Failing to Plan is Planning to Fail ! — Alan Lakein, American BusinessmanWhat's the secret that subtly influences the behavior of failing to plan?Well, its quite common for all of us to plan things. And sometimes fail at completing all in time.Given this, the usual tendency is to overstretch ourselves. We do so with more commitments and put more efforts. We believe it'd at least minimize the piled up backlogs. So, things we deem important could be on track.There’s a catch in overstretching like this for important things on priority..

D I S C I P L I N E — Simple 3-step hack to make it tick!

Psychologists say we usually underestimate efforts needed to achieve long term goals.It happens since our vision of future self just extrapolates our present self.And this significantly undermines our ability to clearly define our future self.This in turn leads to under-assessing the efforts accordingly needed a few years later.What if there’s a better workaround to get this right?

So, here's a simple 3 Step process which we can consciously practice!It definitely works even if we don't know what our future self should be.It takes a different approach to minimize the tendency of failing to plan.More importantly, it helps us to be more effective in finishing things on time!Click to know more 👇👇👇https://link.medium.com/l etR986G2nb

Self talk is an important lever in one's self development. After reading the first chapter of this book, here're some thoughts which occurred to me!

Joining the ranks of The Life-Changing Magic of Not Giving a F*ck, The Subtle Art of Not Giving a F*ck, You Are a Badas*, and F*ck Feelings comes this refreshing, BS-free, self-empowerment guide that offers an honest, no-nonsense, tough-love approach to help you move past self-imposed limitations. Are you tired of feeling fu*ked up? If you are, Gary John Bishop has the answer. In this straightforward handbook, he gives you the tools and advice you need to demolish the slag weighing you down and become the truly unfu*ked version of yourself. ''Wake up to the miracle you are,'' he directs. ''Here's what you've forgotten: You're a fu*king miracle of being.'' It isn't other people that are standing in your way, it isn't even your circumstances that are blocking your ability to thrive, it's yourself and the negative self-talk you keep telling yourself. In Unfu*k Yourself, Bishop leads you through a series of seven assertions: I am willing. I am wired to win. I got this. I embrace the uncertainty. I am not my thoughts; I am what I do. I am relentless. I expect nothing and accept everything. Lead the life you were meant to have—Unfu*k Yourself.

personaldevelopment

Personal Development

leadershipandmanagement

Leadership & Management

Joining the ranks of The Life-Changing Magic of Not Giving a F*ck, The Subtle Art of Not Giving a F*ck, You Are a Badas*, and F*ck Feelings comes this refreshing, BS-free, self-empowerment guide that offers an honest, no-nonsense, tough-love approach to help you move past self-imposed limitations. Are you tired of feeling fu*ked up? If you are, Gary John Bishop has the answer. In this straightforward handbook, he gives you the tools and advice you need to demolish the slag weighing you down and become the truly unfu*ked version of yourself. ''Wake up to the miracle you are,'' he directs. ''Here's what you've forgotten: You're a fu*king miracle of being.'' It isn't other people that are standing in your way, it isn't even your circumstances that are blocking your ability to thrive, it's yourself and the negative self-talk you keep telling yourself. In Unfu*k Yourself, Bishop leads you through a series of seven assertions: I am willing. I am wired to win. I got this. I embrace the uncertainty. I am not my thoughts; I am what I do. I am relentless. I expect nothing and accept everything. Lead the life you were meant to have—Unfu*k Yourself.

Gary John Bishop is an accomplished writer whose work has resonated with readers around the world. Gary John Bishop has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Gary John Bishop's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Gary John Bishop

Unfu*k Yourself

<ul>
<li> Don't cap compensation. If someone does an amazing job, pay them an amazing amount. </li>
<li> Know sugarcoating is lying. Provide honest, specific feedback, even if it's hard to hear.</li>
<li> Find poor performers another role or get them out. It's unfair to keep them in roles in which they're unsuccessful.</li>
<li> Know their goals are just as important as yours. When you help someone with their goals first, they'll help you more.</li>
<li> Hire people who want to start their own businesses. If their personal goal is to leave your company and start their own business, help them get there. They'll stay with you longer.</li>
</ul>

The Rules of Leadership Generosity

<ul>
<li> Shine a light on the path forward. Communicate a clear vision that people can grasp and understand. </li>
<li> Delegate work and get out of their way. Give them work to do. Let them learn failure and success without handholding.</li>
<li> Give them your direct phone number. Be generous with your time. Be available. Instead of telling them, "My door is always open," tell them if they contact you, you'll come to them.</li>
</ul>

