Oh, No! My Resume Has a Typo! What Should I Do

Oh, No My Resume Has a Typo What Should I DoOh, No My Resume Has a Typo What Should I DoSo youve hunted days, weeks or even months, holding out hope for the perfect job. Youve turned down oversized giant pains in the neck and have stepped right past teensy, tiny roles, only to find the job seekers equivalent of that just right fit of a position. A little background research and some touch ups to ye olde resume, and then you hit send. Sitting back with a smug smile, you click on that email, thinking youll just look it over and appreciate the job well done when out of the wild blue yonder you spot it. An obvious, glaring and completely out of distributionspolitik typo is sitting there staring at you like the menace that overtookwellyour career prospects. If this scenario sounds oh so familiar, or is frightening enough to induce cold shudders and chills when you turn off your night light, never fear. Much like in real life, there is no takesie backsies when applying for jobs but Simply Hired has you covered with some sure-fire ways to recover from typo blunders and mistype missteps. Read on for our best ways to handle the avoidable but inevitable question of oh no, my resume has a typo, what should I do.Leave It Be Dont Fret Over Punctuation ErrorsPut this piece of advice solidly in the not all errors are created equal category. Did you miss an oxford comma? Perhaps you overused the ellipsesor forgot to close out your quotation marks. While these types of typos are annoying, their impact on your overall callback chances are relatively low. This is especially true if the errors in punctuation are few and far between. Minor errors in punctuation may cause your internal OCD demon to fret, but take it from us and tell that perfection monster to take a chill pill. Be sure to correct any errors for future resume use and move along. Its likely the hiring manager may not even notice and certainly wont look too askance if they do.Major Errors? Dont Be Afraid of Hitting Res end.While a minor punctuation or grammar tense issue may not be anything to fret over, the saatkorn can certainly not be said for major snafus. Omissions in critical details such as dates of employment, job titles or other areas of your professional experience can platzset you up for major embarrassment when uncovered down the line. If you catch a hiccup in one of these areas, its better to send a chaser email with a corrected resume and a quick note.When sending a corrected resume, dont be so quick to admit to a mistake in the first place. Instead of pointing out a prior error, try phrasing your email as an updated resume or your most recent document to replace any prior versions. If the position has plenty of applicants, chances are the hiring manager hasnt had a chance to review the error-filled original.An Ounce of Prevention is Worth a Pound of CureOne of the best ways to avoid anxiety over resume mistakes is to leave errors out from the get-go. You may be thinking this is easi er said than done, but there are plenty of steps candidates can take to set themselves up for success. Before you hit submit for that lucrative job position, have a trusted friend or advisor give your documents a once over. A fresh pair of eyes, or better yet two, can help catch any formatting, grammar, spelling or timeline errors that you may have missed. There are also a host of online resume review services that charge a modest fee for a quick once over and polishing. For entry-level positions, this type of investment may seem overboard, but if youre looking to score a higher up job title, a little bit of professional help may be just what you need. To sum things up, if an error does manage to work its way into your resume or application, its certainly not the end of the world. Like most mistakes in life, you should correct and learn from the experience and then move on. If you have a mistake pointed out to you during the interview process, be sure to maintain professionalism and thank the person who caught on. They wouldnt have noticed your mistake after all if you hadnt been seriously considered for the position so consider this a small silver lining in your minor career embarrassment.

Methods Improve Concrete Precast Plant Operations

Methods Improve Concrete Precast Plant Operations Methods Improve Concrete Precast Plant Operations Methods to Improve Concrete Precast Plant OperationsConcrete precast plants manufacture construction elements that are designed and manufactured at a central facility and then transported to the construction site to be assembled.It is challenging for concrete prefabricators to produce made-to-order concrete products that can be delivered to a site as needed, says Min Liu, assistant professor at the department of civil, construction, and environmental engineering at North Carolina State University. Concrete prefabricators need to work collaboratively with designers and installers on details such as dimensions, material, and strength requirements.The precast industry is under constant pressure from clients to design fabrication lines efficiently, control (ideally reduce) material and labor costs, and provide just-in-time delivery to minimize storage and handling costsespecially in a weak economy. This makes it even harder for concrete prefabricators to make and execute reliable work plans.Two of the biggest challenges for meeting deadlines are variations in starting time and taking longer than expected to complete production tasks.Variations notlage only cause productivity loss and delay the task itself, but more importantly they will have a ripple effectcausing productivity loss of the downstream crews and process delay of the entire project, which can be many times bigger than the direct effect and significantly affect overall project performance, she says.To reduce these variations, Liu carried out a study with three main objectives Determine the causes of variation in precast concrete slab production tasks Determine the negative impacts associated with not controlling variation Compare the two different management strategies for dealing with variation keeping laborers waiting until the preconditions are ready and keeping laborers busyEquipment maintena nce will help to prevent equipment failure.MethodologyThis study was published in the June 2012 issue of Journal of Construction Engineering and Management.Detailed production data from a local precast construction facility was collected, including site layout and actual and planned task starting times and durations. Twenty-one sets of data were obtained for each of the following tasks cutting and removing slabs, cleaning the bed, pulling and stressing strands, and placing concrete. STROBOSCOPE simulation models were used to determine penalties associated with not reducing variation, which included an increase in project duration, work in progress (WIP), and cost and a decrease in labor productivity. Furthermore, the effects of two different execution policies in the face of variationkeeping laborers waiting until the preconditions are ready and keeping laborers busywere compared.Results and DiscussionThe main cause of starting time variation and task duration variation proved to be equipment breakdown.In construction there are multiple conditions that need to be met for a task to be executed smoothly, says Liu. These include material, design information/working method, equipment and tools, space, labor, and weather. In this case study, equipment was the most important variable.Although the company was aware of the negative impacts of equipment failures, it did not make changes because having a full set of spare parts was considered to be too expensive. Liu is confident that, after seeing the quantified consequence of its decision to do nothing, the company will realize the real cost of inaction and adopt a different strategy.The strategy could be having a good equipment maintenance program, sharing back-up equipment sources with other