Tag: ACEC

  • How Being Bullied Affects Your Adulthood

    One researcher who has interviewed hundreds of adults who were bullied as teens posits an interesting theory.

    In American schools, bullying is like the dark cousin to prom, student elections, or football practice: Maybe you weren’t involved, but you knew that someone, somewhere was. Five years ago, President Obama spoke against this inevitability at the White House Conference on Bullying Prevention. “With big ears and the name that I have, I wasn’t immune. I didn’t emerge unscathed,” he said. “But because it’s something that happens a lot, and it’s something that’s always been around, sometimes we’ve turned a blind eye to the problem.”

    We know that we shouldn’t turn a blind eye: Research shows that bullying is corrosive to children’s mental health and well-being, with consequences ranging from trouble sleeping and skipping school to psychiatric problems, such as depression or psychosis, self-harm, and suicide.

    But the damage doesn’t stop there. You can’t just close the door on these experiences, says Ellen Walser deLara, a family therapist and professor of social work at Syracuse University, who has interviewed more than 800 people age 18 to 65 about the lasting effects of bullying. Over the years, deLara has seen a distinctive pattern emerge in adults who were intensely bullied. In her new book, Bullying Scars, she introduces a name for the set of symptoms she often encounters: adult post-bullying syndrome, or APBS.

    DeLara estimates that more than a third of the adults she’s spoken to who were bullied have this syndrome. She stresses that APBS is a description, not a diagnosis—she isn’t seeking to have APBS classified as a psychiatric disorder. “It needs considerably more research and other researchers to look at it to make sure that this is what we’re seeing,” deLara says.

    Roughly 1 in 3 students in the United States are bullied at school (figures on cyberbullying are less certain, because it is newer than other forms of bullying and the technology kids use to carry it out is constantly in flux). This abuse can span exclusion, rumors, name-calling, or physical harm. Some victims are isolated loners while others are bedeviled by their own friends or social rivals.

    Years after being mistreated, people with adult post-bullying syndrome commonly struggle with trust and self-esteem, and develop psychiatric problems, deLara’s research found. Some become people-pleasers, or rely on food, alcohol, or drugs to cope.

    In some respects, APBS is similar to post-traumatic stress disorder, or PTSD, in which people who have had terrifying experiences develop an impaired fight-or-flight response. Both APBS and PTSD can lead to lasting anger or anxiety, substance abuse, battered self-esteem, and relationship problems. One difference, though, is that people with APBS seem less prone to sudden flares of rage.

    “Those with PTSD have internalized their trauma such that it has affected their nervous system,” deLara says. “People with PTSD react immediately because their triggers are basically telling them they need to protect themselves against harm.” Those with APBS seem to have a longer fuse; the damage comes not in an outsized reaction but instead because they ruminate on what happened.

    DeLara observed another distinction between sufferers of PTSD and those with APBS: Sometimes, having been bullied seems to have positive outcomes.

    About 47 percent of deLara’s interviewees said they had mined something beneficial, like a sense of inner strength or self-reliance, from the experience. Others cultivated empathy or consciously decided to treat others well or make something of their lives. Everyone with APBS had at least one or more of these boons, deLara says.

    It’s unclear how much of this silver lining can be traced to genetics, and how much to a supportive family or community. “We don’t know the answer as to why some people who are bullied as children have what they consider to be a beneficial outcome as adults,” deLara says.

    She is planning to compare the recovery rates for people with PTSD and with APBS. One difference she saw in people with APBS is that they don’t see the world as a menacing place, as people with PTSD often do.

    Some people have an inborn sense of optimism, or ability to focus on how lucky they are to have left bullying behind them. These people might have a head start in bouncing back, but resilience can also be learned. For people with APBS, deLara recommends family and cognitive behavioral therapies, particularly those focused on trauma.

    Of course, the damage wrought by bullying handily outweighs any benefits. “Because people can make lemonade out of lemons, it doesn’t mean that bullying is a good thing,” deLara says. Even those who are able to see the positive side of having been bullied often had other negative ramifications.

    DeLara hopes that giving a name to these experiences will make it easier for people to find effective treatment. “In order to help someone you have to be able to clearly name what’s going on,” she says. Moreover, people who live with the symptoms of adult post-bullying syndrome don’t realize that they’re not the only ones to respond this way. One man told deLara that the idea of APBS helped him realize his reaction was normal and not another personality flaw.

    DeLara plans to continue studying the long-term consequences of bullying and which therapies can help people overcome them.

    Dieter Wolke, who has studied the psychiatric impacts of bullying in adults at the University of Warwick in Coventry, England, agrees that bullying can leave devastating, long-lasting psychological damage. He’s hesitant, however, about using a new term for these symptoms based on their cause. “I see not much value in inventing a new name,” he says. It’s more important, he says, for doctors to be trained to broach the subject of bullying with their patients.

    What is clear is that while some adults have overcome the bullying they endured as kids, others continue to suffer. The research on what forms this suffering takes is still preliminary. Whether or not the label of APBS sticks around, people who live with its symptoms will benefit from any research into how to resolve them.

    Author: Kate Baggaley

  • The Best Alternatives to Zoom for Remote Meetings

    Zoom is getting a lot more use these days now that people need to hold meetings remotely and carry on other events that require face-to-face interaction without the current risks posed by physical proximity. Zoom lets you create and host meetings, but it isn’t the only online video conferencing solution out there. With anecdotal reports of slow connections and dropped calls, some might be looking for a secondary option. Thankfully, there are plenty of paid and free options to pick from, depending on your needs.

    Paid alternatives

    Google Hangouts (Enterprise)

    This is probably the most obvious pick, especially since you can use Hangouts on a vast array of devices and web browsers. However, Google’s enterprise-level G-Suite service includes a version of Hangouts that is perfect for companies that need to find a new video conferencing app. It can be used for text, voice, and video chats, it lets you connect with up to 250 other users per call, and it has robust moderation and presentation features. You can even record meetings.

