Business Skills I

Index

S.No. Content Page No.

1. Collaborative Decision Making 1

2. Mindfulness 60

3. Professional Networking 107

 1
Decision-making: System 1 vs System 2
How we think and make decisions can have a profound impact on how we fare
in an emergency. Daniel Kahneman, a Nobel Prize winner psychologist,
explores how we make decisions in his book, Thinking, Fast and Slow. In his
writings, he explains System 1 and System 2 thinking.
System 1 is thinking fast. It is our instinctive and automatic decision-making
process and is how we make the majority of our decisions. This system is
incapable of experiencing doubt, decisions are based on our experiences and
memories, and it enables us to jump to conclusions with limited evidence.

Problems with System 1 can arise for a variety of reasons including flawed
memories and hindsight bias. Hindsight bias is when we assess the quality of a
decision not by the soundness of the process, but by the outcome - and luck can
play a role so that a poor process can still lead to a good outcome.
How to make System 1 work for you? Plan, prepare and practice. Make it so
your fast decision is based on a sound process and won't be derailed by an
instinct to jump to a flawed conclusion based on limited evidence.

System 2 is thinking slow. This is a more complex and mentally draining

process. It's also the process used to plan and prepare. It's actually sitting down
to complete the Readiness Playbook as well as go through the effort of putting
together a GO-bag or buying one, as well as stocking your house with the
necessary items to shelter in place.
Poor decisions can emerge from System 2; it is not a cure-all for the
shortcomings of System 1. Problems arise from biases (some of which we've
discussed in previous posts) as well as from ignorance and laziness.
To be properly prepared requires putting in the time and energy and avoiding
the natural cognitive biases that are part of being human.

Footnote: If you're a Michael Lewis fan, (Liar's Poker, Moneyball, The Big
Short, Flashboys), his 2016 book, The Undoing Project, is about Kahneman and
Amos Tversky, their backgrounds, and their work together in economics and
psychology.
No More Bad Decisions: Improve Decision Making 2
by Involving Others

“Well, what do you think?”

The director of new channel sales had just presented her team members with
ideas for a campaign to increase market share. She looked at them for a
response. Some looked bewildered, one looked angry and a couple avoided her
gaze. Dead silence.

Finally responses seeped out. The packaging liaison assured her that the
elaborate packaging couldn’t make the holiday deadline. Marketing
emphatically informed her that retailers would have to approve the coupon
discounts requiring a series of meetings. Finance delivered the coup de grâce.
The two key products in the offer would undermine the sales needed to make
their individual revenue targets.

One of the most critical—and frequently overlooked—aspects of decision-

making is identifying who needs to be involved. And doing it as early as
possible. This show-and-tell style of decision-making just doesn’t work, as the
sales director found out.

The methodology stays the same…

You have probably attended decision-making sessions where someone had a pet
alternative and fought to push it through. A good decision process never begins
with alternatives. The actual methodology for decision-making never changes.
The best decision makers look at three critical factors and always approach
them in the same order:
1. Set Objectives. Start with objectives, by asking: What are we trying to
3
accomplish? What are the results we are trying to achieve? This paves the way
for honest, open discussion and eliminates jumping to alternatives.

2. Identify Alternatives. Only after a clear, specific set of objectives has been
agreed upon are alternatives discussed. At this point each alternative can be
evaluated against the objectives and the most suitable ones can be explored.

3. Manage Risk. The possible choices can be evaluated in terms of risk. What
could go wrong if an alternative is selected and how likely is that to happen?

The final choice is made only after all three elements have been considered in
the right order.

The methodology stays the same … the decision-makers change

Unilateral, top-down decision-making was once the norm. Today work is done
largely in projects and decisions are made in groups. But who should be
involved? Leaders must learn to involve the right people, in the right way and at
the right time.
How different her decision would have been if, before beginning her decision
process, the director of new channel sales had considered who should be
involved—and how and when. She would have had the information and the
perspectives needed to make a more considered, well-balanced choice.
Involving others in decisions
For different decisions, different people need to be involved, at different levels
of involvement and at various times in the process. Leaders at every level need
to involve others in decision-making for a number of reasons:

To obtain information. Before engaging in the decision-making process, the

leader should consider what information is needed. Will others be needed to set
clear objectives? Does someone have the information needed to evaluate
alternatives? Who can identify and assess risk? If the director of new channel
sales had asked these questions, she would have realized she did not have
enough facts to properly evaluate her chosen alternative.

To come up with creative alternatives. Leaders often think they are so close to
the issue that they have the best answers—failing to realize that distance can
provide perspective. People at other levels or functions in an organization can
spot innovative alternatives that might not enter the leader’s vision. If the
director of new channel sales had shared her objective and challenged the team
to increase revenue by two percent during the holiday season, the team might
4
have identified effective alternatives. In addition, because they were not
consulted, team members were hesitant when they were finally asked for their
input.

To gain commitment. There are decisions that a leader can make alone. A leader
may be tempted to cut to the chase and sometimes it makes sense. But it makes
sense to ask: Will my team commit to my decision if I have not included them
in the process? The key to success is flawless implementation. If people are
resentful, do not agree, or do not understand the course of action, they are
unlikely to carry out the implementation process with enthusiasm or attention to
detail. Thoughtful leaders make an effort to at least communicate the major
elements that went into the choice to those affected.

To train future decision makers. An important role of a leader for the

organization’s continued success is to train his or her successors. That means
coaching and mentoring subordinates in every essential management skill,
including decision-making.
Effective leaders recognize that shared decision-making is a conversation, not as
a superior to subordinates, but among individuals who bring valuable
information and ideas to the table. When faced with a decision, the leader needs
to let his or her team members know at the outset that they will play a vital role
in coming up with the best possible solution.

Collaborative Decision Making in the

Workplace – 101
Implementing a collaborative decision-making approach in an organization isn’t
easy. With freedom to perfect their work, employees see collaboration without
the constraint of an unrealistic deadline and contribute positively towards the
greater good.

What is collaborative decision making?

Collaborative decision making is at the root of most successful teams in the
world. But what is collaborative decision making, really? We can define it as
the outcome when a team of individuals reaches a consensus. This consensus
should be on the best possible solution, chosen from within a set of few
proposed. This sounds time consuming already, doesn’t it? While that may be
the case, it defends against a lot of pitfalls of other decision making processes
5
such as cognitive bias, trial & error etc., in addition to promoting teamwork.
Collaborative approach works best where work culture supports a high level of
engagement. Freedom to creatively solve problems also encourages seamless
collaboration.

What are the principles of collaborative decision making?

Choose a facilitator
Most initiatives need a facilitator or a lead to achieve their goals and objectives.
Collaborative decision making is no different. Without committed leadership,
the process is at risk of failure.

This facilitator handles things such as:

● gaining buy-in and commitment from key stakeholders

● creating definitions of success & failure for the initiative

● aligning the initiative with other goals

● fostering teamwork throughout the entire process

Facilitator will also ensure that the group stays focused on the problem at hand.
And coaches them through the solution identification and selection process. All
this via a series of small, manageable steps.

Identify and scope the problem

Without clear identification of the problem at hand, the group can fall off
course. This can lead to discouragement and confusion. First step to success is
ensuring that each user is able to articulate the problem clearly.
To understand the problem, the management must first understand what cannot
be changed. If non-negotiable regulatory policies exist, consider that in the
scope of the problem. Of course, you cannot change the regulations or violate
them.

Next, list the unknowns that users face while surrounding the problem. And
track what information is yet to be uncovered. This information can aid in
finding proposed solutions. Also, take note of any future events that may impact
the management. This might fall outside of the current scope of your solution.
But will prove important for future iterations of the decision making process.
Build a success model and uncover alternative solutions 6
Rather than dwelling on negative impacts of the current problem, decision
makers should focus on finding a solution. It’s easy to fall down a rabbit hole of
pessimism when the focus is entirely negative. Instead, focus on what is
contributing to the problem. It will allow members of the systems to provide
their unique perspectives. And reveal more ideas for alternative software
solutions in the next phase of the process.

Capture company values, monetary impact, corporate objectives and potential

tradeoffs of all models. Discuss each alternative in that context. This will help
you narrow down multiple, complex solutions in the final selection process.

Collect data
It is time to collect data to support proposed solutions. Problem is clearly
defined for individual systems in the first step & then the business impact is
deliberated upon.

One mistake that many engineering teams make is to collect any and all data
points. Whether they’re directly related to the problem at hand or not. Because
too much extraneous data only clouds the team’s ability to stay away from
conflict.

Team should weigh value of the collected data against the ability to support the
predefined measures of success. Include only data that is critical to collaborative
decision-making in the evaluation and selection process. The facilitator can
assist the team in focusing on the effort to support the process goal.

How do groups influence decision-making?

Having clarity on the dynamics of collaborative decision making ensures that
nobody is unduly affecting the process. Also, since the purpose of collaborative
decision making process is to ensure all stakeholders have correct, viable and
actionable information at their disposal. Using this method, the decisions taken
will reflect the good of the organization as a whole and not the realities of one
person.

How does collaboration affect decision making?

Collaboration can identify avenues that weren’t previously known. Sales and
Customer Success teams can identify issues that are bothering the individual
members of their team and find out a common solution that reduces the burden
in two departments instead of one. On the other hand, collaboration can make
decision makers unsure of their next steps – it is vital to have communication.
What makes a good collaborative decision maker? 7
When the group is finally ready to choose the best solution to the problem., the
facilitator can assist team members in organising their unique thoughts about
each proposed solution. They can use tools such as the decision matrix.

There is a possibility of not reaching an immediate consensus on features. In

that case it may also help to complete a cost-benefit analysis. This will aid the
team to decide on the solution that best maps to business objectives.

Why is collaborative decision making important?

Selecting a solution doesn’t mean that the work is done. Without executing the
proposed solution, the problem will remain unsolved.

An effective implementation plan considers the goal and other factors, and
works backward to create actionable steps to set the solution into motion.
Your team shouldn’t be alarmed if they uncover previously unforeseen barriers
as they build the implementation plan. This is a common occurrence in the
implementation phase. Address any potential issues with the same collaborative
decision making process one would follow for features.
Organizations of all types and sizes stand to benefit from a collaborative
approach to decision making that consults all factors from a knowledge
repository. In today’s competitive marketplace, engineering teams must
approach problem-solving in new ways and avoid the pitfalls of uncertainty,
disagreement and chaos. The facilitated, collaborative methodology of a group-
driven decision tool is the shortest path to lasting problem resolution and a
strong culture of teamwork.

What is a collaborative decision example?

Collaboration can be between different engineering teams in an organization, or
different verticals of a larger entity. In rare cases, even competitors – or leaders
of different industries – come together to create collaborations that endure.
Super groups are famous in rock and roll; the association between Apple iPod
and Nike resulted in a new class of athleisure, for example.
Cost-Benefit Analysis 8

Deciding, Quantitatively, Whether to Go Ahead

(Also known as CBA and Benefit-Cost Analysis)

© iStockphoto
Henrik5000
Do the benefits justify the cost?
Imagine that you've recently taken on a new project, and your people are
struggling to keep up with the increased workload.

You are therefore considering whether to hire a new team member. Clearly, the
benefits of hiring a new person need to significantly outweigh the associated
costs.
This is where Cost-Benefit Analysis is useful.

Note:
CBA is a quick and simple technique that you can use for non-critical financial
decisions. Where decisions are mission-critical, or large sums of money are
involved, other approaches – such as use of Net Present Values and Internal
Rates of Return – are often more appropriate.

About the Tool

Jules Dupuit, a French engineer and economist, introduced the concepts behind
CBA in the 1840s. It became popular in the 1950s as a simple way of weighing
up project costs and benefits, to determine whether to go ahead with a project.

As its name suggests, Cost-Benefit Analysis involves adding up the benefits of a

course of action, and then comparing these with the costs associated with it.
The results of the analysis are often expressed as a payback period – this is the
time it takes for benefits to repay costs. Many people who use it look for
payback in less than a specific period – for example, three years.
You can use the technique in a wide variety of situations. For example, when
9
you are:

● Deciding whether to hire new team members.

● Evaluating a new project or change initiative.

● Determining the feasibility of a capital purchase.

However, bear in mind that it is best for making quick and simple financial
decisions. More robust approaches are commonly used for more complex,
business-critical or high cost decisions.

How to Use the Tool

Follow these steps to do a Cost-Benefit Analysis.

Step One: Brainstorm Costs and Benefits

First, take time to brainstorm all of the costs associated with the project, and
make a list of these. Then, do the same for all of the benefits of the project. Can
you think of any unexpected costs? And are there benefits that you may not
initially have anticipated?
When you come up with the costs and benefits, think about the lifetime of the
project. What are the costs and benefits likely to be over time?

Step Two: Assign a Monetary Value to the Costs

Costs include the costs of physical resources needed, as well as the cost of the
human effort involved in all phases of a project. Costs are often relatively easy
to estimate (compared with revenues).
It's important that you think about as many related costs as you can. For
example, what will any training cost? Will there be a decrease in productivity
while people are learning a new system or technology, and how much will this
cost?
Remember to think about costs that will continue to be incurred once the project
is finished. For example, consider whether you will need additional staff, if your
team will need ongoing training, or if you'll have increased overheads.

Step Three: Assign a Monetary Value to the Benefits

This step is less straightforward than step two! Firstly, it's often very difficult to
10
predict revenues accurately, especially for new products. Secondly, along with
the financial benefits that you anticipate, there are often intangible, or soft,
benefits that are important outcomes of the project.

For instance, what is the impact on the environment, employee satisfaction, or

health and safety? What is the monetary value of that impact?

As an example, is preserving an ancient monument worth $500,000, or is it

worth $5,000,000 because of its historical importance? Or, what is the value of
stress-free travel to work in the morning? Here, it's important to consult with
other stakeholders and decide how you'll value these intangible items.

Step Four: Compare Costs and Benefits

Finally, compare the value of your costs to the value of your benefits, and use
this analysis to decide your course of action.

To do this, calculate your total costs and your total benefits, and compare the
two values to determine whether your benefits outweigh your costs. At this
stage it's important to consider the payback time, to find out how long it will
take for you to reach the break even point – the point in time at which the
benefits have just repaid the costs.
For simple examples, where the same benefits are received each period, you can
calculate the payback period by dividing the projected total cost of the project
by the projected total revenues:

Total cost / total revenue (or benefits) = length of time (payback period).

Example
Custom Graphic Works has been operating for just over a year, and sales are
exceeding targets. Currently, two designers are working full-time, and the
owner is considering increasing capacity to meet demand. (This would involve
leasing more space and hiring two new designers.)
He decides to complete a Cost-Benefit Analysis to explore his choices.

Assumptions
● Currently, the owner of the company has more work than he can
cope with, and he is outsourcing to other design firms at a cost of $50
an hour. The company outsources an average of 100 hours of work
each month.
 ● He estimates that revenue will increase by 50 percent with
11
increased capacity.

● Per-person production will increase by 10 percent with more

working space.

● The analysis horizon is one year: that is, he expects benefits to

accrue within the year.

Costs
Category Details Cost in First
Year
Lease. 750 square feet available next door at $13,500
$18 per square foot
Leasehold Knock out walls and reconfigure $15,000
improvements. office space
Hire two more Salary, including benefits $75,000
designers. Recruitment costs $11,250
Orientation and training $3,000
Two additional Furniture and hardware $6,000
workstations. Software licenses $1,000
Construction Two weeks at approximately $7,500 $15,000
downtime. revenue per week
Total $139,750
Benefits

Benefit Benefit Within

12 Months

50 percent revenue increase. $195,000

Paying in-house designers $15 an hour, versus $50 an $42,000

hour outsourcing (100 hours per month, on average:
savings equals $3,500 a month.)

10 percent improved productivity per designer ($7,500 + $58,500

$3,750 = $11,250 revenue per week with a 10 percent
increase = $1,125/week.)

Improved customer service and retention as a result of $10,000

100 percent in-house design.
 Total $305,500 12

He calculates the payback time as shown below:

$139,750 / $305,500 = 0.46 of a year, or approximately 5.5 months.

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Inevitably, the estimates of the benefit are subjective, and there is a degree of
uncertainty associated with the anticipated revenue increase. Despite this, the
owner of Custom Graphic Works decides to go ahead with the expansion and
hiring, given the extent to which the benefits outweigh the costs within the first
year.

Flaws of Cost-Benefit Analysis

Cost-Benefit Analysis struggles as an approach where a project has cash flows
that come in over a number of periods of time, particularly where returns vary
from period to period. In these cases, use Net Present Value (NPV) and
Internal Rate of Return (IRR) calculations together to evaluate the project,
rather than using Cost-Benefit Analysis. (These also have the advantage of
bringing "time value of money" into the calculation.)
Also, the revenue that will be generated by a project can be very hard to predict,
13
and the value that people place on intangible benefits can be very subjective.
This can often make the assessment of possible revenues unreliable (this is a
flaw in many approaches to financial evaluation). So, how realistic and
objective are the benefit values used?

Key Points
Cost-benefit analysis is a relatively straightforward tool for deciding whether to
pursue a project.

To use the tool, first list all the anticipated costs associated with the project, and
then estimate the benefits that you'll receive from it.
Where benefits are received over time, work out the time it will take for the
benefits to repay the costs.
You can carry out an analysis using only financial costs and benefits. However,
you may decide to include intangible items within the analysis. As you must
estimate a value for these items, this inevitably brings more subjectivity into the
process.

How BAs Can Use a Decision Matrix to

Make Tough Choices
As a business analyst, you have to make a lot of important decisions. From
strategic planning to policy evaluation to process modeling, your choices are
often complex and have a direct impact on the business.
With so much at stake (and so many factors to consider), how can you know if
you’re making the best choice?

A decision matrix can help.

 14

Weighted Decision Matrix Example (Click on image to modify online)

What is a decision matrix?

A decision matrix is a tool that helps business analysts and other stakeholders
evaluate their options with greater clarity and objectivity. A decision matrix (or
grid) can:

● Reduce decision fatigue.

● Reduce subjectivity in decision making.
● Clarify and prioritize options.
Decision-making grids outline the criteria for making a decision and rank them
based on the most important factors. These grids provide analysts with a
measurable method for evaluating their options systematically.

The decision matrix is also known by other names, including:

● Pugh matrix
● Decision grid
● Opportunity analysis
● Multi-attribute utility theory
● Grid analysis
 ● Problem selection matrix 15
● Criteria rating form
● Problem selection matrix
Another type of decision-making matrix is the Eisenhower matrix, but it focuses
on identifying and ranking personal priorities, rather than major business
decisions. Although some basic calculations are involved, the concept and
application are fairly simple and straightforward.

Eisenhower Matrix Diagram Example (Click on image to modify online)

When to use a decision matrix

The nice thing about the decision matrix is that it can apply to many different
types of decisions. However, it is most effective when you or your team is
comparing multiple options or criteria that need to be narrowed down to one
final choice.
It’s a common solution for business analysts as well as project managers,
16
business leaders, designers, and other stakeholders who have to juggle multiple
opportunities with complex criteria and requirements.

How to make a decision matrix

The beauty of the decision matrix is how simple it is to create. You can create a
decision matrix by hand on a piece of paper, a whiteboard, or on a spreadsheet.
There are also online template solutions available.

Lucidchart’s ready-made decision matrix template can help you get started right
away. With rich features like data linking and conditional formatting, you can
customize your templates to help you identify the best solution faster.
The decision matrix is organized into a table of rows and columns. The rows list
out the potential options and the columns outline the various factors or decision
making criteria to consider.

Decision Matrix Example (Click on image to modify online)

 17

Conducting a step-by-step decision making

analysis
We’ll use a simple decision to illustrate how a basic decision matrix works.
Let’s say you want to take your team out to a restaurant to celebrate a victory. A
decision matrix can help you choose where to go.

1. Create the matrix table

The first step is to create your matrix. As noted earlier, the table will be
organized into rows of options and columns of criteria. Fill out the rows with
the various options you are considering. For this example, your options might
be:

● Fancy New York steakhouse

● Elegant Italian cuisine
● Funky Mexican eatery
● Interactive Japanese restaurant
Next, you will identify the criteria you will use to evaluate them.

2. Brainstorm criteria
With your table and options outlined, you can now brainstorm what factors or
criteria you will use. Common criteria for business decisions include:

● Cost
● Return on investment
● Buy-in (from team or customers)
● Impact on other systems
● Needed resources (time, money, people)
● Ease of implementation
● Value to customer
● Potential problems or negative consequences
 ● Urgency of the problem 18
If applicable, involve customers or other stakeholders to help you narrow the list
of evaluative criteria to only the most important.

As you deliberate, identify which attributes the final decision must have. This
will help you eliminate choices early on that don’t fit your requirements.
For our example, you might consider the following criteria or requirements:

● Food allergy accommodations

● Cost
● Entertainment
● Team preferences
● Distance from office
3. Evaluate and rank criteria
Now you will evaluate your decision making criteria against the options. In
other words, you will score how well each criterion is met under each option.
There are a few ways to do this:

Method 1: Rate criteria on a scale (typically 1-3 or 1-5). The higher the number,
the better that criterion matches the option.
Method 2: Rank-order the options across the criteria. For each criterion, rank
your options based on how well they each meet the requirement (1 being low or
least desirable).

Method 3: Use the Pugh matrix method and compare your options against a
baseline. Your baseline can either be one of the options under consideration or it
can be the existing solution your team or company is using and planning to
replace. For each criterion, rate the option against the baseline as worse (-1),
same (0), or better (+1).

To apply the Pugh matrix method to the restaurant example, let’s say the
rankings break down something like this:
 19

4. Weight the criteria

Although you have your options ranked by criteria, not all criteria will have the
same level of priority. For example, if you have a strict budget constraint, cost
may be more important than other criteria on the table.
To measure this difference in priority, you will need to weigh the requirements
from least to most important. It’s easiest to use the same scale as you did to rank
the options.
 20

5. Score your options

Finally, it’s time to score your options to identify which decision to make.
To calculate each option’s final score, simply multiply each option’s rank by
each criterion’s weight. For instance, if you had Cost as a criterion weighted at
5 and Option A had a rank of 2 for that criterion, you would multiply 5 times 2
to get 10.
You repeat this process for each option across every criterion. Once each box
has a score, you tally up each row for a final rank of each option.
 21

In our example, after multiplying each option against the weights of your
criterion, the winning score is the Japanese restaurant.

Of course, this is an example of a simple decision, but decision matrices work

just as well for more complex problems and solutions.
Next time you’re faced with a mental quagmire, pull out your decision grid and
start calculating. With careful consideration and basic math skills, you can find
the clarity and confidence you need to move forward on decisions big and
small.
Quality Glossary Definition: Decision matrix

Also called: Pugh matrix, decision grid, selection matrix or grid, problem
matrix, problem selection matrix, opportunity analysis, solution matrix, criteria
rating form, criteria-based matrix
A decision matrix evaluates and prioritizes a list of options and is a decision-
making tool. The team first establishes a list of weighted criteria and then
evaluates each option against those criteria. This is a variation of the L-shaped
matrix.
When To Use A Decision Matrix 22

When a list of options must be narrowed to one choice

When the decision must be made on the basis of several criteria

After a list of options has been reduced to a manageable number by list

reduction
Typical situations are:

When one improvement opportunity or problem must be selected to work on

When only one solution or problem-solving approach can be implemented

When only one new product can be developed

Decision Matrix Procedure

Brainstorm the evaluation criteria appropriate to the situation. If possible,
involve customers in this process.

Discuss and refine the list of criteria. Identify any criteria that must be included
and any that must not be included. Reduce the list of criteria to those that the
team believes are most important. Tools such as list reduction and multivoting
may be useful.

Assign a relative weight to each criterion, based on how important that criterion
is to the situation. This can be done in two ways:
By distributing 10 points among the criteria, based on team discussion
and consensus.

By each member assigning weights, then the numbers for each criterion
for a composite team weighting.

Draw an L-shaped matrix. Write the criteria and their weights as labels along
one edge and the list of options along the other edge. Typically, the group with
fewer items occupies the vertical edge.

Evaluate each choice against the criteria. There are three ways to do this:

Method 1: Establish a rating scale for each criterion. Some options are:

1, 2, 3 (1 = slight extent, 2 = some extent, 3 = great extent)

1, 2, 3 (1 = low, 2 = medium, 3 = high)

 1, 2, 3, 4, 5 (1 = little to 5 = great)
23
1, 4, 9 (1 = low, 4 = moderate, 9 = high)

It is important that your rating scales are consistent. Word your criteria and set
the scales so that the high end of the scale (5 or 3) is always the rating that
would tend to make you select that option: greatest impact on customers,
greatest importance, least difficulty, greatest likelihood of success.
Method 2: For each criterion, rank-order all options according to how well each
meets the criterion. Number them with 1 being the option that is least desirable
according to that criterion.
Method 3 (Pugh matrix): Establish a baseline, which may be one of the
alternatives or the current product or service. For each criterion, rate each other
alternative in comparison to the baseline, using scores of worse (-1), same (0),
or better (+1). Finer rating scales can be used, such as 2, 1, 0, -1, -2 for a five-
point scale or 3, 2, 1, 0, -1, -2, -3 for a seven-point scale. Again, be sure that
positive numbers reflect desirable ratings.
Multiply each option’s rating by the weight. Add the points for each option. The
option with the highest score will not necessarily be the one to choose, but the
relative scores can generate meaningful discussion and lead the team toward
consensus

Decision Matrix Example

Figure 1 shows a decision matrix used by the customer service team at the
Parisian Experience restaurant to decide which aspect of the overall problem of
"long wait time" to tackle first. The problems they identified are customers
waiting for the host, the waiter, the food, and the check.

