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Thursday, August 14, 2014

These Verbal Tics Show When You're Feeling Insecure


                      
Your speech patterns may be revealing your inner doubt.
Insecurity, like blood, will out. It makes us feel so vulnerable and exposed that we eventually expose ourselves and become vulnerable. Like a scarlet sock in the load of white wash, insecurity has the irksome power to stain our speech and writing, interfering with the immaculate poise we’d like to project.
Yet if you know what linguistic tics to look for, you can recognize self-doubt (and perhaps bleach the fuchsia from your pants before anyone notices). Insecurity has several linguistic calling cards, and learning to spot them may help you both assuage others and more skillfully present your self to the world. Below are a few tips for getting the insecurity out of your words—and maybe picking up some confidence in the process.
Overcompensation
First, beware overcompensation. Nothing announces an inferiority complex like the bugle of self-promotion. In a forthcoming issue of Psychological Science (described by Wray Herbert), researchers from the University of Pennsylvania and Harvard report that people at the edges of a given group are more likely to use language that emphasizes their membership in the group. Central figures are less likely to assert their belonging.
One study compared the websites of top universities and top master’s degree universities. All the schools have graduate education programs, unlike “mere” colleges, which teach undergraduates only. But the researchers thought the master’s institutions might be less secure in their status, since they don’t hand out Ph.D.s. Volunteer judges kept track of how often each website referred to its institution by name (“Harvard”) and how often it alluded to “the university” or “Harvard University.” The results: Master’s universities invoked their prestigious university-ness more often than universities that offered Ph.D.s. Worrying that you stand at the periphery of a privileged group makes you want to emphasize that you really do belong.
Next, the researchers conducted the same analysis on the websites of big and small international airports. International airports enjoy a higher status than domestic ones, so the hypothesis was that the smaller international airports would defensively underscore their globalism, whereas large international airports would adopt the careless hauteur of Harvard You-Know-What. Lo and behold: While the smaller airports used “international” in 70 percent of all self-references, the heavies employed it in fewer than half.
Finally, the researchers returned to academia, those halls aswarm with precisely coded language and the affairs of the ego. They asked a sample of Harvard students to list “things you think of” when either describing their school to others or imagining it in the privacy of their own heads. The same went for a group of University of Pennsylvania students. The test was whether Harvard kids used the august phrase “Ivy League” more or less frequently than the Penn kids, given Harvard’s reputation as the quintessential Ivy League college and Penn’s as the league’s red-headed stepchild. Consistent with the other studies, the Penn students were much more likely to invoke that hallowed circle of institutions than their Harvard peers.
Wait, you may be saying. Does this explicit labeling have to stem from insecurity, or might it simply seek to resolve ambiguity? We assume that big sprawling airports offer international flights. Smaller airports may simply have an interest in informing people when they supply services that aren’t self-evident or intuitive. Likewise, if not everyone knows or remembers that Penn belongs to the Ivy League, then there are practical reasons to spotlight the association.
Yet the researchers’ interpretation of their findings feels at least partially correct to me. I remember screaming my lungs sore for my swim team as a kid, even inventing my own cheers about the Edgemoor Dolphins. Why? Because I was a terrible swimmer, with the aquatic mobility of a suitcase. Not for me the languid nonchalance of the freestyle record-breakers, with their sleepy-eyed assurance that their belonging could go unsaid. I had to prove my Dolphin-ness. In the same way, that telltale understatement—“I went to school in Boston”—is aggravating precisely because, by design, it oozes the insouciance of royalty.  
Pronouns
At the same time that insecure people insist on inclusion and membership, they also presume to speak only for themselves. We know now that the linguistic expression of low confidence plays out in pronouns. Until recently, many experts believed that first-person singular referents were verbal playthings for the powerful and narcissistic, the me-me-me-me-me people who demand attention. But as James Pennebaker, a psychologist from the University of Texas at Austin, has written, the pronoun “I” often signals humility and subservience. A more confident person is more likely to be surveying her domain (and perhaps considering what “you” should be doing), rather than turning inward. “Pronouns signal where someone’s internal focus is pointing,” Pennebaker told the Wall Street Journal. “The high-status person is looking out at the world and the low-status person is looking at himself.”
Grandiosity and narcissism are often seen as giveaways for low self-confidence, and these two features of insecure speech—overcompensation and a focus on me—help explain why. (“It’s like you’re … I don’t know, in love with yourself,” a character tells the deeply damaged protagonist of Diana Spechler’s Skinny. “Self-absorption is different from self-love,” she replies defensively, limning a distinction that sometimes evades us.)
Insecurity expresses itself not just in what you say, but how you say it. Anecdotally, colleagues told me about lowering their voices to seem more authoritative in vulnerable moments, or reaching for loftier vocabulary words. (Seth Stevenson has written about “bubble vocabulary,” or “words on the edge of your ken” that have a way of sneaking out in illustrious company.) Sociologists even have a term for how people modify their speech production to access the power they believe might elude them otherwise: linguistic insecurity.
Conversation styles
As Slate’s Lexicon Valley explained last year, linguistic insecurity occurs when people feel that their use of language marks them as inferior. They therefore seek—consciously or not—to “borrow prestige” by coopting a different conversational style. The linguist William Labov first observed it in the 1960s. He noticed that the New York upper class tended to pronounce its r’s, whereas the working class was more likely to drop r’s at the end of words and before vowels. Speculating that employees at higher-end department stores would want to mimic the power and dignity of their well-heeled clientele, Labov thought that perhaps workers at Saks Fifth Avenue would enunciate more r’s than workers at the discount shop S. Klein. So he asked assistants at each store questions that elicited the answer “fourth floor,” and listened to who replied “fawth flaw.” Sure enough, far more S. Klein employees dropped their r’s than Saks employees.
What convinced Labov that linguistic insecurity—rather than pure class division—was at play? He cunningly asked each worker to say the catchphrase twice, by pretending he hadn’t heard or understood the first time. And he found that, of the Saks assistants who initially left off the r, many corrected themselves on take two. In other words, they were more likely to answer “fourth floor” when a customer drew attention to their speech.
Labov’s experiment suggests that punctilious attention to “proper” usage may come from a place of insecurity. The extreme form of this is hypercorrection, in which “a real or imagined grammatical rule is applied in an inappropriate context, so that an attempt to be ‘correct’ leads to an incorrect result.” (Think substituting “you and I” for “you and me” as the object of a sentence, or all the stilted uses of whom.) Labov and his successors found that people hypercorrect most in moments of self-consciousness—when switching into a shaky second language or addressing a crowd. Perhaps their zeal to “get it right” is just another version of the desire for belonging: You don’t need a linguistics degree to see analogies between the aspirational rhoticity of Saks workers—at the fringes of a world of glittering wealth—and the self-labeling pretensions of master’s universities and small international airports.
Notably, there are a few verbal tics that we mistakenly think index insecurity, even though they don’t. These (mostly feminine) quirks—uptalk, vocal fry—are often subtle expressions of power, innovativeness, or upward mobility. In fact, Adam Gopnik recently wrote about how verbal fillers like “um” and “you know” underscore a speaker’s conscientiousness, her sensitivity to the details she must, for reasons of economy, leave unsaid. So, uh, if you want to come across as confident, don’t shy away from a little gravel in your voice, or from lilting upward at the end of your sentences? But you should stick to second- and third-person pronouns (and the imperative mode!). And remember that excessively formal language shan’t help your cause. Go Dolphins!  