    The free version of Hangouts is a viable choice, too, supporting up to 150 users, but it requires users to connect using their personal Google accounts, which may exclude those who don’t have one. The free version also lacks the presentation options, nor can you record calls, but that 150-user limit is hard to beat compared to other freebies out there. (AndroidiOSweb)

    Zoho Meetings

    If you don’t want to go with Google’s G-Suite service, the open-source alternative Zoho One includes online conferencing software that should appeal to anyone familiar with Zoom or Hangouts.

    Zoho Meetings lets you host end-to-end encrypted video meetings, conference calls, and webinars, all of which can be accessed through dial-ins and email links—you don’t need to force anyone to sign up or download an app in order to join in. There are also desktop, web, and mobile versions of the app.

    You can record your meetings, and the hosting options include moderation and organization tools. The software also integrates with Zoho’s Office app suite, so you can pull in spreadsheets, text documents, and other files easily during your presentation. Zoho even has a handy comparison sheet showing how it compares to Zoom.

    Zencastr

    Zencastr is technically a web-based podcasting service and doesn’t do video calls, but it’s excellent for conference calls. Amid the COVID-19 outbreak, Zencastr is lifting its restrictions on group size and recording limits. Free users can now host calls with unlimited users and unlimited recording time (normally only three users per call and 8 hours of recording time per month, though unrecorded calls don’t count).

    Paid users ($20/month) get a special live editing dashboard and post-production tools. Only the host needs to have a Zencastr account, as they can invite users through simple shareable links (like you can with Zoom). There’s also a “hand raise” button that can help keep things running smoothly when you’re hosting a large conference call and want to make sure everyone can chime in.

    Free alternatives

    Discord

    Discord is a gaming-focused app, but it has a broader appeal than just gaming thanks to its encrypted chats and flexible organization features. Discord chats take place on dedicated “servers” that users can set up and organize themselves, each chat rooms—think Slack, but with video and voice calls in addition to text chat.

    Video calls only support nine users in total, but the app includes simple screen-sharing tools and other handy features if you’re using it to hold meetings. Considering it’s a free app, there’s a lot of flexibility here and it’s a great option if you want a permanent conferencing solution, but the other free options on this list will be easier to get up and running. Discord is available on Windows, Mac, Linux, Android, iOS, and most web browsers.

    WhatsApp and Facebook Messenger

    While Facebook Messenger and WhatsApp are separate apps (for now), Facebook owns both and each one runs on the same backend technology—and will eventually fuse into the same cross-platform service along with Instagram DMs—just in case you were wondering why we grouped them here.

    Both WhatsApp and Facebook Messenger support group voice/video calls, but since these are tailored more for basic calls over mobile or the web, you won’t find enterprise-level conferencing features here. If all you need to do is hold a quick check-in with a few colleagues, both apps will work well.

    FaceTime

    Facetime is iOS-only, which limits its use as a universal solution, but since it’s included on just about every Apple device many folks will likely have access to it. The app supports up to 32 people in a single call, so as long as everyone’s got an iPhone, iPad, or Mac handy, it can be a solid way to hold remote meetings.

    Skype

    Skype is another video chat service most people are likely familiar with. It supports up to 50 users on a single video call and is available on Windows, Mac, iOS, Android, and as a web app, but like most of the other free apps here, all participants will need to have an account—in this case, you’ll need a Microsoft account. That said, if everyone in your group is already signed up and using the service, it’ll do the job just fine.

    Author: Brendan Hesse

  • AI Is Changing Work — and Leaders Need to Adapt

    As AI is increasingly incorporated into our workplaces and daily lives, it is poised to fundamentally upend the way we live and work. Concern over this looming shift is widespread. A recent survey of 5,700 Harvard Business School alumni found that 52% of even this elite group believe the typical company will employ fewer workers three years from now.

    The advent of AI poses new and unique challenges for business leaders. They must continue to deliver financial performance, while simultaneously making significant investments in hiring, workforce training, and new technologies that support productivity and growth. These seemingly competing business objectives can make for difficult, often agonizing, leadership decisions.

    Against this backdrop, recent empirical research by our team at the MIT-IBM Watson AI Lab provides new insight into how work is changing in the face of AI. By examining these findings, we can create a roadmap for leaders intent on adapting their workforces and reallocating capital, while also delivering profitability.

    The stakes are high. AI is an entirely new kind of technology, one that has the ability to anticipate future needs and provide recommendations to its users. For business leaders, that unique capability has the potential to increase employee productivity — by taking on administrative tasks, providing better pricing recommendations to sellers, and streamlining recruitment, to name a few examples.

    For business leaders navigating the AI workforce transition, the key to unlocking the productivity potential while delivering on business objectives lies in three key strategies: rebalancing resources, investing in workforce reskilling and, on a larger scale, advancing new models of education and lifelong learning.

    Solution #1: Reallocate Capital Resources

    Our research report, offers a window into how AI will change workplaces through the rebalancing and restructuring of occupations. Using AI and machine learning techniques, our MIT-IBM Watson AI Lab team analyzed 170 million online job posts between 2010 and 2017. The study’s first implication: While occupations change slowly — over years and even decades — tasks become reorganized at a much faster pace.

    Jobs are a collection of tasks. As workers take on jobs in various professions and industries, it is the tasks they perform that create value. With the advancement of technology, some existing tasks will be replaced by AI and machine learning. But our research shows that only 2.5% of jobs include a high proportion of tasks suitable for machine learning. These include positions like usher, lobby attendant, and ticket taker, where the main tasks involve verifying credentials and allowing only authorized people to enter a restricted space.

    Most tasks will still be best performed by humans — whether craft workers like plumbers, electricians and carpenters, or those who do design or analysis requiring industry knowledge. And new tasks will emerge that require workers to exercise new skills.

    As this shift occurs, business leaders will need to reallocate capital accordingly. Broad adoption of AI may require additional research and development spending. Training and reskilling employees will very likely require temporarily removing workers from revenue-generating activities.

    More broadly, salaries and other forms of employee compensation will need to reflect the shifting value of tasks all along the organization chart. Our research shows that as technology reduces the cost of some tasks because they can be done in part by AI, the value workers bring to the remaining tasks increases. Those tasks tend to require grounding in intellectual skill and insight—something AI isn’t as good at as people.

