their description of them, excerpted from their HBR article.

They write: Continue reading


You’re An Expert At Something? You’re More Likely To Make Things Up!

Screen Shot 2015-07-28 at 11.56.49 AMJuly 28, 2015

A new study finds that the more you think you know about a topic, the more likely you are to assert knowledge of completely made-up information and false facts. 

According to Stav Atir of Cornell University, lead of author of the study published in Psychological Science, “Our work suggests that the seemingly straightforward task of judging one’s knowledge may not be so simple, particularly for individuals who believe they have a relatively high level of knowledge to begin with.” In other words, such people are prone to lie, and believe their own lies – made-up “facts” and other “knowledge.”

In one of the studies, described in Science Daily, one hundred participants were asked to rate their general knowledge of personal finance, as well as their knowledge of 15 specific finance terms. Most of the terms on the list were real (for example, Roth IRA, inflation, home equity), but the researchers also included three made-up terms (pre-rated stocks, fixed-rate deduction, annualized credit). As expected, people who saw themselves as financial wizards were most likely to claim expertise of the bogus finance terms.

“The more people believed they knew about finances in general, the more likely they were to overclaim knowledge of the fictitious financial terms,” Atir says. “The same pattern emerged for other domains, including biology, literature, philosophy, and geography. For instance,” Atir explains, “people’s assessment of how much they know about a particular biological term will depend in part on how much they think they know about biology in general.”

Then, In another experiment, the researchers warned one set of 49 participants that some of the terms in a list would be made up. Even after receiving the warning, the self-proclaimed experts were more likely to confidently claim familiarity with fake terms, such as “meta-toxins” and “bio-sexual.” Some additional experiments that found the same results are described here.

The research team warns that a tendency to overclaim, especially in self-perceived experts, may actually discourage individuals from educating themselves in precisely those areas in which they consider themselves knowledgeable–leading to potentially disastrous outcomes. For example, failure to recognize or admit one’s knowledge gaps in the realm of finance or medicine could easily lead to uninformed decisions with devastating consequences for individuals.

That’s for sure, and I think we’ve seen evidence of it in the political as well as financial realms, in recent years.


Men Are More Threatened By Female Bosses

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July 21, 2015

As the French saying goes, the more things change…

New research finds that men may feel threatened by female supervisors and act more assertively toward them than male bosses, which could disrupt the workplace with struggles over power dynamics. According to the study’s lead author, Ekaterina Netchaeva, of Bocconi University in Milan, Italy, “The concept of masculinity is becoming more elusive in society as gender roles blur, with more women taking management positions and becoming the major breadwinners for their families. “Even men who support gender equality may see these advances as a threat to their masculinity, whether they consciously acknowledge it or not.”

The study, conducted with participants at U.S. universities, found, in essence, that men feel more threatened when they answer to female bosses.

Published by the Society for Personality and Social Psychology, the study pointed out that — while women are underrepresented in senior management positions in the United States — they are almost on par with men at middle and lower management levels, according to Labor Department statistics. Self-assertive behavior by men toward female bosses could disrupt the workplace dynamics, stifle team cohesiveness and negatively affect team performance, Netchaeva said. “In an ideal world, men and organizations would be concerned by these findings and adjust their behavior accordingly. But if they don’t, where does that leave women?” she said. “Given the strong societal norms surrounding masculinity, it may be difficult for men to recognize or change their behavior.”

For a description of how the studies were conducted, click here.

Credit: CPD Archive


Bosses Who Serve Their Employees Have Better Business Outcomes

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July 7, 2015

A recent study has found that when bosses put employees’ needs over their own, measurable improvements result: in customer satisfaction, higher job performance by employees, and lower turnover are the result. According to the researchers, this type of leadership suggests that if businesses lead by caring for their people, the profits will take care of themselves.

Although this study focused on a service-oriented business, I think its implications highlight something broader: The findings mirror growing recognition by organizations, by individuals in relationships and throughout society in general that positive, supportive engagement with others — in which you serve something of value and importance to all of you, and not just your own narrow self-interest – creates positive benefits for everyone. And that’s really a core feature of a healthy society – one in which people’s attitudes, values and behavior adapt positively to continuous change; to the growing diversity and interconnection among people. Such adaptation promotes positive outcomes for all. Business leadership, as this and many other studies show, increasingly recognizes that reality. But it also applies to intimate and family relationships; and has implications for public policy, as well.

This particular study adds another bit of evidence in the business realm. For example, it found that when bosses act as servants to their employees, it’s good for business. The research found measurable increases in key business metrics like job performance, customer service and employee retention. That is, employees feel the most valued and give back to the company and its customers when their bosses create a culture of trust, caring, cooperation, fairness and empathy. According to Sandy Wayne, one of the authors of the research, “The best business leadership style is far from, ‘Do this. Don’t do that.’ A servant leader looks and sounds a lot more like, ‘Is there anything I can do to help you?’ Or, ‘Let me help you….’ Or, ‘What do you need to…?’ This approach helps employees reach their full potential.”

The corresponding admiration employees have for bosses who care about them manifests itself in teamwork, loyalty and dedication to the business and its customers. The leadership style trickles down. Wayne said, “It’s contagious. The employees see their leaders as role models and often mimic those qualities, creating a culture of servant leadership. This serving culture drives the effectiveness of the business as a whole.”

The need for management cultures that recognize and support this kind of leadership is highlighted when you consider the frequent surveys that show ongoing work-related stress, often associated with negative or unsupportive leadership. One current example is a survey of over 2000 people. It found that the majority of workers feel overworked, and that burnout appears to have become the new normal.

And that’s a prescription for an unhealthy workforce and society.

Credit: ASTD


Your View of the Future: It Can Increase Your Mental Health….Or Create Depression

Screen Shot 2015-06-30 at 10.14.00 AMJune 30, 2015

If you’re suffering from depression, you’re likely to believe that your emotional state generates negative thoughts and expectations about the future. After all, depression can color everything, so it’s natural to assume that a negative outlook reflects your depressed mood. And that’s the conventional thinking among most of us in the mental health professions, as well. But for many people the reality is the other way around: It’s how you envision the future that can make you depressed.

A new study supports this. I was happy to come across it because it’s what I’ve observed and emphasized for years: Your vision of your future “self” shapes your mental health. Specifically, a positive vision of what you aspire towards –– a picture of what you’re aiming for, a sense of new possibility –– acts like a kind of psychological magnet. It pulls you towards it, helping you find the path that will take you there. Picturing what you strive towards can feel as though it has tether connected to you, steadily tugging you towards it. That generates positive energy and wellbeing.

But if you lack that vision of possibility, you’re likely to remain more stuck if you’re already depressed. Or you may become depressed, as the new research shows. And even if you’re not, you’ll tend to feel stagnant and flat-lined about some important dimension of your life –– your relationship, your career, your sense of purpose.

The study I referred to was published in the British Journal of Clinical Psychology and conducted by researchers at the University of Pennsylvania. It concluded that a pessimistic view of the future may not be the result of depression but the cause of it. The researchers found that three kinds of pictures of the future, or “prospection,” can drive depression:

  • poor generation of possible futures
  • poor evaluation of possible future
  • negative beliefs about the future

According to the researchers, “Prospection belongs front and center in the study of depression…(and) that faulty prospection does drive depression. An understanding of how prospection shapes psychopathology may enable researchers to create more effective treatments and help distressed individuals to create brighter futures.”

Credit: Triometric


Positive Emotions Are Linked With Long-Term, Healthy Life

Screen Shot 2015-06-23 at 12.04.47 PMJune 23, 2015

This should be obvious, but it’s good to see another study showing the links between how we deal with stress and the ups and downs of life, emotionally; and our body’s inflammatory response. The level of inflammation affects many forms of disease. It’s significant for our long-term health.

This study, conducted by researchers at Penn State, and summarized in this report, found that adults who fail to maintain positive moods such as cheerfulness or calm when faced with the minor stressors of everyday life have elevated levels of inflammation. 

I think this research is particularly important because it shows that “resilience” to stress is more than the capacity to absorb, handle, and rebound in the face of stressful experiences. It also includes a pro-active mentality; a positive outlook and positive emotions in the face of life’s conflicts, negative experiences and unpredictability. That mental and emotional orientation plays a key role in the body’s level of inflammatory response when we’re stressed.

