Wednesday, February 29, 2012

What Makes You Successful?

Check out this article from the Harvard Business Review.  This article was written by Heidi Grant Halvorson, Ph.D. is a motivational psychologist and author of the HBR Single Nine Things Successful People Do Differently and the book Succeed: How We Can Reach Our Goals (Hudson Street Press, 2011).

Heidi discusses many of the great tools and resources which have been discussed in my blog throughout 2011 and now in 2012. What are some of the tools and resources you use to be successful? Please feel free to share your ideas and comments below!


Nine Things Successful People Do Differently

Why have you been so successful in reaching some of your goals, but not others? If you aren't sure, you are far from alone in your confusion. It turns out that even brilliant, highly accomplished people are pretty lousy when it comes to understanding why they succeed or fail. The intuitive answer — that you are born predisposed to certain talents and lacking in others — is really just one small piece of the puzzle. In fact, decades of research on achievement suggests that successful people reach their goals not simply because of who they are, but more often because of what they do.

1. Get specific. When you set yourself a goal, try to be as specific as possible. "Lose 5 pounds" is a better goal than "lose some weight," because it gives you a clear idea of what success looks like. Knowing exactly what you want to achieve keeps you motivated until you get there. Also, think about the specific actions that need to be taken to reach your goal. Just promising you'll "eat less" or "sleep more" is too vague — be clear and precise. "I'll be in bed by 10pm on weeknights" leaves no room for doubt about what you need to do, and whether or not you've actually done it.

2. Seize the moment to act on your goals.
Given how busy most of us are, and how many goals we are juggling at once, it's not surprising that we routinely miss opportunities to act on a goal because we simply fail to notice them. Did you really have no time to work out today? No chance at any point to return that phone call? Achieving your goal means grabbing hold of these opportunities before they slip through your fingers.

To seize the moment, decide when and where you will take each action you want to take, in advance. Again, be as specific as possible (e.g., "If it's Monday, Wednesday, or Friday, I'll work out for 30 minutes before work.") Studies show that this kind of planning will help your brain to detect and seize the opportunity when it arises, increasing your chances of success by roughly 300%.

3. Know exactly how far you have left to go. Achieving any goal also requires honest and regular monitoring of your progress — if not by others, then by you yourself. If you don't know how well you are doing, you can't adjust your behavior or your strategies accordingly. Check your progress frequently — weekly, or even daily, depending on the goal.

4. Be a realistic optimist.
When you are setting a goal, by all means engage in lots of positive thinking about how likely you are to achieve it. Believing in your ability to succeed is enormously helpful for creating and sustaining your motivation. But whatever you do, don't underestimate how difficult it will be to reach your goal. Most goals worth achieving require time, planning, effort, and persistence. Studies show that thinking things will come to you easily and effortlessly leaves you ill-prepared for the journey ahead, and significantly increases the odds of failure.

5. Focus on getting better, rather than being good.
Believing you have the ability to reach your goals is important, but so is believing you can get the ability. Many of us believe that our intelligence, our personality, and our physical aptitudes are fixed — that no matter what we do, we won't improve. As a result, we focus on goals that are all about proving ourselves, rather than developing and acquiring new skills.

Fortunately, decades of research suggest that the belief in fixed ability is completely wrong — abilities of all kinds are profoundly malleable. Embracing the fact that you can change will allow you to make better choices, and reach your fullest potential. People whose goals are about getting better, rather than being good, take difficulty in stride, and appreciate the journey as much as the destination.

6. Have grit.
Grit is a willingness to commit to long-term goals, and to persist in the face of difficulty. Studies show that gritty people obtain more education in their lifetime, and earn higher college GPAs. Grit predicts which cadets will stick out their first grueling year at West Point. In fact, grit even predicts which round contestants will make it to at the Scripps National Spelling Bee.

The good news is, if you aren't particularly gritty now, there is something you can do about it. People who lack grit more often than not believe that they just don't have the innate abilities successful people have. If that describes your own thinking .... well, there's no way to put this nicely: you are wrong. As I mentioned earlier, effort, planning, persistence, and good strategies are what it really takes to succeed. Embracing this knowledge will not only help you see yourself and your goals more accurately, but also do wonders for your grit.

