Creating Productive Thought Patterns

Albert Ellis

Albert Ellis

Leaders’ actions actions are influenced by unspoken self-talk.
Sometimes, these thoughts are self-critical and provoke anxiety.

Aaron Beck

Aaron Beck

Cognitive Behavior Therapy (CBT), developed by University of Pennsylvania’s Aaron Beck, provides a systematic way to notice and restructure “irrational self-talk.
Similar approaches were developed by Albert Ellis in Rational-Emotive Therapy (RET), and David Burns in his synthesis of CBT and RET.

David Burns

David Burns

Arizona State University’s Charles Manz and Chris Neck  translated these self-management processes to managerial development.
They outlined a Thought Self-Leadership Procedure as a five-step circular process:

Charles Manz

Charles Manz

1. Observe and record thoughts,

2. Analyze thoughts for potential errors in reasoning (jumping to conclusions, exaggeration),

3. Substitute alternate positive, realistic, plausible, acceptable thoughts,

4. Monitor personal reactions to these thoughts,

5. If more negative thoughts appear, continue to substitute the more productive thoughts.

Screenshot 2023-03-04 at 10.06.57

John Crimmins

John Crimmins

Other recommendations to manage thoughts about stressful situations were distilled by John Crimmins of Behaviour Institute in coaching people at work.

He suggested asking the following questions:

  • How do I know if this thought is true?
  • What evidence do I have to support this thought or belief?
  • How can I test my assumptions/beliefs to find out if they’re accurate?
  • What would a trusted friend say about these thoughts?
  • How is this thought helpful now?
  • What other ways that I can think about this situation?
  • What would a friend say when I blame myself in this situation?
  • What would I say to a friend who was in this situation?
  • What would a friend say to me when I take this situation personally?
  • How can I consider this situation on a continuum rather than in either-or terms?

-*What practices do you use to develop and apply productive thought patterns?

©Kathryn Welds

Followers’ Role in Enabling Bad Leaders

Barbara Kellerman

Barbara Kellerman

Seven types of ineffective and unethical leaders are enabled by their followers, according to Harvard’s Barbara Kellerman.

She categorized bad leaders as:

Incompetent – Failing to create positive change,

Rigid – Not adapting to new ideas, conditions,

Intemperate – Lacking self-control,

Callous – Uncaring and unkind, discounting needs and wishes of group members, especially subordinates,

Corrupt – Advancing self-interest ahead of public interest, through “lying, cheating, and stealing”,

Insular – Disregarding health and welfare of outsiders,

Evil – Committing atrocities, using pain as an instrument of power, exerting physical, psychological harm.

Kellerman’s earlier work focused on Hitler’s leadership, and asserted that his power wouldn’t have existed without complaint followership.

John Darley

John Darley

She noted that bystanders who do not speak up enable bad leaders to continue their practices.

“Bystander Apathy”  was documented more than forty years ago by NYU’s John Darley and Bibb Latané of Columbia.

Bibb Latane

Bibb Latane

Given status differentials between leaders and subordinates, followers can break out of complacent observership only if organizational structures enable them to call attention to unethical leadership practices.

Kellerman suggested mitigation practices for various organizational structures in a videotaped lecture, including developing support coalitions and considering external opportunities for employment outside the organisation.

-*What “bad leader” roles have you observed in your organization?

-*What seem to be effective ways to interact with a “bad” organizational leader?

©Kathryn Welds

Career “Planning” = Career Improvisation

In “VUCA world,” described by the U.S. Army War College as volatile, uncertain, complex, ambiguous environments, career “planning” occurs under rapidly-shifting conditions.

As a result, it is difficult to  meaningfully respond to the interview question: “What are your career plans for the next five years?

Kathleen Eisenhardt

Planning is most suited to relatively certain circumstances when processes and decisions are linear, argued Stanford’s Kathleen Eisenhardt and Behnam Tabrizi.

In contrast, frequently-changing or uncertain conditions require improvisation, frequent testing, and revision.

Behnam Tabrizi

Iterative exploration, rapid prototyping/experimentation, and testing are used in agile software development and are applicable to rapid changes in economic, political, and technology changes that affect career paths.

