Instant Office Power Up: Greenery

"Plant" Designed by Matt Brooks for the Noun Project

“Plant” Designed by Matt Brooks for the Noun Project

It’s not only the state of your own desk that can influence your creativity, it’s also the state of your office or workplace at large. Want to instantly reduce stress, raise concentration, and increase satisfaction for your whole staff? Create an indoor garden or add as much greenery as you can around the office. It’s an instant boost in office culture. From The Modern Ape:

Dr. Susan Barton, a professor at the University of Delaware, discusses the benefits of being near greenery in her “Human Benefits of Green Spaces.”

Dr. Barton’s report mentions a study that proves stressed individuals feel better after exposure to natural landscapes. On top of this, and most beneficial to the workplace, “Scientists assert that green spaces increase our ability to concentrate.” Apparently, voluntary attention—the focus required to ignore distractions and remain devoted to your job throughout the day—is relieved and allowed to recharge when we see nature around us.”

If morale is low you should of course be working to address the deeper, larger issues at hand, but it couldn’t hurt to start with some greenery in the meanwhile.

Read the rest here.

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Every Project Needs Three Plans: An Upside, Regular, and Downside

by Yuda KP

by Yuda KP

At the precipice of a new project, is it possible to mitigate most of the predicted risks? Just how far into the future can you accurately plan ahead? Failure to visualize the divergent possible outcomes of a project will reduce your chance of starting off on the right foot. Not being able to visualize success will impact your ability to inspire your team. And not being able to visualize failure will diminish your team’s confidence. 

Before you start your next project, you should know what you’re getting yourself into by conducting a sort of “pre-mortem.” Author Ben Casnocha spent 10,000 hours with LinkedIn founder Reid Hoffman (whom he later co-wrote The Alliance: Managing Talent in the Networked Age with), and discovered that when you align around three simple scenarios, as a team, you can calibrate your expectations and invest accordingly. 

Upside: If everything clicks and you even get a bit lucky, what’s the likely outcome of your project? World domination? A successful product launch? A bestselling book? If this “upside” case isn’t very compelling, you might not want to embark on the project in the first place—or at least you might calibrate the level of investment. The upside case for what you’re working on needs to be exciting.

Regular: If things go fine but not great, what’s the ‘regular’ scenario look like? To use a golf metaphor, if you hit the fairway – not the green, not the rough, just the fairway – with your effort, what happens?

Downside: If your project stalls or goes sideways, what’s the downside case look like? Is it mortal – i.e., are you dead (reputation-wise, financially, etc.)? Or is the downside quite survivable?

Set  expectations early, and then start your actual project. Even with limited information at the outset, you can still manage expectations as you go. Brett Harned of Team Gannt suggests reviewing expectations on a regular basis. Harned recommends creating shared to-do lists, delivering possible bad news early, and asking clarifying questions:

What it comes down to is that you must communicate early and often, document conversations, and continuously follow-up with the collective project team in order to keep things straight. If you passively let things work out on their own, you’ll not only kill your project, you’ll lose the trust and respect of your team. So be proactive in setting expectations and keep an open line of communication, and you’ll find that sparkly unicorn.

Starting a new project requires a leap of faith. Between where you and your team presently stand and the expected outcome of the project, there exist multiple questions and variables. Your team’s ability to traverse that uncertain bulk, to stay focused, and to overcome any obstacles will ultimately determine whether or not your project will be successful. Ensuring you’re calibrating expectations with the upside, regular, and downside scenarios will help you visualize the road ahead as far as possible. You can never be too prepared, especially when you’re managing the expectations of a team. In the wise words of Sun Tzu, “The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand.”

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To Spark Creativity, Pursue Happiness


[optimistic from CHris Jimenez on Vimeo.]

If you want to increase creativity, it helps to be happy. Positive emotions increase our curiosity in the world around us and open our minds to new experiences, skills and ideas. In PBS’s series This Emotional Life, they discuss the link between creativity and positive emotions:

Researchers have found that creativity is less likely to occur in the presence of sadness, anger, fear, and anxiety—and that it is more likely to occur with positive emotions, such as joy and love. One study found that people are more likely to come up with a creative idea if they felt happy the day before, and then they feel happy when they are creative. Creativity contributes to an “upward spiral” of positive emotions and greater happiness.

Just by being creative, we can kick start an upward spiral of positive emotions which allow us to handle the often negative environment we create within. In an interview with Core77, Vice President of Design at Sonos Tad Toulis discloses that the best part of his job is spending time with people who are “pessimistic optimists.” This immunity to negativity is an essential trait for creatives. To remain pessimistically optimistic, Toulis explains the most important quality in a designer:

Stamina and thick skin. Design is an activity where you’re daring to think of something that doesn’t exist. And that takes a certain amount of hubris. And you hear no so much, and you’re told why things won’t work so often, that at some point it really does engender people who don’t seem to listen to that. And that’s a strange trait; I think it happens because you just get immune to it. But I do think perseverance and stamina are tremendously important traits in being a designer.