7. Build your willpower muscle. Your self-control "muscle" is just like the other muscles in your body — when it doesn't get much exercise, it becomes weaker over time. But when you give it regular workouts by putting it to good use, it will grow stronger and stronger, and better able to help you successfully reach your goals.

To build willpower, take on a challenge that requires you to do something you'd honestly rather not do. Give up high-fat snacks, do 100 sit-ups a day, stand up straight when you catch yourself slouching, try to learn a new skill. When you find yourself wanting to give in, give up, or just not bother — don't. Start with just one activity, and make a plan for how you will deal with troubles when they occur ("If I have a craving for a snack, I will eat one piece of fresh or three pieces of dried fruit.") It will be hard in the beginning, but it will get easier, and that's the whole point. As your strength grows, you can take on more challenges and step-up your self-control workout.

8. Don't tempt fate. No matter how strong your willpower muscle becomes, it's important to always respect the fact that it is limited, and if you overtax it you will temporarily run out of steam. Don't try to take on two challenging tasks at once, if you can help it (like quitting smoking and dieting at the same time). And don't put yourself in harm's way — many people are overly-confident in their ability to resist temptation, and as a result they put themselves in situations where temptations abound. Successful people know not to make reaching a goal harder than it already is.

9. Focus on what you will do, not what you won't do. Do you want to successfully lose weight, quit smoking, or put a lid on your bad temper? Then plan how you will replace bad habits with good ones, rather than focusing only on the bad habits themselves. Research on thought suppression (e.g., "Don't think about white bears!") has shown that trying to avoid a thought makes it even more active in your mind. The same holds true when it comes to behavior — by trying not to engage in a bad habit, our habits get strengthened rather than broken.

If you want to change your ways, ask yourself, What will I do instead? For example, if you are trying to gain control of your temper and stop flying off the handle, you might make a plan like "If I am starting to feel angry, then I will take three deep breaths to calm down." By using deep breathing as a replacement for giving in to your anger, your bad habit will get worn away over time until it disappears completely.

It is my hope that, after reading about the nine things successful people do differently, you have gained some insight into all the things you have been doing right all along. Even more important, I hope are able to identify the mistakes that have derailed you, and use that knowledge to your advantage from now on. Remember, you don't need to become a different person to become a more successful one. It's never what you are, but what you do.

Heidi Grant Halvorson, Ph.D. is a motivational psychologist, and author of the new book Succeed: How We Can Reach Our Goal (Hudson Street Press, 2011). She is also an expert blogger on motivation and leadership for Fast Company and Psychology Today. 

Monday, February 20, 2012

The Color of Food

What Color Veggie is Best for You?
Now that we are all over the chocolate coma from Valentine ’s Day, it’s time to get back on track with our daily food routine. I’m sure you’ve all heard that it is good to ‘eat the rainbow’. Well, that’s true to a degree. Yes, eating the colorful foods are the most nutritious. But, don’t leave out the pale foods either. White fruits and vegetables can provide protection again stroke. According to researchers recently published in the journal Stroke – people who eat the most white fruits and veggies have the lowest risk of stroke.  Apples, pears, and those fruits and veggies with skins that are rick in protective flavonoid quercetin are just as good as the other colors of the rainbow.

Now cruciferous vegetables – like kale – seem to enhance the function of the immune cells in our skin and stomach. According to the journal Cell, this is particularly important because it’s the cells – especially the ones in the skin – that form the body’s first line of defense against germs that cause cold and flu symptoms.  And since Punxsutawney Phil says winter is still upon us for several more weeks, trying to fight or avoid the flu and cold symptoms typically becomes paramount this time of year.  Aside from adding anti-bacterial hand wash to our daily routine, add some more greens to your daily meal plan.


Go green to fight the flu and add a little more white fruits and veggies to lower your risk of stroke. See, colors do make a difference in our life. Your elementary art teacher was truly onto something!