The criteria they identified are "Customer pain" (how much does this negatively
affect the customer?), "Ease to solve," "Effect on other systems," and "Speed to
solve." Originally, the criteria "Ease to solve" was written as "Difficulty to
solve," but that wording reversed the rating scale. With the current wording, a
high rating on each criterion defines a state that would encourage selecting the
problem: high customer pain, very easy to solve, high effect on other systems,
and quick solution.
 24

Figure 1: Decision Matrix Example

"Customer pain" has been weighted with 5 points, showing that the team
considers it by far the most important criterion, compared to 1 or 2 points for
the others.

The team chose a rating scale of high = 3, medium = 2, and low = 1 and used it
for the problem. "Customers wait for food." In this example, the customer pain
is medium (2), because the restaurant ambiance is nice. This problem would not
be easy to solve (low ease = 1), as it involves both waiters and kitchen staff. The
effect on other systems is medium (2), because waiters have to make several
trips to the kitchen. The problem will take a while to solve (low speed = 1), as
the kitchen is cramped and inflexible.

Each rating is multiplied by the weight for that criterion. For example,
"Customer pain" (weight of 5) for "Customers wait for host" rates high (3) for a
score of 15. The scores are added across the rows to obtain a total for each
problem. "Customers wait for host" has the highest score at 28. Since the next
highest score is 18, the host problem probably should be addressed first.
Decision Matrix Considerations 25

A very long list of options can first be shortened with a tool such as list
reduction or multivoting.

Criteria that are often used fall under the general categories of
effectiveness, feasibility, capability, cost, time required, and support or
enthusiasm (of team and of others). Other commonly used criteria
include:

For selecting a problem or an improvement opportunity:

Within control of the team

Financial payback

Resources required (e.g., money, people)

Customer pain caused by the problem

Urgency of problem

Team interest or buy-in

Effect on other systems
Management interest or support

Difficulty of solving
Time required to solve

For selecting a solution:

Root causes addressed by this solution

Extent of resolution of problem

Cost to implement (e.g., money, time)

Return on investment; availability of resources (e.g., people, time)

Ease of implementation

Time until solution is fully implemented

Cost to maintain (e.g., money, time)

 Ease of maintenance
26
Support or opposition to the solution

Enthusiasm by team members

Team control of the solution

Safety, health, or environmental factors

Training factors
Potential effects on other systems

Potential effects on customers or suppliers

Value to customer
Potential problems during implementation

Potential negative consequences

Additional considerations
While a decision matrix can be used to compare opinions, it is better used
to summarize data that have been collected about the various criteria
when possible.

Sub-teams can be formed to collect data on the various criteria.

Several criteria for selecting a problem or improvement opportunity
require guesses about the ultimate solution. For example: evaluating
resources required, payback, difficulty to solve, and time required to
solve. Therefore, your rating of the options will be only as good as your
assumptions about the solutions.
It’s critical that the high end of the criteria scale (5 or 3) always is the end
you would want to choose. Criteria such as cost, resource use and
difficulty can cause confusion (for example, low cost is highly desirable).
Avoid this by rewording your criteria: Say "low cost" instead of "cost";
"ease" instead of "difficulty." Or, in the matrix column headings, write
what generates low and high ratings. For example:

Importance Cost Difficulty

 27
low = 1 high = 5 high = 1 low = 5 high = 1 low = 5

If individuals on the team assign different ratings to the same criterion,

discuss until the team arrives at a consensus. Do not average the ratings
or vote for the most popular one.

In some versions of this tool, the sum of the unweighted scores is also
calculated and both totals are studied for guidance toward a decision.

When this tool is used to choose a plan, solution, or new product, results
can be used to improve options. An option that ranks highly overall but
has low scores on criteria A and B can be modified with ideas from
options that score well on A and B. This combining and improving can
be done for every option, and then the decision matrix used again to
evaluate the new options.

Decision Making Problem

Decide or don't decide!

One of the first decision making problems you face (often without realising
it) is to decide whether you have a decision to make, or a problem to solve.

Is it a decision or is it a problem? Time can be wasted and people frustrated if

you resort to setting up a problem solving team when all that was really needed
was for a decision to be made.

Alternatively, living with a decision that was made, when it wasn’t clear why
something had gone wrong, can be just as costly. In that case you had a problem
to solve first, before you could make a decision. Decision making problems
often arise because you aren’t clear which of these you really have: a problem to
solve or a decision to make!

Decision Making Problem: is it a Decision or is it a Problem?

Sometimes what’s required is just for a decision to be made, rather than
extended analysis of a problem to solve. But how do you decide which is most
appropriate, whether you need to make a decision or solve a problem?
Although problem solving and decision making processes may share many
28
common features, they tend to have at least one significant difference.
Definitions of problem solving tend to suggest that problems have their roots in
the past. On the other hand, it could be argued that decisions are more about
what’s going to happen, in the future.
A problem is usually about something that has gone wrong (such as faults, gaps
or difficulties). Whatever the cause, it can usually be traced to something in the
near or distant past. Whereas decisions are about looking ahead. They are
commitments to a course of action which is uncertain. Of course, decision
making is a part of any problem solving process. We need to decide what
action(s) to take after having analysed a problem, and generated a range of
options. But here’s the essence of the first decision making problem: how do
you know whether you have a decision to make or a problem to solve?

Perhaps the simplest approach is to determine whether there is something

wrong. Or is there something you’re dissatisfied with, or which you know needs
to change. If there is, and you know why something is wrong and the remedies
are clear and obvious, then you have a decision to make – you look forward and
act. Such decisions are most likely to relate to relatively simple issues or those
which are not too far reaching, depending on the type or level of the decision.
Or they may be clear to you because you’re relying on your intuition, perhaps
through your experience, closeness to the situation, or just your gut feeling.
It’s only when you’re faced with more complex, serious or large scale situations
that you use problem solving processes. Where it’s not clear what’s gone wrong
and/or what the solution might be, that’s when you have a problem to solve. Of
course, before deciding you may wish to consider an even more fundamental
question: do you really need to make a decision at all?

Why Do We Get So Many Decisions Wrong?

Assuming we haven’t confused decisions and problems, even applying a
rational decision making process doesn’t necessarily guarantee success.
According to Ohio State University management professor, Paul C. Nutt, we
only get about 50% of our decisions in the workplace right! Half the time they
are wrong, so there is evidence that we seem to have numerous decision making
problems.

Nutt’s research illustrates that bad decisions were usually bad because two
things were missing:

1. Adequate participation of stakeholders in the decision making

process.
 2. Sufficient time spent generating a range of possible solutions.
29
Too often those who should have been involved weren’t, and solutions were
proposed and acted upon too quickly. Often with disastrous effects!
A third reason that has emerged from his research appears to be that:

too often, managers make bad tactical selections ….. because they believe that
following recommended decision-making practices would take too much time
and demand excessive cash outlays.
So it could be argued that, the more complex or serious the issue to be resolved,
the more important it is that we listen to Nutt’s findings. The three main causes
of decision making problems can be resolved by ensuring we:
1. Involve the key people who should be involved.

2. Generate enough alternatives upon which to base our choice of

decision.

3. Follow recognised and proven decision making processes

If you are interested in finding out more about Professor Nutt’s approach to
decision making follow this link to his book: Handbook of Decision Making.
You might pay particular attention to Chapter 1: page 4, where he discusses
Drucker’s and Weick’s calls to decide whether there is a decision to make.

Once you’ve finished with Nutt’s insights on decision making, take at look at
our other articles and our great-value resources to inform your understanding
and practice. Different types of decision making require different approaches,
something we particularly address in our e-guide: Making Better Decisions.

Making Better Decisions

 Judgement, intuition, experience and knowledge all
30
come together when making decisions. Regardless
of whether you believe in intuition and decision
making, you’ll find more on these and other
practical techniques in our related e-guides (below)
or in Making Better Decisions. Use the tools in this
guide to help your decision making:
● Tool 1: Do you need to make a decision?

● Tool 2: The POCA decision making model

● Tool 3: Decision levels

● Tool 4: 7 step decision making process

● Tool 5: Team decision making

● Tool 6: Evaluating alternatives

Hurdles Faced During Effective Decision

Making

“Whenever you see a successful business, someone once made a courageous

decision.”

― Peter F. Drucker
Effective decision making is an art which obviously cannot be earned overnight,
31
hence, needs to be nurtured in time. However, even an effective leader cannot
remain oblivious to certain hurdles which chronicle his decision-making
capacity. An effective decision has positive effects on all the departments, and
equal damage is caused by an ineffective decision. Hence, he has to remain
vigilant about the repercussions caused by his decisions.
Sometimes, taking a decision can equal to cracking a hard nut. As a professional
as well as an individual, we face many situations in our professional as well as
personal lives, wherein it is quite tough to take a decision. A careful study of
various hurdles faced will lead you to take effective and better decisions in
future.

Following are typical barriers faced by a manager while developing strategies.

Level of Decision Making Not Clear

Sometimes, there is ambiguity in the level of power a manager holds, whether
he holds the right to make modifications in the existing system. This often leads
to confusion in the minds of the manager, especially at a middle-level manager.

Lack of Time
Hasty decisions often lead to disastrous effects. However, businesses are subject
to emergencies and often, as a decision making authority, you need to take a call
in the limited time available. This can pose a most difficult hurdle for most
leaders, however, an effective leader has to go through these testing times.

Lack of reliable data

Lack of reliable data can be a major hindrance in making apt decisions.
Ambiguous and incomplete data often makes it difficult for them to make an
appropriate decision, which may not be the best suited for any organization.

Risk-Taking Ability
Any decision attracts a fair deal of risk of resulting into negative outcome.
However, it is necessary to take calculated risks for an effective decision. Also,
at the same time, casual attitude and completely ignoring risks will not result in
taking appropriate decisions.
Too Many Options 32
A manager can be in a dilemma if there are too many options for an effective
solution. Finding the appropriate one can be very difficult, especially if a
particular decision favours a department over the other.

Inadequate Support
A manager, however good he may be, cannot work without an adequate support
level from his subordinates. Lack of adequate support either from top level or
grass root level employees may result in a great jeopardy for the manager.

Lack of Resources
A manager may find it difficult to implement his decisions due to lack of
resources- time, staff, equipment. In these cases, he should look out for
alternative approaches which fit in the available resources. However,
appropriate steps must be taken in case he feels that lack of resources may stop
the growth of the organization.

Inability to Change
Every organization has its own unique culture which describes its working
policies. However, some policies are not conducive to managers who are
looking out for a change. The rigid mentality of top-level management and the
subordinates are the biggest hurdle, wherein a manager cannot make positive
amendments even if he wishes to do so.
Every experience is a big teacher, and managers should take a cue from their
previous experiences, and learn to boost their decision-making capacity. Big
businesses have benefited greatly from positive changes and results, which
implies that a manager should first and foremost improve his ability to deal with
risks to take a good decision.

10 Things You Didn’t Know About

Decision Making
We make hundreds, maybe thousands, of decisions everyday. From the
minuscule to the huge. From “Do I wear green socks or blue?” to “Do I really
need to buy that car?” Every time we have to choose, no matter how small the
33
choice may seem, we are depleting our energy and creating stress.

Making decisions is hard work. The key is to make fewer decisions and reserve
your energy for the big ones. President Obama, in a Vanity Fair article, said,
“You need to remove from your life the day-to-day problems that absorb most
people for meaningful parts of their day… You’ll see I wear only gray or blue
suits. I’m trying to pare down decisions. I don’t want to make decisions about
what I’m eating or wearing. Because I have too many other decisions to make.
You need to focus your decision-making energy. You need to routinize yourself.
You can’t be going through the day distracted by trivia.”

1. Your brain requires glucose to make good decisions.

Psychological scientists X.T. Wang and Robert D. Dvorak from the University
of South Dakota studied how blood sugar levels affect the way we think.
“Volunteers answered a series of questions asking if they would prefer to
receive a certain amount of money tomorrow or a larger amount of money at a
later date. They responded to seven of these questions before and after drinking
either a regular soda (containing sugar) or a diet soda (containing the artificial
sweetener aspartame). Blood glucose levels were measured at the start of the
experiment and after the volunteers drank the soda.

“The results, reported in Psychological Science, a journal of the Association for

Psychological Science, reveal that people’s preferences for current versus later
rewards may be influenced by blood glucose levels. The volunteers who drank
the regular sodas (and therefore had higher blood glucose levels) were more
likely to select receiving more money at a later date while the volunteers who
drank the diet sodas (and who had lower blood glucose levels) were likelier to
opt for receiving smaller sums of money immediately. These findings are
suggestive of an adaptive mechanism linking decision making to metabolic
cues, such as blood sugar levels.”

While drinking a soda before you make a choice is not the answer, keeping your
blood sugar levels up by eating small amounts of healthy food throughout the
day will likely improve your decision-making abilities.

2. Bad decisions come from mental fatigue.

Once you start getting tired, you start making bad decisions. Whether you’re not 34
eating well, have had a long day or are simply tired, bad decisions will start to
happen. If you’re “too tired to care,” then Oreos for dinner might sound like a
great idea. Or instead of going to the gym or for a walk, sitting on the couch and
watching TV becomes very enticing.

According to a research study published by the National Academy of Sciences,

psychologists examined the factors that impact whether or not a judge approves
a criminal for parole.

“The researchers examined 1,112 judicial rulings over a 10-month period. All of
the rulings were made by a parole board judge, who was determining whether or
not to allow the criminal to be released from prison on parole. (In some cases,
the criminal was asking not for a release, but rather for a change in parole
terms.)” While you might think the judges were affected by the type of crime
committed, you’d be wrong. Instead, the judges choices were more influenced
by whether or not they had just had a food break. Most — about 65 percent —
of the potential parolees, received parole early in the morning or after a break,
regardless of the crime.
Those who had their hearings early in the morning or after lunch were much
more likely to get parole than those who sat before the judge at the end of the
morning or the end of the day, when the judges were likely, let’s face it,
crankier.

3. Develop routines to overcome decision fatigue.

I have a pretty solid morning routine, no matter what my day is like. I wake up,
make coffee, check email and social media – just to “wake up.” Then I get right
into writing my first couple of articles. Then I eat breakfast. I do this every
single morning. I get a lot done this way too. I also have routines for when I
feed my dogs (I have 23) and different but similar routines for my workouts and
different days when I have to be in different places. Routines are essential to
good decision making because they eliminate the minor decisions that often take
up the day.

4. Eliminate decisions.

Plan out your decision making before you have to make it. Put out what you’re
going to wear in the morning. Decide what or where you will eat. Deciding
these beforehand, eliminates the need to spend time on the decisions the next
35
day — and potentially fighting your willpower. Be resolved to wake up and
work out and you will.

5. Sleep well.

Sleeping better helps you make better decisions. If you are feeling rested, you
won’t be tempted by that mid-morning doughnut or the temptation to not go for
a run. Try and get to sleep about the same time every night. Make it a routine. If
there is a day every week that plays a show you like on TV, incorporate that into
your routine or record it for viewing at an earlier hour. It’s important to get the
right amount of sleep for you. If you can, incorporate a nap into your schedule.
Even 20 minutes can give you a boost and help you conquer your decisions.

6. Make commitments, not decisions.

Don’t stand at the door trying to decide if you should go for a walk. Instead,
plan it into your day. Think about the things that you want to do — I mean the
things you really want to do and plan for them. If you want to lose 40 pounds,
figure out the steps necessary to make that happen. Plan out your meals and
schedule workout time. Making this a part of your daily routine means that you
don’t have to decide anymore. You just have to follow your schedule.

I used to hate going for a walk or a run. I thought it was boring. But I knew I
had to do it in order to lose the weight I had to lose and get back into shape. So I
scheduled time in my afternoon. Coincidentally, this time (about 3pm) is about
the time everyday when I used to want to lay on the couch, watch TV and take a
nap. Now, even if I feel like laying down, I lace up my sneakers and start
walking. Usually kind of slowly at first, until I get into the groove and start
running or do some sprints. All of a sudden, I’m having a great workout. But I
wouldn’t if left to my own devices. Plan. It helps.

7. Prepare for moments of weakness.

I know that everyday around 3 pm, I’m not going to feel like walking or
running. I have to mentally prepare myself for this little argument I have with
myself. Sometimes, it’s just about changing motions. I have to go and get a
fresh pair of socks, put on my shoes. And then, well, I have my shoes on, I
might as well just walk a little. I don’t have to go really far, I telly myself. Just
get out the door and get some air. Then I grab one of my dogs and we walk
along and pretty soon I’m running or jogging or climbing hills with them,
36
having a good time. Now that I’ve done this routine everyday for about four
years, I know I’ll feel better once I get going. But it wasn’t always like that. I
had to prepare for that weak moment.

This is also true with food. I love carbs and sweets. Really. I would eat them all
the time. Bread, cookies, you name it. I had to stop. I also had to learn to walk
away when my cravings got bad. I learned that I would eat a treat around 9:30
or 10 pm in front of the TV. For a long time, I started going to bed at 9 pm with
a book. I would read and then fall asleep, never getting the treat because it was
down in the kitchen instead of staring me in the face. Learning to prepare and
act before the weak moment comes is key to good decision making.

8. Take time for yourself.

If you are at work and you are constantly confronted with decisions, you might,
just like the judges mentioned above, start to get a little cranky. Take a break
when this starts to happen. Go outside and walk or sit under a tree and read a
book you like. Getting a mental break from issues that aren’t your own is
essential to your own mental clarity and will help you make better decisions
later on in the day.

9. Shopping is exhausting. Avoid it if you can.

Why is online shopping so much easier than shopping in person? You are
making fewer decisions. If you know you want a certain pair of sneakers,
online, you can just go get those sneakers and buy them. At the store, though,
you have a multitude of options and then, decisions to make. Researchers found
that those making shopping decisions gave up more quickly on a math test.

10. Let your unconscious mind work for you.

Have you ever felt confounded by a problem? Have you ever gone to “sleep on
it,” and awoken understanding the problem better? Sure, we all have.
Sometimes, relaxing, focusing on something else or getting some sleep, can
help you clear away the detritus around the problem and let your mind do the
work. Believe it or not, your brain is still working whether you are thinking
about something or not. Relax. Go play volleyball and let your brain do the
heavy-lifting for a while.
 37

Techniques of Decision Making

Everything you need to know about the techniques of decision making.
Decision-making needs to be accurate and rational to be effective.

Decision-making becomes a challenging exercise especially when decisions are

complex and have implications on major stakeholders. Success of an
organisation depends on corrective decision-making.
Right decisions may bring success, whereas a wrong decision may ruin an
organisation. For the purpose of carrying out decision-making procedure, a
wide variety of decision-making techniques are adopted.

The techniques of decision making can be studied under the following heads:- 1.
Qualita-tive Techniques 2. Quantitative Techniques.

Some of the qualitative techniques of decision making are:-

1. Intuitive Approach 2. Delphi Technique 3. Brainstorming 4. Nominal Group
Technique (NGT) 5. Multi-Voting 6. Didactic Interaction.

Some of the quantitative techniques of decision making are:-

1. Management Information Systems (MIS) 2. Decision Support System (DSS)
3. Decision Tree 4. The Delphi Technique 5. Decision Matrix 6. Cost Benefit
Analysis 7. Payback Analysis 8. Simulation 9. Network Analysis 10. Operations
Research.

Techniques of Decision Making: Qualitative

and Quantitative Techniques
Techniques of Decision Making
There are various techniques of decision making.
38
They fall into two broad categories:
1. Qualita-tive, and
2. Quantitative.

1. Qualitative techniques – Intuitive approach to decision making is qualitative

in nature.
2. Quantitative techniques – Such techniques include MIS, DSS, decision-tree
and the Delphi method.

Intuition is an individual’s innate belief about something without conscious

consider-ation.

1. Qualitative Techniques:
Intuition:
It is making a choice without the use of conscious thought or logical inference.
It is important for a manager to develop his intuitive skills because they are as
important as rational analysis in many decisions.

The Intuitive Approach to Decision Making:

When managers make decisions solely on hunches and intuition they are
practising manage-ment as though it were wholly an art based only on feelings.
The intuitive approach refers to the approach used when managers make
decisions based largely on hunches and intuitions.

Rational Approaches to Decision Making Revisited:

Approaches to decision making that attempt to evaluate factual information
through the use of some type of deductive reasoning are referred to as rational
approaches.

The following points discuss two types of rational approaches:

a. The Optimising Approach:

The optimising approach (sometimes called the rational or scientific
39
approach) to decision making includes the following steps:

i. Recognise the need for a decision.

ii. Establish, rank and weigh the decision criteria.

iii. Gather available information and data.

iv. Identify possible alternatives.

v. Evaluate each alternative with respect to all criteria.

vi. Select the best alternative.

Once the need to make the decision is known, criteria must be set for expected
results of the decision. These criteria should then be ranked and weighed
according to their relative importance.

Next, factual data relating to the decision should be collected. After that, all
alternatives that meet the criteria are identified. Each is then evaluated with
respect to all criteria. The final decision is based on the alternative that best
meets the criteria.

Limitations of the Optimising Approach:

The optimising approach to decision making is no doubt an improvement over
the intuitive approach. But it is not without its problems and limitations.
First, the assumptions on which the approach is based are often unrealistic;
decision makers do not always have clearly defined criteria for making
decisions.

Second, many decisions are based on limited knowledge of the possible

alternatives; even when information is available, it is usually less than perfect.
Third, there is always a temptation to manipulate or ignore the gathered
information and choose a favoured (but not necessarily the best) alternative.

Due to limitations of the optimising approach, most decisions still involve some
judg-ment. Thus, in making decision, the manager generally uses a combination
of intuitive and rational approaches.

b. The Satisfying (Administrative) Approach Restated:

Believing the assumptions of the optimising approach to be generally
unrealistic, Herbert Si-mon, in attempting to understand how managerial
decisions are actually made, formulated his principle of bounded rationality.
This principle states, “The capacity of the human mind for formulating and
40
solving complex problems is very small compared with the size of the
prob-lems whose solutions is required for objectively rational behaviour — or
even for a reasonable approximation to such objective rationality”. Basically,
the principle of bounded rationality states that human rationality has definite
limits.
Based on this principle, Simon proposed a decision model of the
administrative man, which is based on following assumptions:

i. A person’s knowledge of alternatives and criteria is limited.

ii. In general people act on the basis of a simplified, ill-structured, mental

abstraction of the real world; this abstraction is influenced by personal
perceptions, biases, and so forth.

iii. People do not attempt to optimise but will take the first alternative that
satisfies their current level of aspiration. This is called satisficing.
iv. An individual’s level of aspiration concerning a decision fluctuates upward
and down-ward, depending on the values of the most recently identified
alternatives.

Optimising means selecting the best possible alternative; satisficing means

selecting the first alternative that meets the decision maker’s minimum standard
of satisfaction. Assumption four is based on the belief that the criteria for a
satisfactory alternative are determined by the person’s current level of
aspiration. Level of aspiration refers to the level of performance a person
expects to attain, and it is impacted (influenced) by the person’s prior successes
and failures.
Fig. 2 represents the satisficing approach to decision making. If the decision
maker is satisfied that an acceptable alternative has been found, she or he selects
that alternative. Otherwise the decision maker searches for an additional
alternative. In Fig. 2 the double arrows indicate a two-way relationship – The
value of the new alternative is influenced by the value of the best previous
alternative.

The value of the best previous alternative is, in turn, influenced by the value of
the new alternative. As is indicated by the arrows, a similar two-way
relationship exists between the value of the new alternative and the current level
of aspiration. The end result of this evaluation determines whether or not the
decision maker is satisfied with the alternative. Thus the decision maker (called
the administrative man) selects the first alternative which meets the minimum
41
satisfaction criteria and makes no real attempt to optimise.

2. Quantitative Techniques:
Armed with information managers can make better decisions. Frontline
managers, for ex-ample, who are supplied with direct activity cost information,
can better manage revenue mar-gins (profits) and costs. Organisations can
achieve more consistency between upper manage-ment and lower-level
managers by providing more information throughout the organisation.

The quantitative decision-making techniques are:

i. Management Information System (MIS),
ii. Decision Support System (DSS),

iii. Decision tree and

iv. Delphi technique.

i. Management Information Systems (MIS):

Management information systems (MIS) are reporting systems which
summarise, collate and present information on a certain activity such as
processing a transaction. An MIS is a procedure which is concerned with getting
appropriate information to managers as and when they need it.

It is a comprehensive computer system for providing financial and qualitative

information to all levels of management. Access to data is by the need to know
and is restricted to areas regarded as useful for particular managers; confidential
information is restricted to top management.
Management information systems (MIS) provide support to an organisation’s
42
managers by providing daily reports, schedules, plans and budgets. A basic MIS
is presented in Fig. 3. In-formation activities of each functional manager vary
depending on whether he is in accounting department or marketing department
as also the management level.
In general middle-level managers focus mainly on internal activities and
information, higher- and top-level managers also remain engaged in external
activities. However, middle-managers are the largest MIS user group. Since
they use this technique extensively and frequently they need networked
information to plan such emerging activities as employee training, materials
handling and cash flows.

