Parents from virtually all backgrounds place high importance on raising caring children. So what kind of messaging is most effective when it comes to influencing our children to be generous and kind? Role modeling!
In a classic experiment, psychologist J. Philippe Rushton gave 140 elementary and middle school children tokens for winning a game, which they could keep or donate to an impoverished child. They first watched a teacher play—and regardless of what the teacher said, or did not say, about the virtues of generosity, children donated significantly more than the norm when they saw the teacher behaving unselfishly.
Adam Grant, a professor of management and psychology at the Wharton School and author of Give and Take: Why Helping Others Drives Our Success, notes, “If you don’t model generosity, preaching it may not help in the short run, and in the long run, preaching is less effective than giving while saying nothing at all.” In short, when it comes to passing on our values, actions speak louder than words.
We want to hear: How do you encourage your children to be compassionate and giving? Join the conversation by clicking "comments" below.
Those who react defensively to criticism are less happy with their jobs, have lower performance ratings, and lower self-esteem than their colleagues. So says recent research by PsychTests AIM Inc. of Montreal, which provides psychological assessment products and services to H.R. professionals.
This study captures what we have long believed: Those who not only tolerate but also learn from criticism ultimately are the better for it. Most of us have been conditioned to react defensively to criticism since toddlerhood. We have learned over our lifetime to explain our actions: to our parents, teachers, bosses, colleagues and relatives. We want them to understand that our actions were based on the circumstances we faced – not our bad motives or lack of commitment. When our energy is spent trying to get our critics to understand us, we are doomed to failure – because they will never hear us until they believe we understand them. So our model for responding to criticism is counter-intuitive: It teaches how to get the critic to “tell me more” rather than “hear me out.”
Please let us know your thoughts: What has been your experience with receiving criticism in productive ways? Join the conversation and click "comments" on our Community of Practice Forum.
Although research consistently shows that listening is critical to leadership effectiveness, many leaders still appear to be lacking in this area. A recent study conducted by the Center for Leadership Development and Research at Stanford Graduate School of Business showed that boards of directors gave poor listening grades to CEOs. In fact, “listening” and “conflict management” were the skills least mentioned as strengths of the over 160 CEOs in the study.
Writing for the Harvard Business Review Amy Jen Su and Muriel Maignan Wilkins, founders of Isis Associates consulting, note that many people overestimate their listening abilities. Listening suffers when we are preoccupied with our own performance; when we are too busy anticipating what will be said next and how to respond; and when we are not open to having our minds changed.
Please share your experience: Whether or not you consider yourself a good listener overall, what have you noticed that either interferes with or promotes good listening? Join the conversation and click "comments" on our Community of Practice Forum.
We all have what the Harvard Business Review calls “default behavior,” moments when we let our visceral automatic pilot usurp reason. These default reactions can lead to impulsive decisions. A study published in Proceedings of the National Academy of Sciences, found that highly experienced parole judges reasoned more carefully at the start of each workday and after meal breaks, when on average they granted parole to 65 percent of applicants. But as their sessions wore on, favorable parole judgments fell to an astonishing 0% prior to each food break.
Whatever drives us toward default—be it hunger, fatigue, or a certain type of person who “rubs us the wrong way”—is not serving us. One big reason, in our opinion, is that during default moments we are listening less and cutting off the flow of new information. Lee Newman, Dean of Innovation and Behavior at Madrid’s IE Business School suggests three steps for overriding your automatic pilot response:
1) Know your default triggers.
2) Anticipate and mentally rehearse your overrides.
3) Design your days to minimize triggers at high-stress times.
We want to hear: What drives you into “default” mode and what are you doing to regain control? Are you doing anything to modify your behavior? Join the conversation and click "comments" on our Community of Practice Forum.