Monday Mornings with Madison

Monthly Archives:
February 2019

The Halo Effect in Business and Brands, Part 2

The “Halo Effect” is a cognitive bias in which a person’s overall impression is influenced by assumptions based on unrelated, concrete information. If a person likes one aspect of something, he is predisposed to think positively about other aspects of it, even if totally unrelated. For example, “I love iPhones. Therefore, Apple is the best company for computers.” While the Halo Effect can certainly be damaging in some areas of business, imagine if that bias could be harnessed and channeled on behalf of a brand. It can and has. Here’s how! Continue reading

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The Halo Effect in Business and Brands, Part 1

Never judge a book by its cover. That bit of wisdom cautions not to prejudge based on superficial or unrelated factors. This adage is a warning against the “Halo Effect,” a type of cognitive bias in which one person’s overall impression of a person, place or thing is influenced by assumptions based on unrelated, concrete information. For example, a good looking or nice person is more likely to be hired and promoted because it is often assumed that an attractive or likeable person is also intelligent and capable. So how does the Halo Effect affect business and brands? Continue reading

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Prepared to Do the Job

Fact: Most employees need training. Training ensures new hires get oriented and existing staff stay up-to-date on the latest and greatest tools, techniques, systems and skills. But, training takes time and eats into productivity. For many managers, the act of “teaching” employees feels wasteful. Leaders often feel that employees paid to do a job should already know how to do the job, or worry that money invested in training leaves when an employee leaves. So just how much should companies invest in training so employees are prepared to do the job? Continue reading

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Workplace Communication– Part 2

There is a lot of talking done at work. But all talk is not created equal. Some conversations are critical for success and take time. Some chats are casual and should be limited. And some discussions go nowhere and should not happen at all. So how does a manager determine which conversations are beneficial, which are pointless blather and which are beneficial to get everyone working on productive tasks? And, how does a leader get employees to work more and waste less time talking? Continue reading

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