    In high-wage business and finance occupations, for example, compensation for tasks requiring industry knowledge increased by more than $6,000, on average, between 2010 and 2017. By contrast, average compensation for manufacturing and production tasks fell by more than $5,000 during that period. As AI continues to reshape the workplace, business leaders who are mindful of this shifting calculus will come out ahead.

    Solution # 2: Invest in Workforce Training

    Companies today are held accountable not only for delivering shareholder value, but for positively impacting stakeholders such as customers, suppliers, communities and employees. Moreover, investment in talent and other stakeholders is increasingly considered essential to delivering long-term financial results. These new expectations are reflected in the Business Roundtable’s recently revised statement on corporate governance, which underscores corporations’ obligation to support employees through training and education “that help develop new skills for a rapidly changing world.”

    Millions of workers will need to be retrained or reskilled as a result of AI over the next three years, according to a recent IBM Institute for Business Value study. Technical training will certainly be a necessary component. As tasks requiring intellectual skill, insight and other uniquely human attributes rise in value, executives and managers will also need to focus on preparing workers for the future by fostering and growing “people skills” such as judgement, creativity and the ability to communicate effectively. Through such efforts, leaders can help their employees make the shift to partnering with intelligent machines as tasks transform and change in value.

    Solution #3: Educate for the Future Today

    As AI continues to scale within businesses and across industries, it is incumbent upon innovators and business leaders to understand not only the business process implications, but also the societal impact. Beyond the need for investment in reskilling within organizations today, executives should work alongside policymakers and other public and private stakeholders to provide support for education and job training, encouraging investment in training and reskilling programs for all workers.

    Our research shows that technology can disproportionately impact the demand and earning potential for mid-wage workers, causing a squeeze on the middle class. For every five tasks that shifted out of mid-wage jobs, we found, four tasks moved to low-wage jobs and one moved to a high-wage job. As a result, wages are rising faster in the low- and high-wage tiers than in the mid-wage tier.

    New models of education and pathways to continuous learning can help address the growing skills gap, providing members of the middle class, as well as students and a broad array of mid-career professionals, with opportunities to build in-demand skills. Investment in all forms of education is key: community college, online learning, apprenticeships, or programs like P-TECH, a public-private partnership designed to prepare high school students for “new collar” technical jobs like cloud computing and cybersecurity.

    Whether it is workers who are asked to transform their skills and ways of working, or leaders who must rethink everything from resource allocation to workforce training, fundamental economic shifts are never easy. But if AI is to fulfill its promise of improving our work lives and raising living standards, senior leaders must be ready to embrace the challenges ahead.

    Article appears in Harvard Business Review

    Author: Martin Fleming, who is IBM’s Chief Economist and Vice-President.

  • Business as “Unusual”

    “Would you tell me, please, which way I ought to go from here?” [Alice asked.]
    “That depends a good deal on where you want to get to,” said the Cat.
    “I don’t much care where—” said Alice.
    “Then it doesn’t matter which way you go,” said the Cat.
    – from Alice’s Adventures in Wonderland, Lewis Carroll

    Nobody signed up for this. On New Year’s Eve, no one held up a glass and sang “Auld Lang Syne,” accompanied by resolutions around pay cuts, furloughs, airplanes without passengers, and hotels without guests…

    But these are the times we find ourselves in. It’s natural to reminisce about history, even if that’s five months ago, but we can’t stay there. The world has changed.

    We’re here now and, unlike Alice lost in Wonderland, we must decide where we are going to go. And it does matter what we choose: We can get up—or give up. 

    What was business as usual just a couple of months ago has radically changed—now it’s business as “unusual.” Leaders around the globe and in every industry are facing gut-wrenching decisions. As one executive confided in me recently, “They’re all bad decisions. I’m just trying to pick the least worst decisions.”

    Yes, ambiguity abounds, but we can’t wait for the clouds to clear. Here are a few thoughts:

    • Take control: Here’s a cautionary tale for leaders at this time. A group of settlers in a remote location were gathering firewood to prepare for winter. The group’s leader thought it was going to be a cold winter but wanted to check with the experts. He went to the next town and called the National Weather Service (NWS), which confirmed his thinking. So, more firewood was collected. A week later, the leader checked in with NWS again, and the forecast had changed: a very cold winter. That meant even more firewood. This went on three or four times, with increasingly dire forecasts from NWS that meant getting even more firewood. Finally, the leader asked NWS: “Why do you think the winter is going to be so very, very cold?” The answer: “Because those settlers are gathering a boatload of firewood.” The moral of this story: Don’t let herd mentality take you down. Take control.
    • Get up or give up: I’m reminded of the late John McKissick, America’s “winningest” coach in football, who guided high school players for more than 60 years. He motivated them with his own father’s advice: “As my daddy used to say, ‘Son, if you don’t put something in the bucket, how are you going to get anything out of it?’ Winning takes hard work, particularly when the opponent is a virus—invisible but, we have to believe, not invincible. In these times of business as unusual, people have to believe to achieve. You can’t teach hustle, but you can motivate it!
    • Failing to fail: The mantra these days is “we will get through this.” Of course we will—the alternative is impossible and unthinkable. The way back to normal will come in waves, with victories and setbacks. But it will be hard, and there will be failures along the way. In times like these, though, the only real failure is failing to fail. As Michael Jordan said, “I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” Fail fast, learn faster.
    • It’s one day at a time: Cash, biology, or psychology? Which one is the real secret weapon for getting through this crisis? Cash helps, but not everybody has this luxury; and, besides, it’s not a durable commodity. Fiscal stimulus will only get us so far. Biology will eventually prevail, with the science to produce a treatment and a vaccine. But even with the best minds on the task, it will take time. Psychology, along with sociology, will get us through this crisis. We can’t let ourselves get lulled into paralysis. If we’re not careful, tomorrow can look like today. To break this pattern, the other day I intentionally got dressed up as if I were going to a meeting, even though I didn’t leave my driveway. My wife and my daughter even cut my hair—it took three tries, but I wanted to break the monotony. All of us must go out of our way to make tomorrow different than today.
    • Remember empathy: Although we’re isolated, we don’t walk alone. This is not the time to feel sorry for ourselves. More empowering is to empathize with others. And that’s what I’m finding everywhere. One colleague shared his stresses of overcoming a heart attack and cancer, which left him “severely immune compromised,” and worrying about his aging parents who are thousands of miles away. “Hard times,” he told me. “But still grateful that they are not as hard…as for so many others. I am actually fortunate, grateful, and blessed.”
    • To the real heroes: In this crisis, one group more than any embodies the spirit of taking control in the most challenging circumstances: our healthcare professionals. Every day, these warriors put their own health and well-being on the line in service of others. As a chief nursing officer told me, “I can’t tell you how many times, both personally and professionally, I’ve assured someone, ‘It’s going to be OK.’” Indeed, everything will be OK.