MIS produce reports which fall into three main categories.

First are periodic, scheduled reports. For example, an MIS may produce weekly
reports regarding sales activity broken down by region.

Second, MIS produce demand reports, which are generated on request by the
managers.

Finally, some MIS produce exception reports, which are generated as warn-ings
based on certain business conditions. For example, an inventory system may
produce an exception report to warn managers of low stock levels for a
particular product line. MIS are normally highly structured since they involve
highly repetitive, simple calculations with little variability in their presentation.

ii. Decision Support System (DSS):

With Internet-hosted databases and user-friendly query tools becoming more
common, corporations are turning to decision support system (DSS) software to
analyse the firm’s databases and turn them into information useful for decision
making. DSS typically includes analytical and report-writing features, thus
enabling users to translate new data into a form useful for decision support.
DSS is a computer information system which performs complex data analysis
43
that helps users make informed decisions. It is a procedure which is concerned
with getting appropriate information to managers as and when they need it and
which aids two managers in making decisions.

A DSS is generally based upon interactive computer networks which can help
the managers to solve problems and to gauge the effects of alternative outcomes
of a decision. While some DSSs are developed to solve specific problems others
serve more general purpose. This allows management to analyse different types
of problems.

A DSS involves sophisticated analytical modelling to support semi-structured

and unstructured decision making, mainly at the managerial level. DSSs
implement mathematical and/or heuristic models to process data. They go much
further than the type of information presentation done by MIS systems. They
also give recommendations to the user, identify advantages and disadvantages
of decision alternatives. Sometimes, these systems employ artificial intelligence
techniques.
Decision support technology is a comparatively new development in software.
However, DSS offers highly flexible programming paradigms. It slices and
dices data that may be novel and complex into understandable chunks to
facilitate shared consideration of multiple criteria. The DSS can assist in
decisions for which predetermined solutions are unknown by using
sophisticated models and data analysis.

Advantages:

(a) A DSS can result in much time savings as well as an improved decision
making.
(b) DSS can speed collaboration when there are several decision makers and all
of them have to be satisfied. By providing multiple users with access to the
firm’s data, DSS can clarify the decision-making process and enhance
consistency among multiple decision makers. With electronic commerce
competitors respond to strategic decisions within days or even hours. The speed
with which decisions are made becomes more critical. DSS helps decision
makers consider a wider range of alternatives in a short period of time.

Now-a-days middle and top-level managers receive decision-making assistance

from a Decision Support System (DSS). It is an interactive system which locates
and present information needed to lend necessary support to the decision-
making process.
DSS are now-a-days extensively used to support the marketing department.
44
They use mathematical models to project the outcome of new decision, adding
variables — such as -previous outcomes in similar contexts — to help marketers
to make optimal decisions.

iii. Decision Tree:

Decision tree is an aid to decision-making in uncertain conditions that sets out
alternative courses of action and the financial consequences of each alternative,
and assigns subjective probabilities to the likelihood of future events occurring.
For example, a firm or a business person thinking of opening a new factory the
success of which will depend upon consumer spending (and thus the state of the
economy) would have a decision tree like Fig. 4.

The business person has two options – to open a new factory to boost
production capacity or not to open a new factory; and he has to consider two
states of nature or events which can occur- economic boom or recession. The
business person must assess the likelihood of each of these events occurring
and, in the case, based on his knowledge and experience, he estimates that there
is a one-in-two chance of a boom and a 0.5 probability of a recession. Finally,
the business person estimates the financial consequences as a Rs. 80,000 profit
for the new factory if there is a boom, and a Rs. 30,000 loss if there is a
recession.

In order to make a decision, the manager needs a decision criterion to enable

him to choose which he regards as the best of the alternatives and, since choices
involve an element of risk, we therefore need to know something about his
attitudes to risk. If the manager were neutral in his attitudes to risk then we
could calculate the certainty equivalent of the ‘open factory’ alternative using
the expected money value criterion, which takes the financial consequence of
each outcome and weights it by the probability of its occurrence, thus –
which being greater than the Rs. 0 for certain of not opening the factory would
45
justify going ahead with the factory project.

However, if the manager were averse to risk then he might not regard the
expected money value criterion as being appropriate, for he might require a risk
premium to induce him to take the risk. Application of a more cautious certainty
equivalent of the ‘open factory’ branch might even tip the decision against
going ahead on the grounds of the ‘downside risk’ of losing Rs. 30,000.

iv. The Delphi Technique:

The Delphi technique is an approach to generating new ideas or problem-
solving amongst a group or team. Each member or interested party submits his
or her recommendations or views on the issue under review to a central contact
point. All ideas generated in this way are then circulated to all those participants
in the process, who then have the opportunity to submit comments on them.
This process is repeated until a consensus emerges. Although time consuming, it
can be an effective approach to the management of change. The reason it that it
enables all interested parties to express their view, generates consensus and, by
incorporating all in the decision-making process, tends to generate commitment
to the final outcome.

Techniques of Decision Making – Qualitative,

Quantitative and Other Techniques
Decision-making needs to be accurate and rational to be effective. Decision-
making becomes a challenging exercise especially when decisions are complex
and have implications on major stakeholders. Success of an organisation
depends on corrective decision-making. Right decisions may bring success,
whereas a wrong decision may ruin an organisation. For the purpose of carrying
out decision-making procedure, a wide variety of decision-making techniques
are adopted.

These techniques can be classified into two broad categories:

Technique # 1. Qualitative:
Qualitative techniques of decision-making are subjective in nature as it is based
on factors other than numerical data. It is a more in-depth analysis of the
factors. Qualitative decision-making is based not just on the numerical statistical
46
data but other associated factors that may have influence on the collected data.

It is an in-depth analysis of all possible factors that can affect the decision-
making process. While exercising qualitative decision-making, managers are
required to have experiential knowledge of the various factors underlying a
problem. Qualitative decision-making is also called group decision-making as
decision is an outcome of mutual discussion.

Various qualitative decision-making techniques are:

(i) Delphi Technique:

Delphi method was developed way back in 1950s by Olaf Helmer and Norman
Dalker at the RAND Corporation to forecast the impact of technology on
warfare. It was incorporated to reduce the range of responses and arrive at a
consensus. Since then, the Delphi method has been widely adopted by
organisations as an important decision-making technique.
Delphi method aims at soliciting the views of experts through a series of
strategically designed questionnaires interspersed with information and opinion
feedback so as to converge their responses to a consensus.
A very comprehensive definition of Delphi method is given by Wechsler, who
says, “Delphi is a survey which is steered by a monitor group, comprises several
rounds of a group of experts who are anonymous among each other and for
whose subjective-intuitive prognoses, a consensus is aimed at. After each
survey round, a standard feedback about the statistical group judgment
calculated from median and quartiles of single prognoses is given and if
possible, the arguments and counter arguments of the extreme answers are fed
back”.

Thus, a Delphi method is adopted in the following procedure:

(a) A panel of experts is selected for resolving a particular problem.

(b) These experts are kept separated and their anonymous judgment or opinion
over the issue is sought through questionnaire or a survey. Maintaining their
anonymity helps in getting the unbiased responses.

(c) After this, members are asked to share and discuss their assessment with
each other.

(d) Replies are collected, summarised and is given back to all the experts.
(e) With this information of previous round assessment, the experts are required
47
to make fresh decisions with the new inputs.

(f) This process goes on for numerous rounds until a satisfactory convergence of
experts’ opinions is arrived at.

Delphi technique is a very useful technique for handling and resolving the
complex problems which are subject to many interpretations and alternatives.
Although, it is a time- consuming exercise and its success depends largely on
the expertise, of the panelists and their communication skills.

(ii) Brainstorming:
Brainstorming is a powerful decision-making technique used to extract ideas
from a group of people. For brainstorming, groups are formed and each
individual is provided with a platform to explore and express their ideas to
others. Brainstorming may be used by an organisation for multiple objectives
such as solving a problem, generation of new ideas, team development, etc.

In order to be affective, brainstorming session needs to be structured so as to

avoid chaos, individuals should be provided with a criticism-free environment
and freedom to express their views. Unlike Delphi, brainstorming is done face-
to-face so that each individual knows what is happening and may act and react.

Brainstorming is carried out in an organisation by adopting the

following procedure:
(a) Create a group and make it familiar with the objective and purpose of
discussion.

(b) Provide an environment in which each member of the group is able to

interact clearly with every other member of the group.

(c) Provide adequate time and opportunity to every member to express their
opinion.

(d) If possible, facilitator keeps on chalking down the ideas generated.

(e) Finally, the ideas generated or alternative solutions deciphered are assessed,
analysed and prioritised.

For example, an organisation has witnessed a sharp decline in its sales in recent
months. It is now looking for various means by which it can increase its sales.

In this case, a company wants to first develop a list of alternatives for increasing
sales and then prioritise them. Thus, this issue can be best resolved through a
brainstorming activity by inviting people from within the company or outside
48
experts to discuss on the issue. They may sit together and develop a list of
alternatives and rank them unanimously.

(iii) Nominal Group Technique (NGT):

Nominal Group Technique is a variation of brainstorming technique. It is a
structured process of obtaining the group’s opinions, ideas, suggestions, etc.
Unlike brainstorming, in Nominal Group technique, each member is acquainted
with the problem or issue under consideration and is required to pen down his
opinion and suggestion on a piece of paper.

Thus, initially no discussion is permitted amongst members. After all

participants have given their ideas, then each one’s proposition and suggestion
is discussed in an interactive manner within the group. Participants, as an
outcome of this technique, develop a mathematical aggregation of each
participant’s preferences so as to give the group ranking.

Thus, NGT technique is widely used in qualitative decision-

making due to its following benefits:
(a) Involving personnel for decision-making process helps in wider acceptability
of the final decision.

(b) Silent generation of ideas initially minimises the possibility of biases and
undue influences. It allows an individual to be creative.
(c) Subsequent discussions and interactions allow the group to take the
advantage of diversity of minds.

(iv) Multi-Voting:
Another group decision-making tool is multi-voting. In this method, repeated
rounds of voting are carried out until a consensus is arrived at. In this method,
each participant presents his opinion or proposition in front of the panel and
each member casts a vote. When voting for every participant’s suggestion is
completed, the strategies or suggestions with highest voting qualify for the next
round. This process is continued until a clear unanimous strategy is voted.

(v) Didactic Interaction:

This is a very useful decision-making technique when decisions to be taken are
dichotomous in nature. The solution to such decisions is in terms of either “yes”
or “no” decision. For example, to purchase machinery or not to purchase, to
49
import or not to import, to sell or not to sell, etc. These decisions are mutually
exclusive, i.e., acceptance of one decision automatically results in rejection of
another.

For this method, instead of one group of experts, two group of experts are
created, one favouring a “yes” decision and other favouring a “no” decision.
Each group then generates the list of justifications for their decisions and then
interact and discuss with their findings. With mutual interactions and
discussions, both the groups arrive at a consensus and a decision is taken.

Technique # 2. Quantitative Decision-Making:

Quantitative decision-making is the one which is based on numerical and
quantifiable data. The quantitative approach to decision-making aims at solution
finding through mathematical models. Such decision-making techniques are
applicable in case of structured decisions. According to Good pasture,
“Quantitative decision-making is most useful when there is a rational policy for
obtaining the outcomes.” There are numerous methods of making decisions with
the help of quantifiable data.

The most common ones are as follows:

(i) Decision Matrix:

Decision matrix method was invented by Professor Stuart Pugh and is also
called as Pugh method. Decision matrix method is a quantitative technique used
to rank the multi-dimensional options available for an underlying problem. This
technique is primarily used when various alternatives are available and many
different parameters are to be considered for making a selection.

Various areas of applicability of decision matrix are investment options, vendor

options, product options, etc. The Decision Matrix is used by exercising a series
of pair-wise comparisons between alternatives against a number of criteria or
requirements. One of its key advantages over other decision-making tools is that
Decision Matrix is able to handle a large number of decision criterion
simultaneously.

(ii) Cost Benefit Analysis:

Cost benefit analysis is a systematic process for evaluating the feasibility of
projects or proposals under consideration. As the name indicates, this method
aims at comparing total benefits derived from a project with the total costs
incurred for the same.
Cost benefit analysis, as a decision-making technique, is useful in 50
situations where:
(a) Benefits and costs from a project can be numerically identified.

(b) Evaluating and selection of a project among many alternatives.

(c) Determining the feasibility of a capital purchase.

Being a numeric decision-making technique, cost benefit analysis should

normally be undertaken for any project which involves policy development,
capital expenditure, use of assets or setting of standards.

(iii) Payback Analysis:

Payback analysis is a financial tool in the hands of a decision-maker to
determine the viability of the project by calculating payback period for the
projects. Payback period may be defined as the period within which initial
investment of a project is recovered. In other words, it tells how long a project
will take to recover its initial investment. As a decision-making tool, on the
basis of payback period, a manager may decide which project to accept and
which to reject. A project with less payback period is preferred over others as it
is fastest in recovering its investment.
Payback period is calculated using the following formula:

(iv) Decision Tree Analysis:

Decision tree analysis may be defined as a decision support tool which makes
use of a tree-like graph, i.e., branching and depicting all possible decision
alternatives for a particular problem. A decision tree is a pictorial method which
starts with a root, i.e., underlying problem or decision to be made.

This root is then spread to branches and nodes depicting various alternatives and
solutions available before the decision-makers for the underlying problem along
with the state of nature and respective probability of occurrence of alternatives.

Decision trees, besides being pictorial, are also helpful in effective decision-
making as they involve a systematic and formalized process leading to the
presentation of holistic view of various alternatives to a particular problem and
51
their respective consequences or outcomes.

(v) Simulation:
Simulation may be defined as an imitation of a real-life situation. As a decision-
making technique, simulation is used by creating a replica of real-life situation
so as to know what could be an outcome under real operating conditions.
Donald G. Malcolm defines simulation as, “a model which depicts the working
of a large-scale system of men, materials, machines and information operating
over a period of time in a simulated environment of the actual real world
conditions.” Simulation technique primarily aims at answering “what if’
questions about real-life situations.

The simulation method may be adopted in the following

situations:
(a) In the study of projects involving huge investments before actual
implementation.

(b) For foreseeing the difficulties or problems that may arise due to
implementation of new machinery, process or system.
(c) For training employees without disturbing the actual operations.

(d) Situations where actual execution or performance is irreversible such as –

medical operations, layout of a building, wars, etc.

(vi) Network Analysis:

Network analysis refers to use of network techniques for solving large, complex
problems comprising of many interrelated activities to be performed in a
particular order. For example in metro construction, bridge construction, etc.,
network analysis is applicable for successful completion of projects within time.

Network is a graphical presentation of these interrelated activities in the order of

their occurrence connected through arrows and depicted by nodes. Network
analysis aims at developing a network and then planning, scheduling and
controlling of performance of activities of a large complex project.
There are primarily two network techniques which are widely 52
applied. These are:
(a) Programme Evaluation Review Technique (PERT) – PERT is a technique
applicable for projects with non-repetitive activities. PERT is a probabilistic
approach where time of completion of each activity is not certainly known.

(b) Critical Path Method – CPM is a project evaluation technique which aims at
identification of total duration for the project completion time along with the
shortest path for its completion. CPM is a deterministic networking technique
where activity completion time is known with certainty.

(vii) Operations Research:

Operations research may be defined as a scientific method making use of
various tools and techniques to quantitatively provide solutions to the problems.
As a quantitative decision-making technique, operations research is very widely
used to solve a wide variety of problems.
With the help of applying operation research techniques, management is able to
solve many complex problems through a systematic and objective methodology,
which is subject to minimal biases. Operations research as a scientific approach
comprises of various techniques which have their respective areas of
applicability.

These techniques are:

(a) Linear programming – It is an optimization technique. It deals with the
optimisation (maximisation and minimisation) of an objective function, i.e.,
problem under consideration subject to availability of constraints.

(b) Transportation model – This is a decision-making technique which aims at

managing the movement of goods from V number of sources to ‘m’ number of
destinations in the most cost-effective manner.

(c) Assignment model – This technique aims at assigning jobs to various task
persons so as to minimise the cost of getting the work done.

(d) Inventory control – These techniques aims at taking decisions for economic
order quantity, how much quantity to order, how frequently to order, what
should be the safety stock level, etc.

(e) Queuing theory – This technique is applicable for resolving the long queue
issues and problems of traffic congestion. For example, at petrol pumps, railway
booking window, service windows in a college, etc., all face long queues. This
technique primarily answers questions such as whether to open a new counter or
53
not, what is the desired number of persons in a queue so as to maintain
efficiency, etc.

(f) Sequencing theory – This technique involves determination of an optimal

order or sequence of performing a series of jobs so as to optimise the total time
or cost involved in the process.

Other Decision-Making Techniques:

i. Management Information System (MIS):
Management Information System or ‘MIS’ is a computer-based system of
collecting, storing and disseminating data in the form of information needed to
carry out the functions of management. MIS is a system to support the decision-
making function in an organisation. It helps the managers to discharge their
functions of management efficiently and effectively. With MIS, the quality of
management enhances as it provides accurate, timely and relevant information
necessary for planning, organisation and control.

According to Dickey, “Management Information System is an approach to

information system design that conceives the business enterprise as an entity
composed of interdependent system and sub-systems, which with the use of
automated data processing systems attempt to provide timely and accurate
management information which will permit optimum management decision-
making.”

Objectives of MIS:
(a) Capturing Data – The very first purpose of MIS is to capture and collect data
from diverse sources which will facilitate in organisational decision-making.
Data may be specific, general, and contextual or may be an operational
information.
(b) Processing Data – The data captured is in its original form is not apt for the
purpose of making decision-making. Hence, it is processed to be converted into
information. This processed data is utilised for various organisational functional
decision areas such as planning, organising, coordinating, directing and
controlling.

Data can be processed through:

(i) Making calculations

(ii) Sorting of data

(iii) Classifying data
54
(iv) Summarising data.

(c) Information Storage – MIS stores the processed or unprocessed data for
future use. If any information is not immediately required, it is saved as an
organisation record, for later use.

(d) Information Retrieval – The system should be able to retrieve this

information from the storage as and when required by various users.
(e) Dissemination of Information – Information, which is an output or finished
product of MIS, is disseminated to the users in the organisation.

Characteristics of MIS:
(a) Systems Approach – MIS follows a systems approach. It means considering
a systematic and comprehensive outlook of various input and output sub-
systems.
(b) Management-oriented – Management information system, being a very
critical and integral part of decision-making, focuses on catering to the decision-
making requirements of various managerial functions such as- planning,
organising, staffing, etc.

(c) Need-based – Management information system is a means for effective

decision-making. Thus, it is designed and implemented according to the need
and requirement of an organisation or of specific level.

(d) Future Orientation – Being a tool for decision-making, MIS is essentially a

future-oriented technique. Collecting data and providing information for taking
decisions is done by MIS for future reference.

(e) Integrated approach – MIS, being a computer-based system aims at

collection, processing and dissemination of information on a unanimous basis. It
adopts an integrated approach so as to provide more meaningful information to
the right person at the right time.

(f) Long-term Planning – MIS is a decision-making system which involves a

complex set-up and expertise to implement it. To reap the benefits of MIS, it is
implemented in an organisation for a long-term period.

Significance of MIS:
In the recent years, the need for management information system has
increased manifold due to the following reasons:
(a) Fosters Effective Planning – MIS is very useful for efficient and effective
55
planning function of an organisation. MIS by providing quick and timely
information to the management will be instrumental in developing plans more
accurately and swiftly.

(b) Faster Communication – Management information system, with the

computer-based information system and usage of advanced techniques of
information transfer, ensures that information reaches the right person at the
right time. With MIS, the formal communication becomes fast and accurate.

(c) Globalisation and Reducing Cultural Gap – With the implementation of

computer-based information system in organisations, one can scale down the
problems arising from the linguistic, geographical and some cultural diversities.
With MIS, sharing of information, knowledge, communicating and building
relationships between different countries become much easier.

(d) Availability – Management information systems have made it possible for

businesses to be open 24 x 7 across the globe. This means that a business can be
open anytime and anywhere making trade between different countries easier and
more convenient.

(e) Cost-Effectiveness and Productivity – MIS application promotes more

efficient operation of the company and also improves the supply of information
to decision-makers. Applying such systems can also play an important role in
helping companies to put greater emphasis on information technology in order
to gain a competitive advantage.

(f) Effective Means of Control – MIS is instrumental in generation of various

kinds of reports indicating about the performance of men, materials, machinery,
money and management. MIS is helpful in controlling costs by giving
information about idle time, labour turnover, wastages and losses and surplus
capacity. Furthermore, MIS makes comparison of actual performance with the
standard and budgeted performance very promptly, enabling mangers to take
remedial actions in no time.

Limitations of MIS:
MIS, although being a very sophisticated decision-making tool, has the
following limitations:

(a) Only Quantitative Inputs:

MIS considers primarily quantitative components and thus, in this manner, it

disregards the non-quantitative variables like assurance, motivation, dispositions
of individuals from the association, etc., which have an essential impact and
56
influence on the organisation’s decision-making process.

(b) Meant for Programmed Decisions:

MIS is less useful for making non-programmed decision-making. Such types of
decisions are not of routine type and thus they require information, which may
not be available from existing MIS to executives.

(c) Inflexibility:
With ever changing and dynamic environment, MIS may not be flexible enough
to have imperative adaptability to rapidly redesign itself with the changing
needs of time.
(d) No Substitute for Effective Management:

MIS, despite being an important element in decision-making, does not replace

the role and function of managerial judgment in decision-making. It is simply a
vital device in the hands of decision-makers which facilitate in decision-making
and problem-solving.

(e) Expensive:
Implementation of management information system in an organisation requires
huge investment in terms of installation of computers, appointment of
specialised technical staff and providing training to existing employees for
effectively utilising it.

ii. Decision Support System (DSS):

Decision Support Systems (DSS) are interactive computerised information
systems planned in a manner so as to enable the decision-takers to make a
selection of the most feasible alternative amongst various options available. As
the name says, DSS is a software-based system which assists managers in taking
decisions by providing access to voluminous information collected from various
information systems in an organisation.

It need not necessarily take the decision itself. An appropriately composed DSS
is an intelligent programming based framework expected to help the decision-
makers to assemble valuable data from a mix of crude information, reports,
individual learning, or plans of action to recognise and take care of issues and
finally take decision.
A DSS requires three basic constituents: 57
(a) The database (or knowledge base)

(b) The model (i.e., the decision context and user criteria)
(c) The user interface

Objectives of DSS:
(a) Data handling – The very objective of a DSS is to handle and store large
amounts of data. It is like database searches which can be accessed as and when
need for extracting the information arises.

(b) Collection and processing of data – DSS aims at procurement of data from
varied internal and external sources and then processing it to convert into
relevant information and finally storing it on the system for access.

(c) Facilitate in report making – DSS not only provides information but also
helps the decision-maker by generating reports and presentations suiting his
needs. DSS also helps the user by making charts, graphs, tables, etc., according
to the requirement of the user.

(d) Analytical support – DSS also provides support to the user by making
complex analysis and developing comparative charts with the help of using
advanced software packages.

(e) Performs “what-if” and goal-seeking analysis.

Characteristics of DSS:
(a) DSS provides modern systematic models and information investigation
instruments to bolster decision-making activities which are primarily semi-
organised and unstructured.

(b) DSS aims at concentrating on issues that are extraordinary and swiftly
changing. It focuses on assisting in arriving at a solution and is not characterised
with the system of arriving at a solution.

(c) DSS is a system comprising of user-friendly softwares enabling the users to

have easy interface and work directly. It has supportive networks which help
management to address vital issues and long-term trends, both in internal and
external environment.
(d) Having a focus on unstructured and non-routine decisions, DSS relies upon
judgment, assessment and knowledge of the manager rather than replacing it.
(e) DSS facilitates the decision-makers with an array of computing and
58
communicating capacity so as to enable him to apply them in different
situations and problems.

Significance of DSS:
(a) Speedy Decision-Making – Decision support system by facilitating the
procurement, processing and storage of voluminous data enables the managers
to extract and use information in no time. This reduces the decision cycle time
and increases employee productivity. With the help of computerised support
system, time savings are substantial which in turn speeds up the decision-
making process.

(b) Improves Effectiveness of User – Another benefit derived from decision

support system is that it enhances effectiveness of decision-makers. By
providing ample information in no time, DSS helps in taking decisions after
considering wider arena of information and alternatives.
(c) Cost Saving – Incorporation of a decision support system provides an
environment where decision-making speeds up, information extraction and
access is speedier, accurate and rapid. This brings a lot of operational benefits
and thereby results in cost reduction.
(d) Improves Interpersonal Communication – DSS by improving the quantum of
data accessibility and maintaining uniform access by the users aids in improving
interpersonal relationships. DSS also provides a means for sharing facts and
information about company operations which improves data availability.

(e) Increases Satisfaction of Decision-Maker – DSS by providing computerised

information, sophisticated softwares for analysis and wider coverage of data
develops a sense of confidence in decision-maker that better and accurate
information is used for taking decisions. This in turn leads to a satisfied and
contended decision-maker.