Leadership Generosity: The Personal Touch

<ul>
<li>Make sitting in on other team meetings normal. Let your team members sit in on other teams' meetings so they can learn more than is required to do their current job.</li>
<li> Do not allow people to get stagnant. Always give new nonrepetitive work at increasingly more complex levels.</li>
<li>Failure is not a bad word. Allow people to experiment without fear, in a way that feels safe doing so. Failure should be celebrated. Full stop. </li>
<li>Blame yourself first. Before blaming them, find out if you provided clear direction, clear expectations, sufficient resources, and did the system allow them to do their job?</li>
</ul>

Leadership Generosity: Moving Forward

Generous leadership is different from paying a high salary, though fair compensation is table stakes. Being generous means truly wanting what's in your team's best interests, so in return, you will get what you want and what your business needs: engaged associates who reciprocate by doing their best without ever being told to do so. Autonomous excellence.It's not only about giving more money. It's about giving more respect.

The Bottom Line

Being a generous leader is about more than just paying a suitable salary.

career

Career

The Principles of Generous Leadership

There are so many benefits to speaking up at work and making yourself heard: You gain visibility, increase your influence, and enhance your credibility and social capital — all of which are needed to succeed at work. Yet, many young professionals don’t speak up.But as a newcomer, you also want to prove that you aren’t completely raw. From understanding how meetings are run to reading your boss — being new requires a level of focus to unlearn the norms of your former job and train yourself on “the way things are done” at this organization.

The Newcomer And Speaking Up At Work

What you don’t realize is that when you’re early in your career or new to an organization, you are often a great source of information, as you can more easily identify inefficiencies that longtime employees overlook.<ul><li>We believe we are novices and don't want to rock the boat.</li><li>We believe speaking up is just a one-time event. In reality we have to speak up every day to make any real change happen.</li><li>We believe our ideas have to be new and innovative for us to be heard.</li></ul>

What We Get Wrong About Speaking Up

The first step to effectively speaking up is doing pre-work. Think about who needs to hear your idea or opinion, and why would it matter to them. Speak with other team members, peers, or mentors who have been around longer to gain their perspective before bringing your idea to your boss (or another stakeholder).

Do Your Homework

Not all ideas have to be shared at a formal meeting. Sometimes, a lunch with the team member or a coffee catch-up with your boss is a better option. When considering the time and place to speak up, think about the following: <ul><li>What frame of mind is the other person in? </li><li>Are they working on a project that may have them thinking about the issue that you want to speak up about? </li><li>Are they having the mental bandwidth?</li><li>Who else needs to be around to amplify your ideas and to give it credibility? Are they available?</li><li>Is it the kind of idea that will catch your boss by surprise, or would it be 'on topic'?</li></ul>

See The Idea From All Aspects

<ul><li>To speak up and make it count, you need to do some pre-work. Think about who needs to hear your idea or opinion, and why would it matter to them. You could also speak to your peers to gain perspective.</li><li>Next, think about the time and place to bring up your idea, as well as your tone. Should you speak up during the meeting, or have a one-on-one instead? Is your manager tied up with other critical issues?</li></ul>

Take Action

Learn how to strategically frame your suggestions. Are you pointing out everything that’s wrong or suggesting ways to improve upon a process or system?Share your idea not as the “only perfect solution” but as an alternative perspective.You could say:<ul><li>I would like to build upon/add to what you said…</li><li>I would like to present another perspective that might help us refine…</li><li>I see the benefit in what you’re suggesting, but maybe we could consider making the following additions to that and here is why…</li></ul>

Framing Your Suggestions

Present your idea as an alternative, sharing the pros and cons, and connecting it back to the larger team goals.An inclusive voice shows both confidence and humility.  Confidence portrays that your arguments and logic are backed by supporting rationale, evidence, facts, and persuasive examples. Humility, on the other hand, is shown by presenting your idea as an alternative, sharing the pros and cons, and connecting it back to the larger team goals. To practice humility, use collective pronouns such as “we/us/our” versus personal references such as “I/my.”

