The Wisdom of Sending Employees Somewhere Awful

The Wisdom of Sending Employees Somewhere Awful Matt Kosinskis interesting recent article Do Your Employees Want Career Development? Maybe You Should Send Them Out of the Country got me thinking about what a great idea sending employees overseas for professional development is. Theres the broadening of perspectives, the exposure to other cultures and their professionals, the excitement of new venues and opportunities, fresh synergies, glimpses of other ways of getting things done and other learning experiences, even just the change of scene, especially to an exotic onenot to mention the gratitude and commitment expressed by participating employers and employees alike Great stuff Solid idea.But then I thought about my current situation in a similar, but self-sponsored circumstance Working on the road, abroad, first in Japan, now in Taiwan. Indeed, it has been and will continue to be a very positive professional development opportunitycertainly in terms of providing themes and context for some of the articles I write. My interactions with locals have also revealed stunning contrasts, e.g., between the amazing customer service in Japan and the service at the last place at home we will ever shop at again.Yes, thats all very nice. However, theres one twist Id like to give the idea of overseas professional development programs and excursions, as a recommendation Send employees to awful placesplaces that are too hot, too cold, too dangerous, too boring, too ugly, too polluted, too noisy, too crowded, or too infested with snakes, scorpions or spiders. Almost anything awful will do.My Real-Life ExampleLet me give just one clear, real-life, personal example to make this point I am currently writing this in my extremely comfortable and clean, albeit compact and simple budget hotel room in Tainan, Taiwanthis countrys oldest city which features lots of charming old stuff, including templ es galore.What is and has been making it extremely comfortable and pleasant is, in addition to the great deal I got on the room for two weeks, the dial on my wall that allows me to adjust my room temperaturedownward, to the 16 degrees Celsius that I, and some other bigger guys I know, thrive on. (Thats 60.8 Fahrenheitway too cold for most women, except channel swimmers and Polar Bear club swimmers.) Outside, it is almost August 1st and welches blisteringly hot and humid all day. How hot and humid? No joketoo hotmid to breathe (without noticeable strain). Now, thats awful.So, whats so good about awful? The answer is obvious Ill get more work done, which is all to the good for both Recruiter.com and me. When I say more work, I mean, for example, work done in advance, as a hedge against unforeseen disruptions, such as crashed computers (which has happened a lot this past year) or disruption of Internet service.No temptations of sweaty sightseeing, going out to meet and mingle with loca ls, planting myself at some sidewalk cafe or noodle shop and watch the girls on or off scooters go by. No inclination to go back to must see places to take better photos, hunt for bargains in narrow, hot and busy streets or sit idly by the steaming wide river that runs through the city. Nope. None of thatin this kind of heatcan compete with bracing myself with a couple of cooled pillows typing and thinking away (usually in the reverse order) under a chilled canopy of conditioned air.Justifying Awful with Scientific PrincipleThe underlying psychological-physiological principle that makes this send them somewhere awful approach wonderful is simple Pleasure, indeed, intense pleasure, can take the form of relief from pain. So, send employees somewhere that is in some sense painful to be and then switch off the pain. Once there and in the end, theyll thank you for it, if you are the employer, or revel in the relief, as one of the employees.In psychology this is called negative reinforcem entwhich must not, as it all too commonly is, be confused with punishment, because it is in fact the opposite it is the termination of punishment or an aversive stimulus, as a reward for behavior (in this case, a reward for ceasing to do anything else but work, once there).If you imagine that employees will resent what may be perceived as bait and switch, just consider what the ultimate switch is to something very pleasanta very nice, maybe elegant hotel suite (preferably at a classy hotel without a pool). How can anybody resent thatespecially if the company is paying for the switch? Sure, some will have had their misguided hearts set on seeing the vaunted local sights and sites, but unless the employer deliberately misrepresents the locale and its conditions, in the end, the employees can only blame themselves for not having done their due diligence in researching the destination before agreeing to go there.One Caveat for Employers and HR ManagersHence, it is critical for employers and HR managers to avoid promising any undeliverables. Just let natureand misunderstandingtake its course. One favorable factor, of course, is human naturespecifically, laziness as a trait, deterrent and obstacle to due diligence. If employers cant count on it, at least they can hope for it.Of course, there are limits to acceptable awful. However, even though degree of awfulness may be difficult to gauge, it is easy enough to identify the most awful overseas professional development locales.Any place from which employees wont voluntarily returnespecially one from which they wont return alive.

This undervalued and surprising virtue makes for the most effective leaders

This undervalued and surprising virtue makes for the most effective leadersThis undervalued and surprising virtue makes for the most effective leadersDr. Carol Grannis is theChief Self-Esteem Officer for Self Esteem Brands, a company renowned for its mission to enhance qualities of self-assurance on a global scale.Recently Grannis conducted a research study in order to illuminate the powerful impression vulnerability makes when it is exhibited by individuals in leadership roles.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreThe power of self-disclosureAccording to Grannis, an effective leader is one that is aware of their weakness as much as their strengths. This requires reflections on past mistakes and mediations on areas they feel to be less than adequate in.The paper states, Successful leadership includes sharing your whole self, not just your strengths but your weaknesses too. Sharing you r own perceived weakness may mean that you share an emotion, a mistake or risk being vulnerable. This is the act of self-disclosure.When we think of an effective leader admission of flaws rarely comes to mind even though previous literature on the topic has proven vulnerability to be a consistent method of gaining moral and trust in an office setting.Grannis framed her study by way of four different self-disclosure criteria Self-awareness, storytelling, trust relationships between boss and employee, and positive reinforcement of self-disclosure by the participants.She posits that emotional intelligence and self-awareness share a positive link. Grannis found that the executives within her study that were self-aware of their whole selves better communicated what they actually thought and believed, even if it made them uncomfortable. This is a mark of an authentic leader.Additionally, participants that utilized storytelling to make their mistakes both tangible and relatable to their em ployees inspired trust and solidarity. Grannis cited previous research on the topic of trust, revealing that qualities like honesty, generosity, forgiveness, and compassion to be particularly conducive to procuring it. More specifically, leaders that forgive and are tolerant of themselves and others, present a welcomed sense of authority and wisdom.Lastly its important to establish and reinforce the fruits of habitually engaging in discussions of vulnerability with your team. Leaders self disclose, they observe the results of the employees and how they respond and they take in the feedback and then they will continue this self-disclosure behavior.Enacting a healthy konservenbchse of self-deprecating humor withal also doesnt hurt. Leaders that the utilize self-deprecating humor, allow themselves to deemphasize status distinctions which in turn puts them on the same level as their followers.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know y our social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people