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BLG Leadership Insights Features

Get to Know Your Work Neighbor

I have been in the same office on 34th street for many years and, like all of us, I’m caught in the patterns of routine. But every so often I’m reminded that we are enriched by getting to know the people we work with.

We’re enriched by the side conversations, the extra cups of coffee, and  the extra discussions that allow us to build intimacy with those we work with.

A younger colleague of mine began working in a research & administrative capacity at our Cornell office about a year ago. Essentially we had no real work interface with the exception of him doing me a favor every once and a while. Our quick chats grew over time and soon they developed into genuine discussions. Soon I found myself dropping by his desk asking him for his feedback on some ideas that had just caught me. A mutual exploration began to occur as we both found common interests about what makes people proactive.

I began to marvel at his world outside of work. Little to my knowledge, he had been actively involved with a group of community friends and colleagues who were developing a new charter high school in Plainfield, New Jersey called the Barack Obama Green Charter High School. It’s set to open this fall and it will give many young people in Plainfield a different type of education.

Outside of his work at Cornell my friend has been involved in the grass roots movement to help his community create an innovative charter school. With my interest in leadership, I became more and more enthralled about how my ideas on the subject could be integrated with his efforts.

Last week, I was in Plainfield for a fundraiser for the new school. We heard Professor Cornel West speak about issues of leadership, race, and class. He delivered an impassioned and an intellectually artful presentation, linking the efforts encapsulated in the charters school to the wider issues of poverty, opportunity, and local control in the 21st century. Professor West delivered a presentation grounded in the American ethic of mobility, enriched by cultural history, but at the same time pragmatic in its implication, well worth the traffic jam on the Pulaski Skyway.

I was enriched by the evenings experience and I have already began to explore what implications it has for my own thinking. Had I not reached across the cubicle, made a friend down the hall, I would have just gone to the gym that evening, watched a little PBS, read a book, and would not have learned as much I did in Plainfield.

Today, I’ll head into the office, my friend, the social entrepreneur, will be back in his desk and I’ll be meeting with my students, but we both will have shared an outside work experience that has enriched our lives and our work.

The next time you walk down the hall thinking you don’t have time to get know the people around you, think again.

Picture Credit: Somedesignerguy

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BLG Leadership Insights

The Reason You Always Choose the Longest Line

Why are you always in the longest line at the grocery store, post office, or in the slow lane of traffic?

You might think you suffer from Murphy’s Law. You sigh and think that everything that could go wrong does go wrong with sinister ruthlessness. These poor souls even have a Facebook group.

Or, you might think that it’s a trick of the brain. You reason that you only notice long lines simply because they are the ones that are memorably infuriating. The short, can-I-help-you?, lines never exactly bought real estate in your memory because they were so quick and effortless. You conclude that long lines are a symptom of your faulty memory.

In any case you’re wrong.

The truth of the matter is–you generally are in the longest line and in the slowest lane of traffic. This happens because, on average, big lines have more people in them. You are more likely, on average, to be in a longer line. This happens because long lines, by their evil nature, require more people. More often than not you help make long lines the way they are. After all, someone has to. This doesn’t mean you always get stuck in long lines. It just means, on average, you do.

Our thinking about lines is a type of bias in thinking. We don’t always look at the right facts in the right ways. In the case of long lines we selected specific events to study and incorrectly deduced we were either prone to bad luck or victims of observational hiccups. We rarely pause to think that maybe, just maybe, we are, on average, going to be stuck in the longer queue.

This bias, this mental stumble, can have serious implications for how we look at numbers and data. Suppose, in a simple exercise, you wanted to rate the best sales people in your company. You look at how long everyone worked and how much they have sold, draw up averages, and start to compare the numbers. Should the results be taken seriously? Not really. They don’t factor in where exactly the sales people are working for one. Neighborhoods, population, and local income, big factors in sales, are absent from the results.

The point is simple. When you have to make a big decision based on numbers and data make sure they aren’t pushing you to towards a particular conclusion. Data, along with your perceptions, can be biased. Be wary of selection biases creeping up on your choices.  The crucial thing to ask before making a decision is whether or not some bias if forcing your hand. Like Einstein said, “We can’t solve problems by using the same kind of thinking we used when we created them.”