    As the week comes to an end, I have been reflecting, which brought my thoughts back to Kansas where I grew up. I can remember being in my grandmother’s house on a cold day, and trying to get warm by standing with one foot on either side of the floor register that blew hot air from the furnace. My grandmother was singing her favorite song: “You’ll Never Walk Alone.”

    So appropriate and so timeless:

    When you walk through a storm
    Hold your head up high
    And don’t be afraid of the dark

    At the end of a storm
    There’s a golden sky
    And the sweet silver song of a lark

    Walk on through the wind
    Walk on through the rain
    Though your dreams be tossed and blown

    Walk on, walk on
    With hope in your heart
    And you’ll never walk alone… 

    Author Gary Burnison
    Korn Ferry CEO

  • How To Get Access to Your COVID Stimulus Money


    It’s the beginning of the month and bills are coming due. If you are stressed out, it’s important that you know where and how to get access to financial relief. Please consider this not only for yourself, but for your adult children and elderly parents, too, even if you do not need it for yourself.

    On March 27, President Trump signed a $2.2 trillion stimulus bill into law that will hopefully provide some relief for many, perhaps including you. The CARES Act (Coronavirus Aid, Relief, and Economic Security Act) sends money directly to Americans, expands unemployment coverage, and funds loans and grants for small businesses. So let’s look at how you can access these funds.

    Who gets direct stimulus money and how much do they get?

    All eligible adults who have a Social Security Number, filed tax returns in 2018 and/or 2019 will automatically get a $1,200 direct stimulus deposit from the government within a particular income bracket. This is true whether you have been laid off, are currently employed, or are currently self-employed or an independent contractor.

    To get the full amount:
    A single adult must have an adjusted gross income of $75,000 or less.Married couples with no children must earn $150,000 or less for a combined total stimulus of $2,400.Every qualifying child 16 or under adds $500 to a family’s direct stimulus.If you have filed as head of household, have dependents, and earned $112,500 when you last filed, you will get the full payment.
    This payment is not considered income—it’s essentially free money from the government. Therefore, it will not be taxed. It also is not a loan, so if you are eligible, you will not be charged interest or expected to pay it back. As of right now, the stimulus is a one-time payment.

    Are there exceptions?

    Payment decreases and eventually stops for single people earning $99,000 or more or married people who have no children and earn $198,000 annually. Additionally, a family with two children will no longer be eligible for payments if their income is over $218,000.

    If you are an adult claimed on your parent’s tax return, you do not get the $1,200.

    What do I need to do to get my stimulus money?

    For most people, no action is necessary. If the IRS has your bank account information already, it will transfer the money to you via direct deposit. If, however, you need to update your bank account information, the IRS has posted on their website that they are in the process of building an online portal where you can do so.

    An important note: if you have not filed a tax return in the past couple of years, or you don’t usually need to file one, you should file a “simple tax return” showing whatever income you did have, so you can qualify for these benefits.

    You can continue to check for updates on how to make sure you get your payment by regularly checking for updates on their Coronavirus Tax Relief page.  https://www.irs.gov/coronavirus
    When will that money come through?

    Treasury secretary Steven Mnuchin says that he expects most people will get their payments by Friday, April 17th, though other sources say that it could take up to 4–8 weeks.

    Loans (and Grant Money) for Independent Contractors

    If you have a business, are an independent contractor or are self-employed, you can apply for loans, and get a $10,000 grant from the government via the CARES Act.
    These are Economic Injury Disaster Loans (EIDL) and Paycheck Protection Program (PPP) loans. Please note that there are still elements of these loans that are not fully understood, and we are giving our best legal interpretation based on information from the Small Business Administration and the US Chamber of Commerce.

    VERY IMPORTANT: If you apply for EIDL right now, you can claim a $10,000 advance that does not need to be repaid. It’s essentially a grant that can be used to keep your business alive. You can apply for it right here: https://covid19relief.sba.gov/ Do it, now.  This is applicable if you are an independent contractor, or a self-employed business owner. Basically, if you file a separate tax return for your business or a Schedule C on your personal tax return, you SHOULD qualify. But please see note above that we don’t really know how all of this will be implemented. What we do believe is that you should get your application in for the EIDL grant money.

    The PPP applications will be made through your bank, so contact your banker, if you believe you will need the PPP loan, which will be forgiven if used for payroll specifically in the weeks after receiving the loan funds.

    You should have the following information on hand to fill out either of the two loan applications:
    IRS Form 4506T—Tax Information Authorization—completed and signed by each principal or owner,Recent federal income tax returns,SBA Form 413—Personal Financial Statement,SBA Form 2202—Schedule of Liabilities listing all fixed debts,Any profit and loss statements, recent tax returns, and balance sheets.
    Here’s a bit more information about both loan programs.

    Economic Injury Disaster Loans (Above and Beyond the $10,000 Grant)

    Every state has been declared a disaster area due to COVID-19, and therefore your business may be eligible for an SBA economic injury disaster loan (EIDL). This is a low-interest loan that has terms that can last as long as 30 years, and can provide you with capital loans of up to $2 million and an advance of up to $10,000.