Humility

You were hired for your “new” perspective

communication

Communication

Don’t Let “Being New” Stop You From Speaking Up

Projection bias is a cognitive bias that causes people to overestimate the degree to which their future attributes (e.g., tastes and beliefs) will resemble their current ones. Essentially, this bias leads people to engage in flawed self-forecasting, by projecting their current attributes onto their future selves, and thus underestimating how much their attributes will likely change over time.Projection bias can strongly influence people’s thoughts, statements, and actions in various domains, so it’s important to understand it.

Projection Bias

An example of the projection bias is that a person who is grocery shopping while hungry will likely buy more food than they really need, because they assume that they will keep being as hungry in the future, even after they’ve eaten.

The Hungry Shopper

<ul><li>It can cause people who are making summer vacation plans during the winter to pick overly warm destinations, because they overestimate how much they will want to be somewhere warm during the summer, due to the current winter conditions.</li><li>It can cause diners to order too much food at the beginning of their meal, because they overestimate how hungry they will be as the meal progresses, due to their current hunger.</li><li>It can cause people to start engaging in an addictive habit, such as smoking cigarettes, because they underestimate how addictive it will be, due to their current lack of addiction.</li></ul>

How Projection Bias Influences Our Behaviour

Some entities may also take advantage of people’s projection bias intentionally, as in the case of companies that do so to influence people’s shopping patterns.Example: Companies may encourage overconsumption by encouraging people to purchase large quantities of a certain product in advance (like the food at an all-you-can-eat buffet) before those people realize that they don’t need so much of the product or don’t value the product as much as they initially thought.

How Entities Can Take Undue Advantage Of Projection Bias In People

The projection bias means that even though people generally understand the direction in which their attributes will change over time, they systematically underestimate the magnitude of this change, so their prediction lies between their current attributes and their actual future attributes.
This happens because people give too much weight to the anchor of their current attributes, and fail to properly take into account factors that could cause their attributes to change, such as maturation, social influence, change in circumstances, adaptation to changes, and general mood fluctuations.

The Psychology and Causes of Projection Bias

Factors that change people’s attributes over time can be categorized based on whether they are:<ul><li>Personal (or dispositional), as in the case of maturation or general mood fluctuation.</li><li>Environmental (or situational), as in the case of influence from peers or influence from a certain physical location.</li></ul>These factors can also be categorized based on whether they are short-term or long-term, based on the period of time over which they influence a person.For example, social influence from a salesperson is likely to be short-term, whereas social influence from a parent is likely to be long-term.

Factors That Influence Attributes

People often fail to learn from past mispredictions of their future attributions, and therefore continue to repeatedly display the same type of projection bias over time. This can happen due to various reasons, such as:
<ul>
<li>A person’s desire to feel that they understand themself well can lead them to engage in self-enhancement, by forgetting or misremembering their past mispredictions.</li>
<li>A person’s focus on confirming their current predictions, rather than on assessing them properly, which can lead them to ignore evidence that contradicts those predictions.</li>
</ul>

Failure to Learn from Mispredictions

<ul><li>Understand what this bias is and what causes it.</li><li>Understand when and how this bias can affect people in general.</li><li>Be aware of common projection traps, such as underestimating the influence of visceral factors, overestimating the likelihood of following up on future plans, and oversensitivity to your current state when making long-term decisions.</li><li>Identify specific situations where this bias can play a key role, and plan how you will deal with it.</li><li>Use general debiasing techniques, such as slowing down your reasoning process and making it explicit.</li></ul>

How to Deal With Projection Bias

The projection bias is attributed to a 2003 paper titled “Projection bias in predicting future utility”, by researchers George Loewenstein, Ted O’Donoghue, and Matthew Rabin (published in the Quarterly Journal of Economics, Volume 118, Issue 4, pages 1209–1248).
The associated study was also published as a working paper in <a href="https://doi.org/10.2139/ssrn.239901">2000</a>, and mentioned in <a href="http://web.archive.org/web/20210303030428/https:/www.nber.org/books-and-chapters/risky-behavior-among-youths-economic-analysis/risky-behavior-among-youths-some-issues-behavioral-economics">other publications</a> around that time period. Furthermore, evidence of this phenomenon has also been presented in other papers published <a href="https://doi.org/10.1037/0022-3514.79.1.66">around that time</a> and <a href="https://doi.org/10.1037/0022-3514.79.1.66">earlier</a>.

The Origin And History Of Projection Bias

Projection Bias is sometimes used to refer to people's tendency to project their beliefs, values, characteristics, and behaviours unto others, and to consequently overestimate the degree to which these things are shared with others, a phenomenon that’s sometimes referred to as social projection or the false-consensus effect.The type of projection bias that is outlined in this article can be considered a specific case of this, where people project current attributes onto their future selves.