What happens when the stress becomes too much to bear? We can create our way out of that as well. In an article from The Telegraph, they suggest three activities inspired from our childhood to reduce stress: coloring, writing and physical play. By focusing on a simple repetitive task, coloring calms our mind and acts as a meditative technique. Writing for 15 to 30 minutes about a stressful life event improves not only your mood, but also physical health, memory and sleep. And how could jumping on a giant trampoline or playing in an adult ball pool not put you in a good mood?

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Being Wrong Can Be the Best Thing to Happen to You

By Cristina Pagnoncelli

By Cristina Pagnoncelli

Making a mistake, screwing up a major project, or seeing your business fail sucks. Being wrong on any scale is a blow to your self-confidence, makes you question the path you’re on, and cripples your motivation to move forward. But there’s another way to think about failure: it’s inevitable. James Clear writes over on his blog:

For some reason, we often expect our first choice to be the optimal choice. However, it’s actually quite normal for your first attempt to be incorrect or wrong. When it comes to complex issues like determining the values you want in a partner or selecting the path of your career, your first attempt will rarely lead to the optimal solution.

So if failure is unavoidable, what does that mean for reaching success, and how do you reframe it as productive? Clear has collected a handful of helpful learnings from his failures over the years as an entrepreneur, writer, and photographer. When you’re next mired in a mental miasma over a serious misstep, consider his reflections:

Choices that seem poor in hindsight are an indication of growth, not self-worth or intelligence…. If you know enough about something to make the optimal decision on the first try, then you’re not challenging yourself.

Given that your first choice is likely to be wrong, the best thing you can do is get started. The faster you learn from being wrong, the sooner you can discover what is right…. The best way to learn is to start practicing.

Break down topics that are too big to master into smaller tasks that can be mastered…. If you want to get better at making accurate first choices, then play in a smaller arena.

The time to trust your gut is when you have the knowledge or experience to back it up. You can trust yourself to make sharp decisions in areas where you already have proven expertise. For everything else, the only way to discover what works is to adopt a philosophy of experimentation.

So not only is being wrong a great thing, given that it more often than not represents an opportunity to grow, it’s an essential stepping stone to success. You can decrease your failure rate by dividing huge ideas into smaller, actionable mini-ideas, and by getting lots of practice experimenting, but you won’t be able to skip straight from lightbulb to history-making glory.

The trick here is that you have to work out the mental muscle that can recognize failure, learn from it, and leverage those learnings into moving forward. Being wrong is only awesome if you use your error in the right way. As economist and Financial Times columnist Tim Harford writes in his book, Adapt: Why Success Always Starts With Failure:

Success comes through rapidly fixing our mistakes rather than getting things right first time.

So screwing up isn’t bad. You just have to make sure you’re listening closely to yourself and the feedback of those around you to gauge when, why, and how a failure went down in order to spin it into gold.

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The Danger of Assuming What Your Client Wants

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by Duncan Beedie

If you want to fill your customer’s needs, you have to listen to what they want. Donna Carpenter, owner of Burton Snowboarding, learned this firsthand when she became President of the company in December 2011. She focused on making Burton the brand of choice for women snowboarders, though after they hit a rapid growth spurt in the ’80s and ’90s, Burton had become male dominated and lost their female customers’ voice. In an interview with Edition F, Carpenter explains:

…We had a children’s snowboard for boys that had robots on it. A woman in our soft goods department then said, ‘I know there’s a demand for a girls’ snowboard.’ So we went to graphics and said, ‘You have to give us a girls’ snowboard.’ They just turned it purple and it still had robots on it. We laughed and said, ‘No one is going to buy it. A girl doesn’t want it, because it has robots and a boy won’t buy it, because it’s purple. And then you’re going to say girls don’t want snowboards.’ So we insisted that they put little girls’ graphics on the board like butterflies. It exceeded pre-season projections by 250 percent. Everyone wanted to have it. But the guys didn’t know how to do it. They just said, ‘We’ll pink it and shrink it.’ That doesn’t work. Women consumers see right through that. They don’t want that.”

For Carpenter, understanding her client meant also having that same demographic hold leadership positions within the company. In this manner, Carpenter was able to have her own customers readily available and on staff to provide insights and understanding. According to IDEO, human-centered design is about hearing from your users in their own words, not assuming you know what they want. Carpenter’s research found that not only do female snowboarder not want purple robots on their snowboards, but that they approach the sport in a completely different way. Male customers compartmentalize their sports, whereas women view it much more holistically. They were interested in the sport as a lifestyle, which required marketing to tell a completely different story.

Unfortunately, it isn’t always possible to partner with your direct client on a permanent basis. However, IDEO recommends that interviews can unlock the same understanding. In their design kit The Field Guide to Human-Centered Design, they stress writing down exactly what the interviewee says, not what you think they might mean. It is also important to observe their body language and surroundings, especially if you have the opportunity to interview them in their home or office. You can learn so much more about a person’s mindset, behaviour, and lifestyle by talking to them in their daily surroundings. As with all research, come with an open mind and without preconceived notions. The goal is to design to the actual needs or desires of your client, not your perception of what they are.