Alison Maitland

University of London’s Alison Maitland and Peter Thomson offered this perspective in Future Work: How Businesses Can Adapt and Thrive In the New World of Work,

Related views on using flexible “planning” in career development come from Deloitte’s Cathy BenkoMolly Anderson, with Anne Weisberg of Paul, Weiss, Rifkind, Wharton & Garrison LLP in their model of The Corporate Lattice: Achieving High Performance in the Changing World of Work and Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce.

-*When have you found it more useful to “improvise” instead of “plan” your career?
-*What are the benefits of career “improvisation”?

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©Kathryn Welds

Performance Excellence linked to Preventing Failures, Corrective Coaching

Atul Gawande

Simple behavior changes, such as following a structured checklist, can prevent crucial workplace errors and increase quality in medical settings, found Harvard’s Atul Gawande.

He found that people effectively improved their performance when they recognized weaknesses in organizational processes, and took proactive steps to remedy these shortcomings.

Three elements of better performance can be applied across industries:

  • Diligence – Attending to details can prevent errors and overcome obstacles.
    Gawande’s The Checklist Manifesto: How to Get Things Right suggests best ways to structure these memory aids,
  • Doing Right –Ensuring that skill, will, and incentives are aligned to drive excellent performance,
  • IngenuityDeliberately monitoring potential failures, continuously seeking innovative ways to improve performance and solutions.

These elements can be improved with attentive observation and feedback to prevent errors of omission when people don’t:

  • Know enough (ignorance),
  • Make proper use of what they know (ineptitude).

Ignorance occurs less frequently than ineptitude because relevant information is widely available, Gawande noted.
He suggested that both errors can be improved by systematic analysis and consistent use of tools like checklists.

Geoffrey Smart

Checklist-based analysis was also linked to Internal Rate of Return (IRR) in Geoffrey Smart’s study of investments by Venture Capital (VC) firms,

He found a correlation between IRR and leadership effectiveness in new investment ventures.
Selecting capable leaders is critical to business outcomes, so Smart also evaluated VC firms’ typical approach to assessing potential leaders:

  • The Art Critic is the most frequent approach in which the VC assesses leadership talent at a glance, intuitively, based on extensive experience,
  • The Sponge conducts extensive due diligence, then decides based on intuition,
  • The Prosecutor interrogates the candidate, tests with challenging questions and hypothetical situations,
  • The Suitor woos the candidate instead of analyzing capabilities and fit,
  • The Terminator eliminates the evaluation because the venture firm replaces the company’s originators,
  • The Infiltrator becomes a “participant-observer” in an immersive, time-consuming experientially-based assessment,
  • The Airline Captain uses a formal checklist to prevent past mistakes.
    This last approach was linked to the highest average Internal Rate of Return (IRR) for the new ventures.
    In addition, this strategy was significantly less likely to result in later terminating senior managers.

Venture Capitalists in these studies reported that two of their most significant mistakes were:

  • Investing insufficient time in talent analysis,
  • Being influenced by “halo effect” in evaluating candidates.

Systematic reminders to execute all elements required for expert performance can prevent failure and signal potential failure points.

-*How do you improve performance?
-*What value do you find in expert coaching?

Related Post:
Developing a SMARTER Mindset for Resilience, Emotional Intelligence – Part 2

©Kathryn Welds

Four Career Trajectories: Linear, Expert, Spiral, Transitory

Kenneth Brousseau

Kenneth Brousseau

Successful careers can follow forms other than “up or out,” according to Decision Dynamics’ Kenneth Brousseau, Michael Driver of USC, with Lund University’s Kristina Eneroth, and Rikard Larsson.

Their “pluralistic career concept framework” classified careers as:

Four Career Concepts

Four Career Concepts

LinearTraditional upward movement, with variable job role tenure, and motivated by power and achievement.

Behavioral competencies include leadership, competitiveness, cost-efficiency, logistics management, profit orientation.

This career concept is most seen in tall hierarchies with a narrow span of control.

Michael Driver

Michael Driver

Expert – Little movement and long role tenure due to deepening expertise in a narrow discipline.

Motives include mastery, expertise, and security.
Meaningful rewards are continued training, benefits, recognition.

