In the business world, where time management is always a priority, multitasking skills are expected, especially in younger workers reared in multiple media environments (i.e., computers, iPods, iPhones, TV, video games, online social sites, texting and instant messaging).

Beginning in 2005, however, studies began to show that distractions negatively affected productivity and efficiency. A study funded by Hewlett-Packard and conducted by the University of London’s Institute of Psychiatry found that “workers distracted by email and phone calls suffer a fall in IQ more than twice that found in marijuana smokers.”

A second study found that it took an average of 25 minutes for workers to recover from interruptions (phone calls, emails) and return to their original tasks.

On expert estimates that extreme multitasking and information overload cost the U.S. economy $650 billion a year in lost productivity.

The brain doesn’t handle more than one problem well. While we can certainly walk and chew gum at the same time, we cannot pay attention to multiple challenges. Instead, the brain must switch tasks, using up time and energy. And when task-switching is poorly executed, we waste time and make mistakes.

All the research in the world won’t discourage us from juggling more than one ball. So, if we’re going to multitask, how can we do it effectively?

This article gives 10 tips for getting more done.

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• The Art of Paying Attention
• Smart Multitasking
• 10 Tips for Getting More Done

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Debunking Multitasking Myths:
10 Tips for Getting More Done

The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated.

In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

Because of current economic realities, people may not be leaving their jobs. Instead, they join the growing ranks of the disengaged and “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend.

Based on a great deal of previous research, positive managers practice these three leadership behaviors:

1. Use a strengths-based approach
2. Provide frequent recognition and encouragement
3. Maintain a positive perspective when difficulties arise

Past studies have shown these practices have a direct effect on employee engagement, and each is an observable and testable behavior.

None of these characteristics are innate, but all can be learned. Very few executives intuitively know:

1. How to work with people’s strengths
2. How to automatically give frequent credit where due
3. How to respond with your best game face when the going gets rough

This article examines the bottom line results of a positive, strengths-based approach to improving performance.

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The complete 2,000 word article includes these important concepts:

• 3 Steps to Positive Leadership
• A Strengths-Based Approach
• Focus on What Works
• The Problem-Seeking Mindset
• The Brain Power of Negativity
• When Things Go Wrong
• Positive Results

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Positive Leadership: Real Results -

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Positive Leadership: Real Results, condensed version –

To effect change, you must do something differently.

It starts with you. Do it right, and you’ll enjoy a snowball effect that helps your team, direct reports and even family members implement change.

While many books have covered organizational change, business school professors Chip and Dan Heath cover the patterns all successful change efforts have in common in Switch: How to Change Things When Change Is Hard (2010).

The Heaths avoid looking at the history of failed changes. Instead, they share stories of spectacular changes that worked because execution built upon prior achievements.

In researching significant social, educational, governmental, marital and organizational changes, what are the patterns that emerge that anyone can apply in real-world business situations?

In many ways, the first small steps you take to change your behavior are the most important. Once you initiate change, it seems to feed on itself.

Perhaps the famous Stephen Covey maxim, “Begin with the end in mind,” needs to be revised: Start with the beginning and the end in mind.

Here’s how to get started and unleash the snowball effect.

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The complete 1,000 word article includes these important concepts:

•    First Steps
•    The Snowball Effect
•    The Problem with Problems
•    Follow Your Bright Spots
•    Start with the Beginning in Mind
•    Unleash the Snowball Effect

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Snowball Effect – Start Change Now

A growing body of research reveals that our behavior and decisions are influenced by an array of strong psychological undercurrents, all of which are more powerful and pervasive than we realize.

By charting these undercurrents and their unanticipated effects, we can identify our faulty thinking that lead us to make irrational decisions.

Despite a great need for them, judgment and decision-making skills are only beginning to appear in better business schools’ curricula. But studies show we still don’t know enough about how good decisions occur.

Rational versus Emotional?

Psychologist and political scientist Herbert Simon in 1957 laid the groundwork on the limits of rationality when he attacked classical economics and game theory. Simon’s work made it clear that we must take the real world’s messiness and irrationality into account when making decisions.

“Research indicates that people are myopic in their decisions, may lack skill in predicting their future tastes, and can be led to erroneous choices by fallible memory and incorrect evaluations of past experiences,” wrote psychologist and Nobel Prize laureate Daniel Kahneman.

Neuroscientific research also proves that the brain is influenced by subconscious emotional reactions from its more primitive centers. We’re not in control of our reasoning capabilities as much as we’d like to think.