Read more: http://www.slate.com/articles/health_and_science/science/2014/07/insecurity_in_language_psychology_of_how_words_reveal_self_doubt.html#ixzz3AQciGZWM

4 Things You Thought Were True About Time Management



by Amy Gallo  |   1:00 PM July 22, 2014
I don’t know anyone who doesn’t struggle with how to make the most of their time at work. How do you stay on top of an overflowing inbox? How do you get work done when your day is taken up by meetings? How can you get through a continually expanding to-do list? How do you even find time to make a list in the first place?
To make matters worse, there are lots of misconceptions about what time management really comes down to and how to achieve it. Let’s look at some of the most common suggestions and assess whether they’re actually true.
It’s about managing your time. False.
Time management is a misnomer, says Jordan Cohen, a productivity expert and author of “Make Time for the Work That Matters.” He says that it’s really about productivity: “We have to get away from labeling it ‘time management’. It’s not about time per se but about how productive you can be.” He likens it to the difference between dieting and being healthy. “You can diet all you want,” he says, “but you won’t necessarily be healthier.” In the same way, you can pay close attention to how you spend your time, manage your email, etc., but you won’t necessarily be more productive.
Teresa Amabile, the Edsel Bryant Ford Professor of Business Administration at Harvard Business School and coauthor of The Progress Principle, whose expertise in this area comes from reading thousands of work diaries of workers who documented their struggles to get work done, says it’s more about managing your overall workload. Many managers simply take on too much. “If you don’t keep an eye on the commitments you’ve made or are making, there is no time management technique that’s going to solve that,” she says. Sure, this might be an organization-level problem — many managers overload their team members ­— but she says that most professionals have more control over their workload than they might admit. “It is possible to say no. It is possible to negotiate,” she says. Cohen agrees: “While your schedule may not be yours per se, you can be judicious about what you go to and how you manage it.”
You just need to find the right system or approach. False.
“Having a system can be useful, but it takes more than that,” says Amabile. “And what works for each person, like spending an hour and a half on focused work at the beginning of the day, will not necessarily work for another person.” The key is to continually experiment with techniques. “Some things may or may not work in a particular context or situation,” says Cohen. Try lots of different approaches — really try them. Don’t change the way you check email for a week and declare it a failure. Set metrics for measuring success, give the approach time, and consider involving someone else — your boss or a coworker — to help you evaluate whether it really worked.
You need to devote time to change. Somewhat true.
One person I spoke to said her biggest challenge was finding time to put time management systems into place. She didn’t have the day or two she felt she needed to set aside. Amabile says this may not be necessary: “Small tweaks can make a big difference. The best approach is to start out with a few small things. Progress in this context might mean that you find yourself with some additional time each day when you can reflect and think. Even if it’s just an additional 20 or 30 minutes each day, that’s progress.” But it depends on how bad your situation is and how desperate you feel. Amabile mentioned one person who decided to use her vacation week for a major overhaul to achieve less stress. She looked at how she was using her time, her level of commitments, and experimented with a few techniques that people had suggested. “She felt things had gotten so out of control that she wanted to give herself this gift. But that was an extreme measure that was necessitated by the extreme situation,” says Amabile.
It’s up to you — and only you — to get it right. Somewhat true.
This may be partly true. “There is no one who’s responsible for how productive you are,” says Cohen. In that sense, this rests on your shoulders. He is clear: “You’re expected to be productive, so you better take this puppy on yourself.” But Cohen and Amabile both say you can’t do it alone. “If you’re in an organization where there are pressures for immediate responses or turnarounds on all requests or there is no room for any kind of slack, it’s very tough to do time management on your own,” says Amabile. She points to Leslie Perlow’s research about small tweaks you can make in any work environment. Still, it may be tough. “Organizations unknowingly put a lot of barriers in front of you to get your work done — unclear strategy and clumsy processes, to name just a few,” Cohen says.
If this sounds like your company, Amabile suggests you make attempts to change the culture. “I would urge people to push back in ways that they believe will be effective,” she says. Raise questions like, “How can we be more productive around here?” This can often be more effective than focusing on getting out of your own bind. “You have a responsibility to push back on the organization,” she says. Cohen also thinks it’s worth talking with senior management, because it’s often bigger than any single manager. “It requires a redesign of how work gets done, where decisions get made, how they get made. There’s only so much that a system can take,” he says.
For the lone professional, getting control over your workload and schedule is daunting. But knowing the difference between what people say will work and what actually does may be the first step in the right direction.
More blog posts by 
Amy Gallo is a contributing editor at Harvard Business Review. Follow her on Twitter at@amyegallo

Science Answers Whether Coffee Is Good For You


  • JUL. 31, 2014, 5:44 AM



The health effects of coffee are quite controversial.
Depending on who you ask, it is either a super healthy beverage or incredibly harmful.
But despite what you may have heard, there are actually plenty of good things to be said about coffee.
For example, it is high in antioxidants and linked to a reduced risk of many diseases.
However… it also contains caffeine, a stimulant that can cause problems in some people and disrupt sleep.
This article takes a detailed look at coffee and its health effects, examining both the pros and cons.

Coffee Contains Some Essential Nutrients And Is Extremely High In Antioxidants

Coffee is more than just dark brown water… many of the nutrients in the coffee beans do make it into the drink.
A typical 8oz (240 ml) cup of coffee contains (1):
  • Vitamin B2 (Riboflavin): 11% of the RDA.
  • Vitamin B5 (Pantothenic Acid): 6% of the RDA.
  • Vitamin B1 (Thiamin): 2% of the RDA.
  • Vitamin B3 (Niacin): 2% of the RDA.
  • Folate: 1% of the RDA.
  • Manganese: 3% of the RDA.
  • Potassium: 3% of the RDA.
  • Magnesium: 2% of the RDA.
  • Phosphorus: 1% of the RDA.
This may not seem like a lot, but try multiplying with 3, 4, or however many cups you drink per day. It can add up to a significant portion of your daily nutrient intake.
But where coffee really shines is in its high content of antioxidants.
The average person who eats a typical Western diet actually gets more antioxidants from coffee than fruits and vegetables… combined (23).
Bottom Line: Coffee contains a small amount of some vitamins and minerals, which add up if you drink many cups per day. It is also high in antioxidants.