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Overwhelmed? Use the Four D’s to Move Projects Forward

By Mikhail Vyrtsev

By Mikhail Vyrtsev

You’ve got the same 24 hours as Beyoncé. Yet somehow she accomplishes far more in a typical day; at any given time, she’s effortlessly moving multiple priorities forward (albums, tours, media, shows, business, philanthropy, marriage, motherhood, and more). Even Beyoncé knows that she doesn’t have the capacity to do everything herself, alone, though. There’s only so much that you, as one person – with the mere 168 hours afforded to you each week – can accomplish by yourself. 

Jackie Bavaro
, Product Manager at Asana, suggests that there are four ways to spend less time on priorities that you simply don’t have the capacity for: delete it, defer it, delegate it, or diminish it:

Delete it: …It can feel scary to say no, but picking the work you won’t do is just as important as picking the work you will do. If a teammate gave you a responsibility that you don’t believe is the best use of your time, make sure to let them know that you won’t be doing it anymore. Try showing them your pie charts to give them context on why you would like to delete this task, rather than just saying ‘no.’

Defer it: If you don’t have time now, but will in the future, deferring a responsibility is an excellent option…Setting a reminder makes it easier for you to not feel stressed about the work while it’s deferred.

Delegate it: For responsibilities that still need to get done, evaluate if it can be reassigned to another teammate. Delegation works best when you can hand a responsibility over completely — now the teammate you delegated to can own both the ‘boring’ and cool parts of the project, and can take pride in seeing it through to completion.

Diminish it: When you really want to own a responsibility yourself, you can find ways to reduce the time you spend on the work. You can reduce the scope of the work, for example, only tackling the highest priority pieces. You can also stop working when your output is good, rather than perfect.

There’s simply no immunity from the paralyzing procrastination that comes with staring up at daunting tasks, no matter how focused and driven you are. The larger and more intimidating the priority, the more likely you are to conjure up excuses to slow your start. And the more time you spend trying to prioritize things, the less time you actually have to move them forward. 

The (desired) byproduct of being good at what you do, is that you’ll get more to do. Beyoncé can only sing, dance, and be a boss within the same finite temporal constraints as yours. But even she has to turn things down or hand them off. Then, and only then, can she focus on moving her enterprise forward. No matter the size of the project, when relevant tasks come onto your plate that you simply don’t have the capacity for, remember the Four D’s: delete, defer, delegate or diminish.

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These Are The Most Valuable People In Your Network

By Antonio Rodrigues Jr

By Antonio Rodrigues Jr

Common sense might suggest that the most valuable relationships in your network are the people you have the most distinct connections to—your “strong ties.” They’re the folks you’ve worked with closely, share an industry with, known for a long time, or enjoy a mutual trust with.

But if you think creatively, you could see how it might be that your “weak ties,” or those you used to consider strong ties but have lost touch with, could also be considered your most valuable relational assets. Due to your close proximity, your “strong ties” might not offer any information that is novel to you. They probably share your knowledge base and viewpoint already, whereas those weak ties are more likely to have been exposed to fresh insights you haven’t yet encountered.

Adam Braun, founder of Pencils of Promise and Director of the Global Education Platform (i.e. an experienced networker), discusses a third idea: the power of “dormant ties.”

We often focus our efforts on building strong ties where we perceive the greatest value, but science suggests that surprisingly the value lies in your weak and dormant ties. I recently observed this when my wife fractured her toe while we were traveling internationally. I posted this photo on Instagram about her injury, and within 5 minutes I received texts from two different people. One is an old college friend I hadn’t spoken to in months who’s now a doctor and immediately offered a second opinion on her x-rays.

This happened before my own family saw the post, and got me thinking about the phenomenon that details the strong power of weak ties….

So next time you’re in a jam or perhaps looking for your next job, recognize that the true power is in connecting with your weak and dormant ties. Although our gut tells us, “I let that friendship go for a reason,” the science says you should reach back out and reconnect.

Social psychologist and Wharton professor Adam Grant, author of the super-popular Give and Take: Why Helping Others Drives Our Success, discusses dormant ties in detail in his book. Unlike weak ties, dormant ties are built on a strong foundation so that reactivating them is not as awkward or uncomfortable as with weak ties. It’s probably less weird to ask for advice from an old friend you’ve lost contact with over the years than from someone you only slightly know.

Grant draws an important conclusion that takes Braun’s understanding a crucial step further. The key is that to liberate the power of dormant career connections, you’ve got to be a giver, or a generous and other-oriented person. Takers, those who think only of themselves in their careers, won’t be able to cash in on dormant or weak professional relationships by virtue of not reciprocating past favors and support:

Dormant ties are the neglected value in our networks, and givers have a distinctive edge over takers and matchers in unlocking this value…. Givers have a track record of generously sharing their knowledge, teaching us their skills, and helping us find jobs without worrying about what’s in it for them, so we’re glad to help them when they get back in touch with us.

Whether you believe in karma or not, when it comes to networking, what goes around comes around.

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