Other Types Of Projection Bias

Understand yourself and those around you.

psychology

Psychology

People Underestimate How Much They Will Change – Effectiviology

Many C-suite executives, supervisors, and managers are fixated on metrics to evaluate overall company performance and effectiveness. Employees are reminded that "What gets measured gets done." Yet, there is another truth that is equally true. Jerry Muller, author of The Tyranny of Metrics: “Not everything that is important is measurable, and much that is measurable is unimportant.”  While metrics can help us stay focused on goals, they can also be dangerous.

Leaning on metrics can be dangerous

It's tempting to only rely on metrics that are easy to measure, but they often give us only half the story. An obsession with performance indicators can make organizations rigid, shortsighted, and dismissive of innovation. Data around reputation, loyalty, trust, satisfaction and more are also not easy to capture and may be misleading. For example, consider an employee who performs well in front of a demanding client but gets a lower feedback rating.

Metrics can't give us a complete picture

The best way to build a culture where your team buys into the goals and feel intrinsically motivated starts with trust. Most companies measure trust by tacit approval and execution of plans or a lack of discussion on the goals. But that is not trust; it's obedience. Trust is about safety. A better measure of safety is a willingness to speak the truth and be prepared to disagree with an idea, and have a willingness to let ideas win over authority. There must be room for failure, experimentation, innovation, and questions.

Build a sense of trust

Metrics can create a false sense of security. For example, Peloton held on to a near-rabid fandom as evidence of their success. When regulators started to question the safety of the company's treadmills, they focused harder on the strength of their brand and attacked the agency and the accuracy of the reports. By February, the stock fell almost 70%, the CEO was replaced by the board, and nearly 2,800 employees were being laid off. However, the marketing and manufacturing employees knew of the company issues but were not empowered to make the right decisions.

Prioritise feedback and flexibility

Discover the world of business and economics.

economics

Economics

business

Business

startup

Startups

How to lead without focus on metrics

Business leaders find initiating and navigating difficult conversations a common challenge. Regardless of different communication styles, leaders can use a five-step process to improve communication by combining kindness and candour.

Initiate and navigate difficult conversations

Gary Vaynerchuk's natural tendency is to lead with trust: He is confident to give trust instead of having it earned. That comes with giving people the benefit of the doubt, and it connects and grows trust. However, there is a difference between giving people the benefit of the doubt and making excuses for them.

Acknowledge your default position

When you exclude kindness and candour, you risk damaging your company culture. If you are too upfront, you could appear as a mean-spirited bully, and if you are too kind, you can be viewed as a push-over. Gary says that he had to address his lack of candour. He was using his desire to be kind as an excuse to avoid difficult conversations. Avoiding the issue could send the wrong message.

Understand the impact of your behaviour

Your beliefs shape how you approach kindness and candour. Gary believed that everyone was doing their best and nobody would try to manipulate a situation to their advantage. Kindness in the workplace creates a safer environment, but it can't replace addressing performance issues and workplace conflict.

Explore your underlying beliefs

Paying attention to how we communicate and how other's respond to us can help us learn where we need to improve. When we take responsibility for our behaviour when we've made a mistake, we show that we are accountable. It allows others to trust us, provided that we take steps to change our behaviour.

Take responsibility for your approach

Kindness and candour don't have to be in an antagonistic relationship. You can combine them. Practising a new way of communicating will not always be perfect. Finding a good balance between kindness and candour will take time and is where you will find the magic.

Find your balance

Combining kindness and candour can help to be an even more effective communicator.

How to combine kindness and candor to be an even more effective communicator.

Gary Vaynerchuk on the Power of Kind Candor

Most of us go through things in life that we almost always rarely share with our workmates and often just opt to fake a smile and say "I'm fine" in order to avoid talking about the subject.However, the first step to increasing job satisfaction and supporting our mental health we have to open up. Vulnerability is scary, but being able to talk about something that matters to you will most certainly lift a burden off of our shoulders.

Approaching Emotional Conversations in the Workplace

When we check up on our colleague and ask how we're doing, how sincere are we when asking? It's likely that we do care with a certain percentage but not 100%. It's important that we learn proper supportive language because it is how we respond to what they tell us is that makes the largest impact on the conversation.