Coffee Contains Caffeine, A Stimulant That Can Enhance Brain Function And Boost Metabolism

Caffeine is the most commonly consumed psychoactive substance in the world (4). Soft drinks, tea and chocolate all contain caffeine, but coffee is the biggest source.
The caffeine content of a single cup can range from 30-300 mg, but the average cup is somewhere around 90-100 mg. Caffeine is a known stimulant. In the brain, it blocks the function of an inhibitory neurotransmitter (brain hormone) called Adenosine.
By blocking adenosine, caffeine actually increases activity in the brain and the release of other neurotransmitters like norepinephrine and dopamine. This reduces tiredness and makes us feel more alert (56).
There are numerous studies showing that caffeine can lead to a short-term boost in brain function… including improved mood, reaction time, vigilance and general cognitive function (78). Caffeine can also boost metabolism (calories burned) by 3-11% and even increase exercise performance by 11-12%, on average (9101112).
However… some of these effects are likely to be short-term. If you drink coffee every day, then you will build a tolerance to it and the effects will be less powerful (13).
There are also some downsides to caffeine, which I’ll get to in a bit.
Bottom Line: The main active compound in coffee is the stimulant caffeine. It can cause a short-term boost in energy levels, brain function, metabolic rate and exercise performance.

Coffee May Help Protect Your Brain In Old Age, Leading To Reduced Risk Of Alzheimer’s And Parkinson’s

Alzheimer’s disease is the most common neurodegenerative disease and a leading cause of dementia. Studies have shown that coffee drinkers have up to a 65% lower risk of developing Alzheimer’s disease (141516).
Parkinson’s is the second most common neurodegenerative disease and caused by the death of dopamine-generating neurons in the brain. Coffee drinkers have a 32-60% lower risk of Parkinson’s disease. The more coffee people drink, the lower the risk (17181920).
Bottom Line: Several studies show that coffee drinkers have a much lower risk of dementia, Alzheimer’s disease and Parkinson’s disease in old age.

Coffee Drinkers Have A Much Lower Risk Of Type 2 Diabetes

Type 2 diabetes is characterized by elevated blood sugars due to resistance to the effects of insulin. This is a very common disease… it has increased 10-fold in a few decades and now afflicts over 300 million people.
Interestingly, coffee drinkers appear to have a significantly reduced risk of developing this disease, some studies showing that coffee drinkers are up to 23-67% less likely to become diabetic (21222324).
In one large review study that looked at 18 studies with 457,922 individuals, each daily cup of coffee was linked to a 7% reduced risk of type 2 diabetes (25).
Bottom Line: Numerous studies have shown that coffee drinkers have a significantly lower risk of developing type 2 diabetes.

Coffee Drinkers Have A Lower Risk Of Liver Diseases

The liver is an incredibly important organ that has hundreds of different functions in the body. It is very sensitive to modern insults like excess alcohol and fructose intake.
The end stage of liver damage is called Cirrhosis, and involves most of the liver being replaced with scar tissue. Coffee drinkers have up to an 84% lower risk of developing cirrhosis, with the strongest effect for those who drink 4 or more cups per day (262728).
Liver cancer is also common… it is the second leading cause of cancer death worldwide. Coffee drinkers have up to a 40% lower risk of liver cancer (2930).
Bottom Line: Coffee drinkers have a significantly lower risk of cirrhosis and liver cancer. The more coffee they drink, the lower the risk.

People Who Drink Coffee Are At A Much Lower Risk Of Depression And Suicide

Depression is an incredibly common problem. It is the world’s most common mental disorder and leads to a significantly reduced quality of life.
In one Harvard study from 2011, people who drank the most coffee had a 20% lower risk of becoming depressed (31). In one review of 3 studies, people who drank 4 or more cups of coffee per day were 53% less likely to commit suicide (32).
Bottom Line: Studies have shown that people who drink coffee have a lower risk of becoming depressed and are significantly less likely to commit suicide.


Some Studies Show That Coffee Drinkers Live Longer

Given that coffee drinkers have a lower risk of many common, deadly diseases (and suicide), it makes sense that coffee could help you live longer.
There is actually some good evidence to support this. A study published in the New England Journal of Medicine in 2012 looked at the habits of 402,260 individuals between 50 and 71 years of age (33).
In this study, people who drank coffee had a much lower risk of dying over the 12-13 year study period: The sweet spot seems to be at 4-5 cups per day, with men having a 12% reduced risk and women a 16% reduced risk.
You can read more about it in this article on how coffee can make you live longer.
Bottom Line: Some studies have shown that coffee drinkers live longer, which makes perfect sense given that they have a lower risk of many diseases. The strongest effect is seen for 4-5 cups per day.