That is, the research showed that the frequency of daily stressors, in and of itself, was less consequential for inflammation than how an individual reacted to those stressors. “A person’s frequency of stress may be less related to inflammation than responses to stress,” said lead author Nancy Sin. “It is how a person reacts to stress that is important.” These findings add to growing body of evidence regarding the health implications of emotional response to daily stressors. 

In the short-term, with illness or exercise, the body experiences a high immune response to help repair itself. However, in the long term, heightened inflammatory immune responses may not be healthy. Individuals who have trouble regulating their responses may be at risk for certain age-related conditions, such as cardiovascular disease, frailty and cognitive decline, Sin said. “Positive emotions, and how they can help people in the event of stress, have really been overlooked,” Sin added.

Click here for the full summary from Penn State.

Credit: CPD Archive


Poet and Beat Publisher Lawrence Ferlinghetti — Thriving at 96

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June 16, 2015

NPR broadcast a nice story recently about Lawrence Ferlinghetti, the acclaimed poet and owner-publisher of City Lights Bookstore in SF. He first brought attention to Beat Generation writers, including his publishing of Allen Ginsberg’s Howl. Ferlinghetti is now 96, and working on three new books that are coming out this year.

Now that’s my idea of “healthy aging!”

Here’s a link to the audio of the NPR feature about him by Richard Gonzales. Or, read the text from it here: Continue reading


Workers With a “Spirit of Life” Are More Productive – At Any Age

Screen Shot 2015-06-11 at 4.45.50 PMJune 9, 2015

Are the most energized and creative workers young, per se; or are they “young at heart?” A new study sheds some light on this: It found that your own sense of yourself; your overall attitude about life influences your work. I describe the findings below, but the study brings to mind that we often speak of the “spirit of youth” when describing an older person who conveys vitality, passion and engagement. However, I think it’s more accurate to think of that spirit as a spirit about life itself. It may be more embodied within or visible among younger people, but I attribute that to this: Many people in our culture enter a long descent into emotional, creative and spiritual stagnation — via the values of a self-centered, overly materialistic society. That’s what I see in so many of the people who have come to me for help – either for personal issues or career-related conflicts.

The study, published in the Journal of Applied Psychology, was described in The British Psychological Society’s publication, Research Digest, and it concludes that If you want a dynamic workforce, seek not the young, but the young at heart. The study surveyed over 15,000 employees from 107 companies to determine how subjective age influences workplace performance. It found that employees who felt substantially younger than their chronological age were more successful in meeting the goals they’d promised their managers they would achieve. Companies with more of these “young at heart” employees also tended to perform better overall, in terms of financial performance, efficiency and a longer tenured workforce. The survey also showed that organizations tended to have more young at heart workers when they offered both age-inclusive policies and, on average, their employees felt that their work was more important and meaningful.

This raises questions about what’s needed to counter that long descent that I described above. Among the possibilities are more meaningful, engaging work, which can enable people feel more vibrant and experience some impact upon the consequences of their contribution. When workers can feel young, energized by their work — and not judged and stereotyped — that facilitates the kind of dynamic performance thought to be limited to younger workers…until they begin that slow descent into stagnation.

Credit: Pharic Crawford 


A Leftward Shift on Key Moral and Political Issues

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As our society becomes increasingly interconnected and generational shifts occur, we’re witnessing continued evolution in peoples attitudes and behavior about “moral” issues, as well as increasing acceptance of diverse values and ways of life. This recent Gallup survey highlights the direction of these shifts. It reports that “Americans are more likely now than in the early 2000s to find a variety of behaviors morally acceptable, including gay and lesbian relations, having a baby outside of marriage and sex between an unmarried man and woman. Moral acceptability of many of these issues is now at a record-high level.”

At the same time, another Gallup survey finds that more Americans now rate themselves as socially liberal than at any point in Gallup’s 16-year trend, and for the first time, as many say they are liberal on social issues as say they are conservative. This reflects a shift from older surveys that tended to show greater numbers who identify as conservative on social and political issues. Currently, thirty-one percent of Americans describe their views on social issues as generally liberal, matching the percentage who identify as social conservatives for the first time in Gallup records dating back to 1999.

Moreover, according the Gallup report, Americans are becoming more liberal on social issues, as evidenced not only by the uptick in the percentage describing themselves as socially liberal, but also by their increasing willingness to say that a number of previously frowned-upon behaviors are morally acceptable. The biggest leftward shift over the past 14 years has been in attitudes toward gay and lesbian relations, from only a minority of Americans finding it morally acceptable to a clear majority finding it acceptable.

The key trends that Gallup cites include:

  • The substantial increase in Americans’ views that gay and lesbian relations are morally acceptable coincide with a record-high level of support for same-sex marriage and views that being gay or lesbian is something a person is born with, rather than due to one’s upbringing or environment.
  • The public is now more accepting of sexual relations outside of marriage in general than at any point in the history of tracking these measures, including a 16-percentage-point increase in those saying that having a baby outside of marriage is morally acceptable, and a 15-point increase in the acceptability of sex between an unmarried man and woman. Clear majorities of Americans now say both are acceptable.
  • Acceptance of divorce and human embryo medical research are also up 12 points each since 2001 and 2002, respectively.
  • Polygamy and cloning humans have also seen significant upshifts in moral acceptability — but even with these increases, the public largely perceives them as morally wrong, with only 16% and 15% of Americans, respectively, considering them morally acceptable.

For a longer description of the survey’s findings, click here.

Credit: CPD Archive


Women Leaders Have Greater Workplace Stress

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This isn’t surprising, for two reasons: One is that men are socially conditioned to internalize stress. They deny it consciously while expressing it via physical illness and/or psychiatric symptoms that they don’t recognize; or, they seek relief through alcohol, drugs or other kinds of escapism. The other reason is that women are conditioned more towards experiencing and expressing emotional experience, in general. So their stressful workplace experiences — which are often related to men’s denigration of their leadership roles — tend to be more visible.

A recent conference on women’s leadership, reported in Financial Times by Charles Wallace, describes several examples of the ways in which women leaders face workplace stress in organizations today. He writes, “An increasing amount of attention is being paid to the troubling fact that women in the workplace, especially in management or leadership roles, report being stressed out more often than men,” and “… despite recent strides in equality in the office, women experience a lot more stress than men.”

One reason, frequently cited, is what I referred to above. For example, Errica Moustaki, executive coach at Careers in Depth, a London executive development firm, explained that  “women may express stress in psychological or behavioral ways, while men bottle up feelings and have more heart attacks and strokes.” And, that many women executives “experience stressful work situations because of a constant sense of having their confidence undermined by men. Women have to continuously prove themselves in the workplace.”

Despite strides towards more inclusiveness and integration of women into leadership roles, the context of the organization’s culture, especially as it’s shaped by men’s view of women in these roles, is key. It continues to generate stress for women as they rise up in senior level positions.

For the full Financial Times report on the conference and some of its other presentations, click here.
Credit: Highwaymail




The Fake Workaholic

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This recent article by New York Times writer Neil Irwin caught my attention: He describes a study of the workaholic culture within one large consulting company. The study, from Boston University, found that “Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.” The findings were based on just that one company, but it does raise the possibility that workers in other companies that promote — or require — a workaholic culture may also be publicly pretending to embrace the long hours regimen.

But to me, these findings raise, implicitly, a deeper problem: Our career and organizational cultures require men and women to adapt and embrace a view of “success” defined by steady, singular pursuit of position, power and financial reward — via workaholic behavior. That, despite substantial evidence that the latter leads to diminished productivity, innovation and employee commitment; despite the pervasive stress among employees, which underlie a wide range of illness — emotional and physical; and despite — no surprise — surveys that show tremendous employee dislike, dissatisfaction and conflict with the culture and management of their organizations. Irwin alludes to an aspect of this at the end of his article, writing, “Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.”

Interestingly, the study found that people who were “passing” as workaholics “…received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.” Moreover, “…women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.”

Those additional findings highlight the deeper, pervasive theme I raised above: Our cultural norm that equates a successful adult life with embracing a workaholic and psychologically unhealthy workplace culture has ongoing destructive impact –to individuals, but also to the long-term viability of organizations in this fast-evolving era of rapid change and the rise of younger generations and their view of work, life, and what they are seeking in both realms.

