How Much Is Eye Exam At Shopko

not seem a good time for leadership. The economic crisis is evidence what Robert Sutton , Stanford professor, called the "tandem toxic" between boss and employee. On the one hand, people with power are not always connected to the needs of those who are in charge, and on the other hand, employees interpret the actions of their over-heads.


The explanation comes from the result of "Research Cracker." three students is chosen, two of them are told they have to draft a document and the third, is asked to evaluate the work of the above and decide the amount that should be paid on each of them, in other words, it is assigned the role manager. After 30 minutes researchers leave a plate behind the team with four cookies, we assume that tasty. Each one eats its own, but it is the fourth, coveted by all. And according to this research, which plays the chief not only eat the cookie without asking the rest of discord, but also makes extensive display of it.


However, the researchers came to several conclusions: gives pleasure power (we already knew) and you can isolate the needs of others -in certain situations, even boasting about it.


to the most remote offices of enterprises, I fear, come the echoes of the "cookie." These trends create a toxic tandem that is exacerbated during a crisis. Sutton offers a valuable framework for managers to focus on what their people needed them most. In a situation where people feel threatened, a good leader finds ways to provide more predictability, understanding of the situation, feeling control and compassion. In his article "How to Be a Good Boss in a Bad Economy" published in Harvard Business Review , explains as

• Predictability. Give people as much information as possible about what will happen and when to reduce their suffering and relax while waiting.

• Understanding. accompanies any major change with an explanation of why it is necessary and how it will affect the routines. Internal communication should be simple, specific and repetitive.

• Control. not present an obstacle as something large, complex or difficult to overcome; people will feel overwhelmed and paralyzed. When a barrier is broken down into parts less overwhelming, people can approach it with confidence.

• Compassion. Attend the emotional needs of people, even if it is before a dismissal. Help them preserve their dignity. This is essential both for themselves and their colleagues who have survived the cuts.

In short, an executive who is able to provide predictability, understanding, compassion control and prevent toxic tandem and the possible echo of the cookie.





"If you want different results, not always do the same."


Albert Einstein