Caffeine Can Cause Anxiety And Disrupt Sleep

It wouldn’t be right to only talk about the good stuff without mentioning the bad. The truth is… there are some important negative aspects to coffee as well (although this depends on the individual).
Consuming too much caffeine can lead to jitteriness, anxiety, heart palpitations and may even exacerbate panic attacks (34). If you are sensitive to caffeine and tend to become overstimulated, then perhaps you shouldn’t be drinking coffee.
Another unwanted side effect is that it can disrupt sleep (35). If coffee reduces the quality of your sleep, then try avoiding coffee late in the day, such as after 2pm.
Caffeine can also have some diuretic and blood pressure raising effects, but this usually goes away with regular use. However, an increase in blood pressure of 1-2 mm/Hg may persist (363738).
Bottom Line: Caffeine can have various negative effects, such as causing anxiety and disrupting sleep, but this depends greatly on the individual.

Caffeine Is Addictive And Missing A Few Cups Can Lead To Withdrawal

One issue with caffeine, is that it can lead to addiction in many people. When people consume caffeine regularly, they become tolerant to it. It either stops working as it used to, or a larger dose is needed to get the same effects (39).
When people abstain from caffeine, they get withdrawal symptoms like headache, tiredness, brain fog and irritability. This can last for a few days (4041). Tolerance and withdrawal are the hallmarks of physical addiction.
A lot of people (understandably) don’t like the idea of being literally dependent on a chemical substance in order to function properly.
Bottom Line: Caffeine is an addictive substance. It can lead to tolerance and well documented withdrawal symptoms like headache, tiredness and irritability.

The Difference Between Regular And Decaf

Some people opt for decaffeinated coffee instead of regular. The way decaffeinated coffee is usually made, is by rinsing the coffee beans with solvent chemicals.
Each time this is done, some percentage of the caffeine dissolves in the solvent and this process is repeated until most of the caffeine has been removed. However, it’s important to keep in mind that even decaffeinated coffee does contain some caffeine, just much less than regular coffee.
Unfortunately, not all of the health benefits of regular coffee apply to decaffeinated coffee. For example, some studies show no reduction in the risk of type 2 diabetes, Parkinson’s or liver diseases for people who drink decaffeinated coffee.
Bottom Line: Decaffeinated coffee is made by extracting caffeine from the coffee beans using solvents. Decaf does not have all of the same health benefits as regular coffee.

Things To Keep In Mind In Order To Maximize The Health Benefits

There are some things you can do in order to maximize the beneficial health effects you get from coffee. The most important is to NOT add anything unhealthy to it. This includes sugar and any sort of artificial, chemical-laden creamer.
Another important thing is to brew coffee with a paper filter. Unfiltered coffee (such as Turkish or French press) contains cafestol, a substance that can increase cholesterol levels (4243). Also keep in mind that some of the coffee drinks at places like Starbucks can contain hundreds of calories and a whole bunch of sugar. These drinks are NOT healthy.
There are some more tips in this article on 8 ways to make your coffee super healthy.
Bottom Line: It is important not to put sugar or a chemical-laden creamer in your coffee. Brewing with a paper filter can get rid of a cholesterol-raising compound called Cafestol.

Should You Be Drinking Coffee?

There are some people who would definitely want to avoid or severely limit coffee consumption, especially pregnant women. People with anxiety issues, high blood pressure or insomnia might also want to try limiting coffee for a while to see if it helps.
There is also some evidence that people who metabolize caffeine slowly have an increased risk of heart attacks from drinking coffee (44).
All that being said… it does seem clear that for the average person, coffee can have important beneficial effects on health. If you don’t already drink coffee, then I don’t think these benefits are a compelling reason to start doing it. There are downsides as well.
But if you already drink coffee and you enjoy it, then the benefits appear to far outweigh the negatives.

Take Home Message

It’s important to keep in mind that many of the studies in the article are observational studies, which can not prove that coffee caused the beneficial effects.
But given that the effects are strong and consistent among studies, it is a fairly strong indicator that coffee does in fact play a role.
Despite having been demonized in the past, the evidence points to coffee being very healthy… at least for the majority of people.
If anything, coffee belongs in the same category as healthy beverages like green tea.

