Category: Organization Psychology

How To Intervene When a Manager Is Gaslighting Their Employees

Organization Psychology

Summary

Gaslighting is a form of psychological abuse where an individual tries to gain power and control over you by instilling self-doubt. Allowing managers who continue to gaslight to thrive in your company will only drive good employees away. Leadership training is only part of the solution — leaders must act and hold the managers who report to them accountable when they see gaslighting in action. The author presents five things leaders can do when they suspect their managers are gaslighting employees.

“We missed you at the leadership team meeting,” our executive vice president messaged me. “Your manager shared an excellent proposal. He said you weren’t available to present. Look forward to connecting soon.”

In our last one-on-one meeting, my manager had enthusiastically said that I, of course, should present the proposal I had labored over for weeks. I double-checked my inbox and texts for my requests to have that meeting invite sent to me. He had never responded. He went on to present the proposal without me.

Excluding me from meetings, keeping me off the list for company leadership programs, and telling me I was on track for a promotion — all while speaking negatively about my performance to his peers and senior leadership — were all red flags in my relationship with this manager. The gaslighting continued and intensified until the day I finally resigned.

Gaslighting is a form of psychological abuse where an individual tries to gain power and control over you. They will lie to you and intentionally set you up to fail. They will say and do things and later deny they ever happened. They will undermine you, manipulate you, and convince you that you are the problem. As in my case, at work, the “they” is often a manager who will abuse their position of power to gaslight their employees.

Organizations of all sizes are racing to develop their leaders, spending over $370 billion a year globally on leadership training. Yet research shows that almost 30% of bosses are toxic. Leadership training is only part of the solution — we need leaders to act and hold the managers who report to them accountable when they see gaslighting in action. Here are five things leaders can do when they suspect their managers are gaslighting employees.

Believe employees when they share what’s happening.

The point of gaslighting is to instill self-doubt, so when an employee has the courage to come forward to share their experiences, leaders must start by actively listening and believing them. The employee may be coming to you because they feel safe with you. Their manager might be skilled at managing up, presenting themselves as an inclusive leader while verbally abusing employees. Or they may be coming to you because they feel they’ve exhausted all other options.

Do not minimize, deny, or invalidate what they tell you. Thank them for trusting you enough to share their experiences. Ask them how you can support them moving forward.

Be on the lookout for signs of gaslighting.

“When high performers become quiet and disinterested and are then labeled as low performers, we as leaders of our organizations must understand why,” says Lan Phan, founder and CEO of community of SEVEN, who coaches executives in her curated core community groups. “Being gaslighted by their manager can be a key driver of why someone’s performance is suddenly declining. Over time, gaslighting will slowly erode their sense of confidence and self-worth.”

As a leader, while you won’t always be present to witness gaslighting occurring on your team, you can still look for signs. If an employee has shared their experiences, you can be on high alert to catch subtle signals. Watch for patterns of gaslighting occurring during conversations, in written communication, and activities outside of work hours.

Here are some potential warning signs: A manager who is gaslighting may exclude their employees from meetings. They may deny them opportunities to present their own work. They may exclude them from networking opportunities, work events, and leadership and development programs. They may gossip or joke about them. Finally, they may create a negative narrative of their performance, seeding it with their peers and senior leaders in private and public forums.

Intervene in the moments that matter.

“Intervening in those moments when gaslighting occurs is critical,” says Dee C. Marshall, CEO of Diverse & Engaged LLC, who advises Fortune 100 companies on diversity, equity, and inclusion strategies. “As a leader, you can use your position of power to destabilize the manager who is gaslighting. By doing so, you signal to the gaslighter that you are watching and aware of their actions, and putting them on notice.”

If you see that a manager has excluded one of their employees from a meeting, make sure to invite them and be clear that you extended the invitation. If a manager is creating a negative narrative of an employee’s performance in talent planning sessions, speak up in the moment and ask them for evidence-based examples. Enlist the help of others who have examples of their strong performance. Document what you’re observing on behalf of the employee who is the target of gaslighting.

Isolate the manager who is gaslighting.

If this manager is gaslighting now, this likely isn’t their first time. Enlist the help of human resources and have them review the manager’s team’s attrition rates and exit interview data. Support the employee who is experiencing gaslighting when they share their experiences with HR, including providing your own documentation.

In smaller, more nimble organizations, restructuring happens often and is necessary to scale and respond to the market. Use restructuring as an opportunity to isolate the manager by decreasing their span of control and ultimately making them an individual contributor with no oversight of employees. Ensure that their performance review reflects the themes you and others have documented (and make any feedback from others anonymous). The manager may eventually leave on their own as their responsibilities decrease and their span of control is minimized. In parallel, work with human resources to develop an exit plan for the manager.

Assist employees in finding a new opportunity.

In the meantime, help the targeted employee find a new opportunity. Start with using your social and political capital to endorse them for opportunities on other teams. In my case, the manager gaslighting me had a significant span of control, and my options to leave his team were limited. He blocked me from leaving to go work for other managers when I applied for internal roles. I didn’t have any leaders who could advocate for me and move me to another team. I was ultimately forced to leave the company.

In some cases, even if you can find an internal opportunity for the employee, they won’t stay. They will take an external opportunity to have a fresh start and heal from the gaslighting they experienced from their manager. Stay in touch and be open to rehiring them when the timing is right for them. If you rehire them in the future, make sure that this time they work for a manager who will not only nurture and develop their careers, but one who will treat them with the kindness they deserve.

During the “Great Resignation,” people have had the time and space to think about what’s important to them. Allowing managers who continue to gaslight to thrive in your company will only drive your employees away. They’ll choose to work for organizations that not only value their contributions, but that also respect them as individuals.