For Irwin’s full article, click here.

Credit: Peter Arkle



Money, Gratitude, Happiness: Are They Linked?

Screen Shot 2015-04-23 at 11.55.32 AMApril 21, 2015

A new piece of research suggests people who feel thankful and grateful experience greater happier in life than those who are more focused on material wealth and possessions. Interestingly, when the more materialistic people experience gratitude in some form, their level of happiness rises.

The study, summarized in BioSpace, was led by James A. Roberts of Baylor University. The researchers wanted to examine “the relationship between materialism – making acquisition of material possessions a central focus of one’s life – and life satisfaction.”

Many studies have shown that more materialistic people are generally less satisfied with their standards of living, their relationships and their lives as a whole. Given that, the researchers wondered if anything could moderate that relationship; that is, help materialistic people more satisfied with their lives.

That is, they raised the possibility that the experience of gratitude — viewed as the positive emotions you experiences when another person intentionally gives or does something of value to you — might stimulate greater overall happiness within the more materialist and less happy individual.

The research, described and published in The Journal of Positive Psychology, initially confirmed what previous studies had found: “People who pursue happiness through material gain tend to feel worse, and this is related to negative appraisals of their satisfaction with life.” But they also found that the experience of gratitude, when it occurred, also raised their satisfaction with their lives. On the other hand, the more materialistic people who experienced little gratitude or positive emotions had the least life satisfaction.

I think the most useful aspect of this research is not so much the finding that materialistic people might become happier if they experience gratitude, but rather the importance of seeing that appreciation, thankfulness and gratitude is part of health human development, and is a feature of positive, mutually supportive connections with others, in contrast to serving self-interest, alone – especially in the form of material acquisition.

Photo credit: CPD Archive



Look Over Your Shoulder: Generation Z is Rising!

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“These children are so mature and they learn so fast, they might just be ready to take over by the time they’re 22.”

Generation X and the aging baby boomers often have trouble understanding and dealing with the millennials. But now, Alexandra Levit’s article in the New York Times calls attention to the rise of Generation Z. Take note, in case you forgot: Everyone grows up and everyone becomes older. Levit writes, “While executives have been fretting over the millennials, though, a new generation is growing up behind the scenes — Generation Z (born starting in the mid-90s to the early ’00s depending on whom you ask). Within the next three years, Gen Zers will be the college grads in my audiences, and they are poised to be somewhat different from the millennials.” Moreover, “These children are so mature and they learn so fast, they might just be ready to take over by the time they’re 22.”

Levit describes her own encounter with them and, more seriously, points out some of their attitudes, values and behavior regarding work, diversity, and activism on issues that concern them. They are the future, and the older generations would do well to pay attention to them — and maybe even learn something from them. She writes:

I recall the exact moment the temperature changed in the workplace. It was 2005, and I was speaking to an audience of 100 young professionals. I was relating my experiences building a career as a Gen Xer (born 1964-79) in a world of traditionalists (born before 1945) and baby boomers (born 1946-63).

Every time I threw out phrases like “paying your dues” and “playing the game,” the audience stared at me blankly. This was not the reaction I had come to expect from early twentysomethings. Usually they took notes on how they could get ahead in corporate America as quickly as possible. Continue reading


The Rapid Transformation of American Families

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A recent analysis from the Pew Research Center shows the continued evolution underway in the American families. It finds that less than half of children who are less than 18 years old live with two married heterosexual parents in their first marriage. The Pew report finds that this is a notable change from 1960, when the figure was 73%; and in 1980, when it was 61%.

 A good illustration of this is the rapid diversification of Astoria, Queens, as described in this recent NPR report. It shows the steady transformation of a traditionally Greek and Italian community to a highly diverse international population.

These findings join with the steady rise of multi-ethnic Americans, and the growth of diversity of our population from nation of origin. They show that American culture and society is becoming more mixed and diverse, both individually and within families.

The Pew analysis was based on the American Community Survey (ACS) and Decennial Census data. It found, for example, that

Americans are delaying marriage, and more may be foregoing the institution altogether. At the same time, the share of children born outside of marriage now stands at 41%, up from just 5% in 1960. While debate continues as to whether divorce rates have been rising or falling in recent decades, it’s clear that in the longer term, the share of people who have been previously married is rising, as is remarriage. According to our analysis, today 15% of children are living with two parents who are in a remarriage.

This summary from Pew contains visual depictions of these changes.

Photo credit: CPD Archive


Why Anxious People Make Bad Decisions

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If you’re highly anxious, you’re going to have trouble making decisions in unpredictable, uncertain situations. That’s no surprise, but new research shows how and why that happens. I think the findings add to the value of meditation, which many studies have found builds your capacities to regulate stress and anxiety.

In this new study, researchers at at the University of California, Berkeley and the University of Oxford looked at people’s response to unpredictability. As reported in Medical Express, they found that people prone to high anxiety have a tougher time reading the environmental cues that could help them avoid a bad outcome. They have more trouble deciding how best to handle life’s uncertainties, in general.

“Our results show that anxiety may be linked to difficulty in using information about whether the situations we face daily, including relationship dynamics, are stable or not, and deciding how to react,” said study lead author Sonia Bishop, in a summary of the research. “It’s a bit like being Alice in Wonderland, trying to work out if the same rules apply or if everything is different and if so, what choices you should make,” she added.

For example, the researchers explained, a friend may suddenly lash out for no discernible reason. That friend’s behavior could reflect a typical variation in their day-to-day mood or interactions or, more dramatically, an underlying change in their relationship with you. The challenge for a person prone to anxiety is assessing the situation in context of what else has happened recently and responding appropriately.

The study, published in Nature Neuroscience, found that highly anxious people may catastrophize as well. For example, they may “interpret a lovers’ tiff as a doomed relationship or a workplace change as a career threat.” And, as Bishop noted, “An important skill in everyday decision-making is the ability to judge whether an unexpected bad outcome is a chance event or something likely to reoccur if the action that led to the outcome is repeated.”

The researchers suggest that a glitch in the brain’s higher-order decision-making circuitry may underlie this difficulty. For a full description of the study and how it was conducted, see this summary in Medical Express. 

Photo Credit: HomeArt / Shutterstock


Become More Productive at Work by Giving it Less Attention?

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February 17, 2015

I often suggest to business clients — as well as to some of my psychotherapy patients — that they create a “life project” in which they commit to personal development within these six interrelated dimensions of life: intellectual, emotional, relational, creative, spiritual and physical. Note that none of these relate explicitly to work and career. But when you do this — creating new goals or aspirations for each dimension, and taking steps that pull you towards them, you find that it also enhances your effectiveness and productivity at work. You realize how interrelated the different “parts” of your life is.

In an interesting Harvard Business Review article, Stew Friedman of the Wharton School describes research confirming that building an integrated life will, in fact, increase work effectiveness and productivity. This is important, because I think we’re seeing increasing evidence that when you seek to develop and “grow” more fully, in all dimensions, it enhances your overall life — your inner wellbeing and your outer success.

Friedman’s study has a somewhat different take on the dimensions of life from those I described above, but it confirms the value of bringing “parts” of your life into greater integration and harmony. That leads to a seeming paradox: By giving less focus to your work, you perform better at it.

He writes, “…what if the secret to performing better at work, and feeling more satisfied, isn’t to put more effort and energy into work but less? Instead of working harder and longer, what if you better integrated the four domains of your life – work, home, community, and self? My research has shown just that: By focusing more on the areas of life you care most about, even if those aren’t work, you’ll perform better at your job.”

In the research, Friedman asked participants to experiment with small changes “to see how those tweaks affected all four domains over a short period of time.” He pointed out that there are, of course, barriers to integrating the dimensions of one’s life, such as fear of change. But learning to minimize them can make it more likely to try, “thereby getting more done and creating greater harmony in your life.”

He suggested these three ways of minimizing the barriers: Continue reading


How a Leader’s Power Can Undermine the Company’s Success

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January 27, 2015

The role and impact of power in an organization is complex. It’s highly interwoven with the attitudes and personality of people who have achieved power and status within their organizations, and how they express it. Recent studies show that some bosses use the power of their positions in ways that damage their teams and the organization. They may be driven by socially conditioned, conventional attitudes about power and ego; or by more outright psychopathology.