How Leaders Should Approach Emotional Conversations

<ul><li>“What do you have to be sad about?” or “You shouldn’t be sad, you have an excellent job/family/etc.” — This is dismissive phrasing</li><li>“Everyone feels like that sometimes” to “There’s nothing to worry about.” — This is minimization</li><li>“Hey, it could be worse!” or “That’s just a ‘first-world problem.’” — This is what negation sounds like</li><li>“You shouldn’t worry” or “You just need to get more sleep.” — Prescribing solutions aren't the way to go; and</li><li>“Just look at the bright side!” or “Everything happens for a reason!” — Positivity can become unproductive when it's the only option offered</li></ul>

Emotionally dismissive language sounds like...

<ul><li>"I can see why this is exhausting" or "I believe you" — words of validation during a difficult time can bring comfort</li><li>"Tell me more about that" — shows that we seek to understand, we care, and that we want to learn more so we can try to do more for them</li><li>"How can I best support you right now?" "Would X be helpful?" — When asking them or suggesting a way to support them can make the process of handling easier</li><li>"Thank you for telling me this and I appreciate that you allowed yourself to be vulnerable to me" — This enforces a sense of security they could be needing</li></ul>

Emotionally supportive language sounds like...

As we continue into the new chapters of navigating constant uncertainty, do you want to be the leader who adds to the weight or the one who makes it a little lighter?

As I go through a period of uncertainty in my life, I want to share how I have emotional conversations in the workplace. 

Even well-meaning bosses can inadvertently dismiss their employees’ feelings.

loveandrelationships

Love & Relationships

How Supportive Leaders Approach Emotional Conversations

What makes morality unique is that a lot of times, people experience a moral judgment as a flash of intuition or feeling, good or bad. But underneath that feeling is complex moral psychological structure.We think that our morals are steadfast, as if they were set in stone or inscribed in ink, but it turns out our morals are far more fluid than we'd like to believe.Morality might seem like a compass needle, always guiding us north, but as we start to add information and context that trigger biases, the needle begins to spin.

Steadfast Morals, Flashes And Compasses

Moral cognition depends hugely on context, so if someone tells us about a person who helped a stranger, we would say they're much better than the person who helped their brother. But if that someone told us about a person who helped the stranger instead of their brother, we wouldn't think they're very good at all. It turned out through research that we really did that, that it was really people's intuitions about familial obligation that structured people's moral intuitions across all of these different cases.

Context Magnetizes The Morality Needle

We may say adultery is wrong, but if it's a friend who we know well, who had a troubled marriage, maybe we're more forgiving. We say stealing is wrong, but we might be more understanding of our favorite politician when they're caught lining their pockets. We do this all the time.The point is that there are lots of different contextual influences that contributes to people's moral judgments.

We Often Move The Needle Too

Morality has evolved with our species because of humans' practical and psychological need for social bonds, but even early human societies began codifying a morality into laws and norms that were meant to be applied universally.The evolutionary origin of morality is coordination or cooperation to help people get onto the same page by pointing to common normative principles that we can use to negotiate relationships, to organize interactions across many different social contexts.

Moral Laws Were Born To Facilitate And Advance Social Bonds

Back in evolutionary time, we didn't interact with others across the world; only with the people in our family, the people that we could see. It's because of that that we have developed these sorts of biases that have to do with social distance: we think that the harm that is being done up close and personal, right in front of us, matters more than the harm that is being done across an ocean.So it shouldn't surprise us that the biases our minds exhibit are pragmatic. The moral judgments we make about people close to us are more forgiving and nuanced than the judgments we make of strangers.

So, Moral Laws Treat Different Bonds Differently

When we examine the moral judgments of others, it's tempting to think that we live in different worlds, but there's only one. The challenge today is that our social contexts are far more global and complicated, so can our sense of tribal morality evolve to encompass people outside of our tribe?Studying moral psychology allows us access to others' perspectives, to the fact that others could have different values, and so just knowing that there is this complex space of moral psychology could help us to understand where other people are coming from.

There’s Still A Tribe. Just A Very, Very Big One. 

We're all connected in some way. Between any two people in the world, there's some common value or experience. Finding that commonality could be the best path towards a more morally-consistent world.

Let’s Find The Commonality And Fix Our Moral Compass

We rarely question our own moral compass. But do we really know what shapes it?