    Economic Injury Disaster Loans (EIDL) can be used to cover:
    Paid sick leave to employees unable to work due to the direct effects of COVID-19,Rent or mortgage payments,Maintaining payroll (to help prevent layoffs and pay cuts),Increased costs due to supply chain disruption,Payment obligations that could not be met due to revenue loss.
    Whereas the application used to take hours, it now only takes about 10 minutes to fill out. A couple of important notes, however:
    SBA loan reps have said that they are focusing on processing applications filed after March 30th, so if you have a confirmation number starting with 2000, you should probably reapply.Be sure to check the box toward the end of the application if you want to be considered for an advance up to $10,000 (as I mentioned at the top of the article, this amount does not need to be repaid and so is essentially a grant!).
    You can apply for disaster loan assistance here: https://covid19relief.sba.gov/
    Coronavirus Emergency Paycheck Protection Loan

    The CARES Act’s $350 billion allocation to small businesses is specifically called the Paycheck Protection Program (PPP). It specifically incentivizes borrowers who maintain their payrolls, i.e., don’t lay off their employees. This program will fully forgive loans where at least 75% of the forgiven amount is used to pay employees for the eight weeks following the loan. If you lay off employees or cut salaries and wages, your loan forgiveness will also be reduced.

    PPP loans can be used to cover:
    Payroll costs,Group health care benefits during periods of paid, sick, medical, or family leave, and insurance premiums;Interest on a mortgage obligation,Rent, under lease agreements in force before February 15, 2020,Utilities, for which service began before February 15, 2020,Interest on any debt incurred before February 15, 2020.
    Small businesses with less than 500 employees (including sole proprietorships, independent contractors, and those who are self employed) are eligible. You can apply through SBA 7(a) lenders, federally insured credit unions, or participating Farm Credit Systems (ie your bank). Other lenders might be on the scene soon as well, but a lot of them are currently being reviewed for approval to the program.

    Full details are available here: https://www.sba.gov/funding-programs/loans/paycheck-protection-program-ppp
    We are here to support you making educated, informed, empowered decisions for yourself and the people you love, in all areas of your wealth, health, and happiness. In my blog last week, we discussed the most important legal and financial actions to take right now in light of this COVID pandemic.  In case you missed it, you can read that here.

    I look forward to serving you during these unprecedented times.  If there is anything I can do for you and your family, for matters concerning the law or anything at all, please contact me at (858) 432-3923 or at tara@cheeverlaw.com.  I look forward to connecting (virtually) and serving you during these unprecedented times.  Please stay healthy and safe!

    Sincerely,


    Tara Cheever, Principal/Owner of Cheever Law, APC

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    Tara H. Cheever
    Attorney at Law at Cheever Law, APC 5205 Avenida Encinas, Suite A, Carlsbad, CA 92008 (858) 432-3923  tara@cheeverlaw.com www.cheeverlaw.com
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  • Why Do Smart People Do Foolish Things?

    Intelligence is not the same as critical thinking—and the difference matters.

    Scientific American |

    By: Heather A. Butler

    We all probably know someone who is intelligent but does surprisingly stupid things. My family delights in pointing out times when I (a professor) make really dumb mistakes. What does it mean to be smart or intelligent? Our everyday use of the term is meant to describe someone who is knowledgeable and makes wise decisions, but this definition is at odds with how intelligence is traditionally measured. The most widely known measure of intelligence is the intelligence quotient, more commonly known as the IQ test, which includes visuospatial puzzles, math problems, pattern recognition, vocabulary questions and visual searches.

    The advantages of being intelligent are undeniable. Intelligent people are more likely to get better grades and go farther in school. They are more likely to be successful at work. And they are less likely to get into trouble (for example, commit crimes) as adolescents. Given all the advantages of intelligence, though, you may be surprised to learn that it does not predict other life outcomes, such as well-being. You might imagine that doing well in school or at work might lead to greater life satisfaction, but several large-scale studies have failed to find evidence that IQ impacts life satisfaction or longevity. University of Waterloo psychologist Igor Grossmann and his colleagues argue that most intelligence tests fail to capture real-world decision-making and our ability to interact well with others. This is, in other words, perhaps why “smart” people do “dumb” things.

    The ability to think critically, on the other hand, has been associated with wellness and longevity. Though often confused with intelligence, critical thinking is not intelligence. Critical thinking is a collection of cognitive skills that allow us to think rationally in a goal-orientated fashion and a disposition to use those skills when appropriate. Critical thinkers are amiable skeptics. They are flexible thinkers who require evidence to support their beliefs and recognize fallacious attempts to persuade them. Critical thinking means overcoming all kinds of cognitive biases (for instance, hindsight bias or confirmation bias).

    Critical thinking predicts a wide range of life events. In a series of studies, conducted in the U.S. and abroad, my colleagues and I have found that critical thinkers experience fewer bad things in life. We asked people to complete an inventory of life events and take a critical thinking assessment (the Halpern Critical Thinking Assessment). The critical thinking assessment measures five components of critical thinking skills, including verbal reasoning, argument analysis, hypothesis testing, probability and uncertainty, decision-making and problem-solving.

    The inventory of negative life events captures different domains of life such as academic (for example, “I forgot about an exam”), health (“I contracted a sexually transmitted infection because I did not wear a condom”), legal (“I was arrested for driving under the influence”), interpersonal (“I cheated on my romantic partner who I had been with for more than a year”), financial (“I have over $5,000 of credit-card debt”), and so on. Repeatedly, we found that critical thinkers experience fewer negative life events. This is an important finding because there is plenty of evidence that critical thinking can be taught and improved.

    Is it better to be a critical thinker or to be intelligent? My latest research pitted critical thinking and intelligence against each other to see which was associated with fewer negative life events. People who were strong on either intelligence or critical thinking experienced fewer negative events, but critical thinkers did better.

    Intelligence and improving intelligence are hot topics that receive a lot of attention. It is time for critical thinking to receive a little more of that attention. Keith E. Stanovich wrote an entire book in 2009 about What Intelligence Tests Miss. Reasoning and rationality more closely resemble what we mean when we say a person is smart rather than spatial skills and math ability. Furthermore, improving intelligence is difficult. Intelligence is largely determined by genetics. Critical thinking, though, can improve with training, and the benefits have been shown to persist over time. Anyone can improve their critical thinking skills. Doing so, we can say with certainty, is a smart thing to do.

    Heather A. Butler is an assistant professor in the psychology department at California State University, Dominguez Hills. Her numerous research interests include critical thinking, advanced learning technologies, and the use of psychological science to prevent wrongful convictions.