By: Mita Mallick

Mita Mallick is the head of inclusion, equity, and impact at Carta. She is a columnist for SWAAY and her writing has been published in Harvard Business Review, The New York Post, and Business Insider.

Source: How to Intervene When a Manager Is Gaslighting Their Employees

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Related Contents:

High Turnover? Here Are 3 Things CEOs Do That Sabotage Their Workplace Culture

Employee Behaviour/Strategy, Organization Psychology, Organization/Management, Workplace/Strategy

She has one too many deadlines to deal with

Every CEO wants long-standing employees, but their ineffective leadership causes organizational stress that cripples the workplace culture. Quite often, we read articles or hear of CEOs abusing their power and tarnishing their company’s reputation.

This is due to them neglecting feedback from their team and making decisions based solely on their own judgement. Not only does this erode trust, but it sets a standard that employee and leadership voices are not welcome.

When employees are taken care of, they go above and beyond to drive the company forward. Conversely, when they don’t feel valued, appreciated or kept in the loop, employees quickly become disengaged. The cost of a disengaged employee impacts more than the bottom line.

It decreases productivity, creates negative client experiences and destroys the company culture, to name a few. According to a Gallup survey, the State of the American Workplace 2021, 80% of workers are not fully engaged or are actively disengaged at work.

While CEOs claim to embody a people-first and feedback-driven culture, they believe, due to their position, that they know better than everyone else. Todd Ramlin, manager of Cable Compare, said, “if a person is fortunate to have the opportunity to be a CEO, they need to ask themselves if they can live by the company values, expectations, rules and processes that are in place.” They can’t pick and choose which rules and processes to abide by, yet punish others when they do the same. Doing so cultivates a toxic workplace and demonstrates poor leadership.

Here are three things CEOs do that sabotage their workplace culture.

Embraces Data, Dodges Emotions

The workplace is made up of a diverse group of experiences and perspectives. CEOs who lack the emotional intelligence to understand another person’s viewpoint or situation will find themselves losing their most valuable people. Sabine Saadeh, financial trading and asset management expert, said, “companies that are only data driven and don’t care about the well-being of their employees will not sustain in today’s global economy.”

Businessolver’s 2021 State Of Workplace Empathy report, revealed that “68% of CEOs fear that they’ll be less respected if they show empathy in the workplace.” CEOs who fail to lead with empathy will find themselves with a revolving door of leadership team members and employees. I once had a CEO tell me that he didn’t want emotions present in his business because it created a distraction from the data. His motto was, “if it’s not data, it’s worthless”.

As such, he disregarded feedback of employee dissatisfaction and burnout. Yet, he couldn’t understand why the average tenure of his employees very rarely surpassed one year. Willie Greer, founder of The Product Analyst, asserted, “data is trash if you’re replacing workers because you care more about data than your people.”

Micromanages Their Leadership Team

One of the ways a CEO sabotages a company’s culture is by micromanaging their leadership team. Consequently, this leads to leadership having to micromanage their own team to satisfy the CEOs unrealistic expectations. When leadership feels disempowered to make decisions, they either pursue another opportunity or check out due to not being motivated to achieve company goals.

As such, the executives who were hired to bring change aren’t able to live up to their full potential. Moreover, they’re unable to make the impact they desired due to the CEOs lack of trust in them. Employees undoubtedly feel the stress of their leadership team as it reverberates across the company.

Arun Grewal, founder and Editor-in-chief at Coffee Breaking Pr0, said, most CEOs are specialists in one area or another, which can make them very particular. However, if they want to drive their company forward they need to trust in the experts they hired rather than trying to make all of the company’s decisions.

At one point during my career, I reported to a CEO who never allowed me to fully take over my department. Although he praised me for my HR expertise during the interview, once hired, I quickly realized he still wanted full control over my department. Despite not having HR experience, he disregarded everything I brought to the table to help his company.

I soon began questioning my own abilities. No matter how hard I tried to shield my team from the stress I endured, the CEO would reach out to them directly to micromanage their every move. This left our entire department feeling drained, demoralized and demotivated. Sara Bernier, founder of Born for Pets, said, “CEOs who meddle in the smallest of tasks chip away at the fundamentals of their own company because everything has to run through them”. She added, “this eliminates the employee’s ownership of their own work because all tasks are micromanaged by the CEO.”

Neglects Valuable Employee Feedback

Instead of seeking feedback from their leadership team or employees, CEOs avoid it altogether. Eropa Stein, founder and CEO of Hyre, said, “making mistakes and getting negative feedback from your team is a normal part of leading a company, no matter how long you’ve been in business.”

She went on, “as a leader, it’s important to put your ego aside and listen to feedback that will help your business grow. If everyone agrees with you all the time, you’re creating a cult mentality that’ll be detrimental to your business’ success in the long run.” This results in a toxic and unproductive workplace culture.

What’s worse than avoiding constructive feedback is receiving it and disregarding it entirely. Neglecting valuable feedback constructs a company culture where no individual feels safe voicing their concerns. Rather than silence those who give negative feedback, CEOs should embrace them. These are the individuals who are bringing issues forward to turn them into strengths in an effort to create a stronger company.

Follow me on Twitter or LinkedIn. Check out my website.
Heidi Lynne Kurter

Heidi Lynne Kurter

I’m a Leadership Coach & Workplace Culture Consultant at Heidi Lynne Consulting helping individuals and organizations gain the confidence to become better leaders for themselves and their teams. As a consultant, I deliver and implement strategies to develop current talent and create impactful and engaging employee experiences. Companies hire me to to speak, coach, consult and train their teams and organizations of all sizes. I’ve gained a breadth of knowledge working internationally in Europe, America and Asia. I use my global expertise to provide virtual and in-person consulting and leadership coaching to the students at Babson College, Ivy League students and my global network. I’m a black belt in Six Sigma, former Society of Human Resources (SHRM) President and domestic violence mentor. Learn more at http://www.heidilynneco.com or get in touch at Heidi@heidilynneco.com.

