Patsi Krakoff, Psy. D.'s Articles in Communications

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  • The Brain Science of Persuasion: 7 Triggers (Communications)
    People make two major mistakes when trying to persuade others:

    1. Using the argument that would work best on themselves
    2. Overestimating the power of logic and rationality

    Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What have the new studies of the brain taught us about the way we make decisions and are influenced?

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  • Managing Across Generations: Motivating Gen Xers
    Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees.

    But what happens when generations don’t share the same values and beliefs about workplace success?

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  • Mindset: Why Executives Thrive…Or Barely Survive
    Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation.

    Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine.

    Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.”

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  • The Unspoken Taboos of Leadership: Exploring Charisma
    Leadership is messy — and not for everyone. It’s a contact sport, and people get hurt.

    Unfortunately, the subject remains poorly understood. We fail to discuss the importance of power, intelligence, self-centeredness, political gamesmanship, arrogance, competitive fire or manipulation — the unspoken leadership taboos.

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  • Dealing with Difficult People
    They’re everywhere. Walk into any workplace and you’ll find them. Regardless of your company’s success or employee-friendly culture, difficult people pose challenges for managers and team leaders each day.

    “People problems” are often cited as the most challenging — and time-consuming — part of a manager’s job. One study found that 42 percent of managers’ time is spent on defusing office conflict.

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  • The Quest for Great Customers
    Most CEOs hope a stronger focus on customers will protect them from eroding profit margins & commoditization. But getting closer to customers is not a matter of installing better CRM systems or simply measuring satisfaction levels.

    We now have the ability to connect with buyers in more meaningful ways -- but perhaps we’re overlooking the fundamental elements of a good customer relationship program:intimacy and trust.

    Let’s take a look at what’s wrong with most relationship marketing.

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  • Leadership by Persuasion
    As a leader, your success depends upon your ability to get things done: up, down and across all lines. To survive and succeed, you must learn to persuade people: to convince them to take action on your behalf and under your direction, often without formal authority.

    Persuasion is widely perceived as a skill reserved for sales and negotiation.
    Now, it’s an essential proficiency for all leaders. You must make a rational argument, and also frame your ideas in ways that appeal to emotions.

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  • Information Overload: Taming the Electronic Beasts
    Frantic, forgetful, fragmented and flummoxed. Does this describe you or someone you work with? If so, you’re not alone. Many smart leaders are being swept up by today’s frenetic, globalized, technology-driven lifestyle.

    This article discusses ways to deal with information overload in order to better manage energy.

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  • Emotional Intelligence in the Workplace
    The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ.

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  • Bullies in the Workplace
    The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation.

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  • Generations at Work: Boomers, GenXers & Nexters
    Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together.

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  • From Complaints to Commitments
    The objects of disaffections may vary but griping is always in season at work. When things go from bad to worse the discussions end up in the manager's office. When they don't, they form an undercurrent of discontent and resentments that is counter-productive.

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  • Personality Types in Executives: What Works
    The Myers-Briggs Type Indicator is one of the most frequently used self-report assessment tools in management and leadership development programs around the world. It is used in leadership development, team-building, communications training and executive coaching.

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  • Understanding Basic Human Behaviors at Work: What Drives You?
    One of the earliest studies of human behavior at work was done at AT&T's Western Electric Hawthorne Plant from 1927 to 1932 by Harvard's Elton Mayo. Their principle findings are still relevant today: when workers have an opportunity to contribute their thinking and learning to workplace issues, their job performance improves.

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  • Survival of the Fittest: Feedback is not for Sissies
    In order to be persistently successful, people and organizations need to adapt continually to their environment. This requires information from the environment. The more open the feedback loops, the more effective the adaptation and change can be. Few leaders have truly open and honest feedback within their organizations

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  • Facing Conflict: Tough Conversations
    Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. Some estimate a manager spends 20 percent of his or her time managing conflict of one degree or another.

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  • The Case for Clarity: A Key Leadership Quality
    There’s a lot to be said for clarity and simplicity. When executives at the top make short, clear statements about their defined customers, core strengths, desired future and action plans, they prevent employee confusion and anxiety. They create confidence throughout the organization and replace uncertainty with resilience and creativity. In fact, clarity may be the most essential quality for leading large groups of diverse employees to a desired future.

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  • Office Politics: Survival of the Savvy
    Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.)

    Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics.

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