Competencies are quality, commitment, reliability, technical competence, stability orientation.
This career concept is well-matched to flat functional organizations.

Career Motives, Competencies

Career Motives, Competencies

SpiralLateral movement to broaden functional exposure, with seven to ten year tenure in roles.

Motivated by personal growth, creativity, and suited to matrix organizations with cross-functional teams, this pattern is seen in loose, temporary team structures.

Rewards include cross-functional lateral assignments and training.
Key competencies include creativity, teamwork, skill diversity, lateral coordination, people development.

Transitory – Lateral moves with three to five year tenures are motivated by desire for variety, independence.
Most often found in temporary team structures, behavioral skills include speed, networking, adaptability, fast learning, project focus.
Meaningful rewards are job rotation, temporary assignments, immediate cash bonuses.

This team’s research was distilled into assessment tools focused on career “fit” with an organization’s structure and objectives.

Timothy Butler

Timothy Butler

A similar emphasis on cultural fit is found in CareerLeader Inventory, based on Timothy Butler and James Waldroop’s research at Harvard Business School.

James Waldroop

James Waldroop

-*Which of the four career trajectories seems most like yours?

-*Which career assessment tools have you found most useful to determine your skills, interests, and best-fit organizational context?

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©Kathryn Welds

Ask a Narcissist

Confidence is correlated with career effectiveness and advancement.
However, people who exhibit too much of a good thing may be seen as “narcissistic.”

Jean Twenge

Jean Twenge

Narcissistic personality is characterized by:

-Inflated views of the self,
-Grandiosity,
-Self-focus,
-Vanity,
-Self-importance,

according to San Diego State University’s Jean M. Twenge, with Sara Konrath and Brad J. Bushman of University of Michigan, collaborating with University of South Alabama’s Joshua D. Foster, and Keith Campbell of University of Georgia,

Calvin S Hall

Calvin S Hall

One well-validated assessment instrument to identify narcissism is the Narcissistic Personality Inventory, developed by University of California Berkeley’s Robert Raskin and Calvin S. Hall.

Sara Konrath

Sara Konrath

Raskin and UC Berkeley colleague, Howard Terry examined responses from more than 1000 volunteers and found seven constructs related to narcissism:

  • Authority,
  • Exhibitionism,
  • Superiority,
  • Vanity,
  • Exploitativeness,
  • Entitlement,
  • Self-Sufficiency.
Timothy Leary

Timothy Leary

They related ratings of “self” and “ideal self” to participants’ responses on the Leary Interpersonal Check List, developed by Harvard’s Timothy Leary before he investigated psychedelic drugs.

Brian P Meier

Brian P Meier

An alternative to Leary’s lengthy NPI was developed by University of Michigan’s Sara Konrath, Brian P. Meier of Gettysburg College, and Ohio State’s Brad J. Bushman of Indiana University.
The Single Item Narcissism Scale (SINS) measures grandiosity, entitlement, and low empathy characteristic of “narcissistic” behavior.

The team asked more than 2,200 participants to rate their answer to a single question on a scale of one to seven: To what extent do you agree with this statement? “I am a narcissist.”

Brad J Bushman

Brad J Bushman

Konrath’s team demonstrated that the Single Item Narcissism Scale is a valid, reliable alternative to longer narcissism scales because it is significantly correlated with scores on the NPI and is uncorrelated with social desirability.

Erika Carlson

Erika Carlson

People who score high on the NPI and SINS say that they are more arrogant, condescending, argumentative, critical, and prone to brag than people who score low on the NPI, according to University of Toronto’s Erika Carlson.

Narcissism was also related in Konrath’s validation studies to:

People who scored high for narcissism also showed behaviors that can be problematic at work:

However, people who scored high for narcissism displayed positive attributes including:

Interacting with a narcissist in the workplace can be challenging, and a previous blog post identifies recommended strategies.

-*How do you identify narcissists in the workplace and in personal life?
-*What are more effective ways to work with them?

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©Kathryn Welds

“Strategic Umbrage” as Negotiation Strategy

Daniel R Ames

Daniel R Ames

Negotiation assertiveness style and understanding how others perceive assertive behaviours can determine success in bargaining, according to Columbia University’s Daniel Ames and Abbie Wazlawek.