How to make the most of your time away









The Professional’s Guide to a Stress-Free Vacation

by Carolyn O'Hara  |   10:00 AM August 14, 2014

There’s lots of advice out there about how to disconnect from work and return to the office refreshed. But what’s the right vacation approach for you? Is it better to be completely out of touch? And how can you increase the chances that you’ll come back relaxed and revitalized?
What the Experts Say If you care about your work, you’ll make sure to take regular vacations. “You’ll actually get worse at your job if you don’t have intervals of rest amid the stress,” says Scott Edinger, founder of the Edinger Consulting Group. “It’s like working one muscle too hard. If you neglect to rest that muscle, it begins to fatigue and will ultimately weaken.” And because we are so hyper stimulated all day, every day — whether it’s being bombarded with email at all hours, checking Facebook on our phones at every opportunity, or following round-the-clock news coverage — “we’ve lost even the micro-moments during the day” that give our brains a rest, says Shawn Achor, author of The Happiness Advantage. “Our brains never have the bandwidth to actually recharge or rejuvenate.” Here’s how to vacation the right way.
Practice with a mental “vacation” everyday It’s unrealistic to expect an overworked brain to transition seamlessly into relaxation mode the second you hit your beach towel. So if you want to maximize your chances of a restful holiday, it’s critical to “practice” vacationing by shutting off a little each working day. Try turning off your smartphone for an hour in the evening. Or keep the radio off for the first 10 minutes of your morning commute, to reduce a little of the noise in your life. “These moments of quiet and disconnection help your brain realize that you can have that separation and still have that productivity and happiness,” says Achor.
Plan ahead and define “emergency” The week before you leave, take steps to prepare for your absence. Let key colleagues and clients know that you will be away, and either pause your projects or ready them for a temporary handover. It’s also critical to explain to your team which situations warrant them contacting you. You might tell them to call if you are at risk of losing a client, or only in the unlikely event the company’s manufacturing facility is about to shut down.  “Ask yourself how much emergency stuff do you actually deal with on a daily basis,” says Edinger. Chances are, no matter how essential you think you are, “You’ll come back and lo and behold, the business has survived.”
Empower your team Also let your team know which responsibilities they need to shoulder. That will not only clear your plate for a few days, but also signal to them that you trust them. “Employees need to have time away from managers so that they can grow,” says Edinger. Even better, allow your team to weigh in on decisions well in advance of your vacation, so that they aren’t suddenly on the hot seat for the first time when you go away. “If managers haven’t enabled employees, the team will feel stress, and so will the leader on vacation, because he won’t trust the team’s decisions,” says Achor.
Give yourself permission to check inTo check email or not to check email? It’s the perennial question. Achor says to let your “personal anxiety level” guide how much you check in. The goal is to separate yourself from work as much as possible, but often a quick scan of your messages can actually dispel fears that the office is falling apart without you, and let you retire back to the pool in peace. “It’s actually rare that something will arise that just can’t wait,” says Edinger.
Leave projects behind It may be tempting to bring a small amount of work with you — a bit of reading, a short report to draft — on the theory you’ll get it done on the plane or lounging on the beach. But both Edinger and Achor say that’s almost always a bad idea. “If the vacation is going great, you’re not going to want to do it, and then it will hang over your head,” says Edinger. “And when we actually do the work, most of us underestimate how long it will take.” Either way, you’ll miss out on getting the full effect of a vacation. “The productivity of a vacation is you’re trying to lower your stress, raise your levels of happiness, and create novelty for the brain,” says Achor. “If you finish your vacation without getting those three things because you brought work with you, you actually missed out on the rejuvenating benefits of that time away.”
Manage your re-entry Just as you carefully prepare colleagues and employees for your departure, take a moment to plan for your return to work. A rushed re-entry “completely burns away the good effects of the vacation,” says Edinger. Resist the pressure to dive right back into the fray. “Very few of us just show up and we’re at full speed,” he says. “The key for Monday morning is not to schedule any meetings.” That gives you a few hours in relative peace to get caught up on emails and other work demands. And whatever you do, try not to work late that first day back. “It’s just a bit of a jolt to the system,” says Edinger. “A couple of late nights at the office that first week, and it is easy to see why, when Wednesday afternoon rolls around, people often say their just-finished vacation feels like a distant memory.”