Source: High Turnover? Here Are 3 Things CEOs Do That Sabotage Their Workplace Culture

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Critics:

Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities. In business, terms such as corporate culture and company culture are often used to refer to a similar concept.

The term corporate culture became widely known in the business world in the late 1980s and early 1990s. Corporate culture was already used by managers, sociologists, and organizational theorists by the beginning of the 80s. The related idea of organizational climate emerged in the 1960s and 70s, and the terms are now somewhat overlapping,as climate is one aspect of culture that focuses primarily on the behaviors encouraged by the organization

If organizational culture is seen as something that characterizes an organization, it can be manipulated and altered depending on leadership and members. Culture as root metaphor sees the organization as its culture, created through communication and symbols, or competing metaphors. Culture is basic, with personal experience producing a variety of perspectives.

Most of the criticism comes from the writers in critical management studies who for example express skepticism about the functionalist and unitarist views about culture that are put forward by mainstream management writers. They stress the ways in which these cultural assumptions can stifle dissent towards management and reproduce propaganda and ideology. They suggest that organizations do not encompass a single culture, and cultural engineering may not reflect the interests of all stakeholders within an organization.

References

  • Schein, E. H. (1990). Organizational culture. American Psychologist, 45, 109–119. doi:10.1037/0003-066X.45.2.109
  • Compare: Hatch, Mary Jo; Cunliffe, Ann L. (2013) [1997]. “A history of organizational culture in organization theory”. Organization Theory: Modern, Symbolic and Postmodern Perspectives (2 ed.). Oxford: Oxford University Press. p. 161. ISBN 9780199640379. OCLC 809554483. Retrieved 7 June 2020. With the publication of his book The Changing Culture of a Factory in 1952, British sociologist Elliott Jaques became the first organization theorist to describe an organizational culture.
  • Jaques, Elliott (1951). The changing culture of a factory. Tavistock Institute of Human Relations. [London]: Tavistock Publications. p. 251. ISBN 978-0415264426. OCLC 300631.
  • Compare: Kummerow, Elizabeth (12 September 2013). Organisational culture : concept, context, and measurement. Kirby, Neil.; Ying, Lee Xin. New Jersey. p. 13. ISBN 9789812837837. OCLC 868980134. Jacques [sic], a Canadian psychoanalyst and organisational psychologist, made a major contribution […] with his detailed study of Glacier Metals, a medium-sized British manufacturing company.
  • Ravasi, D.; Schultz, M. (2006). “Responding to organizational identity threats: Exploring the role of organizational culture”. Academy of Management Journal. 49 (3): 433–458. CiteSeerX 10.1.1.472.2754. doi:10.5465/amj.2006.21794663.
  • Schein, Edgar H. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass. pp. 26–33. ISBN 0787968455. OCLC 54407721.
  • Schrodt, P (2002). “The relationship between organizational identification and organizational culture: Employee perceptions of culture and identification in a retail sales organization”. Communication Studies. 53 (2): 189–202. doi:10.1080/10510970209388584. S2CID 143645350.
  • Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.
  • Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
  • Kotter, J. P.; Heskett, James L. (1992). Corporate Culture and Performance. New York: The Free Press. ISBN 978-0-02-918467-7.
  • Selart, Marcus; Schei, Vidar (2011): “Organizational Culture”. In: Mark A. Runco and Steven R. Pritzker (eds.): Encyclopedia of Creativity, 2nd edition, vol. 2. San Diego: Academic Press, pp. 193–196.
  • Compare: Flamholtz, Eric G.; Randle, Yvonne (2011). Corporate Culture: The Ultimate Strategic Asset. Stanford Business Books. Stanford, California: Stanford University Press. p. 6. ISBN 9780804777544. Retrieved 2018-10-25. […] in a very real sense, corporate culture can be thought of as a company’s ‘personality’.
  • Compare: Flamholtz, Eric; Randle, Yvonne (2014). “13: Implications of organizational Life Cycles for Corporate Culture and Climate”. In Schneider, Benjamin; Barbera, Karen M. (eds.). The Oxford Handbook of Organizational Climate and Culture. Oxford Library of psychology. Oxford: Oxford University Press. p. 247. ISBN 9780199860715. Retrieved 2018-10-25. The essence of corporate culture, then, is the values, beliefs, and norms or behavioral practices that emerge in an organization. In this sense, organizational culture is the personality of the organization.
  • Compare: Flamholtz, Eric; Randle, Yvonne (2014). “13: Implications of organizational Life Cycles for Corporate Culture and Climate”. In Schneider, Benjamin; Barbera, Karen M. (eds.). The Oxford Handbook of Organizational Climate and Culture. Oxford Library of psychology. Oxford: Oxford University Press. p. 247. ISBN 9780199860715. Retrieved 2018-10-25. The essence of corporate culture, then, is the values, beliefs, and norms or behavioral practices that emerge in an organization.
  • Jaques, Elliott (1998). Requisite organization : a total system for effective managerial organization and managerial leadership for the 21st century (Rev. 2nd ed.). Arlington, VA: Cason Hall. ISBN 978-1886436039. OCLC 36162684.
  • Jaques, Elliott (2017). “Leadership and Organizational Values”. Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century (2 ed.). Routledge. ISBN 9781351551311. Retrieved 7 June 2020.
  • “Culture is everything,” said Lou Gerstner, the CEO who pulled IBM from near ruin in the 1990s.”, Culture Clash: When Corporate Culture Fights Strategy, It Can Cost You Archived 2011-11-10 at the Wayback Machine, knowmgmt, Arizona State University, March 30, 2011
  • Unlike many expressions that emerge in business jargon, the term spread to newspapers and magazines. Few usage experts object to the term. Over 80 percent of usage experts accept the sentence The new management style is a reversal of GE’s traditional corporate culture, in which virtually everything the company does is measured in some form and filed away somewhere.”, The American Heritage® Dictionary of the English Language, Fourth Edition copyright ©2000 by Houghton Mifflin Company. Updated in 2009. Published by Houghton Mifflin Company.
  • One of the first to point to the importance of culture for organizational analysis and the intersection of culture theory and organization theory is Linda Smircich in her article Concepts of Culture and Organizational Analysis in 1983. See Smircich, Linda (1983). “Concepts of Culture and Organizational Analysis”. Administrative Science Quarterly. 28 (3): 339–358. doi:10.2307/2392246. hdl:10983/26094. JSTOR 2392246.
  • “The term “Corporate Culture” is fast losing the academic ring it once had among U.S. manager. Sociologists and anthropologists popularized the word “culture” in its technical sense, which describes overall behavior patterns in groups. But corporate managers, untrained in sociology jargon, found it difficult to use the term unselfconsciously.” in Phillip Farish, Career Talk: Corporate Culture, Hispanic Engineer, issue 1, year 1, 1982
  • Halpin, A. W., & Croft, D. B. (1963). The organizational climate of schools. Chicago: Midwest Administration Center of the University of Chicago.
  • Fred C. Lunenburg, Allan C. Ornstein, Educational Administration: Concepts and Practices, Cengage Learning, 2011, pp. 67
  • “What Is Organizational Climate?”. paulspector.com. Retrieved 2021-05-01.

