Working Smarter

We’ve all heard the adage “work smarter, not harder.” There is a lot to be gained from such a simple statement, but it’s not always easy to put it into practice. How, exactly, does a team go from inefficiency into maximizing the collective skills and intelligence each individual brings? This is the subject of Wharton’s newest Nano Tool for Leaders, featuring Wharton’s own Adam Grant. In it, Grant uses three simple steps to get your team to maximize each individual’s best assets.

First, says Grant, choose the correct leader. All too often the most confident one of the group gets put in charge, when actually this person is less likely to be able to inspire others to do their best work. Look for the person who puts the mission above ego. This may be the person pointing out the problems, not the one glossing over issues. Second, use Brainwriting, not Brainstorming. The difference, is that brainwriting is done solo, and brainstorming is done in a group setting. Studies have shown that the group setting can be intimidating for some team members, and in order to conform, some may not speak up with ideas that could ultimately benefit the business. Third, create a lattice hierarchy rather than a ladder or a matrix. While a ladder gives employees only one way to go in the case of problem-solving with higher-ups (and a matrix offers several bosses or managers), a lattice framework offers multiple paths of problem solving. With this framework, employees are encouraged to seek help both across levels and between teams, ultimately leading to a more diverse pool of ideas. Examples of this, plus real-world examples of how leaders use this tool can be found in the full article. Give it a read here, and see what Mr. Grant can do for you this week.

The Benefits of a "Cheat Day"

The new year is here and it’s everyone’s favorite time of year to dream about what’s to come. Whether you like to call them goals, resolutions, or projects for the coming year, they all have the same thing at heart: growth and development in our lives. Many of us make these resolutions concerning our physical and/or mental health, financial well-being, and professional development. Research shows, however, that many of us abandon these resolutions within the first two months of the year. Before spring has even sprung, we have given up on growth, and slipped back into old habits. Luckily, Marissa A. Sharif, assistant professor of marketing at Wharton, has some insights on how to hold yourself accountable.

Sharif’s research centers around the idea of “emergency reserves”. This is the idea that you may not be able to achieve your goals every single day, week, or month of the coming year due to extenuating circumstances. Simply put, budget in some “cheat days”. For example, if you set a goal to lose 20 pounds, one action steps may be to workout 6 times each week. This is all well and good until a work project comes up and derails all good intentions. All too often this type of unforeseen circumstance results in people abandoning these goals entirely. Instead, says Sharif, factoring in some emergency reserves allows one to keep eyes on the prize while still juggling the demands of life. Instead of a rigid “6 workouts per week” approach, try a flexible “6 workouts per week with 2 emergency reserves”. Then, if a work project or a common cold pop up, no one has to feel guilty about not sticking to their plan.

There is a balance that must be struck, however, when factoring in emergency reserves. Self-control is just as important in maintaining a commitment to goals. Going back to the example of 6 workouts per week, knowing that only 2 of them can be compromised can be a good wakeup call about time management. Say a work project or illness does crop up, it’s great to use a cheat day. If, however, you just didn’t get enough sleep and don’t feel like hitting the gym, maybe it’s not the best time to use your cheat day. Instead, take a good long walk to get your heart rate up, and think about how to do better tomorrow. Check out the full article here for more information on how cutting yourself some slack can make you better in the long run.

Intentional Networking

Keith Ferrazzi once said "The currency of real networking is not greed but generosity." Even in the current age of post-pandemic semi-separation that we still find ourselves in, networking is a fun and essential part of business at all levels. In the latest installment of Wharton’s incredible Nano-Tools for Leaders series, Marissa King, PhD and Professor of Management at Wharton has shifted the focus to the power of networking. In particular; networking with intention to shape your current group to unlock its potential.

Outside of peer advisory boards such as Vistage, current research shows that the vast majority rarely if ever works on our own networks. Shameless promotions aside, almost no one makes adjusting their personal network a priority. In most cases, however, these groups can have a profound effect on mentorship, promotions, pay, etc., so it seems like they are worth the investment. Here, King points out that less can be more. The quality of your connections far outweigh the quantity of numbers in that digital Rolodex.

The first step in making your network intentional is identifying the type of network you have:

• Expansionists (larger groups, influential): create value by connecting contacts to one another, but are at risk of generosity burnout.

• Brokers (diverse groups, collaborative): create value by building bridges between contacts that would not otherwise happen, but are at risk of having to mediate disagreements that may arise between very different industries.

• Conveners (smaller, closed groups, supportive): create value by connecting only those they support and trust, but are at risk of becoming monotonous echo chambers.