Monday, February 13, 2012

Health & Black History Month

Looking at Our Health from a Different Cultural Perspective

African American women have the highest obesity rates in the USA. But, there is some good news to this fact – they also have very strong friendships.  Prime Time Sister Circles use this close bond to help fight the weight issues.  The health-focused groups meet weekly so women can cheer one another toward better habits. Within 3 months, weight loss averages were around 6 pounds and hypertension dropped nearly 50%!! Next up: Women’s Circles for all races. Got to www.gastonandporter.org to learn more.

Talk to you friends or even set-up your own “Meet-up” group to help fight obesity and the diseases that are a result of weight gain (hypertension, Type II diabetes, high cholesterol, depression, and more…) in your neck of the woods.

Another good thing about these groups – they help you to work at your own pace. New research from Penn State University shows that women who exercise at a moderate intensity are more likely to benefit in the long run. Researchers compared groups of women who exercised at various paces.  Women who exercised at a more moderate pace were about twice as likely to feel energized and confident about exercising regularly vs. women who exercised at a more vigorous or intense pace. The upshot: the most effective workout is the one you’ll do for the long haul.

So, maybe skip to coffee break at 3pm and get a group of ladies together to just walk around the block, climb a few stair cases, or do some sort of moderate activity to get that heart pumping!

Thursday, February 9, 2012

Performance Article from the Harvard Bussiness Review

Check out this great article from the Harvard Business Review (online - http://hbr.org/2012/01/creating-sustainable-performance/ar/1)


Creating Sustainable Performance
Creating Sustainable Performanby Gretchen Spreitzer and Christine Porath
Idea in Brief
Research has shown that managers can take four measures to help employees thrive at work. All four are necessary to promote a culture of vitality and learning. Provide decision-making discretion. Facebook employees are encouraged to “move fast and break things”—they have lots of leeway to solve problems on their own. Share information.Workers at Zingerman’s restaurants—right down to the busboys—get up-to-the-minute feedback on every aspect of the business, from customer satisfaction ratings to the number of dirty mugs in the sink. Minimize incivility. Leaders at Caiman Consulting attribute the firm’s 95% retention rate to a culture in which background checks look for a reputation for civility. Offer performance feedback.The mortgage finance company Quicken Loans has dashboards showing continually updated data on individual and team performance against When the economy’s in terrible shape, when any of us is lucky to have a job—let alone one that’s financially and intellectually rewarding—worrying about whether or not your employees are happy might seem a little over the top. But in our research into what makes for a consistently high-performing workforce, we’ve found good reason to care: Happy employees produce more than unhappy ones over the long term. They routinely show up at work, they’re less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job. Moreover, they’re not sprinters; they’re more like marathon runners, in it for the long haul.

So what does it mean to be happy in your job? It’s not about contentment, which connotes a degree of complacency. When we and our research partners at the Ross School of Business’s Center for Positive Organizational Scholarship started looking into the factors involved in sustainable individual and organizational performance, we found a better word: thriving. We think of a thriving workforce as one in which employees are not just satisfied and productive but also engaged in creating the future—the company’s and their own. Thriving employees have a bit of an edge—they are highly energized—but they know how to avoid burnout.

Thriving employees are highly energized, but they know how to avoid burnout.Across industries and job types, we found that people who fit our description of thriving demonstrated 16% better overall performance (as reported by their managers) and 125% less burnout (self-­reported) than their peers. They were 32% more committed to the organization and 46% more satisfied with their jobs. They also missed much less work and reported significantly fewer doctor visits, which meant health care savings and less lost time for the company.

We’ve identified two components of thriving. The first is vitality: the sense of being alive, passionate, and excited. Employees who experience vitality spark energy in themselves and others. Companies generate vitality by giving people the sense that what they do on a daily basis makes a difference.
The second component is learning: the growth that comes from gaining new knowledge and skills. Learning can bestow a technical advantage and status as an expert. Learning can also set in motion a virtuous cycle: People who are developing their abilities are likely to believe in their potential for further growth.

The two qualities work in concert; one without the other is unlikely to be sustainable and may even damage performance. Learning, for instance, creates momentum for a time, but without passion it can lead to burnout. What will I do with what I’ve learned? Why should I stick with this job? Vitality alone—even when you love the kudos you get for delivering results—can be deadening: When the work doesn’t give you opportunities to learn, it’s just the same thing over and over again.