(f) Automation of Various Support Systems – Data-driven DSS makes business

information available to all users promptly as and when required. With DSS, an
organisation is capable of automating various support systems and integrating
the flow of information in an organisation.

Limitations of DSS:
Decision Support System brings many advantages for organisations and can
have positive benefits.
However, designing and developing of a decision support system may have
59
following limitations:

(a) Huge Cost Involvement – The very essence of decision support system lies
in collecting data from many sources and processes them to convert into
information relevant for decision-making. Thus, it requires an investment into
an effective information system. Moreover, for many purposes, DSS requires
the development of advanced techniques, information insight and data
framework, all employing a high cost.

(b) Information Overload – Providing of excess information may not necessarily

be beneficial for the decision-maker. Instead, it may boomerang and reduce his
efficiency in taking decisions. With information overload, decision-maker may
feel overburdened, may filter important information and finally there may be a
delay in decision-making.

(c) Shift of Responsibility – Through DSS, computerised information being at

the helm of decision-makers, it becomes very convenient for them to avoid
responsibility of any wrong decision by simply passing on the blame over to the
computerised information.

(d) Reduces Creativity – Implementation of decision support system in an

organisation may reduce the skills and creativity of the employees because of
too much dependence on computers. Decision-maker may be reluctant in
deciphering new methods and techniques of doing things and may opt for
simply relying on what DSS provides.

(e) Status Reduction – Implementation of decision support system facilitates in

collecting data, processing it, storing it and also provides various techniques and
software to analyse it and make presentations. With this, many times,
employees have a perception that their task is diminished to the clerical work.
 60
What is Mindfulness?
Are you supposed to clear your mind, or focus on one thing? Here's the Mindful
definition of Mindfulness.

Mindfulness. It’s a pretty straightforward word. It suggests that the mind is fully
attending to what’s happening, to what you’re doing, to the space you’re
moving through. That might seem trivial, except for the annoying fact that we
so often veer from the matter at hand. Our mind takes flight, we lose touch with
our body, and pretty soon we’re engrossed in obsessive thoughts about
something that just happened or fretting about the future. And that makes us
anxious.

Mindfulness is the basic human ability to be fully present, aware of

where we are and what we’re doing, and not overly reactive or
overwhelmed by what’s going on around us.

Yet no matter how far we drift away, mindfulness is right there to snap us back
to where we are and what we’re doing and feeling. If you want to know what
mindfulness is, it’s best to try it for a while. Since it’s hard to nail down in
words, you will find slight variations in the meaning in books, websites, audio,
and video.
The Definition of Mindfulness 61

Mindfulness is the basic human ability to be fully present, aware of where we

are and what we’re doing, and not overly reactive or overwhelmed by what’s
going on around us.

Mindfulness is a quality that every human being already possesses, it’s not
something you have to conjure up, you just have to learn how to access it.

The Types of Mindfulness Practice

While mindfulness is innate, it can be cultivated through proven techniques.
Here are some examples:

1. Seated, walking, standing, and moving meditation (it’s also possible lying
down but often leads to sleep);
2. Short pauses we insert into everyday life;
3. Merging meditation practice with other activities, such as yoga or sports.

The Benefits of Mindfulness Practice:

When we meditate it doesn’t help to fixate on the benefits, but rather to just do
the practice, and yet there are benefits or no one would do it.

When we’re mindful, we reduce stress, enhance performance, gain insight and
awareness through observing our own mind, and increase our attention to
others’ well-being.

Mindfulness meditation gives us a time in our lives when we can suspend

judgment and unleash our natural curiosity about the workings of the mind,
approaching our experience with warmth and kindness—to ourselves and
others.

8 Facts About Mindfulness:

1. Mindfulness is not obscure or exotic. It’s familiar to us because it’s
what we already do, how we already are. It takes many shapes and goes
by many names.
2. Mindfulness is not a special added thing we do. We already have the
capacity to be present, and it doesn’t require us to change who we are.
But we can cultivate these innate qualities with simple practices that are
 scientifically demonstrated to benefit ourselves, our loved ones, our
62
friends and neighbors, the people we work with, and the institutions and
organizations we take part in
3. You don’t need to change. Solutions that ask us to change who we are
or become something we’re not have failed us over and over again.
Mindfulness recognizes and cultivates the best of who we are as human
beings.
4. Mindfulness has the potential to become a transformative social
phenomenon. Here’s why:
5. Anyone can do it. Mindfulness practice cultivates universal human
qualities and does not require anyone to change their beliefs. Everyone
can benefit and it’s easy to learn.
6. It’s a way of living. Mindfulness is more than just a practice. It brings
awareness and caring into everything we do—and it cuts down needless
stress. Even a little makes our lives better.
7. It’s evidence-based. We don’t have to take mindfulness on faith. Both
science and experience demonstrate its positive benefits for our health,
happiness, work, and relationships.
8. It sparks innovation. As we deal with our world’s increasing complexity
and uncertainty, mindfulness can lead us to effective, resilient, low-cost
responses to seemingly intransigent problems.

Mindfulness Is Not All in Your Head

When we think about mindfulness and meditating (with a capital M), we can get
hung up on thinking about our thoughts: we’re going to do something about
what’s happening in our heads. It’s as if these bodies we have are just
inconvenient sacks for our brains to lug around.

Having it all remain in your head, though, lacks a feeling of good old gravity.

Meditation begins and ends in the body. It involves taking the time to pay
attention to where we are and what’s going on, and that starts with being
aware of our body

That approach can make it seem like floating—as though we don’t have to
walk. We can just waft.

But meditation begins and ends in the body. It involves taking the time to pay
attention to where we are and what’s going on, and that starts with being aware
of our body. That very act can be calming, since our body has internal rhythms
63
that help it relax if we give it a chance.

How to Sit for Meditation Practice

Here’s a posture practice that can be used as the beginning stage of a period of
meditation practice or simply as something to do for a minute, maybe to
stabilize yourself and find a moment of relaxation before going back into the
fray. If you have injuries or other physical difficulties, you can modify this to
suit your situation.

1. Take your seat. Whatever you’re sitting on—a chair, a meditation

cushion, a park bench—find a spot that gives you a stable, solid seat, not
perching or hanging back.
2. Notice what your legs are doing. If on a cushion on the floor, cross your
legs comfortably in front of you. (If you already do some kind of seated
yoga posture, go ahead.) If on a chair, it’s good if the bottoms of your feet
are touching the floor.
3. Straighten—but don’t stiffen— your upper body. The spine has
natural curvature. Let it be there. Your head and shoulders can
comfortably rest on top of your vertebrae.
4. Situate your upper arms parallel to your upper body. Then let your
hands drop onto the tops of your legs. With your upper arms at your
sides, your hands will land in the right spot. Too far forward will make
you hunch. Too far back will make you stiff. You’re tuning the strings of
your body—not too tight and not too loose.
5. Drop your chin a little and let your gaze fall gently downward. You
may let your eyelids lower. If you feel the need, you may lower them
completely, but it’s not necessary to close your eyes when meditating.
You can simply let what appears before your eyes be there without
focusing on it.
6. Be there for a few moments. Relax. Pay attention to your breath or the
sensations in your body.
7. Begin again. When your posture is established, feel your breath—or
some say “follow” it—as it goes out and as it goes in. (Some versions of
the practice put more emphasis on the outbreath, and for the inbreath you
simply leave a spacious pause.) Inevitably, your attention will leave the
breath and wander to other places. When you get around to noticing
this—in a few seconds, a minute, five minutes—return your attention to
the breath. Don’t bother judging yourself or obsessing over the content of
the thoughts. Come back. You go away, you come back.
 8. That’s it. That’s the practice. It’s often been said that it’s very simple,
64
but it’s not necessarily easy. The work is to just keep doing it. Results
will accrue.

—--

What is mindfulness?
Mindfulness is the basic human ability to be fully present, aware of where we
are and what we’re doing, and not overly reactive or overwhelmed by what’s
going on around us.

While mindfulness is something we all naturally possess, it’s more readily

available to us when we practice on a daily basis.

Whenever you bring awareness to what you’re directly experiencing via your
senses, or to your state of mind via your thoughts and emotions, you’re being
mindful. And there’s growing research showing that when you train your brain
to be mindful, you’re actually remodeling the physical structure of your brain.

The goal of mindfulness is to wake up to the inner workings of our

mental, emotional, and physical processes.
What is meditation? 65

Meditation is exploring. It’s not a fixed destination. Your head doesn’t become
vacuumed free of thought, utterly undistracted. It’s a special place where each
and every moment is momentous. When we meditate we venture into the
workings of our minds: our sensations (air blowing on our skin or a harsh smell
wafting into the room), our emotions (love this, hate that, crave this, loathe that)
and thoughts (wouldn’t it be weird to see an elephant playing a trumpet).

Mindfulness meditation asks us to suspend judgment and unleash our natural

curiosity about the workings of the mind, approaching our experience with
warmth and kindness, to ourselves and others.

How do I practice mindfulness and meditation?

Mindfulness is available to us in every moment, whether through meditations
and body scans, or mindful moment practices like taking time to pause and
breathe when the phone rings instead of rushing to answer it.

VIDEO: “YOU ARE NOT YOUR THOUGHTS”

Jon Kabat-Zinn, creator of the research-backed stress-reduction program
Mindfulness-Based Stress Reduction (MBSR), explains how mindfulness lights
up parts of our brains that aren’t normally activated when we’re mindlessly
running on autopilot.

“Mindfulness is awareness that arises through paying attention, on purpose, in

the present moment, non-judgementally,” says Kabat-Zinn. “And then I
sometimes add, in the service of self-understanding and wisdom.”

The Remarkable Brains of Long-Term Meditators

Researchers suggest that people with an advanced meditation practice might
operate at a different level of awareness — and it shows in their brainwaves.
Read

How Meditation Protects the Aging Brain from

Decline
A string of recent research suggests regular meditation practice may boost
66
mental flexibility and focus, offering powerful protection against cognitive
decline.

The Basics of Mindfulness Practice

Mindfulness helps us put some space between ourselves and our reactions,
breaking down our conditioned responses. Here’s how to tune into mindfulness
throughout the day:

1. Set aside some time. You don’t need a meditation cushion or bench, or
any sort of special equipment to access your mindfulness skills—but you
do need to set aside some time and space.

2. Observe the present moment as it is. The aim of mindfulness is not

quieting the mind, or attempting to achieve a state of eternal calm. The
goal is simple: we’re aiming to pay attention to the present moment,
without judgment. Easier said than done, we know.

3. Let your judgments roll by. When we notice judgments arise during our
practice, we can make a mental note of them, and let them pass.

4. Return to observing the present moment as it is. Our minds often get
carried away in thought. That’s why mindfulness is the practice of
returning, again and again, to the present moment.

5. Be kind to your wandering mind. Don’t judge yourself for whatever

thoughts crop up, just practice recognizing when your mind has wandered
off, and gently bring it back.

That’s the practice. It’s often been said that it’s very simple, but it’s not
necessarily easy. The work is to just keep doing it. Results will accrue.

How to Meditate
This meditation focuses on the breath, not because there is anything special
about it, but because the physical sensation of breathing is always there and you
can use it as an anchor to the present moment. Throughout the practice you may
find yourself caught up in thoughts, emotions, sounds—wherever your mind
67
goes, simply come back again to the next breath. Even if you only come back
once, that’s okay.

A Simple Meditation Practice

1. Sit comfortably. Find a spot that gives you a stable, solid, comfortable
seat.

2. Notice what your legs are doing. If on a cushion, cross your legs
comfortably in front of you. If on a chair, rest the bottoms of your feet on
the floor.

3. Straighten your upper body—but don’t stiffen. Your spine has natural
curvature. Let it be there.

4. Notice what your arms are doing. Situate your upper arms parallel to
your upper body. Rest the palms of your hands on your legs wherever it
feels most natural.

5. Soften your gaze. Drop your chin a little and let your gaze fall gently
downward. It’s not necessary to close your eyes. You can simply let what
appears before your eyes be there without focusing on it.

6. Feel your breath. Bring your attention to the physical sensation of

breathing: the air moving through your nose or mouth, the rising and
falling of your belly, or your chest.

7. Notice when your mind wanders from your breath. Inevitably, your
attention will leave the breath and wander to other places. Don’t worry.
There’s no need to block or eliminate thinking. When you notice your
mind wandering gently return your attention to the breath.

8. Be kind about your wandering mind. You may find your mind
wandering constantly—that’s normal, too. Instead of wrestling with your
thoughts, practice observing them without reacting. Just sit and pay
attention. As hard as it is to maintain, that’s all there is. Come back to
your breath over and over again, without judgment or expectation.

9. When you’re ready, gently lift your gaze (if your eyes are closed, open
them). Take a moment and notice any sounds in the environment. Notice
how your body feels right now. Notice your thoughts and emotions.
Mindful Practices for Every Day 68

As you spend time practicing mindfulness, you’ll probably find yourself feeling
kinder, calmer, and more patient. These shifts in your experience are likely to
generate changes in other parts of your life as well.

Mindfulness can help you become more playful, maximize your enjoyment of a
long conversation with a friend over a cup of tea, then wind down for a relaxing
night’s sleep. Try these 4 practices this week:

Meditation 101: Simple Guided Meditations

1. A Simple Breathing Meditation for Beginners
5-Minute Breathing Meditation
This practice can help reduce stress, anxiety, and negative emotions, cool
yourself down when your temper flares, and sharpen your concentration skills.

2. A Body Scan to Cultivate Mindfulness

3-Minute Body Scan Meditation
A brief mindfulness meditation practice to relax your body and focus your
mind.

3. A Simple Awareness of Breath Practice

An 11-Minute Awareness of Breath Meditation
One of the oldest meditation practices is also one of the simplest: Sit, and know
you’re sitting.

4. A Compassion Meditation
Breathing Compassion In and Out
A loving-kindness meditation to reduce negative emotions like anxiety and
depression and increase positive emotions like happiness and joy.

5. A Guided Meditation for Easing into Sleep

A Guided Meditation for Sleep
A 20-minute bedtime practice to help you stay settled and less caught up in your
thoughts, as you fall asleep.

6. A Meditation Practice for Anxiety

A 20-Minute Meditation for Working with Anxiety 69
This meditation combines breath awareness, the body scan, and mindfulness of
thoughts to explore sources of stress and anxiety.

7. A Loving-Kindness Meditation for Deep Connection

Loving-Kindness Heartscape Meditation
Jon Kabat-Zinn leads this heartscape meditation for deep healing of ourselves
and others.

Common Mindfulness Questions

1. Is there a wrong way to meditate? A right way to meditate?
People think they’re messing up when they’re meditating because of how busy
the mind is. But getting lost in thought, noticing it, and returning to your chosen
meditation object— breath, sound, body sensation, or something else—is how
it’s done. That’s about it. If you’re doing that, you’re doing it right!

2. Are there more formal ways to take up mindfulness practice?

Mindfulness can be practiced solo, anytime, or with like-minded friends. But
there are others ways, and many resources, to tap into. Mindfulness-Based
Stress Reduction, Mindfulness-Based Cognitive Therapy, and other
mindfulness-based trainings are available across North America. We’ve
organized a list of centers here.

Daily guided meditations are also available by smartphone app, or you can
practice in person at a meditation center. Read more about the types of
programs currently available.

3. Do I have to practice every day?

No, but being that it’s a beneficial practice, you may well find that the more you
do it, the more you’ll find it beneficial to your life. Read Jack Kornfield’s
guidelines for developing a daily practice here.

4. How do I find a meditation instructor?

If you want to make mindfulness a part of your life, you’ll probably want to
70
consider working with a meditation teacher or instructor. You can even do that
online using a video chat format of some kind, but even then the same principles
apply. Here are 4 questions to consider when looking for a meditation teacher:
1) Do you have good chemistry with them? 2) Are they open and accessible? 3)
Do they have a deep understanding of the practice? 4) Could they regard you
like a friend?

5. How do yoga and mindfulness work together?

There are a number of yoga poses that will help you with your mindfulness
meditation practice. Here are 10 simple yoga exercises to reduce stress, improve
well-being, and get you primed for a sitting meditation session—or anytime.

What are the benefits of meditation?

Of course, when we meditate it doesn’t help to fixate on the benefits, but rather
just to do the practice. That being said, there are plenty of benefits. Here are five
reasons to practice mindfulness.

● Understand your pain. Pain is a fact of life, but it doesn’t have to rule
you. Mindfulness can help you reshape your relationship with mental and
physical pain.
● Connect better. Ever find yourself staring blankly at a friend, lover,
child, and you’ve no idea what they’re saying? Mindfulness helps you
give them your full attention.
● Lower stress. There’s lots of evidence these days that excess stress
causes lots of illnesses and makes other illnesses worse. Mindfulness
decreases stress.
● Focus your mind. It can be frustrating to have our mind stray off what
we’re doing and be pulled in six directions. Meditation hones our innate
ability to focus.
● Reduce brain chatter.The nattering, chattering voice in our head seems
never to leave us alone. Isn’t it time we gave it a little break?

Video: Mindful Movement Practice

Mindful movement can help you tap into that space beyond your busy mind
where you are already calm and clear. By focusing on the breath while doing
some simple movements you can synchronize your mind and body with breath
and rhythm. What happens when you do that, even after just a few minutes, is
71
you begin to pause and start to focus.

Why Practice Mindfulness?

Some of the most popular ideas about mindfulness are just plain wrong. When
you begin to practice it, you may find the experience quite different than what
you expected. There’s a good chance you’ll be pleasantly surprised.

Mindful’s editor-in-chief, Barry Boyce sets the record straight regarding these 5
things people get wrong about mindfulness:

1. Mindfulness isn’t about “fixing” you

2. Mindfulness is not about stopping your thoughts
3. Mindfulness does not belong to a religion
4. Mindfulness is not an escape from reality
5. Mindfulness is not a panacea

Mindfulness Is About More than Just Stress Reduction

Stress reduction is often an effect of mindfulness practice, but the ultimate goal
isn’t meant to be stress reduction. The goal of mindfulness is to wake up to the
inner workings of our mental, emotional, and physical processes.

Mindfulness trains your body to thrive: Athletes around the world use
mindfulness to foster peak performance—from university basketball players
practicing acceptance of negative thoughts before games, to BMX champions
learning to follow their breath, and big-wave surfers transforming their fears.
Seattle Seahawks Coach Pete Carroll, assisted by sports psychologist Michael
Gervais, talks about coaching the “whole person.” As writer Hugh Delehanty
illustrates, players learn a blend of mindfulness, which Gervais calls tactical
breathing, and cognitive behavioral training to foster what he calls “full
presence and conviction in the moment.”

Mindfulness boosts creativity: Whether it’s writing, drawing, or coloring, they

all have accompanying meditative practices. We can also apply mindfulness to
the creative process.

Mindfulness strengthens neural connections: By training our brains in

mindfulness and related practices, we can build new neural pathways and
networks in the brain, boosting concentration, flexibility, and awareness. Well-
being is a skill that can be learned. Try this basic meditation to strengthen
neural connections.
 72

What Is Empathy?
Table of Contents
● Definition
● Signs
● Types
● Uses
● Pitfalls
● Impact
● Barriers
● Causes
● Tips

What Is Empathy?
Empathy is the ability to emotionally understand what other people feel, see
things from their point of view, and imagine yourself in their place. Essentially,
it is putting yourself in someone else's position and feeling what they are
feeling.

Empathy means that when you see another person suffering, such as after
they've lost a loved one, you are able to instantly envision yourself going
through that same experience and feel what they are going through.

Empathy Definition
Merriam-Webster defines empathy, in part, as "the action of understanding,
being aware of, being sensitive to, and vicariously experiencing the feelings,
thoughts, and experience of another."1
While people can be well-attuned to their own feelings and emotions, getting
73
into someone else's head can be a bit more difficult. The ability to feel empathy
allows people to "walk a mile in another's shoes," so to speak. It permits people
to understand the emotions that others are feeling.

Press Play for Advice on Empathy

Hosted by Editor-in-Chief and therapist Amy Morin, LCSW, this episode of
The Verywell Mind Podcast, featuring empathy expert Dr. Kelsey Crowe,
shares how you can show empathy to someone who is going through a hard
time. Click below to listen now.

For many, seeing another person in pain and responding with indifference or
even outright hostility seems utterly incomprehensible. But the fact that some
people do respond in such a way clearly demonstrates that empathy is not
necessarily a universal response to the suffering of others.

If you are wondering whether you are an empathetic person, here are some signs
that show that you have this tendency:

You are good at really listening to what others have to say.

People often tell you about their problems.
You are good at picking up on how other people are feeling.
You often think about how other people feel.
Other people come to you for advice.
You often feel overwhelmed by tragic events.
You try to help others who are suffering.
You are good at telling when people aren't being honest.
You sometimes feel drained or overwhelmed in social situations.
You care deeply about other people.
You find it difficult to set boundaries in your relationships.

Types of Empathy
There are several types of empathy that a person may experience. The three
types of empathy are:

Affective empathy involves the ability to understand another person's

emotions and respond appropriately. Such emotional understanding may
 lead to someone feeling concerned for another person's well-being, or it
74
may lead to feelings of personal distress.
Somatic empathy involves having a physical reaction in response to
what someone else is experiencing. People sometimes physically
experience what another person is feeling. When you see someone else
feeling embarrassed, for example, you might start to blush or have an
upset stomach.
Cognitive empathy involves being able to understand another person's
mental state and what they might be thinking in response to the situation.
This is related to what psychologists refer to as the theory of mind or
thinking about what other people are thinking.

Empathy vs. Sympathy vs. Compassion

While sympathy and compassion are related to empathy, there are important
differences. Compassion and sympathy are often thought to be more of a
passive connection, while empathy generally involves a much more active
attempt to understand another person.

Uses for Empathy

Being able to experience empathy has many beneficial uses.

Empathy allows you to build social connections with others. By

understanding what people are thinking and feeling, you are able to
respond appropriately in social situations. Research has shown that
having social connections is important for both physical and
psychological well-being.2
Empathizing with others helps you learn to regulate your own
emotions. Emotional regulation is important in that it allows you to
manage what you are feeling, even in times of great stress, without
becoming overwhelmed.
Empathy promotes helping behaviors. Not only are you more likely to
engage in helpful behaviors when you feel empathy for other people, but
other people are also more likely to help you when they experience
empathy.

Potential Pitfalls of Empathy

Having a great deal of empathy makes you concerned for the well-being and
75
happiness of others. It also means, however, that you can sometimes get
overwhelmed, burned out, or even overstimulated from always thinking about
other people's emotions. This can lead to empathy fatigue.

Empathy fatigue refers to the exhaustion you might feel both emotionally and
physically after repeatedly being exposed to stressful or traumatic events. You
might also feel numb or powerless, isolate yourself, and have a lack of energy.

Empathy fatigue is a concern in certain situations, such as when acting as a

caregiver. Studies also show that if healthcare workers can't balance their
feelings of empathy (affective empathy, in particular), it can result in
compassion fatigue as well.

Other research has linked higher levels of empathy with a tendency toward
emotional negativity, potentially increasing your risk of empathic distress. It can
even affect your judgment, causing you to go against your morals based on the
empathy you feel for someone else.

Impact of Empathy
Your ability to experience empathy can impact your relationships. Studies
involving siblings have found that when empathy is high, siblings have less
conflict and more warmth toward each other.6 In romantic relationships, having
empathy increases your ability to extend forgiveness.7

Not everyone experiences empathy in every situation. Some people may be

more naturally empathetic in general, but people also tend to feel more
empathetic toward some people and less so toward others. Some of the factors
that play a role in this tendency include:

How you perceive the other person

How you attribute the other individual's behaviors
What you blame for the other person's predicament
Your past experiences and expectations

Research has found that there are gender differences in the experience and
expression of empathy, although these findings are somewhat mixed. Women
score higher on empathy tests, and studies suggest that women tend to feel more
cognitive empathy than men.
At the most basic level, there appear to be two main factors that contribute to
76
the ability to experience empathy: genetics and socialization. Essentially, it
boils down to the age-old relative contributions of nature and nurture.

Parents pass down genes that contribute to overall personality, including the
propensity toward sympathy, empathy, and compassion. On the other hand,
people are also socialized by their parents, peers, communities, and society.
How people treat others, as well as how they feel about others, is often a
reflection of the beliefs and values that were instilled at a very young age.

Barriers to Empathy
Some people lack empathy and, therefore, aren't able to understand what
another person may be experiencing or feeling. This can result in behaviors that
seem uncaring or sometimes even hurtful. For instance, people with low
affective empathy have higher rates of cyberbullying.

A lack of empathy is also one of the defining characteristics of narcissistic

personality disorder. Though, it is unclear whether this is due to a person with
this disorder having no empathy at all or having more of a dysfunctional
response to others.

A few reasons why people sometimes lack empathy include cognitive biases,
dehumanization, and victim-blaming.

Cognitive Biases

Sometimes the way people perceive the world around them is influenced by
cognitive biases. For example, people often attribute other people's failures to
internal characteristics, while blaming their own shortcomings on external
factors.

These biases can make it difficult to see all the factors that contribute to a
situation. They also make it less likely that people will be able to see a situation
from the perspective of another.

Dehumanization
Many also fall victim to the trap of thinking that people who are different from
77
them don't feel and behave the same as they do. This is particularly common in
cases when other people are physically distant.