companies, or having a reliable planning program in place, such as the Last Planner System of texas tea Construction, to make sure preconditions are truly ready when its time to start a task, she adds.Results from the STROBOSCOP E simulation models showed that keeping laborers busy can not reduce variation and may actually contribute to more variation caused by a WIP increase. This goes against the traditional management assumption that keeping workers and equipment busy would result in optimum production performance, as discussed by Ballard et al. (2003), says Liu.These findings imply that plant managers can improve productivity and project performance by reducing variation. The simulation models should also help concrete prefabricators understand that keeping laborers busy is insufficient for managing variation and greater effort should be made to reduce variation through better work plans. This could include lean construction, alternative assignments (a workable backlog) for the crews on-site, and alternative uses of labor time for training and providing feedback.Management effort should be devoted to eliminating causes of variation in the planning stage, concludes Liu. Although this study is based on a concrete-slab production facility, this research can have a broader effect on the construction industry because the research method and simulation models are applicable to other fabrication processes as well.Mark Crawford is an independent writer.Production delays in concrete precast plants can be reduced with a good equipment maintenance program, sharing back-up equipment sources with other companies, or having a reliable planning program in place.Min Liu, assistant professor, North Carolina State University

This chatbot will help you face death

This chatbot will help you face death This chatbot will help you face death When you’ve reached the end of your life and are staring your own mortality in the face, it might seem hard to believe that a robotic sidekick could help soothe your existential angst. But that’s exactly what a new chatbot was able to do, according to a new study.Researchers from Boston Medical Center and Northeastern University  recruited 44 men and women age 55 and up and let them talk to a  3-D virtual end-of-life counselor - or “agent” - who offered them a series of multiple choice question and answer prompts “on topics related to palliative care” such as creating a last will and testament, selecting a healthcare proxy, and making funeral arrangements - and found that users responded overwhelmingly positively to it, they wrote in the study, including one sub-group whom the chatbot asked about their religious beliefs.People who participated in the study reported feeling a drop in their overall anxiety after talking to the chatbot, including feeling some relief from their fear of death, researchers found. They also expressed more willingness to create a will, according to the study.Still, the research subjects said when it came time to really prepare for the end, they’d probably look to a real human over a virtual one - with 12 of the 44 participants saying they would seek out another person to complete their arrangements.“Like I said it was nice talking to Tanya about it, but as for specifics in the end I need someone who [is] like the person who’s going to be doing this for me,” one person said.The chatbot was also programmed with information to be able to counsel patients who identify as Christian, Jewish, Islamic, Hindu, Buddhist and Sikh  - as well as for atheists, spiritual humanists and secular humanists, researchers wrote.In one sample exchange, the chatbot prompted a religious discussion by asking,  â€œI am really interested in the relationship between religion and spirituality.  Do you consider yourself spiritual, religious, both, or neither?”When told that the user identified as Jewish, the chatbot responded, “I wish I knew more about Jewish traditions. Were you raised religiously?”Patients said the chatbot’s interest in their religion made her “interesting” and prompted them to think more deeply about their faith.“I guess what I liked best was what she made me think about spirituality and religion,” one user wrote, according to the study.The researchers plan to continue the study, expanding it to a six-month longitudinal study in which users will be prompted to do activities that could help them feel better - like physical exercise or mindfulness practice - along with spiritual counseling and stress reduction.

New neuroscience reveals 7 secrets that will make you persuasive

New neuroscience reveals 7 secrets that will make you persuasive New neuroscience reveals 7 secrets that will make you persuasive You can painstakingly show somebody tons of bulletproof evidence and present flawless logical arguments but often they still won’t change their mind. What gives?The problem is that the human brain is not a purely rational computer. And when we ignore that, even the best of efforts to convince others can fall flat.From  The Influential Mind:As it turns out, while we adore data, the currency by which our brains assess said data and make decisions is very different from the currency many of us believe our brains should use. The problem with an approach that prioritizes information and logic is that it ignores the core of what makes you and me human: our motives, our fears, our hopes and desires. As we will see, this presents a serious problem; it means that data has only a limited capacity to alter the strong opinions of others.So the human brain doesn’t work by strictly logical rules - but it does work by rules. And if we know what they are, we have a much better shot of framing o ur arguments in ways that other people will find convincing.So what are these rules? Don’t look at me - I’m the guy who presents heaps of data all the time thinking that makes a difference. (Sigh.) That said, I know where we might be able to get some answers …Tali Sharot is a professor of cognitive neuroscience at University College London and her new book is  The Influential Mind: What the Brain Reveals About Our Power to Change Others.She’s identified 7 factors that influence our ability to influence. (I hope you don’t mind if I try to change your mind about how to get others to change their mind.)Let’s get to it …1) Prior beliefsDon’t ignore a person’s current stance when trying to persuade.  Military strategy  says direct assaults against fortified defenses are stupid. The human brain is no different. Start off by telling people they’re wrong and you’re already in trouble.When our brains hear new info that agrees with our beliefs, we eagerly accept it. Whe n we hear things that contradict our beliefs, our minds suddenly morph into defense lawyers looking for any conceivable flaw.So a few rounds of back-and-forth jousting doesn’t weaken people’s opposition. Often it has a “boomerang effect” that ironically causes them to double down.From  The Influential Mind:When you provide someone with new data, they quickly accept evidence that confirms their preconceived notions (what are known as prior beliefs) and assess counterevidence with a critical eye. Because we are often exposed to contradicting information and opinions, this tendency will generate polarization, which will expand with time as people receive more and more information. In fact, presenting people with information that contradicts their opinion can cause them to come up with altogether new counterarguments that further strengthen their original view; this is known as the “boomerang effect.”You’re a pretty smart person, right?Well, that means you’re  more  like ly to boomerang, not less. (If you responded by saying, “No, I’m a moron” then you’re off the hook.)From  The Influential Mind:…the greater your cognitive capacity, the greater your ability to rationalize and interpret information at will, and to creatively twist data to fit your opinions. Ironically, then, people may use their intelligence not to draw more accurate conclusions but to find