Anxiety In Product Development

Anxiety/Stress, Business Psychology, Health/Psychology, Organization Psychology, Psychology/Anxiety

Last year I stumbled across an article about anxiety in men. It highlighted how it can surface in atypical symptoms such as anger. I learned to recognise and work on my own anxiety. It also lead me to recognise anxiety in others. Soon I realised this does not only affect other people but also organisations and processes. Let me introduce you to anxiety driven development.

We already have fear driven development

Fear and anxiety produce similar responses. Fear is based on a concrete threat. Whereas anxiety is fuzzier and more vague. Fear driven development is graspable which makes it easier to talk about it.

As an engineer it could look like this: You’re afraid of pushing your code because you could break the build. Or you shy away of touching a method because you fear shipping a bug.

If you are a product manager you might try to squeeze that extra feature into a release because you fear that you won’t be able to close a new customer otherwise.

Patterns of anxiety in product development

But anxiety runs deeper than this. Anxiety becomes more of an underlying current. Here are the most common anxiety driven development patterns I have observed,

Play not to lose

Your product is driven by the fear of losing. Losing market share, customers or ratings. You are driven to keep up with whatever the competition does. So you go out of your way to get every feature built that your competitors ship.

As a product manager you might push a feature request to the top of the backlog with every release announcements of your competitors. You can even call that agile because you’re adapting to change quickly, right? Unfortunately what you’re doing is destabilising your development flow and hinder the long term success of your product. You will always be at least one step behind, always trying to close the gap. This will choke all innovation because who has time to take additional risks when you’re barely keeping pace?

Play to win

Play to win instead. The treatment for this form of anxiety is to develop a strong unique selling proposition (USP). If you can differentiate yourself from your competition you will not be reeled into the fruitless thought pattern of playing not to lose. Do not try to differentiate yourself by price alone. This is a very weak USP, just waiting for the next competitor to undercut you, speeding up the race to the bottom. Also it creates almost no customer loyality.

All that glitters is not gold

If you’re anxious your business is falling behind but you can’t quite pinpoint why you will act in a continued state of emergency. You will chase quick wins. This might calm the the anxiety for a moment but it won’t last long. It’s possible to make a team stay late or rally the whole company behind you for an initiative. Once. But the more often you cry wolf the less likely it is you get the desired response. If your body is being continuously flooded with stress hormones it will render it incapable of responding to stressful situations adequately. The same goes for your organisation.

If you push your team every quarter to add a last minute feature for the opportunity of a featuring in a prominent partner store your team will anticipate this and instead already create buffers beforehand. The emergency response will create a fatigue which will appear in the form of demotivation, inflated estimates and non-commitment. All of this hurts the true output, fuelling your anxiety even more.

Steering the ship

To break out of such a vicious circle practice saying no. Take a step back and craft an inspiring, authentic vision. Let this vision influence an actionable strategy. You can then break your strategy down into a rolling wave plan with more details of the near future. This gives you clarity on the current work while not losing the bigger picture. Ultimately you will be less swayed to jump onto every potential quick win.

Permit A 38

Anxiety can make you feel out of control. What’s a natural response to this? You try everything to regain control. But that perceived control can in truth be an overly bureaucratic process which slows down your product development, once again feeding your anxiety.

How could that look like? You might be creating or working on tickets that resemble a full-blown requirements sheet, specified to the very last detail. At the same time every idea has to go through various stages of approval (until it’s rejected). This is extremely damaging for motivation.

Cutting the red tape

To get out of such anxiety driven behaviours you need trust. Trust your own market research and strategy. And most of all trust your team. Empower the team to be the experts to achieve the product’s vision and let them self organise.

Awareness is the first step

Anxiety is widespread and on the rise, not just during a pandemic. It would be naive to believe that this does not also affect your workplace. Anxiety driven product development is hard to crack because it sustains itself. Take a step back and reflect on what you’re doing to break out of this Catch-22. Once you recognise your destructive behaviours it is much easier to change them.