For example, when they watch reports of a disaster or conflict in a foreign land,
people might be less likely to feel empathy if they think that those who are
suffering are fundamentally different from themselves.

Victim Blaming

Sometimes, when another person has suffered a terrible experience, people

make the mistake of blaming the victim for their circumstances. This is the
reason that victims of crimes are often asked what they might have done
differently to prevent the crime.

This tendency stems from the need to believe that the world is a fair and just
place. It is the desire to believe that people get what they deserve and deserve
what they get—and it can fool you into thinking that such terrible things could
never happen to you.

Causes of Empathy
Human beings are certainly capable of selfish, even cruel, behavior. A quick
scan of the news quickly reveals numerous unkind, selfish, and heinous actions.
The question, then, is why don't we all engage in such self-serving behavior all
the time? What is it that causes us to feel another's pain and respond with
kindness?

The term empathy was first introduced in 1909 by psychologist Edward B.

Titchener as a translation of the German term einfühlung (meaning "feeling
into"). Several different theories have been proposed to explain empathy.

Neuroscientific Explanations

Studies have shown that specific areas of the brain play a role in how empathy
is experienced. More recent approaches focus on the cognitive and neurological
processes that lie behind empathy. Researchers have found that different regions
of the brain play an important role in empathy, including the anterior cingulate
cortex and the anterior insula.
Research suggests that there are important neurobiological components to the
78
experience of empathy. The activation of mirror neurons in the brain plays a
part in the ability to mirror and mimic the emotional responses that people
would feel if they were in similar situations.

Functional MRI research also indicates that an area of the brain known as the
inferior frontal gyrus (IFG) plays a critical role in the experience of empathy.12
Studies have found that people who have damage to this area of the brain often
have difficulty recognizing emotions conveyed through facial expressions.13

Emotional Explanations

Some of the earliest explorations into the topic of empathy centered on how
feeling what others feel allows people to have a variety of emotional
experiences. The philosopher Adam Smith suggested that it allows us to
experience things that we might never otherwise be able to fully feel.

This can involve feeling empathy for both real people and imaginary characters.
Experiencing empathy for fictional characters, for example, allows people to
have a range of emotional experiences that might otherwise be impossible.

Prosocial Explanations

Sociologist Herbert Spencer proposed that empathy served an adaptive function

and aided in the survival of the species. Empathy leads to helping behavior,
which benefits social relationships. Humans are naturally social creatures.
Things that aid in our relationships with other people benefit us as well.

When people experience empathy, they are more likely to engage in prosocial
behaviors that benefit other people. Things such as altruism and heroism are
also connected to feeling empathy for others.

Tips for Practicing Empathy

Fortunately, empathy is a skill that you can learn and strengthen. If you would
like to build your empathy skills, there are a few things that you can do:

Work on listening to people without interrupting

Pay attention to body language and other types of nonverbal
communication
 Try to understand people, even when you don't agree with them
79
Ask people questions to learn more about them and their lives
Imagine yourself in another person's shoes
Strengthen your connection with others to learn more about how they feel
Seek to identify biases you may have and how they affect your empathy
for others
Look for ways in which you are similar to others versus focusing on
differences
Be willing to be vulnerable, opening up about how you feel
Engage in new experiences, giving you better insight into how others in
that situation may feel
Get involved in organizations that push for social change

Empathy at Work

Developing Skills to Understand Other People

Empathy is like a universal solvent. Any problem immersed in
empathy becomes soluble. – Simon Baron-Cohen, British clinical
psychologist, and professor of developmental psychopathology,
University of Cambridge.

Understanding other people's emotions is a key skill in the workplace. It can

enable us to resolve conflicts, to build more productive teams, and to improve
our relationships with co-workers, clients and customers.

But, while most of us are confident about learning new technical skills, we may
feel ill-equipped to develop our interpersonal skills. And many people are self-
conscious about discussing their own feelings, never mind anyone else's!

Are you able to see things from someone else's point of view?

In this article, we explore what it really means to show empathy. We'll look at
how a few simple actions can help us to create stronger connections, to build a
culture of honesty and openness, and to make a real difference to the emotional
80
well-being, and productivity, of our colleagues.

What Is Empathy?
In its simplest form, empathy is the ability to recognize emotions in others, and
to understand other people's perspectives on a situation. At its most developed,
empathy enables you to use that insight to improve someone else's mood and to
support them through challenging situations.

Empathy is often confused with sympathy, but they are not the same thing.
Sympathy is a feeling of concern for someone, and a sense that they could be
happier. Unlike empathy, sympathy doesn't involve shared perspective or
emotions.

You can feel sympathy for someone you see in tears in the street, for example,
without knowing anything about their situation. Sympathy may develop into
empathy, but doesn't necessarily do so.

According to influential psychologist Daniel Goleman, empathy is one of the

five key components of emotional intelligence – a vital leadership skill. It
develops through three stages: cognitive empathy, emotional empathy and
compassionate empathy. We discuss each stage in turn, below.

Cognitive Empathy
Cognitive empathy is the ability to understand what another person might be
thinking or feeling. It need not involve any emotional engagement by the
observer.

Managers may find cognitive empathy useful in understanding how their team
members are feeling, and therefore what style of leadership would get the best
from them today. Similarly, sales executives can use it to gauge the mood of a
customer, helping them to choose the most effective tone for a conversation.

Cognitive empathy is a mostly rational, intellectual, and emotionally neutral

ability. This means that some people use it for negative purposes. For example,
those with a Machiavellian personality trait may use cognitive empathy to
manipulate people who are emotionally vulnerable.
Emotional Empathy 81

Emotional empathy is the ability to share the feelings of another person, and so
to understand that person on a deeper level. It's sometimes called "affective
empathy" because it affects or changes you. It's not just a matter of knowing
how someone feels, but of creating genuine rapport with them.

For some of us, this kind of empathy can be overwhelming. People with strong
empathic tendencies can become immersed in other people's problems or pain,
sometimes damaging their own emotional well-being. This is particularly true if
they don't feel able to resolve the situation.

You can avoid this kind of emotional generosity burnout by taking breaks,
checking your boundaries, and strengthening your ability to cope in such a
demanding role .

Anyone leading a team will benefit from developing at least some emotional
empathy. It helps to build trust between managers and team members, and to
develop honesty and openness. But empathy is most valuable when it's
combined with action .

Compassionate Empathy
Compassionate empathy is the most active form of empathy. It involves not
only having concern for another person, and sharing their emotional pain, but
also taking practical steps to reduce it.

For example, imagine that one of your team members is upset and angry
because he or she delivered an important presentation badly. Acknowledging
their hurt is valuable, and affirming their reaction by showing signs of those
feelings yourself even more so. But best of all is putting aside some time for
them, and offering practical support or guidance on getting through the situation
and preparing for next time.

How to Develop Empathy at Work

You may struggle to show empathy initially – you could be nervous about
committing yourself emotionally, or feel unable to do so. But this doesn't mean
that you're doomed to fail!
To use empathy effectively, you need to put aside your own viewpoint and see
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things from the other person's perspective. Then, you can recognize behavior
that appears at first sight to be over emotional, stubborn, or unreasonable as
simply a reaction based on a person's prior knowledge and experiences.

Practice the following techniques frequently so that they start to become second
nature.

Give Your Full Attention

Listen carefully to what someone is trying to tell you. Use your ears, eyes and
"gut instincts" to understand the entire message that they're communicating.

Start with listening out for the key words and phrases that they use, particularly
if they use them repeatedly. Then think about how as well as what they're
saying. What's their tone or body language telling you? Are they angry,
ashamed or scared, for example?

Take this a stage further by listening empathically . Avoid asking direct

questions, arguing with what is being said, or disputing facts at this stage. And
be flexible – prepare for the conversation to change direction as the other
person's thoughts and feelings also change.

Consider Other People's Perspectives

You're likely familiar with the saying, "Before you criticize someone, walk a
mile in their shoes." Examine your own attitude, and keep an open mind.
Placing too much emphasis on your own assumptions and beliefs doesn't leave
much space for empathy!

Once you "see" why others believe what they believe, you can acknowledge it.
This doesn't mean you have to agree with it, but this is not the time for a debate.
Instead, be sure to show respect and to keep listening.

When in doubt, invite the person to describe their position some more, and ask
how they think they might resolve the issue. Asking the right questions is
probably the simplest and most direct way to understand the other person.

Take Action
There's no one "right way" to demonstrate your compassionate empathy. It will
83
depend on the situation, the individual, and their dominant emotion at the time.
Remember, empathy is not about what you want, but what the other person
wants and needs, so any action you take or suggest must benefit them.

For example, you might have a team member who's unable to focus on their
work because of a problem at home. It may seem the kind thing to do to tell
them they can work from home until the situation is resolved, but work may in
fact give them a welcome respite from thinking about something painful. So ask
them which approach they would prefer.

And remember that empathy is not just for crises! Seeing the world from a
variety of perspectives is a great talent – and it's one that you can use all of the
time, in any situation. And random acts of kindness brighten anyone's day.

For example, you likely smile and take the trouble to remember people's names:
that's empathy in action. Giving people your full attention in meetings, being
curious about their lives and interests, and offering constructive feedback are all
empathic behaviors, too.

Practice these skills often. When you take an interest in what others think, feel
and experience, you'll develop a reputation for being caring, trustworthy and
approachable - and be a great asset to your team and your organization.

Key Points
Empathy is the ability to recognize emotions and to share perspectives with
other people. It's one of the five key components of emotional intelligence, and
it helps to build trust and strengthen relationships.

There are three stages of empathy:

● Cognitive empathy is being aware of the emotional state of another

person.
● Emotional empathy is engaging with and sharing those emotions.
● Compassionate empathy involves taking action to support other
people.

To use empathy effectively, give your co-worker your full attention, looking out
for verbal and nonverbal clues to help you fully understand their situation. Set
aside your own assumptions, acknowledge your colleague's feelings, allow an
emotional connection, then take positive action that will improve their well-
84
being.

What Is Compassion and How Can It Improve

My Life?

The definition of compassion is the ability to understand the emotional state of

another person or oneself. Often confused with empathy, compassion has the
added element of having a desire to alleviate or reduce the suffering of another.
Empathy, as most people know, is the ability to put oneself in the other person's
place. Although compassion and empathy are two separate things, having
compassion can lead to feeling empathy.
Although the above is the accepted definition of compassion, I believe that
having compassion for someone involves more than putting yourself in their
place and genuinely wanting to understand or even help them. It involves
beginning to have a totally different perspective when it comes to how you
perceive others.

For example, instead of assuming that the reason someone has done something
that hurts you is because they are selfish or inconsiderate, assume instead that
they had a good reason for doing it. This idea, based on Marshall Rosenberg's
philosophy, can be difficult to buy into at first. But when you think about it,
don't you usually have a good reason when you do something, even if what you
did may seem inconsiderate to someone else?

Let's say you are very worried about your child's health. You took her to the
doctor and he decided to take tests in order to rule out a serious disease. Later
that day you were walking down the street, preoccupied with your daughter. An
acquaintance passed you and said hello. You said hello in return but because
you were so deep in thought, you didn't stop to chat. Later on, you find out that
the acquaintance felt insulted because you "snubbed" her. Even though it was
not your intention to snub this person, and you had a very good reason for your
behavior, the acquaintance assumed the worst.

Unfortunately, this is what most of us do. We assume the worst. Learning to

have more compassion involves making the radical shift to assume the best in
others. If the acquaintance had assumed the best, she would have concluded that
it wasn't personal—that you must have been preoccupied—and she would have
85
been right!

The Importance Of Compassion In The

Workplace
Resonant relationships require people to know each other, and more than just
knowing what is in their hearts and minds. To be resonant with others, you have
to be in tune with them. This requires something deeper than having a mental
model or an intellectual insight into another person. Being in tune with others
involves caring about them—and that is what invokes compassion. You feel
curiosity, respect, and real empathy. Being in touch with others and feeling
compassion has other benefits: it arouses Renewal. So, compassion is a key to
Renewal, and a key to unlocking the chains of the Sacrifice Syndrome.

Compassion Is Empathy In Action

Compassion is empathy and caring in action. Being open to others enables us to
face tough times with creativity and resilience. Empathy enables us to connect
with people. It helps us get things done, and to deal with power stress and the
sacrifices inherent in leadership.

In order to be empathic, we must begin with curiosity about other people and
their experiences. Most people are born with curiosity—we only have to look at
the bright eyes of a healthy four year old to see it in its pure form. At that age,
the world is a miraculous place full of mysteries to explore. Sadly, as we age we
often lose the ability to see things–and people–through a clear lens. We end up
seeing the world through a filter of our own beliefs. Much miscommunication
happens because people’s ability to take in information from each other is
seriously curtailed by their prejudgments. Carried to the extreme, a relationship
can be ruled by prejudices and stereotypes, with very little real information
passing between people, never mind actual connection and understanding.

Overcoming Prejudgments
It is impossible to be free of all prejudgment—we simply could not live in the
world without some assumptions. However, effective leaders are able to
suspend automatic judgment, and can work to understand other people without
filters. Effective leaders care enough to want to learn about other people, to feel
what they feel and see the world the way they do. And then they do something
86
with it.

We define compassion as having three components:

1. Understanding and empathy for others’ feelings and experiences

2. Caring for others
3. Willingness to act on those feelings of care and empathy

When compassion is experienced, a person does not assume or expect

reciprocity or an equal exchange. Compassion means giving selflessly. This
goes beyond the common definition of compassion in the West and within
Buddhist philosophy; both traditions tend to link compassion with empathy and
caring for others who are in pain. We believe compassion incorporates the
desire to reach out and help others whether or not their condition is based on
suffering and pain. Our definition of compassion, then, is closer to that of
Confucian philosophy: compassion is the emotional expression of the virtue of
benevolence.

Empathy Versus Sympathy

People often confuse sympathy, that is, feeling sorry for someone, with caring
about someone and feeling compassion. Some of this confusion is the fault of
the field of psychology and a limited view of what has been called “need for
affiliation.” For decades, wanting to be close to others was viewed as trying to
fill a deficiency, or need. Freud and others fueled this perspective. Even today,
some of the widely used measures of this motivation look at how people are
more likely to attempt to avoid rejection rather than to act on their non-anxious
desire and enjoyment of being close with others. This view of relationships is
based on a deficiency model – and assumes that a need for affiliation is really
just filling a gap in a person’s desires. At a deeper level, the model assumes that
a desire for closeness is based on the fears or anxiety of being rejected.

What Drives Human Relationships?

So people aroused by a need for affiliation look for evidence that their loved
ones or close friends really care about them. They value proof such as frequent
declarations of affection, frequent calls, visits, chances to spend time together,
and even some degree of exclusivity. For example, wanting to know you are
87
someone’s best friend might be seen as evidence that the person is less likely to
reject you.

At the opposite end of the spectrum lies what we consider to be a more positive,
non-anxious form of intimacy or desire to be close to others. It is not based on
reciprocity or the need for declarations of any kind, and does not require proof
of affection. Rather, we are looking at the drive for relationship and regard from
a glass half-full perspective: our desire for contact and intimacy are natural and
we derive great satisfaction and pleasure from compassionate relationships.
From this perspective, we simply enjoy being with certain other people. When
we come together, it is as if we have not been apart, even if years have
intervened. We can comfortably pick up the relationship where we left off and
not feel as if something was missing. It is this form of the affiliation drive that is
the basis for the experience of compassion.

So compassion is empathy in action. It is based on a wholesome desire to

connect with others and to meet their needs. The best way to understand what
compassion is, however, is to see how it actually leads, in practice, to the
renewal of both leaders and those around them, and ultimately to sustainable
resonance and results.

Talking Without Words: How Subtly

and Observation Can Benefit Leaders
Our subtle emotional and physiological responses are an important source of
data, and at any given moment we are communicating a vast amount of
information to one another about how we feel. Through infinitesimal changes in
musculature and then facial expressions, we signal to others our true emotions,
giving them clues about how to respond to us.

This communication is critical in facilitating social interaction. Paul Ekman,

formerly a Professor of Psychology at the University of California San
Francisco, has studied people’s emotions and facial expressions all over the
world. He concludes that by attending carefully (we would say mindfully) to
others we effectively minimize distortion. Rather than understanding people’s
experiences through our filters, we see their feelings more clearly and we can
more accurately interpret their thoughts and perspectives. When we do this, we
are better able to relate to people because we are more in tune with their
88
experience.

Leaders who read their world this way can more easily avoid uninformed, bad
decisions and have a much better chance of successfully joining the dance and
influencing complex group and organizational dynamics.

The Importance Of Being Present

Robert Polet understands this truth. When he accepted his new job as President
and CEO of the Gucci Group, he turned his commitment to mindfulness into a
powerful intervention. One month after joining the company, he scheduled
visits to nearly half of Gucci’s stores and offices, personally visiting more than
2,500 people in a little less than four weeks’ time. Simply by showing up,
listening, sharing food and good conversation, he was able to convey who he
was as a leader, thereby dealing with the natural anxiety people feel as a result
of a major leadership change. Equally as important, he took the opportunity to
really watch individuals and groups—noting the level of self confidence,
genuineness, whether people were, in his own words, “natural or acting”, and
the degree to which they “own” the business and approach it with passion.

The outcome of this kind of scanning are at once obvious and subtle. Surely
Robert’s people now know he will be a ‘hands on’ leader, deeply interested in
their experience and the day to day reality of the business. Many of them also
know him as a person. He is no longer the faceless, maybe scary, new CEO.
They have shared food and conversation and laughter, and have seen that he is a
real person who cares about them, and who wants to discuss their ideas about
the business.

The Power of Observation

On a more subtle level, Robert quickly gained a sense of the emotional reality of
his organization, and the differences among the brand groups and across
regions. He watched how people responded to leadership (his own and local
managers’) and saw how best to use power effectively as he began to make
some changes. Reading the environment like this enabled him to make early,
and sometimes surprising decisions about people. In fact, he found some of the
best people in unlikely places and jobs and was able to rapidly involve them in
his new organization. Surely an organization chart would never have afforded
him this highly accurate picture of who was who and what they could really do.
89
Robert also gained a sense of collective values and history that are rooted in his
observations, not just in what he has been told by those who hired him. He has
seen cultural norms in action, and is better able to adjust his own behavior
quickly, to get in. He is now more likely to be able to avoid the cultural and
relational landmines that exist in any organization. And, he is also more likely
to capitalize on individuals’ and teams’ strengths, and has found allies in
unexpected places.

As Robert knows, watching the emotional dance between and among people
gives you an edge. It gives you clues about what you are up against, and how to
manage a situation. You can more easily decide when and how you interact to
influence and guide people. This is equally true when we look at groups and
cultures. Although more abstract, and therefore harder to see and understand,
these larger manifestations of the human system also dance: groups rely on
other groups for information, decisions, actions; cultures come together in
harmony or clash inside organizations, as well as across geographic regions and
the boundaries of belief.

Observation - A Critical Leadership Skill

Leaders know observation skills are critically important to success – in any
dimension. They work hard to develop their own, and to identify and develop
the skill in their people.

Leaders rely heavily on the observations of others to test their own impressions,
and to add to their body of knowledge about whatever issue is on the table.
Observation is learning on the fly – it's not something you sit down to do. And
every experience adds to your body of knowledge, leaving you a top asset to
your organization, your industry, your family, and yourself.

At the same time that it is such a valuable skill, it's amazing how little value is
attached to it by many, many managers. Again and again you'll see people leave
a meeting with the statement that it was a waste of their time. When pressed,
they will state that they learned nothing, or the meeting was inconclusive, or
they weren't the right person the be there, or they felt muzzled.

A suggestion: the next time you find yourself in a meeting where you feel it's a
waste of your time, promise yourself that you will take from that meeting at
least 3 items of information – perceptions, opinions, facts, observed behavior,
that can be of help in your work. Then apply those elements to your
90
relationships. It works – most people don't do it. Most people don't become
effective leaders. In the case of most people, they don't even know observation
is a highly prized skill. If you want to be in the top ten percent of whatever you
do, work consciously and hard on the development of your observation skills. It
will pay off – I guarantee it.

If you want to be world class in anything, you gotta develop the skill of
observation – seeing the world around you and seeing it every day, in every
way, and make observing a habit of thought. The price of success is stepping
out – observing the world in all its variety, learning from it, and taking that
accumulation of inputs and putting them to use in decision making – in
improving intuition – in building relationships.

Ten behaviors and habits of thought critical for developing accurate observation
skills:

● Sizing up people – people watching

● Clarity – seeing the world as it is
● Curiosity – asking why
● Listening skills
● Willingness to set aside personal biases
● Willingness to seek the inputs of others
● Seeking out new experiences and possibilities
● Being comfortable with ambiguity
● Knowledge of the behaviors and attitudes of people
● Self knowledge – accurately knowing your own behaviors, attitudes and
personal skills, and how they impact others

It's easy to get so focused on our own job that we really don't see the forest for
the trees, even if we're invited to the highest ranger station in that particular
forest.

A personal story:

I was hiking in the Phoenix Mountain Preserve and coming down a steep, rocky,
narrow path. Approaching me from below was a young woman, baseball cap
pulled down over her eyes, dark sunglasses, hydration backpack, and earphones.
I stepped aside to let her pass – hikers ascending have right of way – I said
91
"Hello," and she went past me – within inches of touching me – without
acknowledging me! Wow – two people, close enough to touch, no one else
around, and not so much as a nod.

Just what does this have to do with observation skills? A lot. This hiker was so
into her own zone that nothing around her could enter her consciousness. The
birds singing, the green of spring, the warning rattle of a rattlesnake, the crunch
of boots overtaking her, the beautiful blue sky – none of it could penetrate her
"zone." I see that a lot. Mountain bikers, hikers, runners – all intent on their
journey – oblivious to their surroundings except for what is right in front of
them – and in danger of missing all kinds of messages. Observation? Other than
their own heart rate, miles covered, calories burned, goals met, time elapsed,
mountains climbed, Gatorade consumed, how they feel – they could be in a dark
tunnel. Too bad for them – they miss all kinds of critical inputs that could help
them grow and develop and enjoy the process of gaining physical fitness.

To the extent that we close ourselves off from the unfamiliar; from things that
would challenge us; from things that make us think; from things that disagree
with our beliefs; from things that can stimulate our senses, we create our own
little cocoon – that safe place where we can exist unaffected by all the stuff that
swirls around us. Some people call it focus – I think not.

A suggestion. We all need to gain or regain our sense of wonder about new
things. Take a different route to work, buy a different newspaper, listen to a
different news show, take a run over unfamiliar territory, hike in the woods or
mountains – without your IPod, try a different routine at the gym, eat a meal
you have never had before. And observe through all your senses. Gaining
observation skills is an active, exciting process. It's best accomplished by
sensing – as if for the first time – the world around you, and then seeing more
than you saw the last time.

Try it – today. Become an active observer of life – and gain greater success – in
whatever way you define success.

The Power of Observation

 92

“Chance favors a prepared mind.” The quote from Louis Pasteur is well
known, but it is incomplete. The full thought is Where observation is concerned,
chance favors the prepared mind. While the first statement is helpful, the full
statement makes the power of observation far clearer. When we use the power
of observation intentionally and effectively, we can learn and lead far more
effectively.

The question is, how do I use this power? How can I become more observant?

I have six steps you can take to become more observant, to help you gain, find,
and grasp the opportunities that swirl around us every day.

Be Open
Before observations can be made, we must be open to receive them. This
starts with a positive belief that there are things we can learn and learn from all
around us. As a young man, a mentor told me, “I believe I can learn something
from everyone.” With that belief, he was ready to observe something helpful.
When we start with this belief, we have a chance; if we don’t, the odds that the
rest of these ideas will work go way down.

Be Intentional
We never know what we might observe and learn. Yet, by being open, we
are preparing for the learning possibilities. But we must also be intentional.
Know what your learning goals and questions are, and be intentional in finding
what you are looking for. For example, if you are wanting to be a better coach,
93
what are you seeing in the world around you that can help you be a better
coach? Or avoid mistakes? If you are intentional about looking, you will find
the lessons you seek.

Be Looking
Once you are mentally ready, you must be looking. This means paying
attention; keeping your eyes open and noticing what others do and say and how
they respond to you and others. But while the word “observation” implies
vision, there is more to it than that . . .

Be Multi-sensory
To be fully observant means using more than just our eyes. We can observe
with our ears and with our hearts; and depending on what you are wanting to
learn, perhaps your nose and your fingers. True observation is a multi-sensory
experience. What did someone say, but also how they looked and how they
sounded plays a part in a message, doesn’t it? Think 360° and multi-sensory to
get the most power and nuance from an experience. That allows for deeper
understanding and greater insights from any situation.

Be Still
It is hard to be observant when you are in your own head, or with your nose
buried in a phone or laptop. To observe requires us to stop, to look, to listen,
and to be grateful for the experiences around us. Without stillness, much of the
power of observation will be removed. You will miss much, and only skim the
surface of some other things you do observe.