Once you have identified which type of network you exist in, the next step is to consider that answer in relation to your current needs and career stage. Keep in mind these categories are by no means mutually exclusive. As King points out “you can call upon different parts of your network depending on the situation”, so combine them or switch fluidly between them as you see fit. Check out the full article here for a deeper dive and to read up on some real-world examples of how leaders put this nano tool into action.

Maximizing Productivity Using Your Circadian Rhythm

This past Sunday marked the end of Daylight Savings Time in most states. For some, this means mourning the loss of the extra hour of daylight in the evening. For others, this means the celebration of light in the morning hours and a return to the internal clock (or circadian rhythm) that our evolutionary biology is attuned to. And yet for others who truly don’t care what the clock says, it just marks the artificial change in the time that leads to more heart attacks, strokes, and adverse health conditions for the population (despite where you may land on this issue, the science is clear; standard time is healthier for our bodies, and it’s not just about the changing of the clocks - sorry, DST lovers).

So now that we are back on Standard Time and our bodies are able to adjust to the natural circadian rhythm and amount of light this time of year, Wharton’s newest Nano Tool for Leaders has impeccable timing. This brief but powerful article teaches leaders how to harnesses the power of our internal clocks to become more productive in ways that make sense to our bodies.

Most of us go about our days largely on autopilot: check emails in the morning, schedule some meetings, check ins, followed by a mad dash to tie up any loose ends from the day. After years of following this model, these habits are hard to break. Time to reexamine these habits to see if they are leading to the most efficient work environment! Assuming a work day is eight hours long, this tool recommends dividing the day into four 2-hour segments to tackle different categories of work. These categories are:

• High Intensity/High Impact: solitary tasks that require a large amount of energy, brain power, and effort. Preparing a presentation, board details, etc. fall into this category.

• High Intensity/Low Impact: mentally demanding tasks that usually impact someone else’s day. This could be team check-ins, running a meeting, etc.

• Low Intensity/Low Impact: easy tasks that affect your workload and that of others; answering emails, or other things that are mainly done on autopilot.

• Low Intensity/High Impact: easy tasks that have a bigger impact on the day, such as planning and maintenance.

The creators of this Nano-Tool recommend sitting down and writing out all the tasks you are responsible for each week and dividing them into one of these four categories. Next, examine your energy levels throughout the day. Are you someone who likes to start the day slowly, with less demanding tasks scheduled for the morning while you sip your caffeine? Or are you an early bird go-getter who likes to manage the difficult tasks first so you can relax later? Depending on how your mental and physical energy levels wax and wane throughout the day, decide which order of things is best for you.

Each of us has our own particular cycles of energy throughout the day, depending on our sleep habits, what we eat, and the general demands of our lives outside of the office. This tool allows each leader to decide the pattern that best fits. Give the full article a read here for more information and real world examples of leaders putting this tool to use.

Brain Waves and Workplace Culture

Those who read this blog routinely will know that Wharton’s Nano-Tools for Leaders are shared here with gusto. Recently, the same group that brings us those fascinating and useful tools (the Wharton Neuroscience Initiative) published the results of a study that stands to have a far-reaching impact on workplace culture. With all the blogs, books, podcasts, etc. on improving workplace culture, no one has yet studied how our brain works on work. To do that, Wharton and global consulting company Slalom paired up with volunteers to study brainwaves of people while at work.

The “Slalom 300” as they came to be called (which actually included over 650 volunteers by the end of the study) was inclusive of those in every part of the company. Volunteers wore a brainwave-sensing headset while working, then uploaded data to secure servers. Through this data collection, neuroscientists were able to analyze and come away with a few key findings. First, taking breaks makes our brains work better. This may seem obvious, but in our modern hybridized work situations, we are in more and more back-to-back meetings than ever before. In fact, the average Microsoft Teams user spends 252% more time in meetings now than in February of 2020. Taking at least a 10 minute break between meetings not only led to more efficiency, but higher levels of creativity when it came to problem solving.

The second finding was quite interesting. The researchers found that potential chemistry among team members can be surmised by similar brain wave patterns. Just like friendships outside of the office, those with similar brain wave patterns seem to be drawn to one another. Interestingly, this brain wave activity was not measured when the compatible employees were near each other. Each participant watched a video on separate occasions. The volunteers then listed other employees that they considered friends, and lo and behold, those who were close with each other had the most similar brain activity while watching the videos. Lastly, researchers found that internal optimistic messaging (in Slalom’s case they used the slogan “love your work and life”) did not resonate much with employees who were not engaged in the larger company. In their case, those volunteers working on more of the global platform were not necessary engaged with employees on the local level, which led to a feeling of disconnection. In response, Slalom took steps to build stronger connections between these employees and the company. Give the full article a read here for a deeper dive and to see how this research led to real-world results for Slalom, and how they can be used at your company!