    This article was originally published on October 3, 2017, by Scientific American, and is republished here with permission.

  • How To Remove Fear From Your Work Culture

    by Chester Elton and Adrian Gostick

    We all know that fear can get stuff done. If stress levels are amped up sufficiently, people can do some crazy things for short periods of time. We’ve all heard the story of the mom who lifts a Pontiac off a trapped family member. Marketers have long known the power of fear, using it to sell everything from life insurance to alarm systems to fiber cereals that taste like tree bark and feet.

    A degree of fear in our workplaces is unavoidable with this pandemic and economic downturn. But it’s important for leaders to recognize that fear at work can cause a host of ill effects that undermine the quality of people’s output as well as overall team performance. At the heart of fear is doubt, and uncertainty can kill motivation, not to mention innovation.

    When faced with a threat—real or imagined—the brain’s amygdala sends out a distress signal, prompting the release of stress hormones, which cause a number of physiological changes, such as increased heartbeat, quickened breathing, and muscle tensing. This reaction is designed as a boon in response to immediate threats, giving us a surge of energy and enhancing our strength. Shazam! But all that is intended as a temporary response to danger, not as a prolonged state of being. If this pandemic worry stretches into weeks and months, it will sap energy. Chronic stress like that can also seriously undermine the quality of people’s sleep, further undercutting their energy. Fear-induced stress is a major factor in burnout.

    Getting people into a fight mode during a crisis might sound okay to some leaders—“They’ll be charged up to tackle this challenge!” What they need to understand is a fighting spirit, when evoked by fear rather than inspiration and a sense of purpose, actually can end up aimed right back against their managers instead of the challenges to be tackled. Never underestimate the degree of bald-faced contempt that people let brew in response to the perception that a manager isn’t doing all he/she can to solve the problems that are causing them to freak out (even if the manager has little to no control over them).

    In short, few things in a crisis are worse than key stakeholders perceiving leadership to be in disarray, indecisive, or indifferent. It is the very moment of crisis when the organization needs its people to believe the most, yet their faith is often challenged.

    What to do as leaders? Here are just a few tactics that can help.

    Create a Safe Place: One sure-fire way to help reduce fear starts with frequently and honestly framing the market situation in real terms that people can relate to. Leaders must explain in clear terms what behaviors employees must focus their efforts on, all while creating a reassuringly safe environment to keep delivering to clients. During our interviews with leaders who successfully led their teams through the last global crisis, they displayed a dogged commitment to their mission and core values. Employees we interviewed after told us things such as, “He forced us to keep thinking about our mission, and how we were helping make the world a better place,” or “She reminded us that real people were using our products; they had to be perfect every time.”

    Leave the Pillows at Home. During tough times, it’s more important than ever to be more honest and more transparent. In other words: Don’t soften the blow. Let people know what’s up with the business in clear ways and communicate with them every day, even if there’s not much to share. Part of this concept means you’ll need to admit you need employee help and ideas to get through this. After all, you don’t have all the ingenuity or improvement ideas in your head, so let your people know you want to hear their input. Encourage debate on ways to improve service or find new business or enhance processes, even if it rattles established harmony. When employees know their managers are seeking better ways during tough times, and are encouraging them to practice the same, it builds trust and a larger culture of optimism.

    Amp up Gratitude. It is in the worst of times that leaders must amp up praise and recognition of every step forward. In the organizations we studied that made it through the Great Recession in the best shape, there was a statistically significantly higher preponderance of gratitude of employee efforts than in those organizations that achieved average or poor returns. The seemingly warm and fuzzy skill of thanking people for the value they bring creates tangible feelings of hope and points people toward the right behaviors.

    Manage to Motivators. Every person on this planet has a thumbprint-like makeup of what makes him or her most engaged at work and those prints vary considerably. During this stressful time, one of the most powerful ways to engage people is to align (as much as possible) assignments with a person’s specific motivations and uncover subtle changes that can lead to increases in team morale, engagement, and results. The problem is, very few managers know what’s really motivating to their people or, if they do, how to apply that information to day-to-day work. The best leaders have discovered that the surest way to help their employees be more productive in challenging times is to do some sculpting of the nature of jobs or tasks to better match duties with passions.

    Adrian Gostick and Chester Elton are the New York Times bestselling authors of Leading with Gratitude, The Carrot Principle and All In. They own the global training company The Culture Works and work with organizations around the world to address employee engagement issues. Learn more at TheCultureWorks.com.

    Original article appears here: https://www.thecultureworks.com/how-to-remove-fear-from-your-work-culture/

  • How to Lead in Time of Crisis: This is the Ultimate Time for Empathy

    By: Urs Koenig Here is what I learned from interviewing 15 leaders over the last 5 days on how to best lead teams and organizations during this time of crisis. What is your take away? What might you add? I would love to hear from you!

    Original: https://www.youtube.com/watch?v=XAVAoxUp3Pk&t=

  • COVID-19 Strategies and Policies of the World’s Largest Companies by Larry Emond and Ellyn Maese

    Story Highlights

    • New teams are critical for developing policies and providing information
    • Learn COVID-19 protocols and business contingency plans
    • Monitor impact and conduct assessments to sustain business function

    Gallup Managing Director Larry Emond gathered the strategies and policies of 100 members of the CHRO Roundtable, an organization that includes the CHROs of more than 650 of the world’s largest companies, for their responses to the COVID-19 pandemic. The companies in this sampling average $27 billion in revenue with 80,000 employees and most are global organizations. This is what Emond found.

    Crisis Management Teams

    Most organizations have created crisis management teams, task forces or committees with a response tailored to specific geographic regions. These task forces meet regularly to develop policies and provide information to leaders, managers and front-line employees regarding COVID-19 awareness, prevention, management and hygiene practices.