Be Aware of Your Filters

While we must be intentional and be looking for the ideas we need, we must be
aware of our filter, because if the filter is wrong, we will miss or misread what
we are seeing. If you have a filter on a water supply, the pore size of the filter
medium will determine what will get through, and what will not. Similarly, we
have filters in our brains based on past experience, beliefs, habits, and more.
Often, we need to change our filter to let more through for us to find the lessons
we most need for growth, learning, and change.
Why for Leaders? 94

Observation is a powerful tool for learning for all of us; but as a leader, it is
perhaps even more important. As a leader, we need to be aware of how
individual team members are doing and their level of energy and engagement.
We must also monitor the dynamics of the team and more. Just one simple
example is to observe how people behave and communicate – if we make those
consistent observations and have a model to compare to, we can communicate
and build greater trust with the wide variety of individuals we lead (If you are
looking for such a model, consider starting with our free DISC assessment). We
can’t do all of this with a dashboard or numbers, we must be looking, noticing,
asking, and being aware to spot trends, learn more, and lead more effectively.

What is Mindfulness in the Workplace?

Put very simply, workplace mindfulness is the degree to which individuals are
mindful in their work setting (Dane & Brummel, 2013). What, then, does it
mean to be mindful? Well, like so many constructs in positive psychology,
mindfulness is not easily defined.

However, most definitions, such as the one described by Hyland, Lee and Mills
(2015) share three elements.

Mindfulness can be described as a ‘present-focused consciousness’ (Hyland,

Lee & Mills, 2015). In other words, a mindful individual is not ruminating
about the past or worrying about the future; they are simply “being” in the here
and now.

Secondly, mindfulness includes paying close attention to both internal and

external stimuli (Hyland et al., 2015). Finally, as well as simply paying attention
to stimuli, mindfulness involves doing this in an open and accepting way
(Hyland et al., 2015). To summarise, a definition from Brown, Ryan and
Creswell (2007): mindfulness is

“a receptive attention to and awareness of present moment events and

experiences” (Brown et al., 2007: 212).
Mindfulness involves noticing what is happening without evaluating, analyzing
95
or reflecting upon it – it is therefore said that mindful information processing is
‘pre-conceptual’ (Hülsheger, Alberts, Feinholdt & Lang, 2013).

Thus, a mindful employee will take in what is happening in the workplace and
not react to it, rather, simply taking in information from their surrounds. They
will non-judgmentally approach their work and their relations with other
colleagues and management.

Although the majority of research into individual differences in mindfulness see

it as a trait, many researchers now consider mindfulness to be a psychological
state that varies from moment-to-moment within individuals (Hülsheger et al.,
2013).

Furthermore, mindfulness has been described as a natural human capacity,

which varies in regard to strength across both situations and persons (Hülsheger
et al., 2013). What does this look like in the workplace?

Well, it means that throughout the working day, at any one time, employees’
mindfulness is variable; they may be closely paying attention, non-
judgmentally, in a meeting – focused on whatever the presenter is talking about.
Or, perhaps, later in the day they are less mindful and are sitting staring at the
computer wondering what to cook for dinner.

So, the person has the capacity to be mindful, however their mindfulness at any
one time is variable.

Benefits of Mindfulness in the Workplace and

Business
Mindfulness has a multitude of benefits for workplaces and businesses.

Speaking very generally, there are some mindfulness-based processes that are
thought to affect employee performance and wellbeing.

These include response flexibility, decreased rumination, empathy, affect

regulations, increased self-determination and persistence, improved working
memory and more accurate affective forecasting (Glomb, Duffy, Bono, & Yang,
2012).
Benefits of mindfulness in the workplace also include improvements in task
96
commitment, and enjoyment of work (Hyland et al., 2015). Let’s have a look at
some of the work-related benefits of mindfulness in some more detail…

Improved social relationships

Mindfulness results in improved social relationships (Glomb et al., 2012).
Positive workplace relationships can have a significant impact. They buffer the
effects of workplace stressors, promote thriving in employees, and foster
communication, creativity and citizenship behaviors (Glomb et al., 2012).

Glomb et al. (2012) suggest that mindfulness promotes positive social

connections in the workplace through a number of integral mindfulness
processes, but most especially empathy and response flexibility.

Employees who practice being mindful are therefore more likely to show
greater acceptance of colleagues without reactivity (Glomb et al., 2012).
Optimal functioning of organizations is, in many ways, dependent upon positive
interpersonal relationships.

Given that some studies have suggested that training in mindfulness may be
linked to social connectedness, this highlights the important role that
mindfulness may play in workplace relationships and the success of the
organization (Glomb et al., 2012).

Mindfulness and resilience

A benefit of mindfulness in the workplace is that it promotes resiliency. Glomb
and colleagues (2012) nominate two processes associated with mindfulness as
being likely to foster resilience: affective regulation and persistence.

Mindfulness helps individuals to approach others positively and, in addition, it

protects them from the negative emotions and agitation of another person by
regulating affect appropriately and decreasing reactivity (Glomb et al., 2012).

In the workplace, resiliency is at the face of interpersonal or task-related

stressors, and is also a vital part of optimal work functioning.

Enhanced task performance

Mindfulness also improves task performance.
The way that mindfulness is implicated in workplace performance is dependent
97
on the nature of the task, and the contextual factors of the work… some
mindfulness processes will beneficially affect a variety of types of job, whereas
others are more specific (for example, for jobs with a lot of emotional content,
decreased rumination and improved affective regulation may hold the key to
performance) (Glomb et al., 2012).

It has also been found that mindfulness is associated with fewer cognitive
failures (such as forgetting, distraction and blunders) – which suggests that
mindfulness may therefore lead to improved workplace performance and fewer
accidents (Glomb et al., 2012).

Improved intuition
Mindfulness also promotes an awareness of ‘gut feelings’ and it has been
suggested that tapping into these intuitions may facilitate improved task
performance when the level of expertise is high (Glomb et al., 2012).

Furthermore, mindfulness is also thought to promote better decision making,

with decision biases being less likely due to attention to internal and external
stimuli, and reduced heuristic processing.

As you can see, the benefits of mindfulness in the workplace are many and
varied.

Why is it Important?
Mindfulness in the workplace is important for a wide range of reasons. The first
relates to how satisfied an employee is in their job – which clearly has
implications for their wellbeing, psychologically, and emotionally.

Job satisfaction and motivation

Affective events theory has been applied to mindfulness in the workplace by
suggesting that mindfulness may be positively related to job satisfaction,
because mindfulness facilitates more adaptive appraisals of work stressors
(Hülsheger et al., 2013).

In other words, when something challenging happens at work, a mindful

employee will not simply react and judge what is happening emotionally, rather
they will consider it with a more adaptive stance. Therefore, by construing the
98
stressor at work with a more proactive approach, the employee will also be
more satisfied in their work.

Furthermore, mindfulness may also relate to job satisfaction because it increases

self-determined behavior (Hülsheger et al., 2013). Self-determined behavior is
behavior that is consistent with an individual’s needs and values (Hülsheger et
al., 2013).

Mindfulness also promotes awareness of an individual’s basic values and needs

because it decreases habitual and automatic functioning and brings attention and
awareness to experiences in the present moment (Hülsheger et al., 2013). The
relationship between mindfulness and job satisfaction will be explored in the
next section, where research is considered.

How to Introduce Mindfulness in the

Workplace
Introducing mindfulness in the workplace helps to decrease stress and promote
99
productivity and efficiency among team members (Forbes Coaches Council,
2018).

The first step in introducing mindfulness to the workplace is to be clear about

the purpose for introducing mindfulness and also to know the part of the
business strategy that will handle it (Mudd, 2017).

The aim may be to introduce it as a wellbeing program.

Or, it may be a part of a shift in the culture of an organization to develop a

different leadership style and alternative way for employees to work (Mudd,
2017). It is also important to be clear about what the benefits of mindfulness
are, and in particular what your organization will gain.

The role of leadership

In introducing mindfulness to the workplace, senior management plays an
important role. Not only playing a physical role, it is also necessary for
managers in the organization to take ownership of the initiative, to discuss it and
answer any questions about it (Mudd, 2017).

It is a good idea to implement ‘taster’ sessions – not everyone finds mindfulness

beneficial, and it has been shown that the most productive workplace programs
are those in which employees ‘opt in’ (Mudd, 2017). It is also important for an
experienced and skilled practitioner to conduct the mindfulness sessions.

To introduce mindfulness, “recruit internal champions” (Mudd, 2017). In other

words, in the introductory phase, these chosen employees can be ‘visible’,
endorse the mindfulness training and encourage their colleagues to take part.
These employees may host and reinforce the regular mindfulness sessions after
the initial formal training period (Mudd, 2017).

To promote mindfulness practice, encourage staff to take regular breaks

including a proper lunch break (Team MyHub, 2018). By completely detaching
from work, even if only for 15 minutes, means staff are more able to
concentrate and also be more alert and refreshed.

Be patient
An important aspect to consider when introducing mindfulness is to accept that
there is no immediate solution. Mindfulness takes time and a sustained effort,
and scheduling and delivery of formal training also needs to be flexible (Mudd,
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2017). As well as formal training, the sessions should be enhanced by simple
mindful working practices that can be incorporated into the daily work routine
(Mudd, 2017).

One idea for introducing mindfulness in the workplace is to create a designated

‘quiet space’ (Team MyHub, 2018). As well as giving employees a space in
which to meditate, the room also provides employees with a space to refocus
without the multitude of distractions in the workplace (emails, phones, office
chatter, etc).

The quiet room could have calming photos or images from nature, or even
positive images reflecting the mission of the company (Team MyHub, 2018).

To introduce mindfulness in the workplace, it is worthwhile to look at the

outcomes the workplace wants from mindfulness, and what is needed for it.
Then, before you start implementing the mindfulness, ensure the goals are
Specific, Measurable, Achievable, Realistic, and Time-bound – i.e. SMART
goals (Mudd, 2017).

It is also a good idea to establish the relevance of mindfulness for the business
or organization and to verify the sustainability of the proposed program (Mudd,
2017).

Finally, make sure that the program is feasible in terms of scope and timescale
(Mudd, 2017).

14 Ways to Encourage Mindfulness at Work

Hopefully from reading through the previous sections, you are now convinced
that mindfulness should be encouraged in the workplace. How can this be done?
Well, the Forbes Coaches Council (2018) have put forward 14 suggestions of
ways to encourage mindfulness in the workplace.

Here they are:

1. Lead by example – In other words, be what you are asking others to

become. Take the time to practice mindfulness yourself at work, and you
will encourage others to do so.
 2. Give people time to dream – Cultivating mindfulness and a sense of
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peace, even through day-dreaming, can lead to ideas that are beneficial
and potentially revenue raising.
3. Look at your response from another’s point of view – This involves
making sure you are clear, calm and confident when sending an email,
making a phone call, or beginning a meeting. Take the perspective of
others in workplace interactions into consideration.
4. Ask challenging questions – Challenge employees to act and think.
5. Get up and take a break – Step away from the desk. Look away from the
computer. Also, let your team see that you take breaks, and they will feel
more comfortable in doing so too.
6. Teach people how to practice mindfulness – This can also raise the
overall level of consciousness in the workplace.
7. Remember to breathe.
8. Notice the little things around you – Appreciating seemingly minor
events or stimuli is one way to encourage mindfulness.
9. Lead with emotional connection – Be emotionally present and address
emotional blocks to fully understand the reality of others and develop an
emotional alliance in order to help people overcome challenged.
10. Allow ‘gap time’ between meetings – To encourage mindfulness, put a
short break in between scheduled meetings. It only needs to be 5 – 10
minutes, but the ‘gap’ will help employees to increase focus, be more
productive, and have greater wellbeing.
11. Slow down and block “unscheduled” time for yourself – As was
mentioned previously in this article, slowing down is the best thing to do
in order to foster mindfulness.
12. Don’t be a ‘micro manager’ – Be aware of the fact that stress is a major
block to mindfulness, and that micro-management is one of the biggest
sources of stress in the workplace.
13. Incorporate mindfulness into meetings – At the beginning of a meeting,
allow a couple of minutes to engage in contemplative practice: meditate,
set intentions, and take a few deep breaths.
14. Start a conversation about mindfulness.

Be One, Get One: The Importance Of

Mentorship
A remarkable 75% of executives say mentoring has been critical to their career
development, according to a survey by the American Society for Training and
Development. I agree, and I have never shied away from asking for help and
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advice at important decision making junctures in my professional life. Simply
put, no matter where you are in your career, you don’t need to go it alone.
As a mentee, I have benefitted from the deep experience of people who have
made a personal investment in me; as a mentor, I have accelerated other
people’s learning and career growth just by investing time and insight, which
has been incredibly gratifying. Furthermore, when I take the time to mentor
someone, my company or organization often benefits from this relationship.

You get as much out of mentorship as you put in. That is why I joined the
national board of the Spark Program, whose goal is to provide life-changing
mentorships to middle schoolers.

Building A Mentor Relationship Over Time

It’s invaluable to have a mentor whose journey is complementary to yours and

who is personally invested in your success. Mentors should also be willing to be
open and honest about their experiences so you can truly learn from them.

Christie Hefner is one of my most cherished mentors, for several reasons. She’s
brilliant, strategic, civically and politically engaged and extremely
knowledgeable about media and business -- not to mention a pioneer of
women’s rights. When we meet every few months, I share my goals, ask for her
input and advice and benefit from her introductions and feedback. I feel
fortunate to count her as one of my mentors, not just because she is a great
leader, but also because she is always emotionally available and present when
we meet.

Another of my favorite mentors and trusted advisors is one of my professors

from business school, Joel Peterson. He is currently the chairman of JetBlue and
a fellow academic at Stanford’s Graduate School of Business, and is known
globally for his leadership in communications, ethics and values. Whenever I
have faced a fork in the road that involved any one of those areas, he has
delivered sound advice. When I am not in a period of acute decision making, I
check in every few months to keep him informed about how my career is
progressing. Most importantly, I let him know how his advice and perspective
have affected my career, as they invariably have for the better.

Kickstarting Mentees’ Careers

While I am tremendously grateful for my own mentors, I have found that being
a mentor myself can provide great personal satisfaction. When you invest time
and energy in someone, you not only change the trajectory of his or her life and
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career with your experience and wisdom, but your company or organization can
reap rewards in the form of improved employee retention and job performance.

In my company, summer interns attend high-level team meetings to see

firsthand how C-suite executives interact. I have brought interns to board
meetings, where they were able to observe and learn from confidential
governance discussions.

One of my most rewarding experiences as a mentor was with a brilliant young

man who we hired as an intern at my first company when he was just
completing his Yale undergraduate degree. When the summer ended, we
extended his internship. Soon after, we made him a full-time offer and, just a
few years later, he rose to director of operations. He later joined me for a year as
a partner at AJR Ventures before accepting a job at Facebook. I connected him
with several opportunities that aligned with his interests along the way,
including volunteering on a grassroots political campaign. To this day, I am
glad I invested in him, and I admire his ongoing success.

As an executive, I like to invest in talented people by offering them positions a

half or full step above what they are expecting. Watching an employee grow
into a new role is gratifying, and boosting the person’s sense of his or her
capabilities often strengthens that person’s loyalty to the company. When
employees are challenged to learn and grow, they feel that management and
mentors are invested in their success.

Reflecting On The Value Of Mentorship

Ultimately, Joel’s advice helped me decide when to exit a professional

opportunity, while Christie’s counsel helped me decide to take my current role
as CEO. Sometimes it's not so much about specific advice as it is about having a
wise and trusted sounding board to think through an opportunity in the context
of one’s career arc and long-term goals. I credit Joel with inspiring me to
examine my value system and how it marries (or does not) with various
business colleagues -- I credit Christie with encouraging me to venture into new
territory and stretch myself professionally.

No matter where you are in your career, the right mentor can energize you and
provide counsel when you need it. And when you mentor others, exposing them
to otherwise inaccessible experiences, you can accelerate their careers and help
them succeed.
 104
Why Having (And Being) A Mentor Is Key To
Building Your Career
We spend much of our lives building and developing relationships - the ones
we’re born into, like our families, the ones we forge through shared experiences
like our classmates, and the ones that we later choose for ourselves as we grow
into our future selves like co-workers. Fulfilling relationships are critical to our
happiness, and something that we’re inherently designed to do in our personal
lives. And our careers are no different - in one’s career, building relationships
and growing your network is absolutely key to finding success.

I believe that one should approach developing his or her career network in the
same way that you might build out a team within your business. Think of your
network as your “board of directors,” with each person bringing a unique
perspective and set of skills and experiences to the table. You want to find and
connect with people who can strengthen your own skill set and provide
perspective in areas where you may have less experience. There are four types
of people you should look for when building out your BOD:

Mentors - Mentors are individuals who can provide guidance and advice to
you, often based upon their own experiences in both business and their personal
lives. Mentors can come from within your business or from outside of it. There
is a lot of value to finding a mentor within your organization - that individual
105
understands the dynamics of your business, the politics and things of that
nature, and can give you actionable feedback that directly relates to your needs.
Likewise, there is also value to having the external point of view as well,
because those individuals are often able to see the issues in a big picture way,
and provide insights based on experiences that may seem totally different at
face value, but in fact have underlying similarities that could be helpful.

Sponsors - It's also important to not only have mentors but to also have
sponsors. Sponsors are people who are really your advocates and will go out of
their way to help pave the way for you through making introductions,
recommending your for jobs or promotions, etc. A sponsor is someone who
talks about you when you’re not in the room, and goes to bat for you when the
opportunity arises.

Peer Network - A peer network is critical as well, particularly in the world of

Corporate Social Responsibility, which is an ever-changing field. Having peers
across the globe that care about the same issues that you care about and are
invested in the same type of work is extremely beneficial. They can help you
better understand best practices, stay on top of industry trends and be in the
know about what companies and individuals are doing to innovate in the space.
Peers are also a great way to find out about job opportunities, speaking and
panel opportunities, industry events, and so many other things. They can also
relate to you on personal and professional levels that someone more senior or
junior than yourself may not be able to.

Mentees - It is vital to make sure that while you have all of the above, that you
also have mentees as well. I believe that you can learn just as much from your
mentees as your mentors, and the value of investing in mentees always comes
back to you exponentially. Many people may think, “I should be checking my
emails and not meeting people for coffee,” but I think the exact opposite. While
it can be challenging to find time to dedicate to mentoring someone else, you
have to pay forward what you get from others. In order to safeguard your time,
you need to set boundaries, but always be open to helping others in the same
way that you’ve been helped along the way.

But how does one go about building a network and developing business
relationships? There are a number of ways. For one, many companies have
mentorship programs that anyone can tap into, which are designed to bring
people from various areas of the company together. But in my view (even
though I've run and designed many programs like that over my career), the best
106
relationships are the ones that evolve naturally.

Look for people within your organization (or outside of it) who are doing what
you want to be doing, and reach out to them for a quick coffee or meeting near
their office. Come with a list of questions that directly relate to the person’s
experience and what you’re really hoping to learn, send a thank-you note
afterwards, and stay in touch every now and then to keep the relationship
growing. Strike up a conversation with someone at a networking event or a
conference, and don’t be afraid to follow up with them after the fact. Be open to
people who reach out to you for advice and insights. As you invest in others,
you’ll see an ROI that will greatly enrich both your personal and professional
lives.
 107
10 Reasons Why Networking Is Essential For
Your Career
The importance of the saying “no man is an Island” has been proved to be the
reason why many of us need to make a collective effort in the bid to achieve
professional success. For many individuals that have succeeded in their career,
the causes have largely been contributed to the strong networking channels they
have created over time.

But the question of who you network with and their relevance to your career
matters more. This way, you don’t have to network with everyone. Rather, first
study how you can contribute to their success, in addition to how you stand to
benefit from their knowledge.
Here are some reasons why networking should be an essential aspect if you
truly want to build your career.

An avenue to exchange ideas

You never can tell how much you know without listening to other people.
Success in a career is largely attributed to the pool of information or ideas you
have garnered over the past. When networks have been created, it fosters a trade
of ideas to sustain long-term relationships and mutual trust. When you are
receiving ideas, it helps both in your place of work and out, in addition to
instilling best practices that soothe your career.

It makes you noticeable

Individuals that seek publicity either for business, politics or even fame leverage
more on networking. People quickly notice others that have stronger capabilities
to make them relevant. When you stand out in both your expertise and the
services you offer, it creates room for partnership which in turn builds a career.
Many professionals have been able to understand how to nurture their
networking strength and create more visibility for different associates and
clients in their career path.

Avenue for newer opportunities

When people start noticing you, it opens the door for newer opportunities.
Business and career-minded individuals who have networked over time have
been able to expand with minimal effort because of the avenue of newer
opportunities opened to them through networking. Opportunities like meeting
the right clients or even meeting people that are superior to your career path
108
could be a stepping stone that could change your life for the better.

Reassessing your qualification

Networking is one thing. But to be able to utilise it is another. You might think
that your current level in your discipline might be the greatest height you could
ever achieve. But have you ever taken an in-depth look at the different levels of
your chosen career and how other people with similar positions have attained
their present height? But let’s be very factual here; admiring certifications is
allowed, but the roadmap to that height can be reached if only you have a strong
network and a good relationship with others.

Improves your creative intellect

Aspirations and great innovations are most times form the external factors
around where we find ourselves. The intellectual ability in different careers is
significantly improved upon from contacts we have built with other persons
over a period. Even a simple interaction with one person can transform a year-
long research work and result in a breakthrough. Likeminded people that have
been able to share ideas have strongly developed their intellect to foster growth
in their career path and unleash the creative talent in them.

An extra resource library

Some websites are built specifically to address different questions under
different niches. These avenues can be used by an individual as an extra source
of information. The same thing applies to networking. A platform that is
designed specifically aligned to your career can be an extra resource library for
you. This provides you with updated information on the latest career trends
relevant to you. This network resource also grants you access to tap into them
whenever the need arises.

Support from high profiles individuals

Everybody has one way or the other passed through some hurdles in their career
development. This can be as a result of the lack of materials available, or even
the lack of financial aid. However, good networking with high profile
individuals from the same career path can serve as support whenever there is
any eventuality at any time. These high profile individuals can help you manage
your challenges effectively by either giving you advice or linking you to the
right financial support.
Growth in status 109
Developing your career status is a long-term process depending on how you
focus on your networking path. Top career individuals that are where they are
today is a result of the status they have grown in networking. The contacts you
keep are largely attributed to your growth. They largely influence growth in
your status and pave the way for better opportunities in your career. Your
connections are powerful!

Growth in self-confidence
Networking is the key tool to growth in a resourceful career. Training and
certification garnered from networking builds self-confidence and promotes
self-esteem. The self-confidence that has been built over time can help put you
on a positive spot whenever you interact with like minds in your career. This
also gives you an opportunity to excel well during interview sessions for a job
opportunity. So the more effectively you network, the more self-confidence you
build over time.

Develop long-lasting relationships

If networking is a mutual relationship, then having a right networking channel
can help build your career. Though networking might not be an easy and fast
approach to building a long-lasting relationship. But making it a two-way
process of giving and taking and can open the door for a firmer relationship.
People that have made networking their sole priority have been able to build
careers relevant to their set down goals.

Three Types of Professional Networks

Here is an excellent article and podcast by Hermania Ibarra, INSEAD Professor
and thought-leader in the area of professional networks for managers.

I’m not a daily blogger or blog reader and post and read in spurts, so this article
is actually from May. So some of you are likely to have already seen it. I picked
it up from Valdis Kreb’s superb blog.

Here are what I felt are the main points of Hermania’s piece:

There are three types of professional networks:

Operational – the people you directly work with to get your job done. Most
110
managers spend a lot of time developing these relationships and neglect the other
two types of networks, which are:

Personal Networks – e.g., alumni, professional, social and affinity groups —

these allow you to meet a diverse group of like-minded professionals. Good for
career moves, and to link you to new kinds of networks for your current work
when opportunities emerge there.
Strategic networks -contacts with peers and senior people in your field —
toughest but most essential for leaders. Look beyond your industry. Strategic
networks are crucial for sharing ideas about best practices, learning new
approaches, keeping tabs on developments in business and technology. Helps
leaders see the bigger picture.

Managers often fail at networking because many people haven’t developed good
network-building practices and skills and feel initially that they’re wasting time.
Also many feel that “networking” = using other people, or making superficial
relationships. Not so. Good networking is reciprocal.

Top 12 benefits of professional networking

and how to get started
Active professional networking is vital to career growth. Many shudder

when they hear the term networking, associating it with awkwardness,

cheesy events and the idea of ‘selling’ yourself.

However, despite its off-putting connotations, building networks is essential

to forging long-term relationships and establishing a good professional
reputation over time. It involves meeting and getting to know people who
you can assist, and who can potentially help you in return.
Why industry networking is important 111

Networking is an essential craft to master, no matter what industry you

work in or your level of experience. Good industry networking has a basis
of trust and support – and can mean the difference between a mediocre
career and a phenomenal career.
With the right approach, people networking can provide the opportunity to
build mutually beneficial relationships with other professionals in your
industry. Once you’ve established a solid professional network, you’ll be
the first to know about job opportunities in your field and front of mind for
anyone in your network who is seeking to hire someone with your skills and
experience.