fault in data they are unhappy with.So how do we overcome this natural neuroscientific resistance? Don’t begin by trying to prove others wrong. Start by finding common ground.When people who believe childhood vaccination is dangerous were presented with evidence that it’s not, the discussion went nowhere. When the focus was shifted to “improving the health of children” the conversation made progress.From  The Influential Mind:Influence behavior by building on common ground instead of trying to prove others wrong. Our instinct is to try to alter people’s beliefs and actions by i ntroducing data to prove that we are right and they are wrong. It often fails, because in the face of facts that clash with their prior beliefs, people tend to come up with counterarguments or turn away. Instead, find arguments that rely on common ground. For example, telling parents who refuse to vaccinate their children that science has shown that vaccines do not cause autism did not alter the parents’ behavior. Instead, saying that vaccines would protect their children from deadly diseases was more effective- the argument did not contradict their prior beliefs and was compatible with the common goal of keeping children healthy.(To learn more about the science of a successful life, check out my bestselling book  here.)So taking the right angle with your logic can be critical. But there’s also a way to succeed that is usually considered the exact opposite of logic…2) EmotionWe all know that our mood affects our judgment. Neuroscience research shows that we actually understand each other better when our brains are “in sync” emotionally.I tell a joke. You laugh. I laugh. And then the conversation seems to go more smoothly. The positive emotion synced our grey matter. This is one of the reasons that stories can be so powerful in convincing people even when rational arguments fail.You can have the best evidence in the world, but if you’re emotionally out of sync with the other person they might not even really be hearing what you’re saying.From  The Influential Mind:Lauri Nummenmaa, a Finnish neuroscientist who studies brain synchronization, writes that this may be one of the roles of emotion in neural synchronization- to promote social interaction and understanding, and to therefore enhance our ability to predict each other’s actions… Emotion equates the physiological state of the listener with that of the speaker, which makes it more likely that the listener will process incoming information in a similar manner to how the speaker sees it. This is why eliciting emotion can help in communicating your ideas and having others share your point of view, whether you are conversing with just one individual or talking to thousands.So don’t neglect to share feelings. Make a joke. Tell a story. Don’t try and connect with reason until you’ve connected with emotion.From  The Influential Mind:One of the most powerful ways to communicate ideas effectively is to share feelings. Emotions are especially contagious; by expressing feelings ourselves we are shaping other people’s emotional states, and by doing so we make it more likely that the people in front of us will take on our point of view.(To learn the science of how to take naps that will make you smarter and happier, click  here.)This is all great for ideas. But how do we get people to change their behavior?3) IncentivesIf you want people to do something, emphasizing rewards is powerful.In one hospital the staff was only washing their hands thoroughly 10% of the time. (I’ ll pause a second to let your horror die down a bit.)But when researchers set up an electronic scoreboard that congratulated employees after a good scrubbing, compliance went up to 90%.From  The Influential Mind:The researchers placed an electronic board in each room giving the staff immediate feedback on how they were doing. Every time a doctor, nurse, or other worker washed their hands, the numbers on the board went up. These figures indicated how well the current shift was going: what percentage of workers were currently washing their hands and what the weekly rate was. What happened? Compliance soared to almost 90 percent!Anticipation of rewards usually beats fear when it comes to getting people’s brains to act. This is one of the reasons why video games can be so addictive.From  The Influential Mind:If you want someone to act quickly, promising a reward that elicits an anticipation of pleasure may be better than threatening them with a punishment that elicits an anticipation of pain. Whether you are trying to motivate your team to work harder or your child to tidy their room, remember the brain’s “Go” reaction. Creating positive anticipation in others- perhaps a weekly acknowledgment on the company website of the most productive employee or the possibility of finding a beloved toy under a pile of clothing- may be more effective at motivating action than the threat of a pay cut or a time-out.But it’s also vital to keep the  other  side of this equation in mind. When you want people to  stop  doing something, warnings about negatives prove more powerful than incentives.From  The Influential Mind:…when your goal is to cause someone else not to do something- a child to avoid eating a cookie or an employee to avoid communicating confidential information to unauthorized individuals- warning of bad consequences may be more effective than promising rewards.(To learn how to best use caffeine - from a neuroscientist - click  here.)Focusing on rewards is a much better way to tell people what to do. But, then again, people  hate  to be told what to do. So the answer to getting people to do what they’re told is not to tell them what to do …4) AgencyPeople like to feel in control. This isn’t just a personal preference; we’re biologically wired to seek control. It makes us happier and healthier across a number of dimensions.From  The Influential Mind:… all else being equal, cancer patients who have a greater perception of control survive longer. Lower risk of cardiovascular disease has also been associated with a greater perception of control. This is not surprising; the sense of control reduces fear, anxiety, and stress- all things that have a detrimental effect on our bodies.Former FBI lead international hostage negotiator  Chris Voss  says it’s critical in any negotiation to give the other side a feeling of control. And the research agrees.So when you want to persuade, don’t give orders; give options. Don’t tell; a sk and guide.From  The Influential Mind:… giving people an opportunity to advise how their taxes should be allocated increased the likelihood that they would pay them in full. To produce impact, we often need to overcome our instinct to control and instead offer a choice… What is interesting is that the sense of control need only be that- a perception. It is better to guide people toward ultimate solutions while at the same time maintaining their sense of agency, rather than to give orders.(To learn how to use FBI hostage negotiation techniques to lower your bills, click  here.)All of this stuff is great but it’ll be useless if they’re not really paying attention in the first place. So how do you make people want to listen to you?5) CuriosityIn general, our brains seek positive information and avoid negative information. This is true to an absolutely terrifying degree…When doctors tell people they may have Huntington’s Disease, very few actually follow through on getting tested. Other studies have shown similar results when it comes to HIV testing and breast cancer screening. When the news could be bad, people often don’t want to hear it.From  The Influential Mind:When potential carriers are asked if they intend to take the test, between 45 and 70 percent say yes. Yet most of them do not follow up on their explicitly stated intention. In fact, one study reported that when approached by the registries of testing centers, only 10 to 20 percent of people at risk for Huntington’s choose to register for the test…So if we frame the info we have as bad, people will often tune out. But if the same information is presented as positive, others often get curious. But how do you make them  really  curious?When we hear something that sounds good, but the information is incomplete, your brain wants to “fill the gap.”  