Other articles:

  1. What’s wrong with traditional product ownership – Part 1 of 3
  2. Good intentions make bad roadmaps
  3. 5 steps to craft a vision for an established team
  4. Crafting a lean roadmap

By: andre.schweighofer

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Philip VanDusen

The number of people afflicted with anxiety has been steadily growing in recent years. For solo entrepreneurs, freelancers, creative professionals and consultants who work for themselves the negative affects of anxiety can be particularly acute. Here are some effective methods for reducing these emotional and psychological strains that can help you feel happier, more fulfilled and successful in your work and your business. _______________________ This video is targeted to my channel’s audience of entrepreneurs, designers, creative professionals and anyone interested in brand strategy, business planning, design, trend, marketing and communications. Philip VanDusen is the owner of Verhaal Brand Design, a brand strategy and design agency. Philip is a highly accomplished creative executive and expert in brand strategy, graphic design, marketing and creative management. Philip gives design, branding, marketing, career and business advice to creative professionals, entrepreneurs and companies on how to build successful brands for themselves or for the clients they serve. ——————————— WEBSITE: http://www.philipvandusen.com​ JOIN THE BRAND•MUSE NEWSLETTER: http://www.philipvandusen.com/muse​ FREE MINI-EBOOK DOWNLOAD: “9 Design Elements Your Brand Absolutely, Positively Needs” http://www.philipvandusen.com/direct-…​ TWITTER: https://twitter.com/philipvandusen​ YOUTUBE: http://www.youtube.com/c/PhilipVanDusen​ PINTEREST: https://www.pinterest.com/philipvandu…​ LIKE ME ON FACEBOOK: https://www.facebook.com/Verhaal-Bran…​ GET TUBEBUDDY – THE BEST TOOL FOR YOUTUBERS: https://www.tubebuddy.com/philipvandusen​ RECOMMENDED BOOKS: “Change By Design”, Tim Brown http://amzn.to/2mTFDrz​ “Imagine: How Creativity Works”, Jonah Lehrer http://amzn.to/2mJpQe9​ “Free Agent Nation” by Daniel Pink http://amzn.to/2mWlbpR​ “Orbiting the Giant Hairball” by Gordon MacKenzie http://amzn.to/2noTnIL​ “Rules of the Red Rubber Ball: Find and Sustain Your Life’s Work” by Kevin Carroll http://amzn.to/2moisCu​ The 22 Immutable Laws of Branding, Al Ries + Laura Ries http://amzn.to/2noZGwd​ “Change By Design”, by Tim Brown http://amzn.to/2uaXYjX​ “How To” by Michael Beirut http://amzn.to/2u9lnnh​ “The Brand Gap” by Marty Neumeier http://amzn.to/2CAbYZk​ “Good Design Is A Tough Job” by Kirsten Dietz, Jochen Rädeker http://amzn.to/2CAIH0r​ “The Art of Innovation” by Tom Kelley http://amzn.to/2wtAevL​ “The Edge: 50 Tips from Brands That Lead” by Allen Adamson http://amzn.to/2Ef6fse​ “Art + Design” by Rex Ray http://amzn.to/2yLMRRT​ “Expert Secrets” by Russel Brunson http://amzn.to/2zEDOBT​ “Shift Ahead” by Allen Adamson + Joel Steckel – http://amzn.to/2xLrEX4​ MY GEAR: Canon EOS 80D DLSR Camera: http://amzn.to/2nn4y4q​ Canon EOS 80D 18-55mm kit lens: http://amzn.to/2mnAAws​ Canon EOS 80D Yongnuo 35mm lens: http://amzn.to/2nniETh​ RODE NT2000 Condenser Mic: http://amzn.to/2mFoNvG​ Shure SM58 Dynamic Mic https://amzn.to/2B4CQkT​ ART Tube MP: Tube Mic PreAmp: http://amzn.to/2mFoVeE​ Rode Mic Boom: http://amzn.to/2nxNFmJ​ Sony MDR 7506 Headphones: http://amzn.to/2mFpsxa​ Screenflow 6.2: video editing software: http://amzn.to/2nxFLK3​ Neewer 2 Packs Dimmable Bi-color 480 LED Video Light http://amzn.to/2Cz8INK​ Logitech HD Pro Webcam C920: http://amzn.to/2nmX4hZ​ Rode smartLav+ Lavalier Microphone: http://amzn.to/2n2xL7B​ HP 27er 27-in IPS LED Backlit Monitor http://amzn.to/2w29u1S​ Anker 2.4G Wireless Vertical Ergonomic Optical Mouse http://amzn.to/2iZHKts​ TubeBuddy: https://www.tubebuddy.com/philipvandusen​ Adobe Creative Suite (2019 CC)

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How Entrepreneurs Can Address Unconscious Bias

Content Marketing, Discrimination/Racism, Organization Psychology, Organizational Behavior/Study

1

Unconscious bias (also known as implicit bias) refers to unconscious forms of discrimination and stereotyping based on race, gender, sexuality, ethnicity, ability, age and so on. It differs from cognitive bias, which is a predictable pattern of mental errors that result in us misperceiving reality and, as a result, deviating away from the most likely way of reaching our goals.

In other words, from the perspective of what is best for us as individuals, falling for a cognitive bias always harms us by lowering our probability of getting what we want. Despite cognitive biases sometimes leading to discriminatory thinking and feeling patterns, these are two separate and distinct concepts.

