Anyone who knew our late co-founder Dr. Joyce Hogan knew that she approached the business with a singular mandate: get stuff done.
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You make thousands of decisions every day, from the momentous to the mundane. Chances are, at some point, you’re going to screw one of them up.
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There are plenty of morally permissible reasons to lie – complimenting a dreadful haircut, assuring a friend he or she doesn’t look fat, and promising to wear the exceptionally unattractive sweater you got for your birthday are all justifiable deceits by virtue of being polite.
Honesty may be a social virtue, but lying is a social reflex. We don’t flinch when it comes to white lies—especially when we tell them to protect and preserve our relationships. We lie to our friends and family because we care more about them than we care about honesty. But why do we lie to ourselves?
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As I was running on the treadmill at the gym today, I noticed a sign on the wall that was titled The Twelve Days of Fitness. I was intrigued. Not because I’m an athlete – after all, the only action shot of me in our high school yearbook pictured me lying on the floor, catching a quick nap during gym class – but by the notion that, if I simply did something for 12 days, I might improve at it.
As I thought more about the idea that we have to do something in order to improve, I began to wonder how many of us really focus intently on our development for 12 days in a row, and what the result would be if we did. Of course, 12 days isn’t really enough time to develop a new skill, but it is enough to get a good start at doing so. I think the results might be impressive. Development means we actually have to do something differently and that we have to be consistent about it. And psychology really does offer some wisdom about how people can change, so I’ve tried to incorporate into the following list what the science says about how people best develop. Here are the 12 Days of Development:
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Our brains are overloaded.
The average American consumes
34GB of data each day, a 350% increase over the last 28 years.
That adds up to 11.8 hours of information per day, including 100,000 words of information across multiple platforms (War and Peace is 460,000 words long).
People send and receive an average of 35 texts per day
Unfortunately:
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We make thousands of decisions every day. And in a perfect world, every decision would be rational and deliberate, and every problem would have a clear solution. In the real world, however, there is rarely enough time or information to make a reasoned decision. Even so, it’s clear that some people have better judgment than others. Why? What sets them apart?
In this short video, Hogan founder Dr. Robert Hogan, Dr. Tomas Chamorro-Premuzic, vice president of research and innovation, and Renate Scherrer, managing director at JVR Consulting explain why judgment matters, and what sets people with great judgment apart from those who can’t seem to get it right.
For companies in every industry, worker safety is a major concern; companies spent billions of dollars a year on equipment and training aimed at creating a safer workforce. Yet, in 2013 alone, 4,405 U.S. workers died on the job. In this Q&A, Hogan consultant Kristen Switzer discusses the missing component in workplace safety – personality.
1. Why is personality important to workplace safety?
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Many years ago, a great baseball player named Paul Waner was nearing the end of his long career. He entered a ballgame with 2,999 hits — one hit away from the 3,000-hit landmark, which so many hitters want to reach, but for whom relatively few actually do reach.
Waner hit a ball that the outfielder did not handle cleanly, but the official scorer called it a hit, making it Waner’s 3,000th. Waner then sent word to the official scorer that he did not want that questionable hit to be the one that put him over the top. The official scorer reversed himself and called it an error. Later in the game, Paul Waner got a clean hit for number 3,000.
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