Best example?“Here are 7 clickbait headlines that will make you more curious.”From  The Influential Mind:…consider online clickbai t such as “The ten celebrities you never knew were enthusiastic gardeners” or “The three politicians you never knew got a nose job.” Those create gaps of knowledge in people’s mind that were not there to begin with. I never considered which celebrity adores plants or which politician used to have a crooked nose, but now that this gap of knowledge had been pointed out to me, I have an urge to fill it. Once we are told what we do not know, we want to know.So to draw people in emphasize the possibility of improvement and highlight the informational gap so they start asking questions.From  The Influential Mind:Reframe the message to highlight the possibility for progress, rather than doom. Our intuition is that if we have something important to convey, others will want to know it. This instinct is wrong. In particular, if the information is tied to a bleak message, many will actively avoid it- as was the case with preflight safety briefings. Reframe your message so that the in formation you provide will induce positive feelings (as the airlines did), highlight the informational gap you are filling, and show how the knowledge can be used for the better.(To learn 6 rituals from ancient wisdom that will make you happy, click  here.)So you’re emphasizing the positive benefits that can come from listening to you. That’s great. Unless it’s not. Because there’s an exception to this rule …6) State of mindWhen we feel threatened, we’re much more sensitive to negative information.From  The Influential Mind:We found that under threat, people were much more inclined to take in negative information- such as learning that the likelihood of being robbed is higher than they’d thought- than when they were relaxed. The more stressed they were, the greater their tendency to alter their views in response to unexpected bad news. (Stress did not affect the ability of good news to change their beliefs.) Under threat, we automatically absorb cues about danger.When we feel bad, our instinct is to play it safe - even if this isn’t the smart move. Research shows that when underdog football teams start losing, they play more conservatively. And this is a terrible strategy when the competition is better than you are.From  The Influential Mind:Examining over one thousand football games from 2002 to 2006, Brian Burke, the creator of Advanced NFL Stats, a website about football and game theory, found that underdog teams, like Tedford’s, were less likely to vary their play. When they begin failing, they start minimizing risk. …a conservative strategy means underdog teams are less likely to fail grandiosely, but they are also less likely to win.On the other hand, when we feel good we’re more inclined to take risks. Researchers theorize that positive emotions make people buy more lottery tickets. When you feel good, you feel lucky.From  The Influential Mind:Examining lottery sales in New York City, Ross Otto and his colleagues from New York Uni versity stumbled on a peculiar pattern. When unexpected good events happened, more people bought lottery tickets. A local sports team unexpectedly won a game? Purchases escalated. An atypical sunny day in the midst of winter? Sales went up. This study is correlational- it shows a relationship between variables, but we do not know whether one factor is driving another. However, one theory is that an unexpected positive event, such as a bright, sunny day, makes people feel good. When you are joyful and relaxed, your mind is more likely to focus on how things may go your way. You may then overestimate your luck and be more inclined to take a risk.So align your presentation with the other person’s mood. When they’re feeling down, they’ll be more receptive to suggestions that seem safe. When they’re up, they’ll be responsive to riskier ideas that have a big payoff.From  The Influential Mind:A person’s emotional mind-set will affect how they react to what you have to say. Ther e needs to be a match between the opinions we are offering and the state of the individual in front of us. The same person will ignore your guidance one day but welcome it with open arms another, simply because their favorite football team lost last night or because the sun is shining on a winter day.(To see the schedule that very successful people follow every day, click  here.)Finally, it’s important to keep in mind that when you’re trying to persuade someone, the two of you aren’t the only ones who can affect the result …7) Other peopleWe’re social creatures. We love to think we act independently and aren’t affected by the opinions of others, but we are. Always and forever.This is so powerful that we follow the lead of others even when it can be life-threatening.From  The Influential Mind:…every year, 10 percent of kidney donations in the United States go unused. It turns out that when a donation is declined by one patient, whether because of the patient’s specifi c medical condition or their religious beliefs, the next patient on the list is informed that the organ was previously declined but is not told the reason. That patient then assumes that the organ is faulty and passes up a potentially lifesaving operation- as will the next patient, and the next.The flip side is just as true. When others are positive about something, we’re more likely to see it positively as well.From  The Influential Mind:Sean Taylor, who received his PhD from NYU and now works for Facebook, has studied how existing ratings and comments influence subsequent ratings. He found that if you manipulate the ratings so that the first review is glowing, the likelihood of other positive reviews increases by 32 percent and the final rating is enhanced by 25 percent!When we frame our position as a positive and popular one it gives it more weight because, hey, all the cool kids are doing it.(To learn the four Stoic secrets to being more productive, click  here.)Okay, we’ve covered a lot. Time to round it all up …Sum upHere’s how to use neuroscience to be more persuasive: Prior Beliefs: Don’t start with how they’re wrong, start with common ground. (You may disagree with me on this but we both want to get better at persuasion, don’t we?) Emotion: Make them feel and get your brains in sync. (Look! Smiling puppies!) Incentives: Focus on rewards, not warnings. (Incentives will get you what you want, I promise.) Agency: Give options, not orders. (Would you like to offer them two possibilities or three? Totally up to you.) Curiosity: “Fill the gap” and focus on the positive. (The headline of this blog post was not chosen at random, my friend.) State of Mind: If they’re feeling down, present the conservative option. If they’re feeling good, focus on the riskier upside. (Before I explain this further, how are you feeling today?) Other People: Showing the popularity of your position helps. (Every smart person I know follows this rule.) That’s all the data you need to stop being reliant on data.  We didn’t have statistics and research thousands of years ago but people still convinced one another.We get the answers we need when we think like a computer.But we get the help we need when we don’t forget we’re human.Join over 320,000 readers.  