Innovation Broken Down

Workplace innovation is a necessity. Businesses have to keep coming up with new ideas in order to stay ahead of competition, keep up with trends, and keep turnover rates at a minimum. Unfortunately, the idea can also be highly intimidating for some. Most businesses fall back on brainstorming, a process that is in no way guaranteed to work, or sometimes even outsource their creative thinking, costing money that could be better spent elsewhere. So how then, does a leader make the idea of innovation and creative thinking accessible to everyone? Well, the geniuses over at Wharton have published another one of their brilliant Nano Tools for Leaders that outlines the best way to do just that.

Wharton’s Ethan Mollick presents a concise set of seven steps that will spark creative thinking and help overcome hurdles. Based on The Breakthrough Game, which Mollick co-created with game developer Justin Gary, this nano tool is a fun approach to something that not everyone is inherently good at.

First, says Mollick, frame the question. When relying on team-think to come up with creative ideas, open-ended questions lead to more inventive solutions and new ideas. Second, build the team. Get as many diverse opinions and backgrounds as possible for the best outcome. Third, generate raw ideas individually. While this may seem counterintuitive, research shows that many ideas discussed as a group get shot down before their time to conform with the hive-mind mentality. If everyone takes time to come up with a list of ideas before coming together as a group, the more creative ideas get a chance to shine. Fourth, add constraints. Whether time constraints or boundaries about the types of ideas, studies show that these can lead to better ideas. Fifth (which gets back to the third tip), recombine as a group and watch ideas flourish. Sixth, vote! Mollick suggests voting along more than just yes and no lines. Give awards for which ideas stand out as most efficient, most cost effective, etc. And lastly, commit. Without protocols to follow up, and dedicated team member accountability to each step in the process, ideas will eventually fall flat.

Innovation can be intimidating, and having steps can greatly help teams and businesses achieve goals and solve problems. Sometimes it just helps to have it broken down in a seven-step path before we can really get into the meat of the ideas. Check out the full article here for a deeper dive and see what your team can come up with!

The Power of Quitting

“I quit”. These words are generally not a welcome conversation starter. Unless, of course, one is talking about a vice such as cigarettes or alcohol, no one wants to hear it. This applies not just to jobs, but to all components of our lives. Everything from our exercise routines or diets, to our choice of where we live, to risky moves that could help careers grow. All of these are things that need to be re-evaluated from time to time to make sure they are still serving our needs and furthering our goals.

Lucky for us, Wharton’s newest Nano-Tool for Leaders teaches us how and when to re-evaluate to see what may no longer serve us. This fascinating new article was written by Annie Duke, former professional poker player, corporate consultant, co-founder of The Alliance for Decision Education, and best-selling author. Talk about someone who’s been on the front lines of quick decision making! As a former professional poker player, Ms. Duke knows that professionals abandon about 80% their initial hands during the ever-popular games of Texas Hold-em. Amateurs, however, stick with their initial hands over half the time. This kind of experience helps drive what she terms: “optimal quitting”.

So how do we utilize optimal quitting when it comes to furthering our goals? As it turns out, the simple act of setting a goal can be detrimental as it will inspire us to stick with our plans and not give up. Here is where Duke’s expertise comes in. She lays out some action items we can all use immediately to help us ditch what no longer serves us.

First, set intervals to check-in with goals and see what is working. Second, add “kill-criteria” to your goals. And last, acknowledge incremental progress. Check out the full article here for a deeper dive into each of these steps, and to read some real-world examples of how leaders (or anyone) can use these tools right away. For as Cheryl Richardson once said; “If you eliminate what no longer works, you illuminate what does.”

Speaking With Confidence

Whether preparing to speak to a large audience, or gearing up to have a difficult conversation with just one other person, we all want to be able to speak with confidence. It does not, however, come that easily to many of us. Even seasoned leaders are sometimes betrayed by faltering words or demeanors, and we could all use a lesson (or at least some reminders) in effectively getting our points across. So once again we turn to the amazing initiative out of Wharton, the nano-tools for leaders. These nano-tools are quick changes to the brain anyone can put into practice. Their latest is from associate professor Jonah Berger and concerns speaking with confidence.