Savor your memories To keep the positive effects of vacation as long as possible, try to bring part of the holiday back home with you. Make a point to look at your vacation photos regularly after you return, and set aside some time a week later to upload and organize them. You might also incorporate some part of the vacation into your normal, everyday routine. Edinger recently returned from a trip to Italy, where he took a cooking class with his family. “A few weeks after we came back, we made a special dinner with some of the dishes we made in Italy,” he says. “People who actually take time to savor their memories not only extend the positive benefits of the trip but that they remember it for so much longer,” says Achor.
Principles to remember:
Do:
  • Practice shifting out of “work mode” a little each day
  • Set boundaries with employees about when they should contact you — doing so in advance will help you relax and allow your team to grow
  • Get over yourself — the company probably won’t implode while you’re away
Don’t:
  • Beat yourself up if you check email — it may actually alleviate stress
  • Assume you’ll get a little bit of work done while away — you’ll never fully relax with it hanging over your head
  • Go back to work on Monday without blocking off catch-up time
Case study #1: Trust your team Until this summer, Matthew Bellows hadn’t taken more than a few days’ vacation since 2010, when he launched Yesware, a Boston-based email productivity and tracking tool for salespeople. The fast-growing company had hit a number of milestones in recent months, including its first acquisition and plans for a second office. “I needed to just to take a step back, and get some perspective on what we were doing and my role in it,” Matthew recalls.
He booked a two-week trip to Greece with his family for June, but since he hadn’t handed the reins to anyone for such a long stretch, he wanted to prepare effectively should any issues arise while he was away.
He alerted his executive team that he would be gone, and tapped his co-founder and CTO as the final voice for any decisions that needed to be made. He also recognized that his absence might offer executives the opportunity to step up and stretch themselves in ways they may not when he is at the table. “A lot of my work has been hiring great people, and trying to let them be successful,” Matthew says. “But it’s hard for people to reach their professional potential if they aren’t given the chance. It’s like learning to ride a bike. If someone’s always holding on to the seat, you never actually learn how to ride it.”
Since he also wanted to minimize work intrusions on his time while he was away, he created a special vacation-only email address. He shared it with a few key staff members, who had instructions to only email him if they absolutely needed his input. That meant he could ignore his ordinary, overflowing inbox for the duration of his trip, and only periodically check the new address to see if there were pressing business matters that needed his attention.
After two weeks away, Matthew returned to find Yesware thriving. “I get back, and the company’s running great without me,” he says. “We had our best month ever,” with impressive sales growth, a major new client, and a lease for new offices in San Francisco. “And I was gone for most of it.”
“At first I felt anxiety about it — What is my role now?” Matthew says. “But then I just felt this intense appreciation for the company. And it helped me figure out what priorities I should work on for the next three to six months.”
Case study #2: Plan your return as well as your departure A few years ago, Peggy Hill, then the vice president of supply chain for an outdoor industry company, went on a weeklong beach vacation. Her flight home arrived late on a Sunday night, and Monday morning came too early. She had an 8 am meeting scheduled, her office phone rang incessantly, and an endless stream of colleagues stopped by asking for answers to various emails and messages. “By the end of the day, I was exhausted, stressed, and thinking that I’d never take another vacation if it meant coming back to this,” Peggy says.
Peggy had several managers reporting to her, and she noticed they all had the same vacation re-entry stresses. “We all planned diligently for our vacations to make sure important issues were closed before we left,” she says, but judging by people’s first few days back in the office, “taking vacations was becoming more stressful than not taking vacations.”
Peggy decided it was time for a culture change. The next time she scheduled a vacation, she blocked off the first half day back as a work-from-home day — no meetings, just dedicated time to answer calls and emails. She also reworded her out-of-office message on email and voicemail to give herself more time to respond to issues upon her return. She found that the “focused, uninterrupted time allowed for a quicker grasp of the big-picture goings on in the company” and for a faster, response to emails and voicemails. And since her employees were already used to her being gone, the extra few hours out of the office that first day back didn’t make much difference.
Peggy encouraged her direct reports to adopt the proactive re-entry strategy, and the practice soon caught on. People “quickly saw the value in this approach,” Peggy says. Communication improved, stress levels dropped, and work-life balance improved. “It wasn’t a cure-all,” Peggy says, “but it was a step in the right direction.”

