Have you been with people who talk on and on about themselves? While it may feel tiresome, there is no better way to make a good impression and come across as a great listener and communicator than to let another person self-disclose.
According to Harvard research published in Scientific American, revealing personal information to others produces a high level of activation in neural regions associated with motivation and reward. In short, it feels good. You can always prime the pump by asking people questions about their experiences, interests, and accomplishments.
In addition to making your conversation partner feel good and making you look good, there are other benefits to this kind of dialogue. Disclosing personal information to others increases social bonding and interpersonal liking. And sharing information gained through personal experiences can lead to performance advantages by facilitating teamwork.
We want to hear: How do you encourage others to talk about themselves, and what advantages do you think you gain from doing so? To join the conversation, click "comments" on our Community of Practice Forum.
In one way or another we all vie for attention—whether pitching an idea or trying to be recognized for the good work we do. In his new book, Captivology: The Science of Capturing People’s Attention, recently profiled in Business Insider, author and investor Ben Parr summarized research on top attention-getting triggers.
We agree with Parr when he concludes that the greatest “masters of attention” create a sense of community with their audience.
We have seen over and over again how establishing common ground with others and recognizing them for their accomplishments predisposes them to listen attentively and respectfully to what you have to say.
We want to hear: How do you capture people’s attention and what do others do to capture yours? To join the conversation, click "comments" on our Community of Practice Forum.
Does a young person in your life have a “mindless” summer job right now? Harvard professor Jennifer Finney Boylan, writing in The New York Times, reminisced about the “so-called stupid jobs” she had as a teenager and young adult – including selling hot dogs and mowing lawns, working as an office temp and messenger, and hawking T-shirts at Grateful Dead concerts. “These jobs,” she wrote, “made me aware of class privilege in a way that my hours in Econ 101 surely did not.”
We agree that gaining some understanding of many different social realities can be one benefit of students’ summer jobs, but there are many more. Unless you are a lighthouse keeper, virtually every job entails communication skills, and many present opportunities for teamwork and collaboration. Learning to deal with a cross-section of customers and a spectrum of management styles, whether working at a retail store, in a restaurant, or on a construction crew, can provide invaluable experience for later positions.
In the theater, there is a saying: “There are no small parts.” Likewise, there are no small jobs. Taking pride in every job we do, staying engaged in the work, navigating conflict if it arises—even making and recovering from rookie mistakes—all prepare young people for the challenges ahead.
We want to hear: What valuable lessons did you learn from a summer job? To join the conversation, click "comments" on our Community of Practice Forum.
Recent research reveals that 80 percent of employers name “cultural fit” as a top priority when hiring. However, a recent New York Times article suggests that when so-called fit is evaluated in snap judgments, it can result in managers hiring only people who are personally similar to them, while excluding those who are not.
Lauren Rivera, an associate professor of management and organizations at Northwestern University’s Kellogg School of Management researched the hiring practices of the country’s top investment banks, management consultancies, and law firms, interviewing 120 decision makers. She concluded that interviewers commonly rely on subjective measures like personal chemistry to make hiring decisions. They were also prone to hire applicants whose “hobbies, hometowns and biographies matched their own.” The obvious downside: “It is easy to mistake rapport for skill.” Highly qualified job seekers who do not hail from the same social strata can be left out completely.
We first published our Organizational Culture Survey and research in 1988 and it has been used by researchers and practitioners around the globe to measure and manage cultures. We acknowledge the importance of fit because employees who resonate with an organization’s goals and strategies will be more productive and stay longer. But we also agree with Professor Rivera that “fit” should reflect organization values, not personal preferences.
We want to hear: How would you describe your organizational culture, and how does your organization measure organizational fit? To join the conversation, click "comments" on our Community of Practice Forum.