Home' Trinidad and Tobago Guardian : May 22nd 2014 Contents Brand yourself while
maintaining your integrity
In the American workplace, self-promotion is seen
as a way to differentiate yourself and advance your
career. But for people who grew up in cultures where
modesty, composure and self-control are strongly
valued, it can be hard to meet the need for personal
branding. In this case, it helps to reframe the idea
of self-promotion; instead of viewing it as a selfish
endeavour, think about whom else might benefit
from your efforts.
For example, if you re known as a sought-after
expert, clients will hire your company to have access
to your skills. And if you come from a culture that
emphasises the group over the individual, highlight
your achievements within the context of what the
team or organisation was able to achieve. This way,
BG18 | COMMENTARY
BUSINESS GUARDIAN www.guardian.co.tt MAY 2014 • WEEK FOUR
you can maintain your integrity while still getting
name recognition for all that you do.
(Source: "Self-Promotion for Professionals from
Countries Where Bragging Is Bad" by Dorie Clark and
Steer your kids away
from feeling entitled
Do you know what keeps the owners of the most
successful businesses (or most parents) up at night?
The thought of their kids growing up feeling entitled.
Money is not the only factor; some choices can sub-
stantially affect the development of entitlement in
your children. Avoid the entitlement trap by asking
yourself a few questions:
• Do they hold down jobs? Jobs give your child
the chance to gain experience and get honest feedback.
Reality is one of the best ways to combat a false sense
• Are they allowed to suffer? Don t set your kids
up to fail, but don t shelter them from fate s hard
knocks. Pain builds resilience - but don t make your
kids suffer too much.
• Are they grateful? Gratitude is almost the opposite
of entitlement. Parents must model gratitude before
kids can develop it, so show gratitude often. Chances
are your children will thank you for it.
(Source: "Keep Your Kids Out of the Entitlement
Trap" by Josh Baron and Rob Lachenauer.)
Don't ignore the customers
who love you most
Many managers are skeptical of superconsumers
potential, assuming they can t be persuaded to buy
more; even though they re responsible for a large
portion of a product s sales, highly engaged with the
brand and not particularly price sensitive. As com-
panies build up their analytic capabilities, they must
become better at identifying and engaging this group.
Doing so can often reveal hidden opportunities for
growth and insights that can drive product strategy.
Because superconsumers are passionate about a cat-
egory or brand, they are an ideal audience for testing
out new product ideas (in many cases, they themselves
are a source of new ideas).
And they re easy to reach, so you can increase the
efficiency of your advertising and promotions by
focusing efforts on a narrow slice of your customer
base, instead of trying to activate lapsed users through
expensive mass-market campaigns.
(Source: "Make Your Best Customers Even Better"
by Eddie Yoon, Steve Carlotti and Dennis Moore.)
Learn to manage a boss
who's too nice
People want a supervisor who is kind, encouraging
of new ideas and interested in their careers. This kind
of boss shouldn t be confused with one who s too
nice - who shies away from conflict, avoids sharing
negative feedback and gives in too easily. Conflict-
averse managers can hurt your performance and
career, so you must mitigate the potential damage.
• Directly address the issue. Make clear what you
need and be concrete. Express concern if you don t
have the resources you need, ask for insight if your
boss is being too hands off, and make it easy for him
to give feedback.
• Make the costs clear. Help your boss understand
the costs of his behaviour. Make the downsides evi-
dent, so he ll be incented to change. Point to direct
evidence, such as a team member s disengagement.
• Tap your network. You may need to go above
your boss and use your network to get feedback or
resources; but don t sneak around, bring your boss
into those discussions.
(Source: "When Your Boss Is Too Nice" by Amy
@2014 Harvard Business School Publishing Corp.
Distributed by the New York Times Syndicate
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