Carolyn O'Hara is a writer and editor based in New York City. She's worked at The Week,PBS NewsHour, and Foreign Policy

"Most people think they know what they are good at. They are usually wrong."


Managing Oneself

We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
But with opportunity comes responsibility. Companies today aren’t managing their employees’ careers; knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years. To do those things well, you’ll need to cultivate a deep understanding of yourself—not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
History’s great achievers—a NapolĂ©on, a da Vinci, a Mozart—have always managed themselves. That, in large measure, is what makes them great achievers. But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence. Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves. We will have to learn to develop ourselves. We will have to place ourselves where we can make the greatest contribution. And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
What Are My Strengths?
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Throughout history, people had little need to know their strengths. A person was born into a position and a line of work: The peasant’s son would also be a peasant; the artisan’s daughter, an artisan’s wife; and so on. But now people have choices. We need to know our strengths in order to know where we belong.
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. I have been practicing this method for 15 to 20 years now, and every time I do it, I am surprised. The feedback analysis showed me, for instance—and to my great surprise—that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researchers. It also showed me that I don’t really resonate with generalists.
Feedback analysis is by no means new. It was invented sometime in the fourteenth century by an otherwise totally obscure German theologian and picked up quite independently, some 150 years later, by John Calvin and Ignatius of Loyola, each of whom incorporated it into the practice of his followers. In fact, the steadfast focus on performance and results that this habit produces explains why the institutions these two men founded, the Calvinist church and the Jesuit order, came to dominate Europe within 30 years.
Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie—and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you are not particularly competent. And finally, it will show you where you have no strengths and cannot perform.
Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the gaps in your knowledge—and those can usually be filled. Mathematicians are born, but everyone can learn trigonometry.

