A Woman's Touch

Company EEOC programs often warn against hugging and touching your coworkers because you may not be able to read when it is or is not ok. A study published in the April issue of Psychological Science indicated another reason men may not want a woman’s touch in the office and it’s not why you think. The study examined the financial risk taking behave of men who received a handshake, a pat of the back or no contact from a woman before entering a meeting where they were going to make financial decisions. Results indicated that those men who received pats of the back or a pat on the back were willing to risk more financially (and reported feeling more secure) than me who received handshakes. While those who received handshakes still took more risks than men who did not receive contact. A control group with men delivering the touch did not illustrate any significant different than the non touch group. So men, be aware of another’s touch before you make a big decision.


Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers

Harvard Business Review on Women in Business (Harvard Business Review Paperback Series)

Online Consulting in the Digital Age

Technology is developing faster than we can keep up. Unfortunately, that also means it is growing faster than regulators can make policies. Journalist Amy Schatz, who covers tech policy and the FCC for The Wall Street Journal reported that congress will be meeting in June to discuss communication laws that were last examined in 1996 and were created back when the internet didn’t even exist. The challenge is to create policies and laws that will be flexible enough for changing technology but detailed enough to enforce privacy on the web.

However the opportunity currently exists for practitioners to speak their voice about their concerns regarding client information and telepsychology. We need to ensure that confidentiality and informed consent are critical in providing telepsychology services. If you don’t think this is relevant to your business today…it will be!


The Ohio Psychological Association was the first state to issue telepsychology guidelines for its members. Check them out at www.ohpsy.org/professionalissues.aspx

Rationality is important, but it’s not enough!

Everyone handles negotiations differently. In fact some people see everything as a negotiation while others view very few aspects of life up for negotiation. In my family we were always given choices (probably because we were little Montessori kids). Water the plants or clean the dishes. Get a weekly salary for a list of tasks or get paid by the number of tasks you could complete. Pretty much we were taught to be open and honest about our wants and needs. The underlying factors behind my families motives were fairly clear. Expectations were set and decisions were easily resolved.

However, to this day I have never pictured myself as a negotiator. I have friends who tell me to play hardball with potential employers, shoot for a high salary and expect them to counter. They even suggest telling family members one story so that they will not react badly to another. I have struggled with these common negotiation techniques and have even tried a few.
A recent article by Rebacca Clay in the Monitor on Psychology (May 2010) brought to light the true genius of my negotiation skills. She writes about Daniel Shapiro, a PhD from Amherst who specializes in negotiations. Shapiro has toured with past presidents and travels the world helping governments negotiate. Years ago he started to wonder “how you bring helpful, positive emotions into the negotiating process?” His research is showing that negotiators who focus on appreciation, affiliation, autonomy and emotions build trust, respect and foster honesty so that “many of the defenses start to fall away and opponents start to focus more seriously on the real underlying issues” not emotional dynamics.

So the next time you are in a debate put down your guard and be honest. Tell your future employer what you would like, honestly! Then, SURPRISED when they hand it over!

Critical Issues for Corporate Board Rooms

This AOM session was conducted by some of the successful business authors and consultants of today including Jay Conger (Claremount McKenna College), Dan Dalton(Indiana University), Edward Lawler (USC) , Richard Leblanc (York University) and Michael Useem (Wharton).

The major issues included: 1). The separation of CEO and Chairman (usually they are the same person), 2). Selection of Directors, and 3). The evaluation of Directors.

1). There were conflicting views concerning the separation of CEO and Chairman. View A argued that the Chairman should be an outsider because they will be less conflicted and have an unbiased perspective when it comes to making decisions and setting compensation. This should be a genuine outsider not the former CEO or connected member of the community. Then the outside Chairman and current CEO should work closely to make decisions and guide the board of directors. View B argued that this separation will lead to a disconnect in thought and ideas. The outside Chairman would not be able to obtain a sufficient amount of information to adequately guide the board. Dan Dalton discussed this view and stated that there needs to be a unified front.

2). All agreed that there should be a list of all of the needed competencies for a board. That list of competencies should then be matched to the current directors. Competencies lacking directors representation should illustrate selection criteria for new directors. I thought this sounded all good and great until I talked with the current CEO of a international retail organization who told me that they did just that. According to best practices this should have produced the best and most effective board. However, it did not. The board is less effective because ever issue is argued upon. There future plans involved maintaining some diversity while reducing the total size of the board. This goes to show that best practices don’t always work in the real world.