On the more benign end of the spectrum are the findings from a study lead by researchers at Columbia University’s Business School. It found that the more power-lusting, power-fixated leader tends to listen to his or her own views, but neglects to take into account the perspectives of subordinates. And that has consequences for business strategy and decisions. Published in Social Psychological and Personality Science, the research found that when leaders fail to take into account or utilize the perspectives of their people, they are more likely to “bungle the issue and conversation.” That, in turn, results in less effective solutions to complex business problems that the team is facing. In short, less wise decision-making.

According to the study’s lead author, Adam Galinsky, leaders who are able to see the world from others’ points of view produce better outcomes. “Effective leadership is like a successful car ride. To go places, you need gas and acceleration — power is a psychological accelerator. But you also need a good steering wheel so you don’t crash as you speed down the highway — perspective-taking is that psychological steering wheel. When you anchor too heavily onto your own perspective, and don’t take into account the viewpoints of others you are bound to crash.”

Galinsky’s findings are especially visible among leaders who Continue reading


Both Too Much And Too Little Power Are Linked With Mental Illness

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December 16, 2014

Too often, the mental health field overlooks the significant role that social conditioning plays in the development of emotional disturbance…or psychological health. Social status, perceived or real power and how they are valued by society can accentuate existing pathology or stimulate pathological attitudes and behavior. A new study by the University of California at Berkeley found new evidence of how that happens.

This study of 600 young men and women concluded that one’s perceived social status — or lack thereof — is at the heart of a wide range of mental illnesses. And, that the findings make a strong case for assessing such traits as “ruthless ambition,” “discomfort with leadership” and “hubristic pride” to understand psychopathologies. “People prone to depression or anxiety reported feeling little sense of pride in their accomplishments and little sense of power,” said senior author Sheri Johnson said. “In contrast, people at risk for mania tended to report high levels of pride and an emphasis on the pursuit of power despite interpersonal costs.” The study was published in the journal Psychology and Psychotherapy:Theory, Research and Practice.

Studies have long established that feelings of powerlessness and helplessness weaken the immune system, making one more vulnerable to physical and mental ailments. Conversely, an inflated sense of power is among the behaviors associated with bipolar disorder and narcissistic personality disorder, which can be both personally and socially corrosive.

The summary provided by Berkeley pointed out that Donald Trump’s ego may be the size of his financial empire, but that doesn’t mean he’s the picture of mental health. The same can be said about the self-esteem of people who are living from paycheck to paycheck, or unemployed. Continue reading


Abusive Leadership Continues to Harm Employees and Organizations

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November 11, 2014

As if this needed more confirmation, there’s increasing evidence that an unhealthy management culture harms efforts to create a well-functioning team. For example, a new study from Michigan State University finds that abusive managers create tremendous conflict for work teams and damage productivity, not to mention morale and commitment.

I’ve often written about the need to understand unhealthy leadership within the larger context of a company’s management culture — not just as an issue of individual leaders’ personalities or pathologies. For example, I’ve described how unhealthy management and an unhealthy leadership culture are intertwined; and ways that subordinates can deal with them.

This new study, conducted in China and the United States, suggests the toxic effect of nonphysical abuse by a supervisor is much broader than believed. Lead investigator Crystal Farh said supervisors who belittle and ridicule workers not only negatively affect those workers’ attitudes and behaviors, but also cause team members to act in a similar hostile manner toward one another. “That’s the most disturbing finding,” Farh said, “because it’s not just about individual victims now, it’s about creating a context where everybody suffers, regardless of whether you were individually abused or not.”

Published in the Journal of Applied Psychology, the study pointed out that companies have tended to focus on abused employees and efforts restore self-esteem. That matches my own observations, and underscores the need to address how and why abusive and otherwise unhealthy leaders and leadership cultures arise and thrive to begin with.

The study looked at nonphysical abuse such as verbal mistreatment and demeaning emails. Employees who directly experienced such abuse felt devalued and contributed less to the team. At the same time, the entire team “descended into conflicts,” Farh said, which also reduced worker contributions. “Teams characterized by relationship conflict,” Farh said, “are hostile toward other members, mistreat them, speak to them rudely and experience negative emotions toward them.”


Why Insecure Managers Avoid Input From Employees


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November 4, 2014

I find it amazing that new research emerges from time to time that “discovers” that ineffective, personally conflicted, psychologically limited managers and leaders have a negative impact on their employees and the organization. This latest is a good example: A study of an international corporation finds that emotionally insecure managers avoid feedback and input from their employees.

Of course, this is no news to employees who often struggle with such managers. Or to those of us who have worked with leaders and managers whose psychological issues negatively affect their impact in the organization. Nevertheless, it’s good to see such research and surveys. They highlight the need to deal with the impact of unhealthy management in general – whether insecurity, poor communication skills, arrogance, narcissism, bullying, and/or generally creating a non-collaborative, unhealthy or destructive management culture.

The current study was reported in the Academy of Management Journal and described in the British Psychological Society’s Research Digestwhich pointed out that organizations do better when there are clear communication channels that allow staff to point out ways the company can improve. And that teams who freely share ideas and concerns are more tight-knit and motivated. Managers then get enhanced awareness share in the praise for any improvements that pay off. So, the Research Digest explains, encouraging employee voice should be a no-brainer, especially for any manager feeling unsure of their ability to deliver solo. Yet according to new research, these insecure managers are the ones least likely to listen and act on staff input. Continue reading


Why Humble Leaders Are More Successful

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It’s increasingly evident that business leaders who are capable of experiencing and demonstrating such qualities as empathy, compassion, and humility have greater success. Research as well as direct business experience confirms this. One recent example is a study of 1500 leaders and their employees. It found that humble leaders, who have increased self-awareness and insight, receive greater commitment and performance from their employees.

According to the research findings, “Leaders with a strong self-insight demonstrate a good understanding of their own needs, emotions, abilities and behavior. On top of that, they are proactive in the face of challenges.” The study found that when employees experience this type of leadership, it has a positive effect, and that’s especially true when the leader is humble.

More broadly, other research in recent years indicates that the capacity for compassion and empathy are innate, and it can be strengthened through conscious effort and focus. These capacities reflect letting go of ego-driven attitudes and behavior; and they enhance positive, effective relationships. We are now seeing evidence that they are linked with greater business success, especially in the form of increased competitive advantage. For example, founder/CEO of Virgin Group, Richard Branson has pointed out that “In business… companies that want to survive…are smart enough to know that caring and cooperation are key.”

Today’s organizations require what the New York Times columnist Adam Bryant has described as a “quick and nimble” management culture. This, in turn, requires leaders to let go of focusing so much on themselves; to let go of the “alpha male” role, as Georg Vielmetter of the Hay Group has called it. Then, they are more able to engage with diverse employees, and from a more humble perspective. Vielmetter pointed out that “The time of the alpha male — of the dominant, typically male leader who knows everything, who Continue reading


How Positive Relationships Help You Grow And Thrive

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September 16, 2014

It’s always good to see research that reveals how and why positive human connection in necessary for emotional and physical health, wellbeing, and growth — especially during adverse circumstances. A new study, reported in Personality and Social Psychology Review does that.

The researchers, Brooke Feeney of Carnegie Mellon University and Nancy Collins of University of California at Santa Barbara, looked at the ways in which relationships can promote or hinder “thriving” in life. That is, not just with what helps people “cope with stress or adversity, but also in their efforts to learn, grow, explore, achieve goals, cultivate new talents, and find purpose and meaning in life,” said Feeney.

The researchers focused on five aspects of thriving: : happiness and life satisfaction; having purpose and meaning in life and progressing toward meaningful life goals; psychological well-being (positive self-regard, absence of mental health symptoms/disorders); social well-being (deep and meaningful human connections, faith in others and humanity, positive interpersonal expectancies); and physical well-being (healthy weight and activity levels, health status above expected baselines).

They found that positive relationships fuel thriving in two ways: One is enabling the person to embrace and pursue opportunities that enhance positive well-being, broaden and build resources and foster a sense of purpose and meaning in life. Here, the “support provider” serves as an active catalyst for thriving. This form of support emphasizes that the promotion of thriving through life opportunities is its core purpose.