The combination of vitality and learning leads to employees who deliver results and find ways to grow. Their work is rewarding not just because they successfully perform what’s expected of them today but also because they have a sense of where they and the company are headed. In short, they are thriving, and the energy they create is contagious.
Over the past seven years, we have been researching the nature of thriving in the workplace and the factors that enhance or inhibit it. Across several studies with our colleagues Cristina Gibson and Flannery Garnett, we surveyed or interviewed more than 1,200 white- and blue-collar employees in an array of industries, including higher education, health care, financial services, maritime, energy, and manufacturing. We also studied metrics reflecting energy, learning, and growth, based on information supplied by employees and bosses, along with retention rates, health, overall job performance, and organizational citizenship behaviors.
We developed a definition of thriving that breaks the concept into two factors: vitality—the sense that you’re energized and alive; and learning—the gaining of knowledge and skills. When you put the two together, the statistics are striking. For example, people who were high energy and high learning were 21% more effective as leaders than those who were only high energy. The outcomes on one measure in particular—health—were even more extreme. Those who were high energy and low learning were 54% worse when it came to health than those who were high in boHow Organizations Can Help Employees Thrive
Some employees thrive no matter the context. They naturally build vitality and learning into their jobs, and they inspire the people around them. A smart hiring manager will look for those people. But most employees are influenced by their environment. Even those predisposed to flourish can fold under pressure.



Idea in Brief
Research has shown that managers can take four measures to help employees thrive at work. All four are necessary to promote a culture of vitality and learning.

Provide decision-making discretion.
Facebook employees are encouraged to “move fast and break things”—they have lots of leeway to solve problems on their own.

Share information.
Workers at Zingerman’s restaurants—right down to the busboys—get up-to-the-minute feedback on every aspect of the business, from customer satisfaction ratings to the number of dirty mugs in the sink.

Minimize incivility.
Leaders at Caiman Consulting attribute the firm’s 95% retention rate to a culture in which background checks look for a reputation for civility.

Offer performance feedback.
The mortgage finance company Quicken Loans has dashboards showing continually updated data on individual and team performance against goals

Gretchen Spreitzer is a professor of management and organizations at the University of Michigan’s Ross School of Business. Christine Porath is an assistant professor at Georgetown University’s McDonough School of Business.

Monday, February 6, 2012

In Brief: APA Monitor Magazine February 2012

Here are some great snippets from the American Psychological Association's Monitor Magazine. These "In-Brief" articles provide snapshots of some of the latest peer-reviewed research within psychology and related fields. For more information visit their website: www.apa.org/monitor/digital.ibfeb2012.aspx


Mental Health and the Workplace

Unfair bosses and ambiguous expectations are strong predictors of workplace bullying, finds a study led by researchers at the Norwegian Institute of Public Health. Based on data collected from more than 10,000 employees within 65 organizations, the study showed that a "hands-off" leadership style, role conflict and role ambiguity were strongly related to bullying at the departmental level. The authors say that targeting these departmental or organizational practices may be one of the most effective ways to reduce bullying (International Journal of Stress Management, November).


Working may help mom's mental health, according to research from the University of North Carolina at Greensboro. Scientists analyzed data from 1,364 mothers interviewed shortly after their children's birth and over the course of 10 years. They found that moms who were employed full- or part-time reported fewer symptoms of depression and better overall health than stay-at-home moms. The study also found that moms who work part-time provided the most learning opportunities for their children—such as taking them to museums and to music lessons (Journal of Family Psychology®, December).


Nice guys make less money, according to a study led by a business professor at the University of Notre Dame. Researchers collected data from 10,000 workers from around the nation and found that men who perceive themselves as being less agreeable earn an average of 18 percent more than their more agreeable co-workers. A woman's level of agreeableness has little to no effect on her pay (Journal of Personality and Social Psychology, Nov 28).


For African-Americans, perceived racism may cause mental health symptoms similar to trauma and could even lead to physical health disparities, according to a meta-analysis of 66 studies comprising 18,140 black adults in the United States. The study showed that blacks who reported experiencing more and very stressful racism were more likely to report depression and anxiety, which may contribute to the black population's high rate of hypertension (Journal of Counseling Psychology®, Nov. 7).