Here’s Some Advice: You’re Asking the Wrong Person for Advice

Three takeaways:

During difficult times, it often feels natural to seek support from someone who has experienced the same issue you are facing. However, recent research indicates that individuals who have faced substantial challenges, even if those challenges differ from our own, may provide more effective support.

Social scientists say that those without intimate knowledge of your particular problem will not assume they have full knowledge of your situation, and be more likely to listen with empathy rather than stretch to apply their experience to yours.

Similarly, Close friends who are familiar with your past may feel more comfortable casting judgment or making broad statements when go to them for support. Going to people you might consider “weak ties” can lead the more insightful, sensitive conversation and a more open set of ears.

Here are three tactics for finding the right person to go to for support:

  1. Know what you need: do you need specific advice, or are you just looking to vent and feel heard? Once you know what you are looking for, be clear with the person you’re reaching out to about what type of support you need from them.
  2. Ask Multiple People: We seek second opinions from doctors all the time. Why don’t we apply this to our personal problems as well? Asking multiple people can provide a balanced and more comprehensive viewpoint.
  3. Find someone who’s had a different challenge: “Emotion match.” Seek support from someone who has faced a different but emotionally similar experience. For instance, if you are going through a divorce, someone who has endured a significant job loss may understand your pain and sense of loss, but also ask the basic questions that will allow you to feel heard.

By being intentional about your need for advice or support, and considering that your closest friends or family may not be the most productive people to seek it from, we can forge a better path towards overcoming the challenges we face.

From Elizabeth Bernstein at The Wall Street Journal:

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This site may contain links to articles or other information that may be contained on a third-party website. Advisory Services Network, LLC and MAP Strategic Wealth Advisors are not responsible for and do not control, adopt, or endorse any content contained on any third party website. The information and material contained in linked articles is of a general nature and is intended for educational purposes only. Links to articles do not constitute a recommendation or a solicitation or offer of the purchase or sale of securities.

The Art of Asking Smarter Questions

Five takeaways:

Advances in technology and increases in the severity of global problems have elevated the importance of inquiry as a hard skill. Asking the smartest possible question can offer pathways to innovative, unforeseen solutions. So how do we sharpen our inquiry skills?

It is a leader’s job is to flush out information, insights, and alternatives, unearthing critical questions the team has overlooked. The greatest problems can arise from leaving the most important questions unasked.

Thus, these researchers analyzed their survey of business executives and found that strategic questions can be grouped into five leading classifications. Each unlocks a different aspect of the decision-making process. Together they can help you tackle key issues that are all too easy to miss. These 5 types of inquiry are:

  1. Investigative: Good leaders begin by clarifying their purpose and identifying what they need to learn; often using successive “Why?” questions to uncover deeper insights. Additionally, driving at “How?” can help groups move beyond generic solutions.
  2. Speculative: Speculative questions, such as “What if…?” and “What else…?”, enable leaders to reframe problems and explore creative solutions. The global design company IDEO uses the prompt “How might we…?” to overcome limiting assumptions and foster innovative problem-solving.
  3. Productive: Productive questions, such as, “How can we get this done done?” aid in evaluating the available capability, talent, time, and other resources. These questions drive the discussions in which action is explored and execution plans are honed.
  4. Interpretive: Interpretive, or “sensemaking” questions, enable action by continually redefining the core issue or probing deeper into the problem at hand. They follow up on investigative, speculative, and productive questions to draw out new conclusions, such as considering the impact of trends, exploring opportunities, and understanding the implications for scaling up.
  5. Subjective: The final category of questions addresses allows us to take reservations, frustrations, tensions, and hidden agendas that can derail decision-making into account. You have to emphasize the emotional aspects of a decision. Neglecting to do so can cause well-crafted solutions to be undermined by subjective reactions, despite solid analysis and plans.

By pinpointing strengths and weaknesses in your question-asking and considering the five types of questions outlined above, you will be more empowered to ask better questions- and create an atmosphere of smarter strategic inquiry.