Individuals who apply more assertiveness than required to achieve their goals have less-accurate self-perception than less assertive people, and both groups experience “self-awareness blindness.

Abbie Wazlawek

Abbie Wazlawek

A mismatch between negotiation partners’ ratings of appropriate assertiveness was linked to poorer negotiation outcomes for both parties.

Nearly 60% of negotiators who were rated as appropriately assertive but felt over-assertive (“line-crossing illusion”) negotiated the inferior deals for themselves and their counterparts. 

This finding suggests that disingenuous emotional displays (such as “strategic umbrage” – feigned anger) were associated with a negotiation partner seeking the first acceptable deal
This reduces the opportunity to achieve an optimal outcome for both participants.

Jeffrey Kern

Jeffrey Kern

Negotiators can increase their accuracy in judging their negotiation partner’s impression of their degree of assertiveness in the negotiation, (“meta-perception“) by:

-Participating in 360 degree feedback,

-Increasing skill in listening for content and meaning,

Considering whether negotiation proposals are reasonable in light of alternatives,

-Requesting feedback on reactions to “strategic umbrage” displays to better understand perceptions of “offer reasonableness,

-Evaluating costs and benefits of specific assertiveness styles.

Gary Yukl

Over-assertiveness may provide the benefit of “claiming value” in a negotiation but may lead to ruptured interpersonal relationships, according to Jeffrey M. Kern of Texas A&M, SUNY’s Cecilia Falbe and Gary Yukl.

Cultural norms for assertiveness vary across countries. 
In “low context” cultures like Israel, dramatic displays of emotion and assertion are  expected in negotiations.
In contrast, “high context” cultures like Japan, require more nuanced assertiveness, with fewer direct disagreements and fewer “strategic umbrage” displays, according to Edward T. Hall, then of the U.S. Department of State.

Edward T Hall

Edward T Hall

Under-assertiveness may minimise interpersonal conflict, but may lead to poorer negotiation outcomes and undermined credibility in future interactions, according to Ames’ related research.

To augment a less assertive style, he suggested:

  • Set slightly higher goals,
  • Reconsider assumptions that greater assertion leads to conflict,
  • Increase proactivity to show respect and improve outcomes,
  • Observe outcomes when collaborating with more assertive other people.

To modulate a more assertiveness style:

  • Make slight concessions to increase trust with others,
  • Evaluate the outcomes when collaborating with less assertive other people.

*How do you match your degree of assertiveness to negotiation situations?

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©Kathryn Welds

Gender Transitions Show Gender Differences in Pay, Workplace Experience

People who change gender continue to use their education and experience at work. However, many of these people report that their compensation, degree of respect, and recognition at work changed following gender change.
This suggests that gender can directly affect compensation and workplace interactions.

Two Stanford professors’ personal experiences in gender transition were highlighted by University of Chicago’s Kristen Schilt.

Joan Roughgarden

Joan Roughgarden – Jonathan Roughgarden

Stanford’s Joan Roughgarden, was an evolutionary biologist for more than 25 years as Jonathan Roughgarden before she made her male-to-female (MTF) transition.
Known for her work integrating evolutionary theory with Christian beliefs (“theistic evolutionism”), she reported feeling less able to make bold conjectures and no longer had “the right to be wrong.”

Her experience contrasts with Stanford colleague, neurobiologist Ben Barres, who made scientific contributions as Barbara Barres until after he was 40.

Barbara Barres - Ben Barres

Barbara Barres – Ben Barres

After his female-to-male (FTM) transition, Ben delivered a lecture at Whitehead Institute, where an audience member commented, “Ben Barres gave a great seminar today, but, then, his work is much better than his sister’s.”

Schilt surveyed FTM and MTF to compare earnings and employment experiences before and after gender transitions with questions similar to 2002 Current Population Survey (CPS) survey items:

  • Last job before gender transition,
  • First job after gender transition,
  • Most recent job.

Kristen Schilt

Kristen Schilt

Female-to-male transsexuals (FTMs) reported that as men, they had more authority, reward, and respect in the workplace than they received as women, even when they remained in the same jobs.