Cognitive biases are common across humankind and relate to the particular wiring of our brains, while unconscious bias relates to perceptions between different groups and are specific for the society in which we live. For example, I bet you don’t care or even think about whether someone is a noble or a commoner, yet that distinction was fundamentally important a few centuries ago across Europe. To take another example — a geographic instead of one across time — most people in the U.S. don’t have strong feelings about Sunni vs. Shiite Muslims, yet this distinction is incredibly meaningful in many parts of the world.

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As a frequent speaker and trainer on diversity and inclusion to address potential unconscious discriminatory behavior, I regularly share in speeches that black Americans suffer from police harassment and violence at a much higher rate than white people. Often, some participants (usually white) try to defend the police by claiming that black people are more violent and likely to break the law than whites. They thus attribute police harassment to the internal characteristics of black people (implying that it is deserved), not to the external context of police behavior.

In reality, and as I point out in my response to these folks, research shows that black people are harassed and harmed by police at a much higher rate for the same kind of activity. A white person walking by a cop, for example, is statistically much less likely to be stopped and frisked than a black one. At the other end of things, a white person resisting arrest is much less likely to be violently beaten than a black one. In other words, statistics show that the higher rate of harassment and violence against black Americans by police is due to the prejudice of the police officers, at least to a large extent.

However, I am careful to clarify that this discrimination is not necessarily intentional. Sometimes, it indeed is deliberate, with white police officers consciously believing that black Americans deserve much more scrutiny than whites. At other times, the discriminatory behavior results from unconscious, implicit thought processes that the police officer would not consciously endorse.

Interestingly, research shows that many black police officers have an unconscious prejudice against other black people, perceiving them in a more negative light than white people when evaluating potential suspects. This unconscious bias carried by many, not all, black police officers helps show that such prejudices come — at least to a significant extent — from internal cultures within police departments, rather than pre-existing racist attitudes before someone joins a police department.

Such cultures are perpetuated by internal norms, policies and training procedures, and any police department wishing to address unconscious bias needs to address internal culture first and foremost, rather than attributing racism to individual officers. In other words, instead of saying it’s a few bad apples in a barrel of overall good ones, the key is recognizing that implicit bias is a systemic issue, and the structure and joints of the barrel needs to be fixed.

The crucial thing to highlight is that there is no shame or blame in implicit bias, as it’s not stemming from any fault in the individual. This no-shame approach decreases the fight, freeze or flight defensive response among reluctant audiences, helping them hear and accept the issue.

With these additional statistics and discussion of implicit bias, the issue is generally settled. Still, from their subsequent behavior, it’s clear that some of these audience members don’t immediately internalize this evidence. It’s much more comforting for them to feel that police officers are right and anyone targeted by police deserves it; in turn, they are highly reluctant to accept the need to focus more efforts and energy on protecting black Americans from police violence, due to the structural challenges facing these groups.

The issue of unconscious bias doesn’t match their intuitions, and thus they reject this concept, despite extensive and strong evidence for its pervasive role in policing. It takes a series of subsequent follow-up conversations and interventions to move the needle. A single training is almost never sufficient, both in my experience and according to research.

This example of how to fight unconscious bias illustrates broader patterns you need to follow to address such problems in order to address unconscious bias to make the best people decisions. After all, our gut reactions lead us to make poor judgment choices, when we simply follow our intuitions.

Instead, you need to start by learning about the kind of problems that result from unconscious bias yourself, so that you know what you’re trying to address. Then, you need to convey to people who you want to influence, such as your employees or any other group or even yourself, that there should be no shame or guilt in acknowledging our instincts. Next, you need to convey the dangers associated with following their intuitions, to build up an emotional investment into changing behaviors. And finally, you need to convey the right mental habits that will help them make the best choices.

Remember, a one-time training is insufficient for doing so. It takes a long-term commitment and constant discipline and efforts to overcome unconscious bias.

Gleb Tsipursky

By:

Source:https://www.entrepreneur.com

Want to know more about Unconscious Bias? Go to our Website: http://bit.ly/2pRNhQL For more information, please contact: info@enei.org.uk, 020 7922 7790, or visit http://www.enei.org.uk

Mental Health, The Not So Widely Talked About Problem That Needs To Be On Every Company’s Agenda In 2020

Behavior Psychology, Business Psychology, Content Marketing, Organization Psychology, Psychology/Behavior

We Are Experiencing A Mental Health Crisis

  • One in five Americans manage a diagnosable mental health condition in any given year.
  • Up to 80% of people will manage a diagnosable mental health condition in their lifetime.
  • On average, individuals must wait up to 25 days for a psychiatry appointment; waiting comes at significant cost to both the employer and health plan.[i]

Putting off care for behavioral health needs can increase medical spend by up to 300%.

For Employers, Worker Productivity And Retention Are At Extreme Risk

Mental health conditions significantly impact workforce productivity; over 200 million workdays are lost due to mental health conditions each year — the equivalent of $16.8 billion lost in employee productivity. By putting off behavior health needs, medical spend can increase by up to 300%. Unsupported mental health conditions cause employee absenteeism and presenteeism, which are responsible for costing US businesses billions annually, resulting from clear losses in productivity, engagement, and retention. According to Mind Share Partners’ “Mental Health at Work 2019” report, 50% of Millennial and 75% of Generation Z workers reported having left a job due (at least in part) to mental health reasons.[ii]

Virtual Care Provides A Scalable And Lower-Cost Delivery Vehicle For Mental Health Support

With the market facing staffing shortages, new offerings including virtual coaching platforms have emerged and gained traction. Enrollment for virtual health support for mental health is on the rise, and Forrester predicts that in 2020, one out of 11 mental health visits will be delivered virtually.