From Arnaud Chevallier, Frédéric Dalsace, and Jean-Louis Barsoux for The Harvard Business Review
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This site may contain links to articles or other information that may be contained on a third-party website. Advisory Services Network, LLC and MAP Strategic Wealth Advisors are not responsible for and do not control, adopt, or endorse any content contained on any third party website. The information and material contained in linked articles is of a general nature and is intended for educational purposes only. Links to articles do not constitute a recommendation or a solicitation or offer of the purchase or sale of securities.

Why a Bit of Restraint Can Do You a Lot of Good

Takeaways:

We are in a “National happiness funk.” Why? Brooks believes that it has to do with our self-control, citing studies that show low self-control is directly correlated with lower well-being.

Brooks argues that culture today encourages us to relax our sense of self-control to get happier, leading to an unfortunate result that makes us unhappier as individuals, and therefore as a country.

Brooks notes three common influences pushing us to suspend self-control: excess alcohol consumption, anonymity online (which can encourage antisocial and corrosive behavior), and the addictive ability of social media to make one feel more powerful/important than they are.

The notion that self-control creates happiness is not new. Benjamin Franklin said, “Educate your children to self-control, to the habit of holding passion and prejudice and evil tendencies subject to an upright and reasoning will, and you have done much to abolish misery from their future and crimes from society.”

While the suppression of immediate desires may seem contrived or inauthentic, greater self control should actually be viewed as the most authentic thing you can do– and in fact, creates an authentically better version of ourselves.

From Arthur C. Brooks at The Atlantic:
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This site may contain links to articles or other information that may be contained on a third-party website. Advisory Services Network, LLC and MAP Strategic Wealth Advisors are not responsible for and do not control, adopt, or endorse any content contained on any third party website. The information and material contained in linked articles is of a general nature and is intended for educational purposes only. Links to articles do not constitute a recommendation or a solicitation or offer of the purchase or sale of securities.

How to Take– and Give– Criticism Well

Four takeaways:

It is natural to react negatively to criticism, especially when it feels like “destructive” feedback rather than “constructive” commentary clearly meant to help you. But to allow your emotional response to criticism to overshadow the opportunity for improvement it offers is both unproductive and detrimental.

The only way to flourish amid negative criticism, and despite it, is to adopt new habits of both getting and giving it. Here are some research backed tactics for doing just that:

  1. It’s not personal (even when it’s personal): When criticized, we often jump to consider it a judgment on our inherent abilities, rather than on our performance. Remember to assess criticism at face value, looking at it as separate from a direct statement on your worth. “Depersonalize” it. View feedback objectively and analytically, focusing on the content rather than taking it as a personal attack.
  2. Treat criticism like insider information: By depersonalizing criticism, you can see it as a valuable insight into how others view your performance and an opportunity to improve. This turns the opinion of others into key learnings. When you empower others to criticize your performance, it becomes less painful when they do, leading to rapid improvement and a reduced fear of critics.
  3. Make criticism a gift, never a weapon: This is a reminder about giving criticism well. In criticizing another, remember the gift/weapon rule: “If I am criticizing to help, I am doing it right; if I am doing it to harm, I am doing it wrong.” Criticize with the care of the recipient in mind; be respectful in delivery; be conscious of your own good intentions; provide a pathway to improvement; and targeting of the recipient’s needs appropriately.
  4. “Praise in public, criticize in private”: This is a quote from legendary coach Vince Lombardi, whose instincts were correct: A 2014 study found that publicly given positive feedback was 9% more motivating for students, whereas privately given negative feedback was 11% more motivating than when given publicly.

With these practical tips on board, we hope you can embrace the power of both giving and receiving negative feedback. A healthy relationship to criticism will foster improvement and, over time, enhance your wellbeing.

From Arthur C. Brooks at The Atlantic:
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Note: At the time of this posting The Atlantic offers five free article views per month.


This site may contain links to articles or other information that may be contained on a third-party website. Advisory Services Network, LLC and MAP Strategic Wealth Advisors are not responsible for and do not control, adopt, or endorse any content contained on any third party website. The information and material contained in linked articles is of a general nature and is intended for educational purposes only. Links to articles do not constitute a recommendation or a solicitation or offer of the purchase or sale of securities.