People rarely question their own moral compass. But do you know what shapes yours?

philosophy

Philosophy

mindfulness

Mindfulness

Your Moral Compass Could Be Brocken

Some invisible and repetitive habits are mostly responsible for our daily miseries. <ul><li>Overthinking</li><li>Worrying about the future and dwelling in the past</li><li>Monotonous Daily Routine</li></ul>

Habits that make us dull and unproductive

This is an invisible toxic habit and may go mostly unnoticed and may lead to: <ul><li>Time & Energy waste</li><li>Anxiety & productivity depletion</li><li>Attention span decrease</li><li>Emotional & Mental exhaustion</li><li>May manifest as physical symptoms like headaches, body aches, and digestive issues</li></ul>To overcome the overthinking habit, develop the habit of observing your thoughts.

Overthinking

Worrying about the Future or Dwelling on the past:<ul><li>The Past is over and we can only learn from it.</li><li>Focusing too much on the Future can lead to worry and anxiety.</li><li>By avoiding the NOW and denying the REAL, we miss taking the right steps and timely action.</li></ul>To overcome this habit, stay in the present and be mindful.

Living in Future or Past

A Monotonous Daily Routine results in <ul><li>No Scope for Creativity and Learning.</li><li>Inflexible routines can affect Mental health.</li><li>Spending too much time on low-value activities</li></ul>To break the monotony, learn a new hobby or a skill. Do something different creative more often.

Monotony

<ul><li>Observe your thoughts</li><li>Stay in the present moment</li><li>Learn new skills, cultivate hobbies</li></ul>

Summary of Tips 

Unknowingly we might be doing many things that are affecting our emotional and mental health. Read on to know what they are and how to overcome them.

habits

Habits

mentalhealth

Mental Health

Mental health tips: 3 everyday habits that make us dull and unproductive

If you spend any time around people, you’ll quickly see that while we tend to attribute our own problems to outside events, we’re happy to blame other people for similar issues.This attribution bias, or fundamental attribution error, causes us to over-emphasize internal motivations to explain someone’s behaviour while under-emphasizing the situation factors.We assume that someone’s actions tell us what “kind” of person they are, as opposed to considering the environmental factors that may have influenced their behaviour.

Attribution Error

Most of us are prone to attribution error as it’s a mental shortcut that keeps us from having to think too hard. It’s much simpler to blame someone’s personality than take into account all of the situational factors that may be affecting them.We also like predictability in dealing with other people. We want to know who we can trust and who we can’t. Internal traits are relatively stable. External events are changing all the time. Attributing someone’s behavior to their personality lets us categorize that person for future events.

The Easy Mental Shortcut

One of the first lessons a new manager learns is that people rarely do what you ask them to do. The second lesson is that the fault almost always lies with the manager. Ninety percent of poor behaviours tend to be a result of miscommunication.Managers, especially newer managers, struggle to set clear expectations. They’re unpracticed in giving clear, actionable feedback. And they rarely give their team definitive priorities.

People Often Fail, But Not Because They’re Failures

New managers can go through a quick checklist and look at four potential causes whenever someone fails to live up to their expectations:<ul><li>Direction — Did I clearly communicate my expectations?</li><li>Competence — Did this person have the skill necessary to succeed?</li><li>Opportunity — Did they have the time and resources necessary to succeed?</li><li>Motivation — Were they motivated to do it?</li></ul>

The Checklist For The New Manager

Hanlan’s Razor states, “Never attribute to malice that which is adequately explained by stupidity.” It’s a good maxim to remember when we start thinking someone’s a jerk for making our lives difficult. But it’s just as important to remember that simply because someone does something stupid, doesn’t mean that they are stupid.Most workplaces are no stranger to incompetence. Yet they don’t hire incompetent people. And they don’t train people to be incompetent. Nevertheless, you don’t need to look hard to find examples of dumb choices and ill-advised actions.

The Reason For Office Incompetence

<ul><li>Have compassion for everyone you meet.</li><li>Put yourself in their shoes. Think of a time that you were in a similar situation and recognize how external factors influenced your own behaviours.</li><li>Instead of assuming, simply have a conversation and understand what’s really driving people’s behaviour.</li></ul>

Overcome Your Attribution Bias Today

If I don’t respond to someone’s email, it’s because I’m busy. Or maybe I got tied up doing more important things. Either way, I had the best of intentions, it’s just that something else got in the…

Leadership Biases: Stop Letting Attribution Error Hold You Back

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