Home' Trinidad and Tobago Guardian : September 5th 2013 Contents BG16 | COMMENTARY
BUSINESS GUARDIAN www.guardian.co.tt SEPTEMBER 2013 • WEEK ONE
Find your authentic self
No one likes to work with someone who is
a fake. For people to trust that you re being
genuine, they need to know where you stand.
Here are two ways to be sure you re being true
to yourself and connecting with others:
Have a point of view. Know your stance on
major work issues and be open to engaging
in conversations about them. Your co-workers
don t want to have to guess or be blindsided
Be transparent. Know the difference between
navigating the political waters of your organ-
isation and actually becoming the politics
itself. Get support for your initiatives but be
clear about what you are doing, why you are
doing it and how you are doing it.
(Adapted from "To Be Authentic, Look Beyond
Yourself" by Amy Jen Su and Muriel Maignan
Start now if you
want to lead
To become a leader, don t wait for the fancy
title or the corner office. Here are three things
you can do now, even if someone else is calling
Demonstrate your potential. Raise your hand
for new initiatives, especially ones that might
be visible to those outside your unit. Look for
opportunities outside of work, too. You can
sit on the board of a local nonprofit or organise
a volunteers event in your community.
Support your boss in reaching her goals.
Find out what keeps your manager up at night
and propose solutions to those problems.
Find role models. Look for people who have
the roles you want and study how they act,
communicate and dress. Identify behaviours
that you can emulate while being true to your
(Adapted from "Act Like a Leader Before You
Are One" by Amy Gallo.)
Support a growth
All too often, senior leaders see managing
today s earnings as their main job and don t
spend enough time on the pursuit of long-
term growth. It s important for all executives
to nurture "internal startups," clusters within
the organisation that help deliver both earnings
Here s how:
Create the conditions. Make earnings and
growth equally important top priorities. Work
to remove cultural impediments such as risk
aversion and the notion that any kind of failure
Choose the right team leaders. Assign your
best, most experienced general managers to
lead growth initiatives. They have the necessary
internal networks and understand the com-
pany s values and culture.
Fund the ventures. Create funds for financing
new ventures separate from the company s
annual budget process. Tie funding to mile-
stones with realistic time frames.
(Adapted from "Six Ways to Sink a Growth
Initiative" by Donald L Laurie and J Bruce Har-
A gender curiosity: parents with all
girls and no boys own more stock
6point: For unknown reasons, married couples
with only female children are about 6 per-
centage points more likely to own stock
than those with both male and female offspring, ac-
cording to a study of a large US database by Vicki L
Bogan of Cornell University.
The phenomenon is limited to stocks; there's no
impact of offspring gender on a couple's likelihood of
holding mutual funds, for example. Having only male
children has no effect on stock ownership, except in
the case of single mothers, who are more likely to
own stock if they have only boys.
(Source: Taylor & Francis Online.)
Groups grow disappointed with
extroverts over time
4.37TO 3.87: Upon joining a group,
extroverts are perceived as
having high status. But in an
online experiment involving imagined scenarios, ex-
troverts' perceived status slipped from 4.37 to 3.87
on a 7-point scale as the group came to consider
their assertiveness and talkativeness less valuable
and to suspect that they were motivated by self-in-
terest, say Corinne Bendersky of UCLA and Neha
Parikh Shah of Rutgers.
To retain their status, extroverts must contribute
at especially high levels to counter negative percep-
tions of them, the researchers say.
(Source: Academy of Management Jour-
Emerging from a bad mood can
make you more creative
4.12: People who were plunged into
bad moods by being asked to
write about distressing experi-
ences, but were then put into good moods by being
asked to write about joyful events, were subse-
quently better at imagining creative ideas for im-
proving university teaching than people who had
been in positive moods all along, says a team led by
Ronald Bledow of Ghent University in Belgium.
For example, their average originality score by in-
dependent raters was 4.12 on a 7-point scale, versus
3.53 for the others. A negative mood can lay the
foundation for high creativity at a later point, the au-
thors say. (Source: Academy of Management
@2013 Harvard Business School Publishing Corp.
(Distributed by The New York Times Syndicate.
TIPS & TALKING POINTS
Links Archive September 4th 2013 September 6th 2013 Navigation Previous Page Next Page