Go to main site to read full article.
http://hbr.org/2005/01/managing-oneself/ar/1
Peter F. Drucker is the Marie Rankin Clarke Professor of Social Science and Management (Emeritus) at Claremont Graduate University in Claremont, California. This article is an excerpt from his bookManagement Challenges for the 21st Century (HarperCollins, 1999).

Expressing Your Vulnerability Makes You Stronger.


David Brendel  |   12:00 PM July 22, 2014 Harvard Business Review.

Can vulnerability fuel growth and success? Consider the landmark research of psychologist BrenĂ© Brown as described in her book Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. It shows that we thrive in our relationships and careers when we engage deeply in complex, stressful scenarios. Success is about participating proactively in life—not about winning a game or profiting monetarily. “There is no triumph without vulnerability,” she writes.
Brown’s research resonates with ideas Malcolm Gladwell developed in his book David and Goliath: Underdogs, Misfits, and the Art of Battling Giants. Gladwell delineates how vulnerable individuals and groups often achieve surprising victories because of their hidden assets and virtues. Similar findings suggest that workers who allow themselves to be vulnerable to expressing genuine emotion with customers display enhanced attention and performance.  Other research suggests that “mentalization”— the process of making oneself vulnerable to the feelings of others (even opponents and enemies)—propels human connection and well-being.
In my practice as an executive coach, I’ve been inspired by these ideas and have seen them in action. Many of my clients have achieved remarkable success by apologizing for errors, seeking help from competitors, and otherwise expressing vulnerability. Some of my CEO clients have made themselves vulnerable to criticism and failure by focusing less on short-term profits and more on transforming their companies into good corporate citizens and generous employers. They used the coaching in part to implement the character virtues that research shows to be so beneficial.
These values have guided my career and, increasingly, other areas of my life where vulnerability can beget success. Here’s a case in point. When I agreed to be head coach of my son’s Little League team, I anticipated a nice break each week from my executive coaching practice. It didn’t cross my mind that coaching a group of 10 year olds in baseball would teach me valuable lessons that I could apply to coaching executives.
Nearing the season’s end, my team—the scrappy Mariners—was facing the mighty White Sox, who were the strongest in the league. In the final inning, the umpire made a controversial call in our favor. The other coach vigorously protested the call on the field —and later with the league commissioner. The remainder of the game played out under a dark cloud. We won, but Little League rules allow the commissioner to determine that a protested game must be replayed from the point in question.
Emotions ran high as we awaited the commissioner’s decision. I was feeling angry about the protest, but also concerned that I (as well as players and parents on our side) was vilifying the other coach. After losing a night of sleep about this, I knew I needed to reframe the situation and think more productively about the incident. I felt vulnerable knowing that we could lose the game and also that I wasn’t handling the situation optimally.
I took some deep breaths and emailed the other coach to apologize for not yet considering his position seriously. By the next evening, we sat together at a local watering hole talking about baseball, family, and other shared values. He explained that his protest was rooted in a concern about preserving the integrity of the game by correctly applying the rules. While I wouldn’t have protested the call myself, I was heartened to learn that his action was principled and reasonable.
By humbling myself with an apology and reaching out to this fellow coach and dad, I realized that I was taking a leadership step that I encourage in my clients. When angry or fearful, step back and be self-reflective. Don’t vilify your boss or co-workers or employees or competitors. Strive to put yourself in the shoes of your perceived adversary. Avoid impulsive statements and actions. Express regret or apology. Gain strength by allowing yourself to be humble and vulnerable.
After the commissioner allowed the protest and replaying of the last inning, the White Sox’s coach graciously offered to drop the protest and concede the win to us. But I worried that this kind of win would be unfulfilling and fundamentally wrong. So I advocated that we finish the game, even though we would risk snatching defeat from the jaws of victory.
We replayed the inning and lost the game. My son was the pitcher who gave up the final run. After he wiped away some tears and I gathered my thoughts, we left the field together proud of how we’d handled the situation. The experience had drawn us closer as father and son—and that in itself was a win. It also allowed me to model for players and parents how vulnerability can solidify core values such as sportsmanship and civility, which ultimately are far more important than wins and losses.
The Mariners had “dared greatly” and lived the season to its fullest, as Brown’s research exhorts us all to do. And I exposed my own vulnerabilities, in exactly the same way that I coach my CEOs to express theirs.  I was now positioned to coach even more effectively in the future (I was “promoted” to coach a summer travel team!), and our players were poised to continue growing as young athletes. The Mariners were a winning team because of vulnerability and courage. Those are exactly the personal traits I strive each day to develop in myself, my children, the players I coach on the ball field, and the clients I coach in the C-suite.