Height and skin color affected potential advantages enjoyed by FTM.

Tall, white FTMs experienced greater benefits than short FTMs and FTMs of color.
In contrast, MTF reported reduced authority and pay, and often harassment and termination.

University of Illinois’s Donald McCloskey, for example, was told by his department chair “in jest” that he could expect a salary reduction when he became Deirdre McCloskey.

Deirdre McCloskey

Deirdre McCloskey

However, salary reduction was no joke for MTFs in Schilt’s survey sample.
Participants reported significant losses of 12% in hourly earnings after becoming female.

Additionally, MTFs transitioned on average 10 years later than FTMs, delaying the loss of financial advantages attributable to male gender.

FTMs, however, experienced no change in earnings or small positive increases up to 7.5% in earnings after transitioning to becoming men.

Any gender transition was associated with risks of harassment and discrimination, reported more frequently in “blue-collar” jobs, particularly for those with “non-normative” appearance and not consistently “passing” as the other gender.

These “naturalistic experiments” confirm continuing gender-based pay discrepancies.

-*To what extent have you observed these gender-linked differences in compensation and workplace credibility?

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©Kathryn Welds

“Surface Acting” At Work Leads to Stress Spillover

David Wagner

David Wagner

Situations outside the workplace can affect employees’ productivity, commitment, mindset, attitudes, and health.

Similarly, experiences at work can affect employees’ quality of life at work and outside of work.
Workplace Employee Assistance Programs, on-site medical centers, concierges, meals, and fitness centers are intended to address this bi-directional influence to improve employee retention and productivity.

Christopher Barnes

Christopher Barnes

When employees suppress their true feelings about work experiences, they engage in “surface acting” as they display appropriate, but unfelt facial expressions, verbal interactions, and body language.

Brent Scott

Brent Scott

Surface acting at work was associated with emotional exhaustion, work-to-family conflict, and insomnia outside of work for more than 70 volunteers in a high stress public service occupation, found Singapore Management University’s David T. Wagner, Christopher M. Barnes of University of Washington, and Brent A. Scott of Michigan State University.

Arlie Hochschild

Arlie Hochschild

Emotional labor” was Arlie Hochshild’s earlier term for “surface acting” in customer service interactions when employees present prescribed verbalizations and emotions.

She contrasted “surface acting” with “deep acting” in which the person:

  • Exhibits the emotion actually felt,
  • Uses past emotional experiences to elicit real emotion and empathic connection with others, in a form of “organizational method acting.

Christina Maslach

Christina Maslach

“Surface acting” at work can lead to occupational “burnout,” characterized by emotional exhaustion, detachment from others, and reduced workplace performance, noted University of California Berkeley’s Christina Maslach and Susan Jackson.

Céleste Brotheridge

Céleste Brotheridge

In contrast, high emotional labor with deep acting was associated with a greater sense of personal accomplishment in research by University of Regina’s Celeste Brotheridge and Alicia Grandey of Penn State.

Veikko Surakka

Veikko Surakka

Recipients of “surface acting” are usually accurately detect that it’s an inauthentic display, according to University of Tampere Veikko Surakka and Jari K Hietanen of University of Helsinki.

Patricia Hewlin

Patricia Hewlin

Similarly, “Facades of Conformity,” impression management, and
unwilling compliance are associated with generalized stress and reduced quality of life outside of work, according to Georgetown’s Patricia Hewlin, University of Lethbridge’s Karen H. Hunter, Andrew A. Luchak of University of Alberta, and Athabasca University’s Kay Devine.

These three experiences are defined as:

Kay Devine

Kay Devine

  • Terence Mitchell

    Impression management, characterized by ingratiating behaviors in two-person relationships which can favorably influence career outcomes, according to Georgia Tech’s Robert C. Liden and Terence R. Mitchell of University of Washington.

Leon Festinger

Leon Festinger

Most people at work encounter situations in which they choose to behave in “appropriate” ways that are inconsistent with their true feelings, and may experience similar stress spillover from “surface acting” at work.

-*How do you prevent “burnout” when workplace settings seem to require “surface acting”?