    These teams are also focused on management protocols and business continuity plans to guide current actions and forecast possible responses to future events. In general, their protocols and plans include:

    • developing succession contingencies for all major executives
    • conducting business using virtual, video or audio capabilities
    • restricting travel
    • reducing to business-critical operations only
    • moving critical operations to unaffected regions
    • cross-training team members to perform critical functions in the event of an unexpected absence or quarantine of another team member
    • documenting business-critical functions, processes or procedures in the event of an unexpected absence or quarantine of a team member
    • distributing call center scripts and agent communications

    If an employee is diagnosed with COVID-19, many companies have established protocols like these:

    • Require employees to report confirmed cases — either of self or family member — of COVID-19 to HR or management. The affected are typically required to stay home for 14 days and/or until cleared by a doctor to return to work with confirmation that there is no diagnosis of COVID-19.
    • Isolate employees diagnosed at work; immediately disinfect objects they’ve touched; trace their contact with other employees, customers, and clients; and notify those who may have been exposed without releasing the diagnosed employee’s name.
    • Ask employees to log all contact with other employees or visitors in case they become symptomatic so that others can be informed of potential exposure.

    Travel Requirements

    Most companies have recommended limiting personal and professional travel, and some have assured workers they could decline professional invitations without penalty. Generally called soft bans, these partial travel restrictions have been issued with requests to inform HR of travel and avoid air travel, public transportation and large gatherings, as well as 14-day self-quarantines following travel to affected areas.

    However, hard bans are in effect in many companies, and travel to China, Italy, South Korea, Iran, Japan, Hong Kong and Taiwan has been prohibited. Indeed, most intercontinental travel — and, more recently, even travel in general — has stopped for the time being, unless it’s mission-critical.

    Business Impact

    Leaders are holding additional meetings to monitor business impact in efforts to protect or sustain business functions. Many companies with facilities in affected areas have closed them and are canceling their own — or their employees’ presence at — conferences, events and face-to-face meetings. Some have been able to move operations to unaffected locations.

    Simultaneously, CHROs are:

    • monitoring supply chains or providers for potential impacts
    • conducting ongoing supply chain risk assessment and operation impact assessment
    • considering alternative suppliers
    • preparing for shortages, transportation delays or communication delays
    • approving additional budget for supplies or additional paid time off
    • reducing or suspending bonuses for top earners
    • analyzing and forecasting potential market impacts

    Wellbeing

    Companies are also assessing risks to their employees’ physical and financial wellbeing. Their mitigation efforts include:

    • instituting mandatory work-from-home or remote work policies where possible
    • closing on-site facilities such as gyms, cafeterias and common areas
    • making revisions to employee compensation and benefits policies
    • granting paid time off for symptomatic employees, employees who must care for family members who are diagnosed with COVID-19, and/or employees with diagnosed cases of COVID-19
    • using standing sick leave, extended sick leave, vacation time, paid time off or flex-time policies
    • increasing sick leave or paid time off for all or on a case-by-case basis
    • utilizing short-term disability, family leave (FMLA) or other existing benefits
    • recommending available Employee Assistance Programs (EAPs)
    • reminding employees about mental health services for stress management
    • using back-up care programs, childcare subsidies or other dependent care benefits
    • refraining from penalizing time off of any kind
    • permitting unlimited unpaid time off without penalty
    • providing travel/international SOS (medical and travel security) services
    • paying for time spent under quarantine
    • offering work-from-home options or adjusting schedules due to school closures
    • communicating employer-sponsored insurance and other relevant benefits
    • advising employees to avoid public transportation
    • staggering shifts to help employees avoid busy commutes
    • advising employees to avoid visiting high-traffic events or locations on personal time
    • reconfiguring meeting rooms, break rooms and other common areas to promote social distancing
    • expanding the time of meal service to avoid congestion, and asking employees to consider alternate meal times to reduce crowds

    Technology

    These companies are testing technological (e.g., remote work) capabilities, emergency notification systems and updating employee contact information. They’re advising employees to take their laptops or other portable equipment home each night, and they are devoting IT staff to help employees set up remote connections at home, sometimes on employees’ personal computers.

    Leaders are holding additional meetings to monitor business impact in efforts to protect or sustain business functions.

    Many companies have required or are encouraging video or audio-conferencing meetings (e.g., Skype, Zoom, Microsoft Teams) or phone calls in lieu of face-to-face meetings. They also recommend conducting collaborative projects by video or audio-conferencing, Google Docs, emails or other online channels.

    Communications

    Corporate leadership is communicating frequently — daily, weekly or as available — to address their organization’s COVID-19 response, advice, policies and protocols. Many are issuing FAQ guides, and many are including links to authorities and external organizations such as the Centers for Disease Control and Prevention (CDC), The World Health Organization (WHO), Johns Hopkins University, local governments and outbreak maps.

    Along with expert advice, these messages often include a genuinely personal element, i.e., reminding workers to get information from credible organizations, assuring them that none of their fellow employees have tested positive for the virus (where applicable) and urging employees not to panic or spread rumors. They will also often encourage employees to obtain enough food, water, medicines and other essentials for their families in case of quarantine or scarcity.

    Corporate leadership is communicating frequently — daily, weekly or as available — to address their organization’s COVID-19 response, advice, policies and protocols.

    Communications are usually tailored to the recipients — whether leaders, managers, employees or clients/customers, respectively — and methods include:

    • social media for public messages
    • email, mail, text messages, hotlines and internal systems (i.e., intranet) to propagate pertinent information
    • signage to reinforce hygiene, screening and other organizational policies

    Members of the CHRO Roundtable are conscious of the effects of their communication, particularly on customers. To that end, many have:

    • Proscribed responses from managers/leaders if contacted by the media. Many have designated media relations personnel who address all questions from the media.
    • Asked employees not to violate the privacy of diagnosed employees or clients/customers in social media messages.
    • Deployed social media and marketing messaging about customer policies and alternative commerce/services.

    Training

    Businesses are rapidly expanding training opportunities. Much of it concerns managers, who are being tasked with assisting in coronavirus containment, responding to employee needs or concerns, and communicating disease-management policies and preventative measures, such as hygiene practices. But CHROs are also creating COVID-19-specific training programs for security professionals, cleaning crews, maintenance and groundskeeping staff.

    These protocols and responses, we’re told, will be operational as long as is needed — the end of May is the current long-term projection — and all are subject to revision. Gallup will continue to report on our findings as the situation evolves.

    Adapt quickly to COVID-19.