Get a free weekly update via email  here.This  article  originally appeared at  Barking Up the Wrong Tree. New neuroscience reveals 7 secrets that will make you persuasive You can painstakingly show somebody tons of bulletproof evidence and present flawless logical arguments but often they still won’t change their mind. What gives?The problem is that the human brain is not a purely rational computer. And when we ignore that, even the best of efforts to convince others can fall flat.Follow Ladders on Flipboard!Follow Ladders’ magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and more!From  The Influential Mind:As it turns out, while we adore data, the currency by which our brains assess said data and make decisions is very different from the currency many of us believe our brains should use. The problem with an approach that prioritizes information and logic is that it ignores the core of what makes you and me human: our motives, our fears, our hopes and desires. As we will see, this presents a serious problem; it means that data has only a limited capacity to alter the strong opinions of others.So the human br ain doesn’t work by strictly logical rules - but it does work by rules. And if we know what they are, we have a much better shot of framing our arguments in ways that other people will find convincing.So what are these rules? Don’t look at me - I’m the guy who presents heaps of data all the time thinking that makes a difference. (Sigh.) That said, I know where we might be able to get some answers …Tali Sharot is a professor of cognitive neuroscience at University College London and her new book is  The Influential Mind: What the Brain Reveals About Our Power to Change Others.She’s identified 7 factors that influence our ability to influence. (I hope you don’t mind if I try to change your mind about how to get others to change their mind.)Let’s get to it …1) Prior beliefsDon’t ignore a person’s current stance when trying to persuade.  Military strategy  says direct assaults against fortified defenses are stupid. The human brain is no different. Start off by tell ing people they’re wrong and you’re already in trouble.When our brains hear new info that agrees with our beliefs, we eagerly accept it. When we hear things that contradict our beliefs, our minds suddenly morph into defense lawyers looking for any conceivable flaw.So a few rounds of back-and-forth jousting doesn’t weaken people’s opposition. Often it has a “boomerang effect” that ironically causes them to double down.From  The Influential Mind:When you provide someone with new data, they quickly accept evidence that confirms their preconceived notions (what are known as prior beliefs) and assess counterevidence with a critical eye. Because we are often exposed to contradicting information and opinions, this tendency will generate polarization, which will expand with time as people receive more and more information. In fact, presenting people with information that contradicts their opinion can cause them to come up with altogether new counterarguments that further strengt hen their original view; this is known as the “boomerang effect.”You’re a pretty smart person, right?Well, that means you’re  more  likely to boomerang, not less. (If you responded by saying, “No, I’m a moron” then you’re off the hook.)From  The Influential Mind:…the greater your cognitive capacity, the greater your ability to rationalize and interpret information at will, and to creatively twist data to fit your opinions. Ironically, then, people may use their intelligence not to draw more accurate conclusions but to find fault in data they are unhappy with.So how do we overcome this natural neuroscientific resistance? Don’t begin by trying to prove others wrong. Start by finding common ground.When people who believe childhood vaccination is dangerous were presented with evidence that it’s not, the discussion went nowhere. When the focus was shifted to “improving the health of children” the conversation made progress.From  The Influential Mind:Influence be havior by building on common ground instead of trying to prove others wrong. Our instinct is to try to alter people’s beliefs and actions by introducing data to prove that we are right and they are wrong. It often fails, because in the face of facts that clash with their prior beliefs, people tend to come up with counterarguments or turn away. Instead, find arguments that rely on common ground. For example, telling parents who refuse to vaccinate their children that science has shown that vaccines do not cause autism did not alter the parents’ behavior. Instead, saying that vaccines would protect their children from deadly diseases was more effective- the argument did not contradict their prior beliefs and was compatible with the common goal of keeping children healthy.(To learn more about the science of a successful life, check out my bestselling book  here.)So taking the right angle with your logic can be critical. But there’s also a way to succeed that is usually considered the exact opposite of logic…2) EmotionWe all know that our mood affects our judgment. Neuroscience research shows that we actually understand each other better when our brains are “in sync” emotionally.I tell a joke. You laugh. I laugh. And then the conversation seems to go more smoothly. The positive emotion synced our grey matter. This is one of the reasons that stories can be so powerful in convincing people even when rational arguments fail.You can have the best evidence in the world, but if you’re emotionally out of sync with the other person they might not even really be hearing what you’re saying.From  The Influential Mind:Lauri Nummenmaa, a Finnish neuroscientist who studies brain synchronization, writes that this may be one of the roles of emotion in neural synchronization- to promote social interaction and understanding, and to therefore enhance our ability to predict each other’s actions… Emotion equates the physiological state of the listener with that of the speaker, which makes it more likely that the listener will process incoming information in a similar manner to how the speaker sees it. This is why eliciting emotion can help in communicating your ideas and having others share your point of view, whether you are conversing with just one individual or talking to thousands.So don’t neglect to share feelings. Make a joke. Tell a story. Don’t try and connect with reason until you’ve connected with emotion.From  The Influential Mind:One of the most powerful ways to communicate ideas effectively is to share feelings. Emotions are especially contagious; by expressing feelings ourselves we are shaping other people’s emotional states, and by doing so we make it more likely that the people in front of us will take on our point of view.(To learn the science of how to take naps that will make you smarter and happier, click  here.)This is all great for ideas. But how do we get people to change their behavior?3) IncentivesIf you want people to do something, emphasizing rewards is powerful.In one hospital the staff was only washing their hands thoroughly 10% of the time. (I’ll pause a second to let your horror die down a bit.)But when researchers set up an electronic scoreboard that congratulated employees after a good scrubbing, compliance went up to 90%.From  The Influential Mind:The researchers placed an electronic board in each room giving the staff immediate feedback on how they were doing. Every time a doctor, nurse, or other worker washed their hands, the numbers on the board went up. These figures indicated how well the current shift was going: what percentage of workers were currently washing their hands and what the weekly rate was. What happened? Compliance soared to almost 90 percent!Anticipation of rewards usually beats fear when it comes to getting people’s brains to act. This is one of the reasons why video games can be so addictive.From  The Influential Mind:If you want someone to act quickly, promising a reward that elicits an anticipation of pleasure may be better than threatening them with a punishment that elicits an anticipation of pain. Whether you are trying to motivate your team to work harder or your child to tidy their room, remember the brain’s “Go” reaction. Creating positive anticipation in others- perhaps a weekly acknowledgment on the company website of the most productive employee or the possibility of finding a beloved toy under a pile of clothing- may be more effective at motivating action than the threat of a pay cut or a time-out.But it’s also vital to keep the  other  side of this equation in mind. When you want people to  stop  doing something, warnings about negatives prove more powerful than incentives.From  The Influential Mind:…when your goal is to cause someone else not to do something- a child to avoid eating a cookie or an employee to avoid communicating confidential information to unauthorized individuals- warning of bad consequenc es may be more effective than promising rewards.