The other function relates to situations of adversity. Here, positive support not only helps buffer individuals from negative effects of stress, but also by enabling them to flourish either because of or in spite of their circumstances. “Relationships serve an important function of not simply helping people return to baseline, but helping them to thrive by exceeding prior baseline levels of functioning,” Feeney said. “We…emphasize that the promotion of thriving through adversity is the core purpose of this support function.” Continue reading


Less Stress Among Managers With Positive Employee Relationships

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September 10, 2014

Many studies in recent years show the connections between positive, collaborative relationships at work; a positive, supportive management culture; and higher levels of creative, productive work. I think the findings of this recent study from Norway of 3000 managers, conducted by researchers at BI Norwegian Business School, add to this knowledge, and are relevant both to managers and those being managed here in the U.S.

The study examined stress among mangers, and found, In essence, that managers who enjoy a good relationship with their employees suffer less dangerous stress at work. “The best thing a manager can do to prevent work stress is to develop good relationships with the employees at work,” concluded lead researcher Astrid M. Richardsen in a summary of the findings.

The research found that more than six out of ten Norwegian managers (61.8 per cent) indicate that they often or all the time experience time pressure or a heavy workload. Fewer than five per cent say they rarely or never have time pressure at work. Most relevant to U.S. organizations is the finding that managers experience significantly less stress when they feel they have a good relationship to their employees, and the employees show a positive conduct and confidence in their managers. That is, according to the research summary, when the employees are happy with what the manager does, understand his or her challenges and participate actively in solving the problems, the manager will have less stress. This will probably be because the manager trusts the employees more and delegates more tasks to them. Hence the work pressure will decrease, Richardsen believes.

Although differences exist between managers and workers in Norway and the U.S. culture regarding work-life stress and organizational pressures, one commonality is the Norwegian finding that managers who feel they have control of their work situation and great freedom to make decisions experience less work pressure and emotional strain. They also suffer considerably less role stress than managers who do not have such control. Most U.S. managers would resonate with that, as well as the finding that Continue reading


So Much Work, And No Time for Vacation? Here’s Why!

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Do you work increasingly long hours, maybe even pride yourself on taking little, if any, vacation time? If so, you’re in pretty good company. Some recent surveys confirm – again — that U.S. workers tend to take relatively little vacation time, and they work increasingly longer hours. With more heightened awareness of the damaging effects of work-life “imbalance,” physically and emotionally, one wonders, what maintains this unhealthy way of life for so many?

It’s easy to cite the fact that U.S. companies provide very little paid vacation time as a matter of policy compared with other industrialized nations. We’re the only advanced economy in the world that doesn’t guarantee its workers paid vacation days and paid holidays, says John Schmitt, co-author of a report by the Center for Economic and Policy Research. And the Bureau of Labor Statistics finds that, even after 10 years of employment, about 65 percent of workers have less than 2.5 weeks of paid vacation.

But the lack of vacation time provided by employers is both a cause and effect: It reflects something about our social values to begin with. For example, how we define success and personal worth can include taking little time away from work. And that, in turn, is reinforced by company policies. But beneath the surface, psychologically, is often a sense of being trapped in a way of life that one can’t break free from. Or, as one person told me, “I don’t like who I’ve become.”

According to one survey, the median vacation time is 12 days. And 40 percent take a week or less. Yet, the impact of overwork is well-known: Higher levels of stress, which can create both physical illness and emotional conflicts. It fuels marital and family conflicts. In fact, a Gallup survey found that nearly 70 percent who take no vacations at all report that they struggle to balance work and life. And, while another survey found that about 50 percent claim to be satisfied with their work-life balance, 81 percent also said that work-life balance would be a critical factor in deciding whether to accept a new position. Ironically, overwork and little time off leads to less productivity and less effective decision-making, as well as diminished focus and clarity. That’s become worse in today’s world, as recent research shows the cost of being online and available 24/7, thanks to digital technology.

As the saying goes, no one on their deathbed says they wished they had spent more time at the office. So, what propels people to diminish time away from work — even short breaks to recharge and reboot their energy and life balance? We need to look at some of the social and psychological motives that give rise to this paradoxical picture. Here are some that Continue reading


Why Compassion Gives You a Competitive Advantage In Business

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Accumulating research and observational evidence show that the capacity for compassion and empathy are innate, and can be strengthened through conscious effort and focus. That these capacities enhance positive, effective relationships as well as greater internal wellbeing. It’s also becoming evident that these emotional attitudes and corresponding behavior are linked with greater business success, especially in the form of increased competitive advantage.

It’s good to see examples cited by successful business leaders, such as billionaire founder/CEO of Virgin Group, Richard Branson: “In business, as in nature, companies that want to survive aren’t mindlessly pursuing profits at the expense of people and the planet; they are smart enough to know that caring and cooperation are key.”

Branson was writing in Entrepreneur, in response to a question by a business owner about the reluctance of business leaders to consider anything but profit. According to Branson, “Business used to be a cutthroat world where the only thing that mattered was profit — but that’s changing quickly. It has become easier for people to learn which companies pursue profits at all costs and which behave ethically, and to make purchases based on those decisions.”

He emphasizes, “Don’t spend time worrying about organizations that don’t welcome or accept change — they’re not going to be around for long. Just keep looking for people who are willing to listen to your message and who genuinely care about something greater than themselves — those are the investors and partners you’ll be working with in the years ahead.”

And, “…recent research demonstrates the strategy’s benefits. Continue reading


Does Short-Term Meditation Work? Here’s What New Research Found

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This updated and expanded version of my July 15 article originally appeared on The Huffington Post.

I regularly encourage the people I work with to practice meditation. It builds a kind of inner “shock absorber” that helps you maintain calm and focus in the midst of daily stress and the multiple demands of living in today’s world. While that’s not the true purpose of meditation (another subject altogether), it’s certainly a by-product benefit. The problem for many people is that they say it takes too much time to devote to regular meditative practice.

Well, some new research looked the results of short-term meditation for your thought processes — your judgment in making decisions — and also your level of resilience in the face of negative emotional states. Here’s what they discovered:

Research conducted at INSEAD and The Wharton School, and published in Psychological Science, found that even short-term mindfulness meditative practice of about 15 minutes can help you make wiser choices when making decisions. In mindfulness meditation, you build awareness of the present moment and try to let go of other thoughts that intrude and distract.

The researchers found that meditation can help counteract the tendency to people to “have trouble admitting they were wrong when their initial decisions lead to undesirable outcomes,” according to the lead author Andrew Hafenbrack, from INSEAD. “They don’t want to feel wasteful or that their initial investment was a loss. Ironically, this kind of thinking often causes people to waste or lose more resources in an attempt to regain their initial investment or try to ‘break even.'” The researchers referred to this tendency as the sunk-cost bias — commonly known as “throwing good money after bad.”

Co-author Zoe Kinias added: “We found that a brief period of mindfulness meditation Continue reading


30 Minutes of Meditation Reduces Anxiety And Depression

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I regularly encourage the practice of meditation to people I work with. It builds a kind of inner “shock absorber” that helps you maintain calm and focus in the midst of daily stress and the multiple demands of living in today’s world. While not the true purpose of meditation (that’s another subject), more effective management of stress and distressing emotional states is a byproduct that benefits many people – and with minimal investment of time.

Some new studies find that even 30 minutes of daily meditation has a noticeable impact upon symptoms of anxiety and depression — at least equal to antidepressant medications; without the side effects of the latter. Such studies add to the growing research on the multiple effects of meditation upon our mind-body system.

One recent study is the first to show that brief mindfulness meditation practice — 25 minutes for three consecutive days — alleviates psychological stress. Researchers investigated how mindfulness meditation affects people’s ability to be resilient under stress. Published in the journal Psychoneuroendocrinology, this study was in contrast to most research that has focused on lengthy, weeks-long training programs.

In the study, conducted by J. David Creswell and his research team at Carnegie Mellon University, participants went through a brief mindfulness meditation training program; for 25 minutes for three consecutive days. Mindfulness meditation is a practice that focuses on nonjudgmental attention to the moment at hand. It emphasizes acceptance of feelings and thoughts without judgment and relaxation of body and mind. In subsequent testing, participants were found to experience reduced stress, indicating that the mindfulness meditation fostered increases resilience.