To improve both the member and employee experience, and reduce attrition, health insurers and employers must invest in offering access to behavioral health support, including access to virtual care services as a delivery vehicle — a significantly more economically palatable option. A mobile-first approach catalyzes and supports on-demand access to drive higher rates of engagement. Mobile-first also enables those employees and members most in need of care to gain access to mental health support 24x7x365.

A paradigm shift in the perception of mental health must occur within your organization. Human capital management can start catalyzing this transformation by:

  1. Surveying the workforce. Begin with an employee engagement and satisfaction survey to gauge the employee experience (EX) with a focus on burnout, stress, and happiness at work. These indicators will provide a pulse on where your organization stands and a baseline to measure future programs, initiatives, and technologies against. Be prepared to act on what really matters to employees. Set up a continual EX feedback loop to enable an agile approach to improve the mental well-being of employees. See Forrester’s report, “The Employee Experience Imperative,” for ways you can go beyond a survey to build a business case and improve EX across the org.
  2. Finding a virtual care technology partner. Partner with a vendor that not only has a leading product offering and human-to-human support but also the ability to educate and train the workforce to better manage and bring awareness to their mental health. Begin an RFP or, even better, a POC process to discover virtual care technology vendors offering on-demand mental health services. Examples of vendors working with employers and health plans in the space include Ginger, Lyra, Spring Health, Talkspace, Happify Health, and Modern Health.
  3. Creating the right cultural shift. Culture change cannot occur without coming from the top down. Get executive buy-in and task organizational leaders with creating an “open” atmosphere around mental health. Employees should feel encouraged to discuss stress, anxiety, and depression with their superiors and know their superiors are invested in helping them overcome those feelings.

Want to see our other four big predictions for 2020? Check out the full predictions report here. Want to discuss potential vendor partners for your needs? To understand the major dynamics that will impact firms across industries next year, download Forrester’s Predictions 2020 guide.

This post was written by Senior Analyst Arielle Trzcinski, and originally appeared here.

Follow me on Twitter or LinkedIn. Check out my website.

Forrester

Forrester (Nasdaq: FORR) is one of the most influential research and advisory firms in the world. We work with business and technology leaders to develop customer-obsessed strategies that drive growth. Forrester’s unique insights are grounded in annual surveys of more than 675,000 consumers and business leaders worldwide, rigorous and objective methodologies, and the shared wisdom of our most innovative clients. Through proprietary research, data and analytics, custom consulting, exclusive executive peer groups, and events, the Forrester experience is about a singular and powerful purpose: to challenge the thinking of our clients to help them lead change in their organizations.

Source: Mental Health, The Not So Widely Talked About Problem That Needs To Be On Every Company’s Agenda In 2020

22.2M subscribers
Is Mental Health important​ in the workplace? Tom explores all things related to workplace mental health, including mental health in school workplaces, in this insightful video. Tom helps employers figure out mental health at work. He reviews workplaces, trains managers and writes plans. Since 2012 he has interviewed more than 130 people, surveyed thousands and worked across the UK with corporations, civil service, charities, the public sector, schools and small business. Tom has worked with national mental health charities Mind and Time to Change and consults widely across the UK. He lives in Norfolk and is mildly obsessed with cricket and camping. He runs Bamboo Mental Health, an organisation dedicated to improving how employers support their people on mental health. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

6 Unexpected Habits of the Most Confident People

Behavior Psychology, Content Marketing, Human/Psychology, Organization Psychology, Psychology/Emotions

Here’s something you know. Being self-confident improves odds of success, whether you’re a leader wanting to lead confidently, an entrepreneur, or someone just trying to learn how to deal with criticism. And you know the obvious ways to become more confident such as living with a sense of purpose and leveraging your strengths.

Now for the less obvious, unexpected ways that the most confident people become that way. I encourage you to tap into these unexpected, even counterintuitive hidden gems to shine more confidently from within.

1. Don’t start with self-confidence, start with self-compassion.

Believe it or not, to start feeling more self-confident, don’t start with trying to feel more self-confident. Start by focusing on feeling compassionate towards yourself. Forgive yourself when you make a mistake, remind yourself that you’re not perfect, allow yourself a learning curve and don’t expect to be an overnight sensation in everything you do.

Here’s the good news, research from the University of Texas, Austin shows that focusing first and foremost on self-compassion will lead to more consistent confidence, because you have a built-in mechanism to keep from spiraling downward in moments you catch yourself beating yourself up. To practice self-compassion, talk to yourself like you would a friend in need in those moments.

2. Insist that you’re not good enough.

Wait, huh? Isn’t self-confidence about insisting the opposite of this? It’s about the spirit and intent behind this insistence. For example, when you’re facing a tall task, cheerily remind yourself that you’re probably not good enough to do the task to your absolute best ability by going it completely alone –no one is. In other words, it’s a self-reminder that it’s OK to ask for help.

Highly self-confident people view asking for help as an opportunity to go from good to great. You should too. Research from Harvard and University of Pennsylvania even shows that asking for help makes you look good in the eyes of others which can further boost your self-confidence.

3. Be egotistical (at times).

Standard advice is to be confident without being egotistical, otherwise it backfires and that whole self-confidence thing begins to unravel. But actually, you should leverage your ego specifically to pump yourself up here and there with self-affirmations. Remind yourself of what you’re good at, that you’ve done it before, or that you’ve come so far already.

2013 research published in the psychology journal PLOS indicates that engaging in self-affirmations even improves problem solving under stress because you aren’t thrown off your game as easily and don’t let negativity add to the difficulty at hand.

4. Celebrate self-doubt.

Hold on, don’t confident people cast self-doubt aside? Not necessarily. In fact, they embrace it. The highly self-confident don’t wait until they feel 100 percent confident before proceeding, knowing that the simple act of doing will make them feel more confident over the long run. Think about it. After you try something difficult, even if you don’t 100 percent succeed, aren’t you going to be more confident the next time for having the experience under your belt?