(To learn how to best use caffeine - from a neuroscientist - click  here.)Focusing on rewards is a much better way to tell people what to do. But, then again, people  hate  to be told what to do. So the answer to getting people to do what they’re told is not to tell them what to do …4) AgencyPeople like to feel in control. This isn’t just a personal preference; we’re biologically wired to seek control. It makes us happier and healthier across a number of dimensions.From  The Influential Mind:… all else being equal, cancer patients who have a greater perception of control survive longer. Lower risk of cardiovascular disease has also been associated with a greater perception of control. This is not surprising; the sense of control reduces fear, anxiety, and stress- all things that have a detrimental effect on our bodies.Former FBI lead international hostage negotiator  Chris Voss  says it’s critical in any negotiation to gi ve the other side a feeling of control. And the research agrees.So when you want to persuade, don’t give orders; give options. Don’t tell; ask and guide.From  The Influential Mind:… giving people an opportunity to advise how their taxes should be allocated increased the likelihood that they would pay them in full. To produce impact, we often need to overcome our instinct to control and instead offer a choice… What is interesting is that the sense of control need only be that- a perception. It is better to guide people toward ultimate solutions while at the same time maintaining their sense of agency, rather than to give orders.(To learn how to use FBI hostage negotiation techniques to lower your bills, click  here.)All of this stuff is great but it’ll be useless if they’re not really paying attention in the first place. So how do you make people want to listen to you?5) CuriosityIn general, our brains seek positive information and avoid negative information. This is true to an absolutely terrifying degree…When doctors tell people they may have Huntington’s Disease, very few actually follow through on getting tested. Other studies have shown similar results when it comes to HIV testing and breast cancer screening. When the news could be bad, people often don’t want to hear it.From  The Influential Mind:When potential carriers are asked if they intend to take the test, between 45 and 70 percent say yes. Yet most of them do not follow up on their explicitly stated intention. In fact, one study reported that when approached by the registries of testing centers, only 10 to 20 percent of people at risk for Huntington’s choose to register for the test…So if we frame the info we have as bad, people will often tune out. But if the same information is presented as positive, others often get curious. But how do you make them  really  curious?When we hear something that sounds good, but the information is incomplete, your brain wants to “fill the g ap.”  Best example?“Here are 7 clickbait headlines that will make you more curious.”From  The Influential Mind:…consider online clickbait such as “The ten celebrities you never knew were enthusiastic gardeners” or “The three politicians you never knew got a nose job.” Those create gaps of knowledge in people’s mind that were not there to begin with. I never considered which celebrity adores plants or which politician used to have a crooked nose, but now that this gap of knowledge had been pointed out to me, I have an urge to fill it. Once we are told what we do not know, we want to know.So to draw people in emphasize the possibility of improvement and highlight the informational gap so they start asking questions.From  The Influential Mind:Reframe the message to highlight the possibility for progress, rather than doom. Our intuition is that if we have something important to convey, others will want to know it. This instinct is wrong. In particular, if the informati on is tied to a bleak message, many will actively avoid it- as was the case with preflight safety briefings. Reframe your message so that the information you provide will induce positive feelings (as the airlines did), highlight the informational gap you are filling, and show how the knowledge can be used for the better.(To learn 6 rituals from ancient wisdom that will make you happy, click  here.)So you’re emphasizing the positive benefits that can come from listening to you. That’s great. Unless it’s not. Because there’s an exception to this rule …6) State of mindWhen we feel threatened, we’re much more sensitive to negative information.From  The Influential Mind:We found that under threat, people were much more inclined to take in negative information- such as learning that the likelihood of being robbed is higher than they’d thought- than when they were relaxed. The more stressed they were, the greater their tendency to alter their views in response to unexpected b ad news. (Stress did not affect the ability of good news to change their beliefs.) Under threat, we automatically absorb cues about danger.When we feel bad, our instinct is to play it safe - even if this isn’t the smart move. Research shows that when underdog football teams start losing, they play more conservatively. And this is a terrible strategy when the competition is better than you are.From  The Influential Mind:Examining over one thousand football games from 2002 to 2006, Brian Burke, the creator of Advanced NFL Stats, a website about football and game theory, found that underdog teams, like Tedford’s, were less likely to vary their play. When they begin failing, they start minimizing risk. …a conservative strategy means underdog teams are less likely to fail grandiosely, but they are also less likely to win.On the other hand, when we feel good we’re more inclined to take risks. Researchers theorize that positive emotions make people buy more lottery tickets. When y ou feel good, you feel lucky.From  The Influential Mind:Examining lottery sales in New York City, Ross Otto and his colleagues from New York University stumbled on a peculiar pattern. When unexpected good events happened, more people bought lottery tickets. A local sports team unexpectedly won a game? Purchases escalated. An atypical sunny day in the midst of winter? Sales went up. This study is correlational- it shows a relationship between variables, but we do not know whether one factor is driving another. However, one theory is that an unexpected positive event, such as a bright, sunny day, makes people feel good. When you are joyful and relaxed, your mind is more likely to focus on how things may go your way. You may then overestimate your luck and be more inclined to take a risk.So align your presentation with the other person’s mood. When they’re feeling down, they’ll be more receptive to suggestions that seem safe. When they’re up, they’ll be responsive to riskier ideas that have a big payoff.From  The Influential Mind:A person’s emotional mind-set will affect how they react to what you have to say. There needs to be a match between the opinions we are offering and the state of the individual in front of us. The same person will ignore your guidance one day but welcome it with open arms another, simply because their favorite football team lost last night or because the sun is shining on a winter day.