Scientists have identified several flaws in how we think when making decisions. Because they’re hardwired into our thinking process, we often fail to recognize them. This means they can undermine everything from new product development to acquisitions and divestiture strategy to succession planning.

This article examines 5 biases that lead to bad decisions and how we can avoid their traps.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• Rational versus Emotional?
• Loss Aversion
• Commitment
• Value Attribution
• Diagnosis Bias
• Too Much Information
• Decision Effectiveness
• Rate Your Company
• Leaders Can Improve
• The Certainty Bias

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5 Biases that Lead to Bad Decisions – condensed version – July10-103b  1000-word article, reprint rights

Business is fundamentally an extended conversation. Whether you’re speaking with your boss, team members, colleagues or direct reports, conversations shape what gets done.

As a leader, you must engineer conversations to foster:

• Clarity
• Cooperation
• Creativity
• Connection to company values

Sadly, the quality of many work conversations borders on mediocrity and/or boredom, with meaning and connection reserved for personal conversations.

Fierce Conversations

In her books, Fierce Conversations and Fierce Leadership, consultant Susan Scott explains that the word “fierce” doesn’t imply menace, cruelty or threats. In Roget’s Thesaurus, the word fierce is associated with synonyms like robust, intense, strong, powerful and passionate.

“The simplest definition of a fierce conversation is one in which we come out from behind ourselves, into the conversation, and make it real,” Scott writes.

Some people, however, are intimidated by the idea of talking about what’s real because it requires raw honesty and vulnerability. In truth, it’s the unreal conversations that should scare us because they never address what needs to be said, cost organizations untold fortunes and limit individuals’ career advancement.

While politeness and constructive criticism matter, they should not come at the expense of meaningful interactions that explore diverse perspectives and competing recommendations.

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The complete 2,000 word article includes these important concepts:

•    Fierce Conversations
•    Making It Real
•    The Risk of Being Real
•    Start Having Fierce Conversations
•    Four Goals of Real Conversations
•    Human Connectivity
•    Emotions Have a Bad Rep
•    How to Sharpen a Conversation

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Leading Change, One Conversation at a Time

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Most business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their management practices in years, which means they’re incapable of creating high-performance teams.

Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation. Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence.

The old “carrot-and-stick” mentality may actually inhibit employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems.

So, how can you successfully tap into workers’ inherent motivation and creative drive? How can you boost the number of actively engaged employees from the paltry 33 percent reported by the Gallup Organization? And how can you sustain employees’ enthusiasm after their first 30 days on the job?

In Drive: The Surprising Truth About What Motivates Us, former U.S. Department of Labor aide Daniel H. Pink says businesses are out of sync with what scientists have been telling us over the last 50 years.

The hackneyed carrot-and-stick approach, now dubbed “Motivation 2.0,” encourages poor leadership practices, including Pink’s “seven deadly flaws”:

1. Extinguishing motivation
2. Diminishing performance
3. Crushing creativity
4. Crowding out good behavior
5. Encouraging cheating, shortcuts and unethical behavior
6. Becoming addictive or obsessive
7. Fostering short-term thinking

In fact, Pink holds Motivation 2.0 partly responsible for the economic chaos of 2008. Mortgage brokers, for instance, were so hungry for commissions that they made questionable loans, which helped bring the nation’s banking system to its knees.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• Seven Deadly Flaws
• The Hawthorne Studies
• Scientific Management
• Freud, Skinner & Maslow
• The Third Drive
• Negative Impact of Rewards
• Open Source Innovations
• Unleashing Motivation
• Creating Flow
• Rethinking Management
• Rethinking Human Nature

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In the national bestseller Flow, University of Chicago psychologist Mihaly Csikszentmihalyi suggests two key factors determine our overall happiness:

• Our relations with other people
• How we experience our work

You can improve both areas by bringing humor to work each day.

Harvard Business Review (September 2003) reports that executives with a sense of humor climb the corporate ladder more quickly and earn more money than their counterparts.

A good laugh reduces blood pressure, increases heart rate, massages internal organs and reduces the levels of the stress hormone cortisol in the blood. It boosts blood flow to your brain, which means you learn more, forget less and feed your curiosity.

While the advantages of a good sense of humor at work are many, there is a dark side that can backfire. How can you be funny without being a jerk?

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This is a brief synopsis of a 1000-word article suitable for coach’ newsletters. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1,000 word article includes these important concepts:

• Humor and Creativity
• Humor and Managing Change
• Motivation and Morale
• Humor Strengthens Teams
• The Dark Side of Humor
• How to Add Humor at Work

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