Sunday, March 6, 2016

schadenfreude

'Taming the Donkey', painting by Eduardo Zamacois y Zabala, 1868
The difficult-to-translate German word schadenfreude, combining schaden (damage) and freude (joy), describes a universal human emotion: taking pleasure in the misfortunes of others. It’s what keeps us glued to reality TV and those star bashing magazines, with the endless, fabulous mess-ups of the Snookies or Kardashians of the world.

Schadenfreude stems from our human tendency for comparison.  In our society, where conventional and social media have spawned a multitude of arenas for people to compare themselves with one another, schadenfreude abounds. Those who may have made us feel puny by comparison (think domestic diva Martha Stewart) make us feel pretty darned good about ourselves when they fall from grace.

Before you accuse yourself of heartless insensitivity when you feel that little shiver of delight, remind yourself that every person feels it from time to time. Feeling envy toward someone or someone’s life is as normal as feeling simple happiness or contentment. Unlike those positive emotions, however, it can change into something ugly, especially when it becomes envy.

Envy occurs when we wish we possessed another person’s attributes, achievement or possessions or wish they did not have them. Although a natural human feeling, envy can cause some serious suffering when we compare ourselves to people nearby and find ourselves on the short end of the stick because it:

  • Highlights what others possess
  • Reminds you what you lack
  • Triggers unpleasant or destructive behaviors
  • Can interfere with successful, productive work relationships
  • Makes you feel ashamed

Envy can also violate an equally powerful desire to see oneself in a positive light, as a good person who supports others and enjoys their successes, as opposed to a bad person who harbors envious or malicious thoughts about someone else’s achievements. The resulting cognitive dissonance (holding two conflicting ideas simultaneously) can create some difficult emotions to deal with. Envy also triggers that part of our brain that deals with conflict, emotional pain and rejection, experiences we all find unpleasant. The pain prompts some nasty behavioral responses that can undermine or even ruin trust, team cohesion, interpersonal relations and the general health of an organization’s culture.

So what do you do when these very natural feelings begin gnawing away at your self-esteem, self-worth, and self-image?  First, remember that emotions are not good or bad, they only become problematic when left unmanaged. Second, admit to yourself (or a trusted advisor) that it’s happening and that your ego has been bruised. Then pay attention to the tactics you are using to protect yourself by taking personal inventory. Have you been playing the victim role? Have you been acting like a gossipy teenager? Have you been backstabbing or sabotaging the target of your envy? Once you have gained a little insight into your feelings/behaviors, you can begin to dissect the problem by:

  • Pinpointing the cause of your schadenfreude or envy and the events that led to these feelings.
  • Describing your expected outcome before you felt these emotions.
  • Identifying the people (intended and unintended) who might suffer from your actions.
  • Considering advice you would give to a friend about coping with similar emotions, thoughts and behaviors.
  • Identifying one or two steps you can take right now to rise above your circumstances, take ownership of your situation, and achieve your desired results.

Even though it may be humbling to admit your feelings, left unmanaged they can get pretty nasty. Talking through these steps provides some of the psychological distance we need in order to regain perspective.  Nothing cures a bad case of envy like a healthy dose of reality and some perspective taking.


Dr. Nicole Lipkin
"Envy at Work: Why It Feels So Good To See Someone Else Fail" Iris 8/20/2015

Saturday, March 5, 2016

5 questions to get the most from anger


  1. What wrong do I want to right?
  2. What am I willing to do to make things better?
  3. What am I missing?
  4. What do I want for us?
  5. What can I do today to move toward better?
Bonus: What behaviors will make me proud tomorrow?

Anger is one of the most powerful human emotions. Suppressing or ignoring it is dangerous. Learn to leverage anger’s power by focusing it on positive behaviors.


"How to Let Yourself Be Angry" Leadership Freak. 1/18/2015

Friday, March 4, 2016

asking for feedback

Of all the research assistants I’ve worked with during my 30 years in academia, the ones who stand out hold one thing in common: each approached me within two weeks of starting to ask how they were honestly doing. Regularly reaching out to others—colleagues, peers, superiors, direct reports—is critical to recognizing messages you may be sending (sometimes unknowingly) that may inhibit your ability to lead....

Asking for feedback demonstrates to others that you value their perspective. It humanizes you and stamps out a counter-productive image of over polished perfection. If people become comfortable sharing feedback—good, bad and ugly—about your personal performance, they are more likely to do the same when it comes to critical business issues.


Thursday, March 3, 2016

authenticity

[A]s [Director Baltasar] Kormákur addressed the 3-D goggled audience before the start of the [premier of Everest]... he made it abundantly clear that he “didn’t want to sanitize the people and the events.” Rather, he hoped to “humanize them and make them real.” He went on to explain that he shot in temperatures as low as -22F and at altitudes of 16,000 feet. He said he took the cast and crew as high as any insurance company would allow them to go. He wanted his actors to feel the stress and discomfort that’s associated with being up high, because that was the only way he could make sure that what came across in the final cut did indeed feel authentic.

They filmed a great deal of the movie in Nepal, with the balance filmed in the Dolomites in Italy and on a sound stage. I caught up with actors Michael Kelly and Jason Clarke (separately) after the screening, and talked to them about what it was like to film at altitude in the cold temperatures. They both mentioned how difficult it was to be flown right to the shooting location. They didn’t have time to properly acclimatize and were plagued with the headaches, nausea and insomnia that commonly accompany altitude sickness. Bummer for the actors, but another brilliant Kormákur move as far as “keeping it real,” since Everest climbers deal with these ailments on the mountain.

So, how did Kormákur get his celebrity cast and crew to deal with such uncomfortable conditions on top of an already-grueling shoot schedule? He did what any good leader would do: He went through the hardship with them. In his own words: “I think what’s helpful is that I will stay right there with them, in the same conditions, show them what they need to do…So they are more likely to work with you than if you’re sitting someplace warm and telling them, ‘Keep going.’”

Bingo. It’s important for leaders to show their teams that they’re willing to make the same sacrifices and endure the same hardships as everyone else. As a leader, you can never expect the people on your team to be willing to endure anything that you are not willing to endure. By getting out there with his cast and crew, Kormákur was building trust and loyalty—two incredibly important aspects of high-performing teams. And he needed these actors to perform, because they were re-creating scenes that would require them to withstand some of the most physically challenging conditions they had ever experienced.


Wednesday, March 2, 2016

doing one thing really well


All success starts from doing one thing really well, but you’ll recruit better with a broader vision so you can sell the dream.


Eric Schmidt 

Originally published as "CS183C Session 8: Eric Schmidt" by Chris Yeh. Meduim. 10/15/2015