(To see the schedule that very successful people follow every day, click  here.)Finally, it’s important to keep in mind that when you’re trying to persuade someone, the two of you aren’t the only ones who can affect the result …7) Other peopleWe’re social creatures. We love to think we act independently and aren’t affected by the opinions of others, but we are. Always and forever.This is so powerful that we follow the lead of others even when it can be life-threatening.From  The Influential Mind:…every year, 10 percent of kidney do nations in the United States go unused. It turns out that when a donation is declined by one patient, whether because of the patient’s specific medical condition or their religious beliefs, the next patient on the list is informed that the organ was previously declined but is not told the reason. That patient then assumes that the organ is faulty and passes up a potentially lifesaving operation- as will the next patient, and the next.The flip side is just as true. When others are positive about something, we’re more likely to see it positively as well.From  The Influential Mind:Sean Taylor, who received his PhD from NYU and now works for Facebook, has studied how existing ratings and comments influence subsequent ratings. He found that if you manipulate the ratings so that the first review is glowing, the likelihood of other positive reviews increases by 32 percent and the final rating is enhanced by 25 percent!When we frame our position as a positive and popular one it gives it more weight because, hey, all the cool kids are doing it.(To learn the four Stoic secrets to being more productive, click  here.)Okay, we’ve covered a lot. Time to round it all up …Sum upHere’s how to use neuroscience to be more persuasive: Prior Beliefs: Don’t start with how they’re wrong, start with common ground. (You may disagree with me on this but we both want to get better at persuasion, don’t we?) Emotion: Make them feel and get your brains in sync. (Look! Smiling puppies!) Incentives: Focus on rewards, not warnings. (Incentives will get you what you want, I promise.) Agency: Give options, not orders. (Would you like to offer them two possibilities or three? Totally up to you.) Curiosity: “Fill the gap” and focus on the positive. (The headline of this blog post was not chosen at random, my friend.) State of Mind: If they’re feeling down, present the conservative option. If they’re feeling good, focus on the riskier upside. (Before I explain this further, how are you feeling today?) Other People: Showing the popularity of your position helps. (Every smart person I know follows this rule.) That’s all the data you need to stop being reliant on data.  We didn’t have statistics and research thousands of years ago but people still convinced one another.We get the answers we need when we think like a computer.But we get the help we need when we don’t forget we’re human.Join over 320,000 readers.  Get a free weekly update via email  here.This  article  originally appeared at  Barking Up the Wrong Tree.You might also enjoy… New neuroscience reveals 4 rituals that will make you happy Strangers know your social class in the first seven words you say, study finds 10 lessons from Benjamin Franklin’s daily schedule that will double your productivity The worst mistakes you can make in an interview, according to 12 CEOs 10 habits of mentally strong people

What Hiring Managers Want Beyond Skills

What Hiring Managers Want Beyond Skills What Hiring Managers Want Beyond Skills You worked diligently at your job to develop expert-level skills and qualifications. Your experience and knowledge match the job description exactly. You thought for sure you were perfectly suited for a role â€" and then you get the crushing news that someone else was hired. You had an impeccable background â€" so why the rejection? In short, skills alone are not enough to get you hired. Here are three traits hiring managers seek that applicants often overlook.[See: The Best Business Jobs.]Are you compatible?Assessing compatibility is trickier than it sounds. On the surface, you might think this is about likability, but it has many more layers. When hiring, busy managers need to factor in assimilation and effectiveness in the current environment. For example, Candidate A is a top salesperson who hits every benchmark, has an impressive sales funnel and documents impeccably. Candidate B is a successful salesperson who knows how to close a tricky deal and handle demanding clients, and w ho is tough but fair. If the role requires hiring and training new graduates on prospecting, selling and closing, Candidate A may be the best fit. But if the role requires reining in senior sales folks who would rather play golf than find new business, Candidate B is the ideal choice. In the latter scenario, building rapport, trust and respect and managing those who wont comply are more important abilities than contributing to sales revenue.Managers seek to add adaptable new hires who will be comfortable and productive as quickly as possible. If you come across as an odd man out, skills alone are not likely to get you an offer. To demonstrate compatibility, discuss how your experience matches the companys nuanced needs regarding office environment, colleagues and workflow.[See: 8 Skills That Set Millennials Apart at Work.]Are you resourceful? Work is hectic. In our expanding economy with information overload, 24/7 access and rapidly advancing technology, employees at all levels have never felt more stressed. No matter how technically proficient you may be, you will be a burden on your manager and team if you cannot figure out things on your own. There is always some acclimation and orientation required. For example, you will need to figure out what hours employees work, who you call when your computer is running slow and whether your manager actually has an open-door policy.An employee must be resourceful to get answers to these questions and to drive productivity when there isnt a set procedure or process or someone to ask. She must also have a keen sense of when to ask a question and when to try something out. Developing the insight, observation skills and the confidence to make these decisions is not natural for many employees, but it is necessary. Lacking resourcefulness not only sinks your productivity, but it also burdens the people whose help you sought as well.Here are some ways to demonstrate resourcefulness during the hiring process. Dont be late, or at least call in advance if something uncontrollable has thrown you off schedule. Follow up if a planned activity doesnt happen, like if your phone doesnt ring at the hour appointed for your interview. Come to in-person interviews looking composed and prepared with a resume, notebook, working pens and thoughtful questions to ask. Find out about parking, bathrooms and dress code before your meetings. In short, look for ways to show you can improvise.[See: The Most Important Allies to Make at Work.]Are you engaged in the process?I have seen more-qualified candidates lose out because they didnt convey genuine interest or passion in the role, company, industry or team for which they were applying. An employer does not want to feel that you are doing a favor by accepting a salary to work for the company. Managers look for someone who is qualified and interested in joining the team. Given todays low unemployment rate, high turnover and wide range of available jobs, this interest is even more important now. A qualified candidate who is not interested is a risky hire. Most managers will not take the chance in hiring this person because of the high cost of turnover and retraining. Compelling job candidates show genuine engagement and interest in the opportunity.In summary, skills are indeed a key part of hiring, but other personal traits ultimately make the difference in who gets the offer. While certain skills may take years to attain or master, compatibility, resourcefulness and engagement are attributes you can develop much more quickly. And they transfer with you regardless of your title, industry or role. Before you start your next interview process, assess what attributes are required for success and identify ways to demonstrate them.