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©Kathryn Welds

“Emotional Contagion” in the Workplace By Observing Others, Social Media

Emotions can be “contagious” between individuals, and can affect work group dynamics.

Douglas Pugh

Douglas Pugh

Emotional contagion iinvolves replicating emotions displayed by others.
Contagion differs from compassion, which enables understanding another’s emotional experience without actually feeling it, which is more characteristic of empathy, noted Virginia Commonwealth University’s S. Douglas Pugh.

Adam D I Kramer

Adam D I Kramer

“Viral emotions” can be transmitted through social media platforms with no need to observe nonverbal cues, according to Facebook’s Adam D. I. Kramer, Jamie E. Guillory of University of California, San Francisco and Cornell University’s Jeffrey T. Hancock.
This suggests that social media can significantly affect the emotional tone in workplaces and the interpersonal relations that take place there.
In addition, the emotional tone evoked by social media posts can affect workplace productivity.

Jeffrey Hancock

Jeffrey Hancock

When positive emotional expressions were reduced in Facebook News Feeds, people produced fewer positive posts and more negative posts.
In contrast, when negative emotional expressions were reduced, people reduced negative posts, indicating that others’ emotional expressions influence bystanders’ emotions and behaviors.

Sigal Barsade

Sigal Barsade

People in performance situations are influenced by observing others’ emotions.   
When participants witnessed positive emotions in a decision task, they were more likely to cooperate and perform better in groups, found Wharton’s  Sigal Barsade.

Individuals who were more influenced by others’ emotions on R. William Doherty’s Emotional Contagion Scale also reported greater:

  • Reactivity,
  • Emotionality,
  • Sensitivity to others,
  • Social functioning,
  • Self-esteem,
  • Emotional empathy.

They also reported lower:

  • Alienation,
  • Self-assertiveness,
  • Emotional stability.
Stanley Schachter

Stanley Schachter

People are more likely to be influenced by others’ emotions when they feel threatened, because this elicits increased affiliation with others, according to Stanley Schachter‘s emotional similarity hypothesis.

Brooks B Gump

Brooks B Gump

Likewise, when people believe that others are threatened, they are more likely to mimic others’ emotions, found Syracuse University’s Brooks B. Gump and James A. Kulik of University of California, San Diego.

Elaine Hatfield

Elaine Hatfield

Women reported greater contagion of both positive and negative emotions on the Emotional Contagion Scale in research by Doherty with University of Hawaii colleagues Lisa Orimoto, Elaine Hatfield, Janine Hebb, and Theodore M. Singelis of California State University-Chico.

James Laird

James Laird

People who are more likely to “catch” emotions from others are also more likely to actually feel emotions associated with facial expressions they display, reported Clark University’s James D. Laird, Tammy Alibozak, Dava Davainis, Katherine Deignan, Katherine Fontanella, Jennifer Hong, Brett Levy, and Christine Pacheco.
This suggests that those with greater susceptibility to emotional contagion are convincing to themselves and others.

Christopher K. Hsee

Christopher K. Hsee

Contrary to expectation, people with greater power notice and adopt emotions of people with less power, found University of Hawaii’s Christopher K. Hsee, Hatfield, and John G. Carlson with Claude Chemtob of the U.S. Department of Veterans Affairs.

Participants assumed the role of “teacher” or “learner” to simulate role-based power differentials, then viewed a videotape of a fictitious participant discussing an emotional experience.
Volunteers then described their emotions as they watched the confederate describe a “happiest” and “saddest” life event.
People in higher power roles were more attuned to followers’ emotions than expected.

The service industry capitalizes on emotional contagion by training staff members to show positive emotions with the goal of increasing customer satisfaction and loyalty.

James Kulik

James Kulik

However, customer satisfaction measures were more influenced by service quality than employees’ positive emotional displays, according to Bowling Green State’s Patricia B. Barger and Alicia A. Grandey of Pennsylvania State University.

Emotions can positively or negatively resonate through work organizations with measurable impact on employee attitude, morale, engagement, customer service, safety, and innovation.

-*How do you intentionally convey emotions to individuals and group members?
-*What strategies do you use to manage susceptibility to “emotional contagion”?

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©Kathryn Welds