Who should you include in your professional

network?
Having the right contacts in your professional network can help maximise
your career growth and learning opportunities. Consider building your
industry network with people from the following groups:

● Current and former colleagues

● Classmates/study peers

● Professors/teachers

● Friends or family members in your industry

● Members of relevant industry associations, sporting teams, social

and interest-based groups or religious communities
● Peers from digital professional networks such as LinkedIn

● Recruiters who specialise in your field

Examples of professional networking

Networking can include everything from an informal chat at a neighbour’s
barbecue to attending a specialised industry networking event. In any case,
the goal is to open the lines of communication and start building
relationships that are relevant to your work and career.
Common examples of professional networking include:
 ● Joining industry associations or clubs
112
● Getting involved in networking events, expos, conferences or
careers fairs
● Connecting with and reaching out to relevant professionals on
LinkedIn

● Meeting recruiters

● Keeping in touch with former colleagues

● Getting to know current colleagues

● Volunteering and participating in community events

● Attending industry meet-ups

● Joining virtual groups and communities

The biggest benefits of industry

networking
Here are 12 reasons why you should consider building work-related
networks:

1. Strengthen your network business connections

Networking is about sharing, not taking. It is about forming trust and
helping one another toward goals. Regularly engaging with your contacts
and finding opportunities to assist them helps to strengthen the relationship.
By doing this, you sow the seeds for reciprocal assistance when you need
help to achieve your goals.

2. Tap into your network for ideas

Your network can be an excellent source of new perspectives and ideas to
help you in your role. Exchanging information on challenges, experiences
and goals is a key benefit of networking because it allows you to gain new
insights that you may not have otherwise thought of.

Far from it being a nuisance, most people love being asked for help – it’s
flattering and makes them feel useful. If you’re struggling with a decision,
challenge or new direction, calling up a trusted former colleague, mentor,
teacher or friend to organise a coffee can be beneficial to both of you, as
113
they will in turn think of you when next they have a challenge.

Offering helpful ideas in return is an excellent way to build your reputation

as an innovative thinker.

3. Raise your professional profile

Being visible and getting noticed is a benefit of networking that’s essential
in career building. Regularly attending professional and social events will
help make your face known.

Create value for other attendees by listening carefully, following up on

conversations, remembering names, and offering your knowledge and
expertise.

You can then help to build your reputation as being a knowledgeable,

reliable and supportive member of your profession by offering useful
information or tips to people who need it.
Raising your profile within professional circles will also help you stand out
to recruiters, who are always on the lookout for strong talent and who may
be more likely to approach you with offers.

4. Grow your personal brand

Being visible and getting noticed is a benefit of networking that’s essential
in career building. Regularly attending professional and social events will
help to get your face known. You can then help to build your reputation as
being knowledgeable, reliable and supportive by offering useful information
or tips to people who need it.

5. Get access to job opportunities

Expanding your contacts can open doors to new opportunities for business,
career advancement, personal growth, or simply new knowledge. Actively
building networks helps to keep you top of mind when opportunities such as
job openings arise and increases your likelihood of receiving introductions
to potentially relevant people or even a referral.

Don’t forget that many jobs don’t even get advertised – particularly as your
career advances – so being a recognised part of networks is a key way to
gain access to opportunities that you might not have otherwise.

6. Exchange best practice knowledge with your network

Networking is a great opportunity to learn about the business techniques of
114
your peers and stay abreast of the latest industry developments. A wide
network of informed, interconnected contacts means broader access to new
and valuable information.

The opportunity to gather new information is an often-overlooked benefit of

networking, as it’s not the most obvious one, but it also offers career
progression and development.
It’s a good idea to actively ask your contacts about developments and
techniques, but also to keep an eye on what kinds of articles your contacts
are sharing on LinkedIn – don’t forget to comment to let them know that
you’ve appreciated the piece. And don’t discount the insights of people
from other industries – they may be able to offer new angles you hadn’t
previously considered.

7. Get career advice and support

Gaining the advice of experienced peers is an important benefit of work-
related networks. Discussing common challenges and opportunities opens
the door to valuable suggestions and guidance. Offering genuine assistance
to your contacts also sets a strong foundation for receiving support in return
when you need it.

8. Build your confidence

By continually putting yourself out there and meeting new people, you’re
effectively stepping outside your comfort zone and building invaluable
social skills and self-confidence that you can take with you anywhere. The
more you network, the more you’ll grow and learn how to make lasting
connections.

9. Gain a different perspective

It’s easy to get caught up in the day-to-day of your professional realm and
end up in a rut. By people networking, you can gain insights that only come
from viewing a situation with fresh eyes. Asking for opinions from contacts
you trust or admire can help you see things in a new light and overcome
roadblocks that you might not have known how to circumvent otherwise.

10. Develop long-lasting personal relationships

Of course, the point of networking is to develop and nurture professional
relationships, but some of the strongest and most long-standing friendships
are borne from work connections. Your networking contacts are probably
like-minded people with similar goals as your own, so it’s not unlikely that
115
your professional support network will spill over into your personal
friendships.

11. Get an answer to every question

As long as you have a strong network of professional connections, you can
be confident that someone within your sphere will be able to answer even
your toughest questions. And, if there’s no definitive answer, you’ll have a
solid sounding board to bounce ideas off and put into action step-by-step
plans to tackle bigger problems.

12. Find your dream job

Professional networking opens many doors in the form of career advice,
lasting relationships and even landing your dream role. You never know
who might be hiring for your ideal job, or know someone who is, and the
more people you have in your network, the likelier you are to be the first to
know when those big job opportunities pop up.

How to Network Like You Really Mean It

"There is a penchant to meet lots and lots of people," he says. "It's fueled a
bit by social media, where we're told we need large numbers of Twitter
followers, followers of our blogs, LinkedIn connections and Facebook
friends." In fact, he says, there are only a few professions where knowing
many, many people in a superficial way can be an advantage. "Maybe if
you're promoting a nightclub," he says.

For just about everyone else, he says, it's a different story. After interviewing
hundreds of successful executives he found that most could identify 25 or
perhaps 30 relationships that had made all the difference to their careers. And
they recognized those key relationships right from the start.

That's led Sobel to recommend a different, and likely more effective approach
to networking:

1. Figure out who matters most.

This group is what Sobel calls the "critical few." Whether a co-worker,
116
customer, mentor, or someone who's helped you make valuable
connections, these are the contacts whose presence in your life is clearly
valuable to your career. "If I asked you to make a list of the 20 most
important professional contacts in your life right now," he says. "It's those
people."
Once you've identified your critical few, make sure to keep regular contact, he
advises. "These aren't people you should just send a holiday card to," he says.
"You should be talking two or three times a year. You should know what their
interests are and follow up with them around those."

2. Pick your next tier.

This group might be 50 to 100 contacts, Sobel says. These are people who
have perhaps helped you or have the potential to do so in the future,
contacts you may not know well enough to socialize with. "I don't follow up
with them with the same intensity," he says. "I make sure I'm sending my
monthly newsletter, but I may also send some other things of interest. For
instance, when I'm quoted in Inc.com, I may send a link to that."

3. Find easy ways to engage everyone else.

In Sobel's case, "everyone else" is about 10,000 people. He sends them his
monthly newsletter, and at the end of the year, also provides an instructional
video just for them.

4. If you want to connect with someone, find a way to help that

person.
It's easy to assume that a wealthy and successful contact already has
everything he or she desires and wants nothing from the likes of you. If
you're thinking that way, get over it, Sobel advises.

It's always worth the trouble to find out a contact's desires and concerns. The
chances are high that you'll be able to find something worthwhile you can offer.
At one event, he recalls, he was introduced to a former CEO of Walmart, which
he wasn't expecting. Left alone to chat, he soon learned that one of the CEO's
family members suffered from a certain medical condition. Sobel's brother is an
expert in this condition and was able to suggest some useful articles that he sent
on to the Walmart CEO.

5. Be intriguing.
If you want to make a connection with a new contact, especially a very busy
117
one, the quickest way is to arouse that person's curiosity with something
unexpected. Sobel saw this demonstrated years ago when a friend of his met
with an executive of a large telecommunications company. At the time, re-
engineering was all the rage and that's what Sobel's friend had come to sell.
But the telecom executive cut him off before he began, saying that the
company had already engaged a high-profile firm and had its re-engineering
well in hand.

Sobel's friend was quiet for a moment and then remarked, "We used to do
re-engineering."

"The guy got upset," Sobel says with a chuckle. "It's good to get people
emotionally engaged." The executive was now very much listening to whatever
Sobel's friend had to say.

6. Think people, not positions.

"Everyone reading this knows people who are smart, ambitious, motivated,
and interesting," Sobel says. "Some of those people, in eight or 10 years, are
going to be influencers. They may even be CEOs."

It's a lot easier to get to know someone and form a connection early in that
person's career, he explains. "It's not that easy to break into the inner circle
of 50- or 60-year-old executives. It's a lot easier to build up that equity
early. So think about who in your network seems to be going places and is
really interesting and make a strong connection. Even if they don't become
an influencer, it'll be an interesting relationship."

7. Give before you ask.

Recently, Sobel got a lengthy email from a business school classmate. "I
hadn't heard from him in 30 years," he says. The email was a request that
Sobel invest in a new venture--in fact, the entire business plan was
contained in the body of the email. "He did not maintain a relationship with
me, and he didn't evoke my curiosity," Sobel notes. "I think he failed in all
his attempts to raise money."

Worst of all, the contact had committed the sin of asking for something
without giving or offering anything, or even demonstrating any caring for
Sobel at all. "Before you ask for something, make sure you've invested in
that person," he says.

8. Be generous.
That doesn't mean you should only reach out to contacts or do things for
118
them when you expect something in return. "You can't operate with the
thought of reciprocity in mind," Sobel cautions. "If you go around with that
mercenary attitude it will show, and people will think you're a self-
interested schmuck."
Instead, he says, "You have to have a generous spirit. The greatest networkers I
know genuinely like to help others. They're always doing it. And if they ever do
need anything, people will fall over themselves to help them."

7 tips for networking in the workplace

Did you know that 80% of workplace conflicts and problems arise from
communication glitches? It’s true. You can do your part to prevent workplace
conflicts—originating from miscommunication—by developing your soft skills,
namely communication skills and networking skills. If you improve your
relationships with your colleagues, clients, and supervisors via networking in
the workplace, you’ll be much less likely to face problems at work.

As a new employee, particularly as a recent grad or intern, it’s also important to

network with others at work in order to build rapport with the people you rely
upon for help and information to perform your job duties well. If you want to
succeed, you’ll quickly learn that it pays to maintain positive relationships with
everyone around you.

Bethany Wallace, Content Manager for College Recruiter, offers seven tips for
networking in the workplace in this short video.

1. Know yourself well.

If you can detect when you’re having an off day, take steps to prevent taking it
out on everyone around you. Stay in your cubicle or office on those days if
necessary or take more frequent breaks. Before you begin working, get an extra-
large coffee and take some deep breaths or read some positive literature. Look
at some funny photos for five minutes. Find a solution that works for you. If you
find yourself in a negative place due to personal circumstances, and you’re
allowing your personal life to affect your work life, talk to your human
resources officer confidentially to see if your company offers wellness benefits,
119
including an Employee Assistance Program (EAP).

In addition, taking a DISC inventory or other personality inventory—ask your

career services office about taking these inventories at no cost on your college
campus—can help you to learn more about your work style. It might take one
hour to take the inventory, but you’ll then be armed with information about how
you work best, how you prefer to interact with others, and what to avoid when
interacting with others. The sooner you learn this information about yourself,
the better.

2. Treat others well.

Treat your colleagues and clients well regardless of their level of expertise, pay
grade, or how much money they are spending with your company. When
networking, your contacts will appreciate being treated with courtesy, kindness,
respect, appreciation, and fairness. You’ll build a reputation of treating people
well, and a great reputation goes a long way in the workplace. If you decide to
stay with your present company, you may want to apply for an internal job
promotion. If you’ve been networking with others at work and treating everyone
well, your behavior will likely speak just as loudly as your resume, cover letter,
and job application. If you decide to leave your company to pursue other job
opportunities, you’ll be glad you treated others well when potential employers
call to check your references and hear about how kind, thoughtful, and positive
you were at work every day.

3. Don’t be afraid to collaborate and share.

Collaborating and sharing ideas and information in the workplace today is a
great way to network with your colleagues and to show them that you want
to help, not hinder the growth of the organization or team. Sharing your
ideas with others also encourages others to share their ideas, and the
workplace becomes a more creative place.

4. Don’t do halfalogues.
What’s a halfalogue? A halfalogue is when you only participate in half the
conversation or dialogue because you’re holding your phone, scrolling
through a text message or email, and aren’t able to fully participate and
interact with your colleagues as a result. At work, you have to put down
your phone if you want to make good impressions and build positive
relationships with your supervisors, colleagues, and clients. It’s not just
rude to play on your phone during meetings; it’s also important to pay
120
attention when stopping by someone’s office casually to say hello.

5. Address people by name.

This is like networking 101. Referring to people by name during
conversations or even in emails makes them feel more special, and that’s
always a good thing. How long does it take to type out, “Bethany?” Maybe
one or two seconds. It’s worth it to improve your communication skills and
reduce the potential for future workplace conflicts.

6. Focus on the solution, not the problem.

Be a positive influence at work. When networking, whether at workplace
events or during daily interactions in the workplace, keep conversations
“light and polite” and focused on positive topics and on solutions, not
problems. It’s inevitable at work that you’re going to be asked to discuss
problems and conflicts during meetings. What’s important is that you find a
way to discuss problems in a positive light and to focus on taking
constructive action.

For example, if you’re discussing a challenge you’re facing as a new

employee tasked with visiting with patients at a clinic, and you have
discovered you simply cannot keep up with the volume of paperwork and
still provide quality service to the patients face-to-face, you can be honest
about the problem yet discuss potential solutions.
“I am really glad we have so many patients coming to the office. I like talking to
them and helping them get set up to see the doctor. I’m just feeling
overwhelmed by the documents to scan and know I’m getting behind. I think I
need more time to scan documents, but I don’t want to offer patients a lower
level of service either. Do you think I could work on documents for 30 minutes
in the morning before I start seeing patients every day? Maybe this would help
me to keep it managed.”

Presenting a potential solution—even if it’s not the solution your employer

prefers or selects to implement—suggests that you’re not just belly-aching
about problems. It also showcases your soft skills, including your critical
thinking and problem-solving skills. These are not just great networking skills
but are great workplace skills any employer values.

7. Interact face-to-face whenever possible.

It’s not always an option, but interact face-to-face if you can. Face-to-face
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communication helps you avoid most communication errors and opportunities
for miscommunication because it is channel rich. When you’re speaking with
someone face-to-face, you’re provided with multiple cues that help you interpret
meaning: voice tone, spoken word, facial expression, hand gestures, and many
more. When you communicate with someone via email or text message,
communication is channel lean, meaning you’re relying on just one thing–
words. Have you ever received a text message from a significant other, and the
intended meaning is not the meaning you interpreted? This likely caused some
hurt feelings or even a huge fight. The same thing happens in the workplace.

For this reason, it’s best to hold meetings face-to-face. If you work remotely,
consider hosting meetings virtually via Zoom or Skype. If that’s not an option,
you can conference in by phone. At least you can hear voices rather than simply
read words. Simply hammering out emails back and forth gives you the illusion
that you’re saving time, when in fact, you often waste time because you create
confusion which you have to clarify by writing three more emails. Save yourself
the hassle—and build better relationships—by talking to people face-to-face
when possible. You’ll probably find that your networking skills and
communication skills will grow, and you’ll build great relationships, too.

Where, how and with whom to network:

Professional networking tips
 122

Man is a social animal. So while we enjoy our space, our solitude and time
spent with Me, myself and my tanhai, it usually doesn’t last very long. Simply
because we also crave that occasional interaction, the exchange of ideas, and
sometimes even passionate disagreements, just to feel alive.
And for decades, technology has aimed to fill up the virtual space between
people. What started with rudimentary prototypes of phones, with a pair of tin
cans and a thread, has evolved into a pocket friendly all encompassing smart
phone which connects us to people anywhere, at the tip of our fingers.
This social nature makes us naturally inclined to form relationships, not just the
one we are entitled to by way of family and friends, but also professional ones.
And the development of this jaan pehchaan is professionally called Professional
Networking.

And the hermit in you may ask Why? Why bother getting to know people over
and beyond my already fully packed circle of friends and (un)/desirable family?

Well, because it pays to know the right people!

Let’s explore the why, how and the who to professionally network with, here in
this article.
Why professional networking is important 123

for career success

The answer is simple. Opportunities grow with connections. But let’s just get
into the gory details of the whys, shall we?
1. Let’s make some friends
Imagine your first job, which in all likelihood is not in your sweet little
hometown with all your pals from your diaper days. It helps to get to
know people. And what better place to start than your office? Like
perhaps meeting for drinks or coffee, after work? Or even look up social
meet ups for like minded professionals in your city? You may just find a
gem in your new acquaintances you can resonate with and become bffs.
Yes yes it is indeed quite tempting to just curl up in your lazy boy with a
coffee and your favorite TV show marathon every weekend, but it really
could make a difference in your life to make new friends. Think of it as
investing in a friendship now to help you in the future.
2. The Inside Man(agement)
You know how people save a seat for a friend in a crowded bus? Yes, you
do it too! Well a good network is built to do just that. There are jobs that
are advertised and then there are jobs that are still to-be. And if you
happen to have a connection in its vicinity, he might just save a seat, for
your interview, way before the position gets public!
Don’t feel guilty about the favor just yet. What your network has done for
you is to hand you an opportunity which would have otherwise remain
hidden from you. You will still go through the usual song and dance of
the hiring process.
It is true that employers too like to hire people that come recommended
or with some form of surrogate reliability through an existing employee.
So why not do a chance pe dance?
3. Steepen the learning curve
People have a customized style of associating with others. Like when you
are talking to your parents, the conversation usually lingers around
whether you have had enough to eat that day. Your small talk with your
aunt probably hovers around your marriage plans, even if you have none,
or your parenting plans and if that boat has sailed too, then, your dinner
plans. So as you can guess now, your conversations with your
professional networking connections would most likely be about new
ideas, what’s cooking in the current industry, what career opportunities
are whizzing past by you and how to stay updated with the ever changing
 job environment. All major lessons to take away home, to be stashed or
124
reused.
4. Shows how keen you are
Networking is not a luxury you can choose to live without. It helps you to
learn about opportunities, grow in your career and most of all it also
shows your peers your eagerness to expand, if done right. ‘Coz if you are
doing it right, you are not only seeking to gain from being the networker
but also offering your own skills to help the networkee. A give and take,
if you will.

Where, how and with whom to network:

Professional networking tips
It’s hard to meet people, even with everything that’s out there to help the world
shrink. So what all can you do to make it easier to grow your professional
network?

1. Get Online
Use professional networking sites like LinkedIn, Facebook or other social
groups and forums related directly or even somewhat indirectly to your
line of profession. And when you get on, don’t just participate but
contribute. Your potential connections will gravitate to you only if they
realize that you have something to offer too.
Write your ideas and opinions in posts visible on like minded groups, use
your existing connections to connect to their’s, or even respond to
relevant topics on forums like Quora. The more digital visibility you get,
the more right people will find you credible enough to associate with.
Read How Social Media can get you Hired?
2. Networking Events
That was the digital story. Coming to the analogue version of you, you –
nothing beats a personal touch. You are more likely to leave a lasting
impression in a one-on-one conversation as compared to a friend request.
As the The Amber Consulting Group suggests, there is much to gain from
making new relationshiops in person, rather than sending out signals over
the broadband. So how to get to know new connections in real? Here are
some commonly practiced and extremely well known secrets,
– Fundraising Events: Events that are designed to attract people from a
certain circle, possibly in your field of interest, is a great place to hunt for
talent. And while they can be expensive to get into, you can try exploring
 corporate discounts, if applicable.
125
How to know where they are? Use your online social media to search up
events in town. It is most likely for a great cause and you will have a
purpose, besides mingling, to hang around in it. For example, a walk or
run to raise money for a charity, organized by say a venture capital
company, would be a great place to meet relevant people in person.
You don’t have to immediately sell your ideas to get investments for your
start up but you can try to initiate the introductions, lay the ground work
for a relationship. Be interested in what they do before force feeding them
your accomplishments.
– Meet Ups and Other Social Events: The same applies here too. In fact
you don’t even have to show up with a hidden agenda of finding sitting
ducks. Just carry on like you would on any given weekend and if you
happen to meet someone possibly interesting, strike up a conversation.
– Use Your Existing Connections: Here’s your chance to get to know
the friend (of a friend (of a friend (of a friend (…..)…))). Why? ‘Coz if
your 1st order friend is already a match made in professional heaven, you
can trust his choices then on. And just like that you have gone from a
one-dimensional linear connection to a circle and finally a sphere of a
professional network.
3. Don’t just build and forget
Like any relationship, a professional one needs nurturing too. While
turning pesky or stalker-like is absolutely not recommended, it is
essential , though, to build on the network beyond the first hand shake.
What is popularly advised is to keep a note, for your own benefit, of
when and who you met. Then follow up later with a Hi or Whatsup to see
if you have been as memorable to him as he was to you.
Keep the conversations global and casual. If you strike him as always
looking to get something out of him, then it could be a potential
networking suicide. And try to be useful to your network as well because
you are not the only one shopping for a reliable connection. If you have
something unique to offer, oblige.
Honestly, these are the same tips you might get on Match.com – How to meet
someone special and fall in love? Whether you really want to fall in love is
really up to you. But a good professional network can do wonders for your
career. And in this day and age, it is all about who your connections are
anyway.
When you meet the right persons, hand them a tin can and wait for a response
126
with the other end glued to your ear, or just exchange business cards Whichever
is easier.

Mingle Mingle like a little star!

Networking Skills: Six Ways Beginners Can

Build Better Connections
Networking is the perfect opportunity to connect with like-minded
professionals, as well as establish contact with potential partners, investors and
more. Doing so, however, can be tricky, especially when you're starting out.

As a new entrepreneur, it can be challenging to find the right time — or

approach — to speak to someone you don’t know in order to let them know
about what you represent and what you have to offer. After all, you have a
dozen ideas in your head on what you'd like to talk about and only one real shot
at making a good first impression. So should you focus on establishing your
value and likeability, or is it better to develop your skills as an active listener?
And what should you do after the event is finished, and everyone has gone
home?
To help get you started, six members of Young Entrepreneur Council, below,
share their best networking tips for fellow entrepreneurs looking to build brand
awareness or to win over potential partners, investors and customers. Here’s
what they had to say:

1. Focus On 'Know, Like And Trust' Factor

You have to create the “know, like, and trust” factor within the first five
minutes of meeting someone. Be interested in what the person is saying. Listen
first. Then find a way in which you can help that person meet their objectives. It
can be as simple as connecting to someone that helps them reach their goals. -
Mauricio Cardenal, Roofing Marketing Pros

2. Provide Value
There are three ways to provide value to someone. First, by providing them
financial capital. Second, by helping them get distribution through awareness,
whether that be an email list, podcast, shoutout or article, etc. Third, by
providing them knowledge or expertise in an area where they are lacking. If you
127
focus on providing someone value in one of those three ways, you can get their
attention and do business. - Fahad Mohammed, BrandX Holdings

3. Make It About Them

I always try to feel what resonates with the other person and make it all about
him or her. It is not an easy skill to learn, but I feel it is the most effective. I
think we all appreciate when we are working and someone just tries to connect
to us in a human sense rather than selling us something. Try to find out what
they like that is in a way related to your business and connect them to that. -
Brian Condenanza, Alchemy Coin

4. Seek Out The Best In The Network

Ask, "who are the three most talented (engineers, sales, etc.) people in your
network you think I should meet?" Building a startup is all about building a
great team. I used to ask people if they had any recommendations for me on my
open vice president of engineering role. I didn't get many great hits. Now, I ask
for the best three in their network. Everyone knows three people: It's a founder's
job to win them. - Kasey Gandham, Packback

5. Be An Active Listener
My best tip: Provide value to others to build lasting relationships. Allow others
to speak first addressing topics of concerns. By listening, we can provide ideas,
tips and advice that could potentially help their business based on our
knowledge of expertise, thus giving us the opportunity to create a deeper
connection and possibly gain business opportunities. - Fred Lam, iPro
Management Group Corp

6. Follow Up
The potential quality of the relationship determines how often I follow up. It
could be monthly, quarterly, etc. Following up is crucial to growing new
relationships. I try to find common ground with people and set up an activity
that we both enjoy. That could be wine tasting, surfing or sporting events,
amongst other things. - Dominic Piccirillo, The Cody Group, Inc.
4 Solid Strategies for Expanding Your 128

Professional Network
It's crucial to build your personal brand and network like a pro
in today's business world. Here's how to do it.
● Professional networking means deliberately creating and maintaining
relationships with others who can help you further your career or personal
brand.

● Many networking tools, including apps and websites, can help you build
successful relationships.

● Networking best practices include being prepared, being honest and

following up.

● This article is for professionals, job seekers, and entrepreneurs who

want to grow their networks and relationships to maximize their
brands and careers.

If you ask anyone how they got where they are today, you’ll quickly learn that
many successful business professionals have connections. These connections,
however, were likely not handed to them. Instead, they were forged through
successful professional networking.
We’ll explore strategies for expanding your professional network to help build
your brand, grow your business and achieve your career goals.

Strategies to expand your professional network

Professional networking requires initiative. You have to make an effort to meet
people and then establish and maintain those relationships. “Networking is a
deliberate activity to build, reinforce and maintain relationships of trust with
other people to further your goals,” wrote Anders Ostlund, founder of
networking site Fryday, on Medium.