In another study, published in the Journal of the American Medical Association, researchers focused on 47 clinical trials performed among 3,515 participants underwent what was typically an eight-week training program in mindfulness meditation. Researchers found evidence of improvement in symptoms of anxiety, depression and pain after just 30 or so minutes per day of meditation. The findings held even as the researchers controlled for the possibility of the placebo effect.

“in our study, meditation appeared to provide as much relief from some anxiety and depression symptoms as what other studies have found from antidepressants,” says Madhav Goyal of Johns Hopkins University, and a lead researcher in the study. He adds, “A lot of people have this idea that meditation means sitting down and doing nothing. But that’s not true. Meditation is an active training of the mind to increase awareness, and different meditation programs approach this in different ways.”



Having Trouble Resolving A Conflict? Detach Yourself From It, Says New Research

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July 8, 2014

We can become rigidly fixed and sclerosed within a view of who we are (“This is just the way I am”) — unable to envision possibilities for our personal capacities, thinking, and emotions outside of that fixed view. That also disables us from an enlarged perspective, which is necessary to solve conflicts or problems that we feel stuck inside of; unable to change or alter. President Eisenhower reportedly said that if you’re having difficulty understanding a problem and how to solve it, “enlarge” the problem. And that applies to life beyond the battlefield — “enlarging” how you envision the problem or situation you’re stuck within can free yourself from the limitations of the perspective that imprisons you to begin with.

Some new empirical research demonstrates this. It shows that, in effect, distancing yourself from a problem or conflict enhances your reasoning, and helps you find new solutions through a broadened perspective. That provides greater wisdom to bring to bear on the conflict. Researchers from the University of Waterloo and the University of Michigan, reported in Psychological Science, examined the ability to recognize the limits of one’s own knowledge, search for a compromise, consider the perspectives of others, and recognize the possible ways in which the scenario could unfold. The research found that you may think about a conflict more wisely if you consider it as an outside observer would.

“These results are the first to demonstrate a new type of bias within ourselves Continue reading


Why Having A Vision Is Important — In Business And Life

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Writing in Entrepreneur, Virgin founder/CEO Richard Branson cites the importance for a company to develop a vision. I find Branson’s views relevant not only to business, but to life itself.

In response to a reader’s question, he writes, “You do need to develop an overall vision for your company — one that is strongly supported by a more targeted strategy at each business that falls under your umbrella. The two things are not mutually exclusive, but complementary: One should not override the other.” And, “…we have started up more than 400 companies…and as the success of our group has proved, your vision for your company should not be so restrictive that it limits your team’s imagination.”

This applies to one’s personal development, as well, in my view. That is, we need an overarching vision of what we’re living for; a sense of meaning and purpose to our lives that provides overall integration and direction. And that requires flexibility and adaptability as we “evolve” along the way. Branson reflects this same perspective with respect to business, writing that “Starting up a business is always an adventure, and not everything comes together for every entrepreneur in the same way. As you face the challenges of keeping your business going, you may find that your vision for the company needs to be adjusted as you go.”

That’s a valuable perspective for your life development, as well — in your relationships, your career, your life goals. Branson adds, “Looking back, our goals certainly changed and expanded over time, but there was a key element that was common to all of those enterprises: They were created to enhance people’s lives.” I think that latter point is relevant to your personal and societal development as well, because in out interdependent world personal success is interwoven with support of and enhancement of others’ lives — the larger common good. It’s clear that this reality is stirring major turmoil in business, public policy and personal lives, today.

For Branson’s full article, click here.


Materialism and Depression Are Linked

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Research conducted at Baylor University finds that the more materialistic you are, the more likely you are to be depressed and unsatisfied with life. It’s good to see another example of empirical research that confirms observational evidence. Published in the journal Personality and Individual Differences, the research suggests, according to the researchers, that materialistic people find it more difficult to be grateful for what they have, which causes them to become miserable.

The research was summarized in a news release from Baylor:

Gratitude is a positive mood. It’s about other people,” said study lead author Jo-Ann Tsang, Ph.D. “Previous research that we and others have done finds that people are motivated to help people that help them — and to help others as well. We’re social creatures, and so focusing on others in a positive way is good for our health.”

The research found that those who rated low on gratitude were more likely to be materialistic and less satisfied with life. Materialism tends to be “me-centered.” A material outlook focuses on what one does not have, impairing the ability to be grateful for what one already has, researchers said.

“Our ability to adapt to new situations may help explain why ‘more stuff’ doesn’t make us any happier,” said study co-author, James Roberts. “As we amass more and more possessions, we don’t get any happier, we simply raise our reference point. That new 2,500-square-foot house becomes the baseline for your desires for an even bigger house. It’s called the Treadmill of Consumption. We continue to purchase more and more stuff but we don’t get any closer to happiness, we simply speed up the treadmill.” Continue reading


Having a Life Purpose Increases Your Longevity

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In the “all things are connected” department, a large-scale longitudinal study has found that people who having a sense of purpose live longer. The research, published in the journal Psychological Science, found that those who had died over the course of the study had reported lower purpose in life and fewer positive relations than did survivors.

Summarized in a report from the Association for Psychological Science, the study also found that having a life purpose consistently predicted lower mortality risk across the lifespan, whether for younger, middle-aged, or older participants.

According to the lead researcher, Patrick Hill, the findings indicate that creating “…a direction for life, and setting overarching goals for what you want to achieve can help you actually live longer, regardless of when you find your purpose.” The study examined data from over 6000 people, including their self-reported level of purpose in life, across a 14-year follow-up period.

The study also found that a sense of purpose had similar benefits regardless of retirement status, a known mortality risk factor. And, that the longevity benefits of life purpose held up even after other indicators of well-being, such as positive relations and positive emotions, were taken into account. “These findings suggest that there’s something unique about finding a purpose that seems to be leading to greater longevity,” says Hill.

Can Your Create a Sense of Purpose?

I think he’s right, but it’s more likely that they are interwoven factors: A sense of purpose is likely inseparable from a positive spirit about living, which infuses both physical and emotional wellbeing over the long-run.

So how can you create a sense of purpose within today’s turbulent, often confusing world? Most people acknowledge there are “parts” of themselves – desires, imaginative capacities — that remain stifled or dormant. Family experiences and conditioning into your beliefs and values often result in a limited, constricted definition of who you are. For example, Continue reading


Humble Leaders Support Greater Employee Innovation and Engagement

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Google’s SVP of People Operations, Lazlo Bock, says humility is one of the traits he’s looking for in new hires. A new study by Catalyst supports this, finding it a critical leadership factor. Jeanine Prime and Elizabeth Salib’s Harvard Business Review Blog describes these new findings, which indicate that altruism makes employees more innovative and engaged – especially when working with employees from diverse backgrounds, which is increasingly common. The authors write:

In a global marketplace where problems are increasingly complex, no one person will ever have all the answers. That’s why Google’s SVP of People Operations, Lazlo Bock, says…“Your end goal is what can we do together to problem-solve. I’ve contributed my piece, and then I step back.” And it is not just humility in creating space for others to contribute, says Bock—it’s “intellectual humility. Without humility, you are unable to learn.”

recent Catalyst study backs this up, showing that humility is one of four critical leadership factors for creating an environment where employees from different demographic backgrounds feel included. In a survey of more than 1500 workers from Australia, China, Germany, India, Mexico, and the U.S., we found that when employees observed altruistic or selfless behavior in their managers — a style characterized by 1) acts of humility, such as learning from criticism and admitting mistakes); 2) empowering followers to learn and develop; 3) acts of courage, such as taking personal risks for the greater good; and 4) holding employees responsible for results — they were more likely to report feeling included in their work teams. This was true for both women and men.

Employees who perceived altruistic behavior from their managers also reported being more innovative, suggesting new product ideas and ways of doing work better. Moreover, they were more likely to report engaging in team citizenship behavior, going beyond the call of duty, picking up the slack for an absent colleague — all indirect effects of feeling more included in their workgroups.

For the full article, click here.