    Watch our live webinar “COVID-19: Managing Your Workforce Through Disruption” to get everything Gallup knows about disruption and other crises. Join us on Thursday, March 19, at 2:30 p.m. CT. Dr. Jim Harter, Gallup’s chief workplace scientist, and other experts will share what we’ve learned through research, hands-on experience and our connections with leaders around the world.

    Larry Emond is Managing Director of Global Leadership Advisory at Gallup.

    Ellyn Maese is a Research Associate at Gallup. Jennifer Robison contributed to this article.

  • COVID-19 Has My Teams Working Remotely: A Guide for Leaders by Jennifer Robison

    Story Highlights

    • Individualization, expectations, communication are key for remote workers
    • Managers need their leaders’ support more than ever during this time
    • Going fully remote may be your organization’s new way to work

    The novel coronavirus outbreak has put Italy on lockdown, closed schools in Madrid, shuttered the Securities and Exchange Commission’s D.C. headquarters, turned New Rochelle into a containment zone — and prompted business leaders everywhere to tell employees to take their laptops home at night in case a COVID-19 diagnosis suddenly turns the company remote.

    If so, they’ll join what Time calls “the World’s Largest Work-From-Home Experiment,” but without the preparation other companies have had. If your company is one of them — or you think it will be — this is what Gallup analytics reveals about managing remote workers.

    Individualization is key. The best managers have always individualized their coaching to the worker, but doing so at a distance requires greater intentionality. Managers need to ask each team member to describe the conditions under which they perform best, their concerns about their workflow and their emotional response to the situation.

    Managers in strengths-based businesses have a huge asset — they can predict employees’ reactions. Whether that means a driving need to complete projects, keep promises, maintain relationships or any other motivator, those traits are powerful … and different for everyone. Managers will need to individualize to the person to get the best performance. A one-size-fits-all response never fits anyone very well.

    Set expectations early and clearly. About half of all U.S. employees — remote or not — don’t know what’s expected of them at work. That’s a bad beginning, and it’ll get worse for employees sent home without good guidance. So managers must make expectations crystal clear: X is the work you should do, Y is the quality standard, Z is the deadline. Executives should provide higher-level expectations aligned with the company’s purpose: We’ll keep our customers engaged by doing X, we’ll maintain our standards by doing Y, we’ll fulfill our mission by doing Z. The more detail, the better.

    But remember, fulfilling expectations requires equipment and information. Research from University of California Irvine professor Judith Olson found that the most successful remote work situations are those in which workers have similar work styles, know and like each other, have technology that allows them to collaborate, and know how to use that technology. You may not have time to create great working relationships — though you should try — but now’s the time to explore your digital options. That’s how people will meet the expectations you set.

    Communication. Employees who are accustomed to working in-house may feel cut off from the resources, information or relationships they need to do their jobs well, so plan for more conference calls. It’s OK to pad socializing into the timeframe; indeed, it may be vital for people who need lots of interaction to keep their energy up. Managers will have to be diligent about communicating productively — coaching high performance requires frequent conversations, and there won’t be chance conversations in the hall.

    But your staff needs to hear from you too, especially as economic fears worsen, to maintain their trust in leadership. Keep the lines of communication open, honest and broad. Send emails or post videos about your reasoning, intentions and expectations. Make it easy for managers to know your thoughts and contribute their own.

    Support your managers: A sudden change in the practice of management can be hard on managers. They may worry about disruptions to the workflow they’re accountable for. Some may feel they have to be physically present to be good coaches, unsure that they can engage workers from a distance. Rather more negatively, there are still some managers who don’t trust workers they can’t see. All of them will have to manage workers in a new way, and fast.

    So give them your support, both practical and emotional, during what may be a tough transition. Invest in management development and coaching ahead of the budget plan, and be affirming about the situation and understanding about altered deadlines. Just remember, your managers always need to know you have their back — but never more so than when they feel insecure.

    Looking Ahead

    Gallup finds that 43% of U.S. employees work remotely some or all of the time, and many, many studies show remote workers are more productive and profitable than in-house employees. So don’t worry — telework can succeed spectacularly. Although your company will have to learn quickly, your people may perform at levels that surprise you.

    But don’t be surprised if they don’t want to come back to the office.

    Gallup research shows that 53% of employees say greater work-life balance and personal wellbeing are “very important” to them when considering a new job — as do 60% of women, of whom 48% are actively looking for a new employer — and that 51% of U.S. workers say they would quit their current job for one that allows flextime.

    A huge proportion of workers already have. Gallup found that the number of remote workers grew by four percentage points — representing millions of employees — between 2012 and 2016, that workers are spending more time off-site than ever before, and that more and more industries are putting remote work policies in place (primarily finance, insurance and real estate, followed by transportation, retail, manufacturing and construction). “Remote work is no longer a privilege,” Forbes recently reported. “It’s become the standard operating mode for at least 50% of the U.S. population.”

    That percentage is about to explode, whether companies are prepared for it or not. So if you have to send people home to keep them safe, individualize, communicate and set expectations so your managers can coach effectively during a crisis. But keep this in mind: While COVID-19 won’t be an issue forever, remote work will be. What you learn about leading a remote workforce now will likely become best practice for your company later on.

    Adapt quickly to COVID-19.

    Watch our live webinar “COVID-19: Managing Your Workforce Through Disruption” to get everything Gallup knows about disruption and other crises. Join us on Thursday, March 19, at 2:30 p.m. CT. Dr. Jim Harter, Gallup’s chief workplace scientist, and other experts will share what we’ve learned through research, hands-on experience and our connections with leaders around the world.

    Jennifer Robison is a Senior Editor at Gallup. Adam Hickman, Ph.D., contributed to this article.

    Original article appears here with additional tips: https://www.gallup.com/workplace/288956/covid-teams-working-remotely-guide-leaders.aspx?utm_source=workplace-newsletter&utm_medium=email&utm_campaign=WorkplaceNewsletter_March_03172020&utm_content=readourrecommendations-CTA-2&elqTrackId=5425240020ec4c2297f4836b9fb5810c&elq=c7db8c639bfa4d5bbe2551a4f67d607b&elqaid=3589&elqat=1&elqCampaignId=787