A seminal, 2010 study in sports psychology even showed that a little self-doubt can improve performance, because it helps athletes maintain an edge.

5. Be stubborn when it counts most.

We’re told to stay flexible-minded because confidence flows from knowing you can bend and mold to what the moment requires. Except when it comes to preparing for that big, challenging event. Then it’s time for stubbornly sticking to rituals you’ve created. Harvard research shows that sticking to preparation rituals make you calmer when the moment to perform arrives.

I’ve found this to be true in preparing for any keynote I give. I have a ritual of rehearsing a keynote, no matter how many times I’ve given it, twice two days before and on the day before, and once the morning of. It gives me great comfort in knowing I’m prepared, and helps me to perform at my best.

6. Make comparisons (but do draw the line).

I often write about the importance of understanding that the only comparison that matters is to who you were yesterday. I’d like to amend that a bit to acknowledge that comparing to someone who has achieved what you want to can be helpful for goal setting. But stop there, because carrying on with the comparisons is more dangerous than meets the eye.

2018 research from Oakland University proved it’s a vicious cycle; when you compare to others you experience envy, the more envy you experience the worse you feel about yourself and thus the lower your self-confidence.

So pulling from the unexpected means you can expect to pull your self-confidence up. Better get started –greater success awaits.

 

 Scott Mautz Keynote speaker and author, ‘Find the Fire’ and ‘Make It Matter’

@scott_mautz

Source: 6 Unexpected Habits of the Most Confident People

273K subscribers
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Film & Animation

The Top 10 Fears That Hold People Back in Life, According to a Psychotherapist

Behavior Psychology, Business Psychology, Content Marketing, Human/Psychology, Organization Psychology

Whether your fears involve your relationship, career, death, or discomfort, staying inside your comfort zone will ensure you live a small life.

In fact, as a therapist, I see a lot of people work so hard to prevent themselves from ever feeling anxious that they actually develop depression. Their efforts to make themselves stay comfortable inadvertently backfire. They live boring, safe lives that are void of the risk and excitement they need to feel fully alive.

Here are the top 10 fears that hold people back in life:

1. Change

We live in an ever-changing world, and it is happening more rapidly than ever before. Despite this fact however, there are many people who fear change, and so they resist it.

This can cause you to miss out on many good opportunities that come your way. You run the risk of being stagnant and staying stuck in a rut when you avoid change.

2. Loneliness

The fear of loneliness can sometimes cause people to resist living alone or even to stay in bad relationships. Or, the fear of loneliness causes people to obsessively use social media to the extent that they miss out on making face-to-face connections.

And while it’s smart to ward off loneliness (studies show it’s just as harmful to your health as smoking), it’s important to surround yourself with healthy people and healthy social interactions.

3. Failure

One of the most common fears on earth is the fear of failure. It’s embarrassing to fail. And it may reinforce your beliefs that you don’t measure up.

You also might avoid doing anything where success isn’t guaranteed. Ultimately, you’ll miss out on all the life lessons and opportunities that might help you find success.

4. Rejection

Many people avoid things like meeting new people or trying to enter into a new relationship because of the fear of rejection. Even individuals who are already married avoid asking a long-time spouse for something imagining that the person will say no.

Whether you fear asking that attractive person out on a date or asking your boss for a raise, the fear of rejection could keep you stuck. And while rejection stings, it doesn’t hurt as much as a missed opportunity.

5. Uncertainty

People often avoid trying something different for fear of uncertainty. After all, there’s no guarantee that doing something new will make life better.

But staying the same is one surefire way to stay stagnant. Whether you’re afraid to accept a new job or you’re afraid to move to a new city, don’t let the fear of uncertainty hold you back.

6. Something Bad Happening

It is an unfortunate and inevitable fact that bad things will happen in life. And sometimes, the fear of doom prevents people from enjoying life.

You can’t prevent bad things from happening all the time. But don’t let that fear stop you from living a rich, full life that’s also full of good things.

7. Getting Hurt

Hopefully your parents or a trusted adult taught you to look both ways before you cross the street so that you wouldn’t get hurt. But, quite often, our fears of getting cause us to become emotionally overprotective of ourselves.

Your fear of uncomfortable feelings and emotional wounds might prevent you from making deep, meaningful connections. Or, it might stop you from being vulnerable at work. But, without emotional risk, there aren’t any rewards.

8. Being Judged

It’s normal to want to be liked. But, the fear of being judged can prevent you from being your true self.

The truth is, some people will judge you harshly no matter what. But, trusting that you’re mentally strong enough to live according to your values, is key to living your best life.

9. Inadequacy

Another fear shared by many people is the feeling of not being good enough. If you feel like you don’t measure up, you might become an underachiever. Or, you might become a perfectionist in an effort to try and prove your worth.

The fear of inadequacy can be deep-rooted. And while it’s hard to face it head-on, you’ll never succeed until you feel worthy of your success.

10. Loss of Freedom

A certain amount of this fear can be healthy, but it becomes a problem when it holds you back in life. For many people, the fear of the loss of freedom becomes a self-fulfilling prophecy.

For example, someone who wants to live a free life, might avoid getting a job with a steady income. Consequently, they might miss out on the freedom that comes with financial stability. So it’s important to consider what you’re giving up when you fear losing certain freedoms.

 

By Amy MorinAuthor, “13 Things Mentally Strong People Don’t Do”

@AmyMorinLCSW

Source: The Top 10 Fears That Hold People Back in Life, According to a Psychotherapist

105K subscribers

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Education
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