Today, as social media changes business tactics, you can network by sending an
invitation on LinkedIn or following a contact on Twitter. But with increased
accessibility, it’s more essential than ever to build your personal brand and
network like a pro.
Here are four ways to grow your professional network:

Use your LinkedIn profile to grow your professional network.

Social media sites, particularly LinkedIn, have changed the professional
129
networking landscape. Many people rely on their LinkedIn network for
referrals, introductions, reviews and references – all of which come in handy
when you are looking for a job or hiring new team members, said Michael
Brown, a career consultant and author of Fresh Passion: Get a Brand or Die a
Generic.
You can use LinkedIn for business in several important ways:
● Add to your professional contacts. Brown recommends adding anyone
you deal with professionally to your LinkedIn network. Even if your
contact with these people was brief, they might become valuable allies in
the future.

● Learn about people in your industry. LinkedIn is a great space to learn

about people’s professional and educational backgrounds. If you have a
meeting with someone coming up, read their profile to find similarities
and conversation topics, advised Tyler Whitman, a licensed real estate
agent at Triplemint. Whether it’s for a job interview, sales call or alumni
networking event, having talking points shows that you’ve made an effort
to learn about the person and increases your likelihood of making a good
first impression.

● Recruit team members. A LinkedIn page can help your company find
and recruit top talent so you can improve your hiring process and find
team members who align with your mission and values.

● Promote your business. LinkedIn’s marketing features make it an

excellent business promotion tool, enabling you to grow your
relationships with consumers.

Ask for introductions to meet new professional contacts.

Don’t be afraid to ask someone in your professional network to introduce you to
someone they know, Brown advised. Most people are happy to facilitate
connections or even become mentors who help you enrich your professional
relationships.

You can also ask for help from a networking “wingman.” It can be awkward to
brag about yourself to a stranger, Whitman said, but a friend can talk up your
successes and achievements – and you can do the same for them.

Keep in touch to nurture professional relationships.

Networking is not a one-and-done deal where you meet a contact and then speak
130
with them only when you need something. If you really want to connect, nurture
a sustainable, give-and-take relationship.

“After meeting someone, assuming there is rapport, I make sure I stay in touch,”
Gavrielides said. “Staying in touch with people requires effort, and it is
important to regularly reengage … I feel that conversations must be natural, but
the effort to reengage must be conscious, as we are all too busy to do it
effortlessly.”

Ostlund noted that while social media sites are an excellent way to begin
relationships, authentic professional relationships require in-person meetings to
build depth. Trust is hard to develop without the personal interaction involved in
face-to-face conversation.

Never stop looking for opportunities (but do it right).

Focus on growth and think about the people you encounter daily, Brown said.
Grab a business card or search for them on LinkedIn if there is any chance you
can call on them professionally in the future.

Keep in mind that you shouldn’t network selfishly, Whitman advised. Create a
foundation first; learn about the other person and tell them about you. Once
there’s a foundation, it’s OK to ask for something, but don’t jump the gun and
ask for favors outright.
“Networking should be authentic and should be part of both our business and
professional lives,” Gavrielides said. “We are naturally social beings and should
ensure we socialize rather than engage in forced exchange. The relationships I
built along the way are now customers, suppliers, partners, colleagues, investors
… [and] many are close friends.”

Professional networking tools

A comprehensive networking plan is essential, and software apps can help with
that. We’ve already discussed LinkedIn, but you should consider adding a few
other tools to your professional networking arsenal.

● Discord: Launched in 2015, Discord is a small business chat tool initially

designed to help gamers talk globally. The app has exceeded its original
purpose and is used by all types of businesses, influencers and brands.
Discord offers users a dedicated server for instant messaging, audio chats
and video chats without any extra costs. The app is an excellent resource
for reaching out to your community and engaging with your audience.
 ● Bumble Bizz: Bumble Bizz is a spinoff of the dating app Bumble. It was
131
established in 2017 as a way to create professional networking
opportunities. Bumble Bizz uses the same location-based data as the
dating app to encourage local business relationships. It’s an excellent tool
for making business matches at your pace on a more personal level.
● WhatsApp: What started as an alternative to SMS in 2009 is now a free,
end-to-end-encrypted messaging, calling and video chat app used by
more than 2 billion people in over 180 countries. WhatsApp’s
accessibility makes it a crucial tool for networking and keeping in touch
with people worldwide. Brands like Adidas and Absolut Vodka use the
app to market to their audiences, while other companies use WhatsApp
for customer service.

● Twitch: Launched in 2011, Twitch focuses on video game livestreaming,

esports competitions and various streaming options. The Amazon
subsidiary has experienced massive growth and is praised for its
community-building quality. Its streaming reach has made it an attractive
platform for companies and provides a unique tool for small businesses,
which are 74% of the companies using Twitch.
● TikTok: Popular social media app TikTok is a platform for short-form
videos used for various purposes, from entertainment to education. Like
Twitch, TikTok business features promote community interaction,
including the ability to make video responses to comments that can be
used to answer questions. Also, the app allows people to make videos that
build off others, called duets. Businesses are starting to gravitate to the
app, and it’s only the beginning of its business potential.

● Meetup: The Meetup website gives people the opportunity to, well, meet
up. As the name indicates, the site lets users create social or business
groups, including networking events. To adapt to the pandemic, Meetup
added streaming capabilities. It can be a great tool for expanding your
business.

Professional networking dos and don’ts

With both online and in-person networking, remember that it takes effort to
succeed and grasp potential opportunities.

Do …
● Be prepared for meetings. Being ready means dressing for the action,
making eye contact and using a firm handshake. Another element of
 being ready is ensuring people can keep in contact. For in-person
132
meetings, have business cards ready with all your necessary contact
information. For online networking events, have a LinkedIn profile,
website and portfolio ready to share.

● Have honest conversations. It’s easy to tell when people are putting up a
front or being disingenuous, so authenticity is essential. People appreciate
honesty and openness, so approach everyone as if you want to be friends.
When talking to people, be clear and concise so you aren’t dominating
the conversation.

● Follow up. It’s crucial to follow up with any connections you make at a
networking event. Sending thank-you notes is one way to do this.
Additionally, if someone gives you advice on getting ahead and finding
opportunities, be sure to look into their recommendations.

Don’t …
● Put people on pedestals. Everyone at a networking event is a person and
deserves the same amount of respect. Try not to be intimidated by
someone in a position of power or fame. Also, don’t try to flatter the
person you’re talking to or show you’re a “superfan.” Most people want
to have a genuine conversation.

● Forget to listen. Being present in the conversation is a recipe for success,

and understanding that the networking event isn’t just for you is a bonus.
You’ll be tempted to say your piece or jump into a conversation, but you
want encounters to have a natural flow. Whether it’s a one-on-one
conversation or a group meeting, listen to whoever is speaking and take
in what they’re saying. The speaker can usually tell if people are actively
listening, and they appreciate it when someone values their time and
knowledge.

● Get discouraged by rejection (or fear of it). Don’t let the idea of
rejection scare you off the path. Even if you go to just one networking
event, you’ll interact with many people, and not everyone will be a fit for
your professional network. You’ll have plenty of opportunities to
connect. Don’t be afraid to introduce yourself. Be kind and courteous.
Ask questions. The more you put yourself out there, the more chances
you’ll have to find strong connections.

How can networking help your career?

Online and in-person networking are essential as you navigate your career path.
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However, networking’s benefits go beyond employee referrals and new job
opportunities. Professional development expands your skills and knowledge
base. By interacting with others in your field, you learn what people outside
your company or niche are doing, giving you a fresh perspective.
You’ll also have ready access to experts who can help you figure out the
answers to your toughest challenges. In fact, asking for help is one of the best
ways to keep that connection strong.

Don’t overlook industry events as excellent opportunities for professional

networking. Do your homework in advance so you know whom you want to
meet. Then, with your talking points in hand, introduce yourself. You are on
your way to an expanded professional network.

Professional networking is a skill

Professional networking is a skill you can develop and improve. The art of
networking is dynamic, so staying abreast of new and effective methods and
platforms is essential. Even if you aren’t looking for a new job, networking is
crucial for building relationships that can help your current position and enrich
your professional life.

Common obstacles of networking

Given the complex symbiotic relationships that come from networking, there
are some common obstacles you should expect.

1. Lack of reference
Obstacle: For introverts not comfortable with people they don’t know,
networking can be like pulling teeth. Not knowing someone can be like staring
into a black hole, and that’s a grim outlook. Without a frame of reference, how
do you start a conversation?

Solution: It’s important to remember that every friend you have was once a
stranger. Remember this and you can approach people as if you are looking for
a new BFF. Look for someone who either isn’t in conversation or is part of a
conversation that’s lulled and be friendly. Offer your name and what you do and
ask them an opening question such as “What do you know about the day’s
speaker?” or “Have you been to one of these networking events before?” Try
not to scour the room looking for someone that takes your fancy, and instead
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talk to the first person you see. This will get your talking muscles going and will
remove any barriers or insecurities you might be having.

2. Fear of embarrassment
Obstacle: Sometimes it’s not the ‘not knowing someone’ that’s the problem.
Instead it’s the ‘knowing someone’. The fact you are wanting to make contact
with a particular person means that you likely respect them, and that respect can
lead to fear you’ll embarrass yourself.

Solution: If you’re planning on calling or emailing someone to ask for a

meeting, start by doing some research. It’s one thing to know a person, but it’s
another to understand how exactly you could work together to bring benefit to
both you and them. Start with a compliment, and then explain why you’d like to
start a conversation.

3. Irrelevant conversation
Obstacle: A flowing conversation is a great thing, but only if it’s about the right
topic. You don’t go to a networking event to talk about what you are watching
on Netflix, but too often a conversation gets stuck on something irrelevant.

Solution: Try to get an understanding of what a person does and then ask
yourself, “How does this persona align with my goals, and how can they benefit
my professional ecosystem?” If you feel yourself getting off topic, steer the
conversation back to the answer to your question. If your conversation
continually moves away from your desired goal, you’re talking to the wrong
person. Remember, successful networking is about prioritising who’s worth
reaching out to and who isn’t. Just because someone holds the same position as
you or is in the same industry, doesn’t mean they should automatically make
your network list. Only nurture the contacts that offer the greatest potential.

4. Herd mentality
Obstacle: When people are grouped together it can influence how they behave.
A group may seem less inviting than an individual, because the people in it
adopt certain behaviours that make it appear there is no room for you to join in.

Solution: Before approaching a group, try to gauge how open or closed off they
are. A group that’s busily discussing a topic that’s exclusive to them might not
appreciate you steering the conversation another way. If the group seems open,
saddle up and give a silent nod or a quick hi to anyone who makes eye contact.
When appropriate, introduce yourself and weigh in on what you’ve heard so far.
Make sure you wait for a small pause before interjecting, and talk to the group
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as a whole rather than single out an individual.

5. Closed books
Obstacle: Despite being at a networking event, many people get bored by the
question of “So what do you do?” and will become a closed book. It’s not that
it’s a bad question, it’s just that it has a transactional taste to it. One of the
reasons people don’t like networking events is that they feel forced to answer
the question over and over. This reduces them only to their title and their
potential economic value. It almost completely exudes their human side.

Solution: Be creative with your questioning so that you can gain this important
answer without having to ask it directly. Asking, “What brought you to this
event?” or “How do you see this event helping your current project?” will
inevitably weave the answer you’re looking for in.

6. Ending conversations
Obstacle: Your goal of a networking event should be to meet as many people as
you can. This is not always possible, however, when someone holds up all your
time. Some people forget their reason for being there and will fixate on the one
conversation.

Solution: The simplest way to end a conversation at a networking event is to

ask for a business card. This will often lead to a handshake and a simple, “It was
great to meet you and I look forward to talking to you in the future.” If you do
not have a card, suggest they look you up on LinkedIn to continue the
conversation another time. Explain that there a couple of other people you’d like
to talk to, but that you’ve enjoyed speaking with them. If you have an ultra-
clinger that still won’t disengage, hit the emergency brakes by declaring you
need to visit the bathroom or make a phone call.

7. Retaining information
Obstacle: At an event where you speak to a range of different people,
remembering who’s who can be a challenge. Too often you can lose track of
high value contacts because you didn’t debrief the conversation.

Solution: After each conversation, take a moment to debrief in a quiet corner.

Use a recording app on your phone to capture the information you found
relevant and describe the contact in enough detail to ensure you maintain a
connection.

8. Next steps
Obstacle: A good conversation is an excellent thing, but only if it leads
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somewhere. Otherwise, you’ll struggle to reconnect down the road.

Solution: Find a rational reason to deepen the relationship and use it to create a
next step. Perhaps you worked on a project that addresses a problem your new
contact is trying to solve and you can offer them some insight. Having an actual
purpose for a meeting down the track will ensure they follow through with it.

Making sure you benefit from networking opportunities

Networking is not just about meeting people, and it’s important that all parties
are engaged in mutually beneficial ways. Understand that networking can be hit
or miss, and you won’t be disappointed or feel obliged to make a contact you
see no value in. Be purposeful when networking and use the time well.

The Dos and Don'ts of Professional Networking

on Social Media
But there's a right way to approach networking and a wrong way. Just
because it now happens on the internet doesn't mean standards and rules no
longer apply. Stick to the following dos and don'ts to increase your chances of
success.

1. Do Learn the Quirks of Each Platform

In 2016, LinkedIn was the most important social network for professionals.
That shouldn't come as a surprise. After all, LinkedIn is designed for
professionals. But don't get it twisted: LinkedIn shouldn't be the only
platform you use. Every major platform has something to offer.

● LinkedIn is akin to an online résumé. It's great for showing off your work
history, your skills, and your existing professional contacts. It's also a
great way to find new contacts through your existing ones.

● Facebook is more casual than LinkedIn, but you can use it to connect
with old classmates and former coworkers. Through them, you may be
able to establish new professional contacts.
 ● Twitter is the most casual of all. You can send messages to anyone at any
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time, making it easy to strike up conversations with strangers without
needing an introduction first.

What's most important is that you learn the norms of each platform. On
Twitter, it's acceptable to butt into any tweet chain and share your thoughts.
Friend requests to strangers may go ignored on Facebook while users on
LinkedIn may be more willing to hear you out. It's up to you to learn the
"rules" of each platform so you don't come off as clueless.

2. Don't Skimp on Your Profiles

This tip can be easily misunderstood so be careful.

On the one hand, avoid sharing too many personal details. At the very least,
never share your home address and phone numbers for the public to see. These
can be abused in ways that could turn you into a victim of harassment.
On the other hand, don't be afraid to share professional details. The more
clarity you can provide regarding work experience, past projects, current skills,
and personal interests, the more appealing you will be as a new contact. And
don't forget to set up a great profile picture!

3. Do Separate Personal and Professional

For most people, it's a good idea to keep separate social media accounts meant
specifically for networking. This minimizes your risk of contaminating your
professional image with personal "off-duty" posts.

One possible exception is if you're a celebrity and your name is the brand.
Examples include Seth Godin, James Clear, Tim Ferriss, Neil Gaiman, John
Scalzi, and even Perez Hilton. Unless people are interested in you instead of
what you can do, separation is for the best.

4. Don't Be Shy or Reserved

Networking is all about reaching out. You have to be the driving force if you
want to connect with others and expand your circle. It's inconvenient and even a
bit scary, I know, but the simple fact is that people won't come to you. You have
to go to them.
So don't be afraid to put yourself out there. Most professionals on social
media are there because they also want to expand their reach. Some of them will
ignore you, and that's okay. The takeaway is that reaching out and being ignored
is better than not doing anything and hoping the connections come. Networking
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just doesn't work that way.

5. Do Make a Great First Impression

Whatever you do, don't take the "shotgun approach" and spam dozens of people
with canned emails or friend request messages. I personally hate when this
happens to me and it's the quickest way to be ignored.
Research potential contacts before reaching out to them. Find a common
interest. Show them why you're different from everyone else. But don't say too
much and don't come on too strong. Get right to the point, keep it brief, and be
respectful. The best first impression is memorable but not obnoxious.

6. Don't Demand or Expect a Response

Again, it's normal for friend requests and emails to go ignored. Think about it:
you can hand out a hundred business cards but still get no calls, right? It's no
different here. Maybe your first impression was weak. Or maybe the recipient is
swamped with work or life.

If you don't hear back, you should probably move on. "Lost" or "forgotten"
emails and requests are rarer than you think. Chances are, it was ignored -- and
sending a follow-up probably won't accomplish much. You can try, but if that's
also ignored, then take the hint and don't push it.

7. Do Build Relationships, Not Contacts

One thing I don't like about professional networking is that you can start to see
others as objects instead of people. It's too easy to look at somebody as an
opportunity or stepping stone. The more contacts you amass, the easier it
becomes.

People are more perceptive than you think. If you approach someone as "just
another contact," they can sense it and will respond accordingly. And if you
reach out to someone and show interest in developing a relationship, they can
sense that too. Guess which one they'd prefer.

8. Don't Be a Leech
Professional networking has always been, and will always be, a two-way street.
It's not just about what's in it for you. In order to develop successful contacts
and relationships, both sides need to offer value to the other.
The trick is, "value" can be anything. It could be your skills, personality,
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ability to hold an entertaining conversation, or even your existing contacts. Take
some time to think about what you bring to the table. What would make
someone else want you as a professional contact?

And not only that, but consider helping others for no other reason than to help.
Social media karma is real. Selflessness can go a long way towards building
new relationships, and you'd be surprised by how many doors it can open.

9. Do Ask for Preferred Forms of Contact

If you've done all of the above and successfully established a conversation with
someone, ask them how they would prefer to continue the relationship.

Common modes of communication include email, Facebook, and probably a

mobile chat app like WhatsApp or Skype. But you never know! They might
prefer tweets only, or LinkedIn messages, or perhaps they'll invite you to a
private Slack community that they check into every day.

10. Don't Give Up

Professional networking is a marathon. It's true that you can expand your circle
more quickly now than ever before, but we're talking the difference between
years and decades. Networking takes time and persistence.

This doesn't mean you should pester the same person over and over.
Nothing good will come of that -- if they aren't receptive, move on. By
persistence, I mean that one person's rejection doesn't mean everyone will reject
you.

Mismatches happen for all kinds of reasons. You just have to take them in stride
and keep putting yourself out there. One by one, your professional network will
grow, and so will your relationships and opportunities.

How to Become an Influencer in 2023 [A

Beginner’s Guide]
What is an influencer?
In simple terms, influencers are social media personalities with many loyal and
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engaged followers. Most influencers share a friendly rapport with their fans.

The fans, in turn, often regard these influencers as role models and follow their
recommendations. In fact, influencers are often perceived as authority figures or
experts in their respective niches.

Want to know why they are so influential?

Owing to the accessibility of social media platforms, influencers are able to
establish personal connections with their followers.

Unlike traditional celebrities, their lives aren’t shrouded in an air of mystery.

This is what gives them sway over their audience.

Instead, influencers often reveal a glimpse of their personal lives to their

followers. This is precisely what helps them establish friendly bonds with their
fan base.

Influencers are social media celebrities who have a certain amount of leverage
with their fan communities.

The most significant factor that distinguishes influencers from high-profile

celebrities is that the former adds their unique and authentic voices to their
content. This helps them earn the trust and loyalty of their followers.
In fact, 70% of millennials claim to be more influenced by bloggers than
celebrities.

It is also important to ensure that your content is grammatically correct and has
the right tone. You can achieve that by using the ProWritingAid style editor and
grammar checker.

Types of Influencers
Influencers can be put into categories according to their follower count or their
content/niche.

Let’s take a look at both.

Influencers According to Their Follower Count

There are between 3 and 37 million influencers according to EarthWeb. With
such a large number, it can be expected that some garner much larger
followings than others.
That’s why influencers can be categorized according to their follower count, as
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follows:

● Nano-influencers – 1k to 10k followers

● Micro-influencers – 10k to 100k followers

● Macro-influencers – 100k to 1M followers

● Mega-influencers – 1M+ followers

Nano-Influencers
Nano-influencers with their small community of followers tend to be very
engaged and yield high engagement rates.

The reason is that people who tend to follow these nano-influencers are most
likely following them because they are interested in their content, rather than
following them just because they’re famous or trending.

Nano-influencers are usually also more engaged and specific with their sponsors
and what they promote, which helps their followers to fully trust their
endorsements.

Nano-influencers are also able to engage more closely with their audiences
since a smaller follower count means you can easily answer a larger percentage
of your followers’ questions and comments.

Micro-Influencers
Although boasting a larger follower count, micro-influencers still have a
relatively decent engagement rate, although a bit lower than nano-influencers.

At this point, most influencers have settled on a subject or niche, becoming

somewhat of a “professional” in their field of content or niche.
This makes it easier for brands to be able to pinpoint an influencer's target
audience. Marketing campaigns with micro-influencers are often the best option
of the 4 types.

Macro-Influencers
Macro-influencers have amassed a large following of over 100k, but haven’t
joined the 1M club yet.

These tend to be internet celebrities, which typically include social media

influencers, bloggers, vloggers, and podcasters.
At this point, the large number of followers means that some might only be
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there for certain content, whilst other followers might only engage every so
often. This means that the engagement rate on the posts of macro-influencers is
much lower than on posts from nano and micro-influencers.

Mega-Influencers
Mega-influencers are full-blown celebrities with millions of adoring fans around
the world.

They don’t come cheap and can ask for a lot of money for sponsored content or
brand deals. Their engagement rate is the lowest of the 4 types, but their
audience reach is obviously the highest.

Influencers According to Their Content/Niche

Now, let’s take a closer look at the different types of influencers based on their
content or niches.

Gamer Influecers
Gaming influencers are people who enjoy a certain aspect, or all, of gaming.

They create content geared towards the gaming community, whether it be

playing games, reviews, news, or livestreaming.
Markiplier is a mega-influencer coming from YouTube fame as a gaming
channel. Currently, he has 33.7 million subscribers.
A lot of gaming influencers post video content on YouTube, as well as
livestream gaming sessions on YouTube or Twitch.

Fitness Influencers
Fitness influencers are all about looking and feeling great.

Fitness influencers come in many different forms. Some provide only nutritional
advice, with others offering exercise and workout guidance. Some prefer to post
a mix of both on their social media accounts.

Jeff Cavaliere, better known for his social media account, Athlean X, has over
13 million subscribers on YouTube and 2.2 million followers on Instagram.

His videos are a mix of exercise programs, exercise advice, and nutritional
guidance. He’ll also vlog about his daily routines or heating habits occasionally.

Photography Influencers
Photography and photographers become internet celebrities through their
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remarkable skills in taking and editing photos.

Photographers who share their work on social media might be lucky enough to
get to endorse a large camera manufacturer like Canon or Sony.

They might also offer classes or tips on taking better pictures.

This is Chris Burkard’s Instagram account. He is a photography influencer with

over 3 million followers on Instagram. He specializes in taking photos of nature
and scenery.

Beauty and Fashion Influencers

Fashion and beauty influencers spent most of their time designing clothing or
giving fashion advice, including makeup and styling advice and tutorials.
Macro and mega-influencers tend to get sponsored deals with large fashion
design or cosmetic companies.

Lauren Conrad is a famous fashion and cosmetics influencer with 5.9M

followers on Instagram. Recently, she launched her own fragrance brand.

Food Influencers
Food influencers spend a lot of time creating food content related to cooking,
food blogging/vlogging, and reviewing the latest food trends and restaurants.
A popular “foodie” is David Chang. With 1.7M followers on Instagram, David
Chang has to spend his time wisely between his family, food vlogging, and
running his chain of restaurants called Momofuku.

How To Become A Social Media Influencer

In Ten Simple Steps
In order to become a social media influencer, I’ve crafted a ten step strategy
based on my experience and observations that might help:

1. Find your niche. Something you’re really interested in and you’re

able to tell people something new, fresh and/ore extraordinary. Be
an expert here.
 2. Now pick two, three, or four (maximum) social media channels
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that you’ll cover. Are you good with videos or are you more
written content-oriented? Think about the type of content you
want and are able to create and publish. More Facebook (various
of types of media)? Instagram (mainly pictures)? or YouTube (the
most challenging but most promising if you feel you’re good at
it)?
3. Create a content strategy. What are your constant information
priorities. Why will people be eager to follow you? It must have
a value.

4. Once you have a plan for two or three months out, prepare it and
start publishing!

5. Do it constantly. Your content must attract people; make it

considered and consistent. You know what message you want to
pass along, so stick to it all the time, but also look for something
new at the same time!

6. Contact other people and brands in your industry. Talk,

exchange likes, comments, maybe ideas? Be noted.
7. Build your community. Invite new people. Go to forums, groups,
fan pages, etc. linked to your industry.
8. Promote yourself. I’m not talking about bragging. The good
content always defends itself; you just need to guide the audience
to it. Share your content everywhere where it might seem
interesting.
9. Provide value. Always.

10.Grow and draw attention to your work. Then to yourself as the

author of it. Unless your plan is to become a celebrity, then you
can forget all the previous points. Just stay and shine.

People will start to listen to you and follow you. The more people that are with
you, the stronger your position will get. Remember, the indicator showing how
influential you are is not dictated by you. It is your community who decides
when you’re an influencer. Respect it and nurture.
One last thing: For people who label themselves as influencers, someone once
said "When you say you are modest, you stop being." In my opinion, the same
applies here.