Management Tip of the Day: Before You Get Defensive, Take a Breath

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

January 31, 2014 Before You Get Defensive, Take a Breath When we get defensive we make it harder for our conversational counterparts to hear what we're saying, and we usually trigger the other person's defensiveness, too. After someone has said something that causes you to want to become defensive, these three steps can lead you toward cooperation — and away from explosion: Take a deep breath. Think of the first thing you want to say or do and don't do that. Your first instinct may be to defend yourself against what you perceive as an attack, slight, or offense. Take another breath. The second thing you want to say or do may be to retaliate, but that will only escalate matters. Don't do that, either. Focus on a solution. Think of the third thing you want to say or do and then do that. Once you get past defending yourself and retaliating, you have a better chance of collaborating on a solution. Adapted from "Don't Get Defensive: Communication Tips for the Vigilant" by Mark Goulston.

PREVIOUS TIPS Motivate Your Customer-Experience Team Tweak Your To-Do List to Really Get Things Done Three Ways to Keep Your Next Meeting on Track In Over Your Head? Try an S.O.S. Saying "No" Is Part of Success It’s Not Too Late to Reinvent Yourself

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced eBook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You've got a great idea that will increase profitability or productivity—but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Daily Stat: Lavish Praise Can Backfire in Some Cases

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

January 30, 2014 Lavish Praise Can Backfire in Some Cases Children whose self-esteem was at least 1.3 standard deviations below average reacted to lavish praise ("You made an incredibly beautiful drawing") by becoming less willing to take on challenges, possibly out of fear that they might not be able to perform as "incredibly" well in the future, according to a study led by Eddie Brummelman of Utrecht University in the Netherlands. Children with high self-esteem did the opposite, responding to lavish praise by seeking greater challenges. Although many educators encourage parents and teachers to shower praise on pupils, adults should resist the temptation in the case of children who appear to have low self-esteem, the researchers say. SOURCE: "That's Not Just Beautiful--That's Incredibly Beautiful!": The Adverse Impact of Inflated Praise on Children With Low Self-Esteem

PREVIOUS STATS The Financial Crisis May Cost Each American at Least $19,000 A Simple Daily Intervention Decreases Employee Stress Residents of Poor Countries Have a Great Advantage: Religion Why Top 40 Radio Plays Fewer Songs, and Plays Them More Often A Little Meditating Helps You Make Better Business Decisions What People Really Care About When They Meet You: Are You a Good Person?

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT Save 25% Off of $40 Purchase Limited Time Offer! Place at least a $40 order online today at hbr.org and receive a 25%* discount on books, ebooks, articles, cases and more! Enter Promotion Code EMORD4025 into the Promotion Code field at Checkout, and click Apply button. *Note: Discount does not apply to HBR magazine subscriptions, shipping, handling, taxes or custom fees. Limit one-time use per customer. No adjustments to prior purchases. Cannot be combined with other discounted pricing offers. Limited time offer valid online only. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

Management Tip of the Day: Motivate Your Customer-Experience Team

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

January 30, 2014 Motivate Your Customer-Experience Team Outstanding customer experience requires motivated, empowered frontline employees. To engage your customer-experience team and motivate them to provide an exceptional customer experience: Hire for attitude, not aptitude — and then reinforce attitude. To get friendly service, hire friendly people. Recruit frontline staff with a natural service bent by conducting group interviews. Seeing how applicants interact with one another will help you assess their communication and people skills. Focus on purpose, not rules. Rules are necessary, but they go only so far. To motivate employees and give meaning to their work, define your company's purpose: a succinct explanation of the intended customer experience that resonates at an emotional level. When you set clear expectations and trust your people to do their jobs, they'll feel valued and empowered – and they'll go that extra mile through passion, not compliance. Adapted from "The Secret to Delighting Customers" by Dilip Bhattacharjee, Bruce Jones, and Francisco C. Ortega.

PREVIOUS TIPS Tweak Your To-Do List to Really Get Things Done Three Ways to Keep Your Next Meeting on Track In Over Your Head? Try an S.O.S. Saying "No" Is Part of Success It’s Not Too Late to Reinvent Yourself Try a Different Approach to Keeping That Project on Track

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT Save 25% Off of $40 Purchase Limited Time Offer! Place at least a $40 order online today at hbr.org and receive a 25%* discount on books, ebooks, articles, cases and more! Enter Promotion Code EMORD4025 into the Promotion Code field at Checkout, and click Apply button. *Note: Discount does not apply to HBR magazine subscriptions, shipping, handling, taxes or custom fees. Limit one-time use per customer. No adjustments to prior purchases. Cannot be combined with other discounted pricing offers. Limited time offer valid online only. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Daily Stat: The Financial Crisis May Cost Each American at Least $19,000

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

January 29, 2014 The Financial Crisis May Cost Each American at Least $19,000 Three economists at the Federal Reserve Bank of Dallas calculated how much economic activity would be lost by the time the U.S. returns to the growth path it was on before the global financial crisis began in 2008. Their estimate: about $6 trillion to $14 trillion, or $19,000 to $45,000 for every man, woman, and child in the country, according to The New York Times. The per-person cost rises to as much as $120,000 if the calculation includes the impact on workers' well-being, the Times says. SOURCE: Recession's True Cost Is Still Being Tallied

PREVIOUS STATS A Simple Daily Intervention Decreases Employee Stress Residents of Poor Countries Have a Great Advantage: Religion Why Top 40 Radio Plays Fewer Songs, and Plays Them More Often A Little Meditating Helps You Make Better Business Decisions What People Really Care About When They Meet You: Are You a Good Person? Investors May React Emotionally to Corporate Responsibility

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT Save 25% Off of $40 Purchase Limited Time Offer! Place at least a $40 order online today at hbr.org and receive a 25%* discount on books, ebooks, articles, cases and more! Enter Promotion Code EMORD4025 into the Promotion Code field at Checkout, and click Apply button. *Note: Discount does not apply to HBR magazine subscriptions, shipping, handling, taxes or custom fees. Limit one-time use per customer. No adjustments to prior purchases. Cannot be combined with other discounted pricing offers. Limited time offer valid online only. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)