Cafeteria-Style Benefit Plans Give Employees Choices

Cafeteria-Style Benefit Plans Give Employees Choices Cafeteria-Style Benefit Plans Give Employees Choices Are you looking for a way to customize your benefits plan to meet the needs of your individual employees? A cafeteria-style  benefits plan may be the best way to go. This custom-selection option is an employee benefits plan that allows your employees to choose among a variety of offerings to create a benefits package that best meets their needs and those of their family. Cafeteria-style plans provide a special exception to federal income tax rules that apply to an employees earnings. In a cafeteria-style plan, employees are allowed to select among various nontaxable benefits and cash. Benefits to Employees In a cafeteria-style plan, an employee generally receives a certain number of dollars from the employer to purchase particular elements of a benefits plan. This enables employees to purchase benefits, such as health insurance, with pretax dollars. Cafeteria-style plan options can include various levels of health insurance plans and other insurance options such as short term and long term disability insurance  or  group term life insurance. Other options may include 401(k) plan contributions for retirement, dependent care assistance, adoption assistance plans, and contributions to Health Savings Accounts (HSAs). Not All Employees Want the Same Benefits This type of customized menu provides employees with more take-home pay and several additional benefits. The advantage of a cafeteria plan is that employees can choose what most makes sense for them. For example, a young employee with no health problems might opt to spend his or her cafeteria plan dollars on a minimal health plan. An employee with four family members might choose to spend their cafeteria dollars on a comprehensive health plan with a lot of coverage. The employee without a family, on the other hand, might choose to spend his or her benefit dollars investing in a retirement plan. Regulation of Cafeteria-Style Plans Cafeteria plans are governed by Section 125 of the Internal Revenue Code.  No matter what the goal of the employer’s cafeteria plan, the plans are named after Title 26, Section 125 of the United States Code where cafeteria plans are specifically excluded from the calculation of gross income for federal income tax purposes. Section 125 plans allow employees to contribute pretax dollars into the plan. Contributions toward plans are not subject to federal, state, or social security taxes. The contributions are placed into an account the employee can use to pay for allowed expenses (e.g., premiums for health insurance, dependent care costs, medical supplies). Since no federal, state, or social security taxes are taken out and the dollars are not included as gross income, the employee saves anywhere from 27 percent to 50 percent on these purchases. When the Employee's Choices Exceed the Amount of Money In a typical cafeteria plan, an employee might choose options that exceed the number of dollars allowed by the employer. In these cases, the employee pays a part of the premium for his or her chosen benefits, so the cost to employers is lower. For example, an employee with health problems or an employee who is age 55 and order, might choose to buy up to a more comprehensive health plan that includes the services they need. Working with Benefits Professionals In all cases, working to provide employees with a cafeteria-style benefits plan deserves the assistance of a knowledgeable benefits plan professional who can advise the employer about the various options. Given the complexity of the U.S. tax code and the unpredictable changes in laws, employers should always seek the assistance of a professional. You want to make sure your plan is legal and that it benefits both employee and employer. Do Your Homework The web abounds with sites offering help and advice about customized benefits plans but employment laws and regulations vary by state and country, so no website has the definitive answer. When in doubt, always seek legal counsel or assistance from the state, federal, or international government resources to make certain your legal interpretation and decisions are correct.

The Best Times to Ask for a Raise

The Best Times to Ask for a Raise The Best Times to Ask for a Raise How Do You Know When It’s the Best Time to Ask for a Raise? You’ve been on the job for a while - but you haven’t had a raise. Look for these six signs it’s the right time to ask for one. In an age where the cost of living rises at an annual rate of roughly two to four percent, most people understandably want their salary to increase as well. If you're unhappy with your compensation and according to one survey, most people are, even if they're well-paid you need to do something about it. Sure, there will be times when you're given a raise without having to ask for it, but if that doesn't happen, you may need to take matters into your own hands. When asking for a raise, the timing must be right. For example, it would not be beneficial to ask for a raise after your company announces major layoffs or after you receive some not-so-stellar performance feedback. If your timing is off, your manager will likely deny the request and remain closed to the idea of a raise for a while. If you want serious consideration, ask for a raise at the following times. After you've aced a big project If you land a major client or close a record-breaking deal, you rightly expect some recognition for your achievement. Recognition may come in the form of an award or congratulations from your manager, a bonus, or even an added responsibility. But if the thing you really want is a raise, then ask for it. You've earned it! A big win or a major accomplishment highlights your value to the organization and will help make your case. When your company is performing well When business is good and the prospects for future growth are excellent, company decision makers feel better about investing in the business and employees. If your company just announced a major partnership or quarterly business results that exceeded expectations, it may be a good time to ask for a raise particularly if your performance has been strong and you can demonstrate that you've contributed to the positive company results. If you're underpaid Sometimes a raise feels more like a necessity than a nice-to-have benefit. If you feel you're underpaid, then it's best to speak with your manager or ask HR for advice. Companies have varying amounts of information about the competitiveness of employee compensation: Some rely on anecdotes learned through recruiting efforts, while other companies have detailed survey data that shows competitive compensation for every position in the company. If you think you're underpaid, asking for a raise can lead to a discussion that helps everyone understand if you need a salary adjustment or not, based on company information. Related:7 Powerful Ways You Can Improve Your Negotiation Skills At performance review time Many companies typically review employee salaries at the same time that they're assessing company and individual performances; you can do the same. If you have an annual review coming up, it's a good idea to approach your manager about a raise ahead of the meeting. That way, you'll have another opportunity to get clarity on your chances of receiving a salary increase when you sit down to discuss your performance. Also, some companies have a compensation and performance-management calendar, and salary increases may be effective on a certain date every year. If you know that salary increases are effective on March 1, ask about a raise a month or two ahead of that date. If your job has changed Moving into a new job or getting promoted often comes with an increase in compensation, but not always. If you received a dry promotion assignment to a higher-level job without an adjustment in pay then you need to ask for a raise. There's nothing worse than feeling like you're giving extra effort and taking on broader responsibilities but not being paid for it. Like any relationship, the one you have with your company requires a give and take balance. If you're in a new job and contributing more, it's fair to ask that your compensation reflect your added responsibilities. After you've done your research If you love your company, the people, and the work you do, but your compensation is disappointing, you may be tempted to look at other opportunities. Before you start looking, do some research into what your position's market rate is. Using salary websites, such as Payscale, you can search salaries based on years of experience, geographic location, and more. If you find that you're making less than the market rate for your role, you should have an honest discussion with your manager. Explain what you found in your research, remembering to also showcase the value you bring to the company. Your request may not earn you a raise on the spot, but it may open the door to further conversations about your salary in the future. Thankfully, there are many ideal times to ask for a raise. If your performance warrants an adjustment to your compensation, then you can and should make a case for an increase. For those times when your company doesn't give you a raise without your asking, you can start the conversation instead. Click on the following link for more advice on salary negotiation. Does your resume reflect your worth? Check with a free resume review today! Recommended Reading: Ask Amanda: How Do I Ask My Boss for a Raise? 5 Phrases You Should Never Use When Negotiating Salary How to Close the Wage Gap and Earn the Salary You Deserve