Walking Increases Creative Thinking

Screen shot 2014-04-29 at 1.48.01 PMAnother bit of research adds to the continuing empirical evidence for the interconnections of mind/body/spirit/behavior. This study found that the act of walking increases one’s creative thinking. In this study, Stanford University researchers examined creativity levels when people walked versus sitting. They found that one’s creative output increased by 60% when they walked. The research was published in the Journal of Experimental Psychology, and described by May Wong in a Stanford University release. She writes:

Steve Jobs, the late co-founder of Apple, was known for his walking meetings. Facebook’s Mark Zuckerberg has also been seen holding meetings on foot. And perhaps you’ve paced back and forth on occasion to drum up ideas. A new study by Stanford researchers provides an explanation for this. Creative thinking improves while a person is walking and shortly thereafter, according to a study co-authored by Marily Oppezzo, a Stanford doctoral graduate in educational psychology, andDaniel Schwartz, a professor at Stanford Graduate School of Education.

The study found Continue reading


New Poll Reveals The Continuing Toll of Workplace Stress

Screen shot 2013-04-06 at 10.51.03 AMA version of this article also appeared in The Huffington Post.

It’s déjà vu time once again: A new poll of nearly 7000 people by the job-search site Monster found high levels of unrelenting stress among workers, which mirror findings form other, periodic surveys. There are many reasons for work-related stress, but I’m struck by the continued lack of focus on the management and workplace culture of too many organizations marked by a debilitating, emotionally damaging environment.

One finding is especially striking, in this respect: Asked “What does your office do to help alleviate stress in the workplace?” 66%, answered “nothing.”

The new poll was summarized by Kathryn Dill in Forbes. She quotes Monster’s Mary Ellen Slayter, who says that “People feel stressed out because there’s that continuing pressure to do more with less. Workers feel pressure to get more accomplished. People know they’re not happy, but they’re not clear on whether or not it would be better somewhere else.” However, nearly 50% report having changed jobs to escape the stress. In her Forbes article, Dill cites a separate survey of more than 900 workers that found an employee’s relationship with their boss as the most common cause of workplace stress, followed closely by workload, work-life balance, and relationships with coworkers. She adds:

Nearly half of employees surveyed report having missed time at work due to work-related stress, and an even greater number, 61%, say that workplace stress has caused them actual physical illness, with insomnia, depression, and family issues cited as results. Seven percent of employees report having been hospitalized as the result of work-related stress.

In another summary of the poll, Constantine von Hoffman writes in CBS Money Watch that

It’s not only workers who are affected. Nearly 85 percent said it had an impact on their personal lives, with 21 percent saying it had caused problems in their family or in other relationships. More than a third said they dealt with it by eating, according to the study, while a quarter resorted to drinking after work. By contrast, many workers also sought to defuse tension through exercise or by stepping away from work and taking a day off.

Nevertheless, there’s the fact that when asked “What does your office do to help alleviate stress in the workplace? 13% noted additional time off and 11% cited the opportunity to work from home. But — the majority, 66% — answered “nothing.”

In her Forbes article, Dill cites Slayter’s observation that people who find themselves regularly overwhelmed to a level that’s unbearable might want to contemplate a job–or career–switch, to something that makes better use of their talents or involves fewer tasks that cause distress. “Make sure that overall your career is a good fit,” says Slater. “If you find yourself thinking that every day is stressful, if everyday is unpleasant, if it feels like that chronically, its time to sit down and ask yourself, ‘Is this the right fit?

I think that’s good advice, per se. But easier said than done. Moreover, the sources of work-related stress are pervasive, across many companies. Failure to build more positive management cultures in our organizations will lead to yet more surveys that will cite similar findings.


The Rapid Transformation Of Business Leaders Is Underway

Screen shot 2014-03-29 at 5.48.05 PMA version of my article previously appeared in The Huffington Post
Some recent studies reveal a dramatically changing face of business leaders already underway; and, what the leadership needs of the future will look like. I see these and other related observations coinciding with a broader shift in our society, and perhaps worldwide. It’s towards heightened interconnection and interdependence, desire for diversity, collaboration as part of the DNA, and a major shift in attitudes about hierarchy and success.

One study of Fortune 100 executives, featured in the Harvard Business Review, found that the majority of senior executives today went to state universities, not the more elite schools. A Washington Post report of the study pointed out that “In 1980, just 32 percent of leaders went to a public university. By 2001 that had grown to 48 percent, and in 2011 the number reached a majority, with 55 percent of corporate leaders going to state colleges.”

Moreover, nearly 11 percent are foreign born. And while women still deal with the glass ceiling, they have a more rapid rise to the top ranks, today. Nevertheless, it’s significant to note that nearly 87 percent of corporate board seats are held by white workers. According to research by DiversityInc and the think tank Catalyst, six African Americans are Fortune 500 CEOs, and 7.4 percent hold corporate board seats; eight Hispanics are Fortune 500 CEOs, and 3.3 percent hold corporate board seats.

Even so, it’s clear that a shift is underway along many fronts. For example, Continue reading


Emerging Leadership Needs Of The Future

Screen shot 2014-03-27 at 9.35.56 AMA fascinating study by the Hay Group and German futurists at Z-Punkt identifies six trends that their research indicates will shape leadership needs in the years ahead.

I think their findings about leadership needs are very consistent with an ongoing, significant evolution in all sectors of society and in individual lives today, towards heightened collaboration, connection, emotional attunement to others, interdependency and diversity.

The report, Leadership 2030, speaks of the rise of the “altorocentric” leader: In a Washington Post interview by Jena McGregor, Georg Vielmetter of the Hay Group, explains that “Altrocentric” means “…focusing on others. Such a leader doesn’t put himself at the very center. He knows he needs to listen to other people. He knows he needs to be intellectually curious and emotionally open. He knows that he needs empathy to do the job, not just in order to be a good person.” And, “…leaders in the future need to have a full understanding, and also an emotional understanding, of diversity.”

Vielmetter points out that “…positional power and hierarchical power will become smaller. Power will shift to stakeholders, reducing the authority of the people who are supposed to lead the organization.” Perhaps most significantly, “The time of the alpha male — of the dominant, typically male leader who knows everything, who gives direction to everybody and sets the pace, whom everybody follows because this person is so smart and intelligent and clever — this time is over. We need a new kind of leader who focuses much more on relationships and understands that leadership is not about himself.”

Regarding the younger generation, he adds that, “With the Baby Boomer generation, you understood you climb up the ladder and you’re the boss at the end. The new generation has less and less interest to do this….for them it’s just not so important to become the boss. That causes a big problem for organizations. They offer people big jobs, and they don’t want them. They value their private life more.”

For McGregor’s full interview with Vielmetter, click here.


How To “Grow” Your Mental Health

Screen shot 2014-03-21 at 7.50.11 PMDespite our advances in understanding and treating emotional problems and the more serious mental disorders, we don’t know much about what mental health is, in contrast. I’ve been thinking about this issue for the last several years, and it was brought to mind again recently by the comments of two psychotherapy patients. As I reflected on them, in relation to some recent research findings from outside the mental health field, it struck me that we can identify some features of a psychologically healthy life in today’s tumultuous, stressed-out, digitalized world.

In fact, there’s a great deal of information that you can use and apply in your daily life to increase your mental health. But you’re more likely to find it from outside the mental health profession than within it.

To explain, consider this 40-year-old woman. Her career and family life feel to her like running on a permanent treadmill. She’s been depressed for years, and her long-standing use of anti-depressant drugs don’t make much of a dent. Moreover, they create many side effects. Nonetheless, she won’t consider how some research-based alternatives suggest ways she might help herself. She’s terrified that she’ll become more depressed if she tapers off her medications.

Then there’s the man with a successful career and seemingly stable marriage. He tells me that despite feeling “pretty normal,” now – he had several years of therapy in the past that helped him with some lifelong relationship issues – he experiences a kind of dullness in life. He works hard, is engaged with his wife and children, but feels little spark or excitement about his day-to-day existence, now or in the future.

Neither person knows what a fully healthy life would look like, or that they might be able to “grow” it. That’s understandable: Ironically, the mental health field doesn’t really deal with mental health. Continue reading


How The Younger Generations Can Leap Into The Future

Screen shot 2014-03-19 at 11.10.37 AMHere are some insightful perspectives — and suggestions — for the younger generations, from management strategist Umair Haque. Writing in his Harvard Business School Blog, Haque addresses the dilemma facing young people today:

Imagine a towering, sheer cliff. Imagine a deep canyon below, full of ruined cities. Now imagine, on the canyon’s other side, a bountiful plain, rippling in the breeze, stretching into the sunset. Welcome to the economy of the twenty-first century. For young people today, the economy basically feels something like the portrait above, and they’re the ones stuck at the bottom of the ravine.