Based on research from his new book, Magic Words: What to Say to Get Your Way, Mr. Berger dives into four techniques that will change the way leaders use language to get their ideas across. Step one is what he calls “ditching hedges”. Hedges, of course, being words that call our ideas into question. Words like “maybe”, “presumably”, “arguably”, etc. can reflect uncertainty on the part of the speaker. If the speaker is not confident in their own ideas, who can be?

The second technique is the direct flip side of the first: use definites. Words like “clearly”, “undoubtedly”, “certainly” project that the speaker is entirely confident in what is being communicated. Small changes in adverbs can apparently make a big difference!

Third, and probably the most familiar piece of advice here, is to ditch hesitations or filler words. Words like “uh”, “um”, etc. are common verbal tics that cause the speaker to seem uncertain. Now, there is an argument to be made here that using these words sparingly is completely fine (see this HBR article from a few years back). Even the HBR folks agree, though, that excessive use of these words is harmful. Instead, argues Berger, try pausing. Pausing allows the speaker time to gather thoughts together without detracting from their argument.

Finally, Mr. Berger advises speakers to ditch the past-tense. Your idea didn’t “work” well, it “works” well. In order to truly change an audience’s minds, switching to the present tense creates an atmosphere of not only confidence, but comfort. You are comfortable with this ongoing success, and happy to share it with everyone. Give the full article a read here and see if you can adopt these techniques into your speaking routines.

The Power of Vicarious Learning

Goodness knows the past few years have been a test for all of us in weathering crises. This applies to us not only as individuals, but also as business entities. Unfortunately, many businesses have not been able to withstand the repeated storms. So what sets those businesses apart that are able to maintain resilience in difficult times? In Wharton’s newest Nano-Tool for Leaders, Wharton Dean Erika James and Simmons University President Lynn Perry Wooten introduce how the concept of vicarious learning can be the secret to surviving. Adapted from their 2022 book; The Prepared Leader: Emerge From Any Crisis More Resilient Than Before, this nano-tool will help guide any leader into absorbing knowledge from others who have lived through similar situations.

Recovering from a crisis takes adaptability, innovation, and resilience. This recovery process inevitably leads to lessons learned, and greater experience gained. But what if there was a way to integrate those lessons and experience before the crisis occurred? The main step in this Nano-Tool is to learn vicariously from others’ experiences, be they competitors, leaders in the industry, or organizations. James and Wooten take this opportunity to lay out some simple action items that any leader can use to start taking in information prior to disaster striking.

The first takes place prior to a crisis, and the focus is to drive a culture of learning within the business or organization. Take the time to read up on industry standards, competing businesses and any outcomes they experienced, and which red flags are signaling trouble. Secondly, during crisis management the focus is to remain open to all input and learn from as many different sources as possible. With this, management will consistently drive toward recovery. Lastly, after the initial issues have been dealt with, it is imperative to reflect on how things were handled and which lessons were learned. Putting together a review will directly translate into readiness for the future.

These Nano-Tools are a wonderful resource for leaders. Check out the full article here, and use the action items to get you started on your journey of vicarious learning. There’s even a PDF version for extra convenience!

The Art of the 25-Minute Meeting

Wharton’s collaboration of their Executive Education and their Center for Leadership and Change Management just keeps impressing us all with their amazing nano-tools for leaders, and this month’s might be one of the best. So often we get stuck in meetings that drone on and on, with not a lot of substance produced by the end. How much would office morale improve if meetings could wrap up in 25 minutes? This is no arbitrary number. Donna McGeorge, author of The 1-Day Refund, and now The 25-Minute Meeting, outlines specific steps on both the art and science of keeping meetings to 25 minutes.

This technique will require some examining of your process, streamlining preparations, agendas, and the like, but has the potential to pay off ten-fold. For instance, when planning the meeting, think about this sentence: “At the end of this meeting, it would be great if…” That one statement can re-frame planning and help clarify purpose better than most tools currently in the leadership arsenal. Additionally, using the Scan-Focus-Act technique developed by Channon, Burns, and Nelson in 1983 will keep the time limit within the 25 minute goal.

• Scan - broad strokes, purpose, why are we here, etc. gets 12 mins max;

• Focus - 2 or 3 items that require attention, decision making, problem solving, etc. gets 8 mins max;

• Act - next steps, action items, etc. gets 5 mins max.

Take a minute to read this brief and insightful article for a deeper dive, and see examples of how other leaders implemented these changes. Bonus - alliteration nerds will notice a precise pleasing pattern.