After citing four conditions that young people face — a broken global economy; overwhelming debts; difficulty getting a job or career track; and the jobs available are not very good — Haque says welcome to “Generation F” — i.e. you’re getting screwed. He points out that

We are all here, in every moment, to make the most of our limitless potential—but your human potential is being squandered, wasted, thrown away.

But he then presents some positive directions that young people can take to deal productively and proactively with the reality they live in. They’re worth heeding. In his full article, “The Great Leap Generation F Needs to Make,” he writes: Continue reading


The Value Of Not Going It Alone

Screen shot 2014-03-05 at 11.36.53 AMThe Virgin Group founder and business visionary Richard Branson provides some interesting and — in my view — valuable perspectives about the importance of building connections, both in business and in life. He highlights a theme that I think is part of a psychologically and socially healthy life in today’s fluid world. In EntrepreneurBranson writes, “To achieve your goals, you need to be on the lookout for the opportunity to make connections wherever you go. Welcome chance encounters and opportunities to dream up outlandish plans. The person with the skill set you need to get your new business idea off the ground may be sitting at the next table in the cafe. Go over and say hello.”

In his full article Branson writes:

I love bumping into people and finding out who they are and what they’re working on. You never know who you’re going to meet. Such encounters can be valuable: If you think about how your most important relationships began — with business partners, your spouse, with friends and mentors — the stories will almost all involve chance meetings. My curiosity about others and ability to connect with people have helped me to succeed — after all, if people don’t know who you are, they are not going to do business with you.

Many people think that an entrepreneur is someone who operates alone, overcoming challenges and bringing his idea to market through sheer force of personality. This is completely inaccurate. Few entrepreneurs — scratch that: almost no one — ever achieved anything worthwhile without help. To be successful in business, you need to connect and collaborate and delegate.

Finding ways to meet with people in the real world and build business relationships is becoming ever more important in the digital age. Continue reading


“Your Money Or Your Life!”

Screen shot 2014-02-25 at 10.34.49 AMIn one of Jack Benny’s classic comedy skits, a robber confronts him, demanding, “Your money or your life!” Benny — in character as a notorious tightwad — pauses for a long moment. The robber shouts his demand one more, with urgency. Finally, Benny says slowly, “I’m thinking it over!”

Many people today are caught up in a real life version of this dilemma. They acknowledge the stress, the physical and psychological perils of our prevailing view of success. The Third Metric movement is raising awareness of this, and surveys continue to document it. But, while most would prefer a more balanced, integrated life, they also feel reluctant or frightened to alter their endless pursuit of money and related measures of success. One of the reasons many keep “thinking it over” is visible in a lament coursing through the lives of many successful careerists: That “I don’t like the person I’ve become,” as one corporate executive expressed it to me.

George is an example. A highly successful executive in his mid 50s, he’s had a solid educational background, a steady career rise, and a functioning though not especially energized marriage, and two children. As he worked with me to deal with chronic anxiety and general malaise in his “always on” life, he awakened to having always “followed the program” in his life. That is, performing well, shaping his values, personality and goals along a path that was laid down and expected by his parents.

George was drawn to public service and journalism when younger, but that wasn’t part of the “program.” He craved Continue reading


Feeling Self-Determination Increases Health And Longevity

Screen shot 2014-02-11 at 10.24.04 AMA new study by Brandeis University and the University of Rochester, published in Health Psychology, finds that people who have a sense of “control” in their lives and believe they can achieve their goals — despite hardships — are more likely to live longer and and healthier lives. This was found to occur even among less educated people, which contradicted previous research that indicated shorter, less healthy lives among less educated people.

However, what’s meant by a sense of “control?” What constitutes it?

I think the research findings reveal the importance of having a vision, an ideal, to aim for and pursue — “control” in that sense. That’s different from a belief that one is in control of, or can dominate and bend circumstances, to one’s will. Or, the need to control and cling to what inevitably changes and evolves in life. That is, positive “control” means maintaining a belief in what is possible. That’s what sustains energy and flexibility in pursuit of an ideal or goal in life, whatever one’s current circumstances.



Why Companies Benefit From “Outlier” Employees

Screen shot 2014-01-21 at 2.19.59 PMA recent post on the Harvard Business School Blog by Robert D. Austin and Thorkil Sonne argues that seeking out “outlier” employees bring great benefit to companies. I think this is an important perspective. Companies and organizations need creative innovation to address challenging and changing conditions, whatever their service, product or mission. The authors write,

Most companies don’t perceive the value of people who think or behave differently. Managers are unaware that outliers can create enormous value if they’re placed into environments that maximize their ability to contribute. By bringing out the best in people who think differently, you position your company for greater advantage. That’s because innovation, which is a critical skill for businesses today, is driven by diversity of thought. When you can’t foresee the biggest opportunities and problems coming your way, then your people assets must provide your company with the ability to adapt. This ability arises from employees who see things from new perspectives—people from different backgrounds, and those with different cognitive, developmental, and neurological endowments.

They being with an example of a company that hired employees with autism, and why. The full essay follows: Continue reading


What Do Companies With the Happiest Workers Look Like?

Screen shot 2014-01-07 at 10.07.43 AMThe latest survey of how employees view their companies provides more evidence that the most engaged, energized and “happiest” workers are those whose workplaces and careers provide a sense of meaning, opportunity for growth, development and creative innovation — more than just pay or career advancement. This survey, conducted by Glassdoor, was summarized in a Fast Company story by Drake Baer about six “secrets” of the happiest workplaces.

Baer writes,”Rather than showing a focus on perks, compensation, and other incentives, the best-rated workplaces had a range of intrinsic motivators, like challenging work, impact upon society, and an opportunity to work with brilliant colleagues.” This year’s overall winners were the consultancy Bain & Company, who was named best large company to work for. The investment website the Motley Fool won for best medium-sized company, while Twitter was named the best tech company to work for.

Unsurprisingly, tech firms were overrepresented in the top 50–though the results have little to do with Silicon Valley perks. “Rather than ‘it’s because they pay a lot’ or because it’s ‘hey, we’re Facebook, and we give everyone as much food as they possibly eat,'” says Glassdoor SVP of People Allyson Willoughby, “the reasons people like where they work were much deeper.”

Click here for the full report and listing of top companies from the survey.


In Search of Solutions to Life’s Complexity

Screen shot 2013-12-11 at 9.17.13 AMA recent article in The Economist  discussed the impact of complexity in business. It highlights, indirectly, some themes that I think infiltrate all segments of society and that raise new challenges for personal lives as well as organizations. The Schumpeter column points out that “…managing complexity is at the top of businesspeople’s agenda. Businesspeople are confronted by more of everything than ever before. They have to make decisions at a faster pace.” For example, new products have a more uncertain future. “Harvard Business School’s William Sahlman warns young entrepreneurs about ‘the big eraser in the sky’ that can come down at any moment and ‘wipe out all their cleverness and effort’.”

The article contrasts two different views of the solutions to growing complexity: One is to recognize and accept it. It cites Don Tapscott, of “Wikinomics” fame, who observes that “…the information revolution is replacing one kind of management (command-and-control) with another (based on self-organising networks).” And John Hagel of Deloitte has talked about “…the growing disconnect between “linear institutions and the non-linear world that is developing around us.” That is, “Organisations built for this new world may look complex and unwieldy but they have an inner logic and powers of self-organisation.” The alternative solution is to impose simplicity, which the column suggests is a more persuasive strategy: “It is striking how many of the world’s most successful businesses thrive on simplicity of some sort.” And, “The biggest threat to business almost always comes from too much complexity rather than too much simplicity. The conglomerates of the 1960s crumbled because they tried to manage too many businesses in too many different industries.” For the full article, click here.

I think these observations raise broad questions, beyond business: What constitutes the most adaptive, flexible, productive and psychologically healthy ways of dealing with complexity within our individual lives, at one end of the spectrum; and for public policy, at the other? The ongoing, systemic transformation impacts personal relationships, career decisions and dilemmas, one’s values and mental outlook, one’s role as a participant citizen in society; and how to conduct one’s life, overall, in this changing world. What’s the end-game is, so to speak? These are psycho-social questions that need to be addressed as a whole. They are, well…complex.