Thursday, May 9, 2013

The Biology of Kindness: How It Makes Us Happier & Healthier


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There’s a reason why being kind to others is good for you— and it can now be traced to a specific nerve.
When it comes to staying healthy, both physically and mentally, studies consistently show that strong relationships are at least as important as avoiding smoking and obesity.  But how does social support translate into physical benefits such as lower blood pressure, healthier weights and other physiological measures of sound health?  A new study published in Psychological Science, suggests that the link may follow the twisting path of the vagus nerve, which connects social contact to the positive emotions that can flow from interactions.

The researchers, led by Barbara Fredrickson, professor of psychology at the University of North Carolina at Chapel Hill, recruited 65 members of the faculty and staff of the university for a study on meditation and stress.  Roughly half were randomly assigned to take an hour-long class each week for six weeks in “lovingkindness” meditation, which involves focusing on warm, compassionate thoughts about yourself and others.
In the class, the participants were instructed to sit and think compassionately about others by starting to contemplate their own worries and concerns and then moving out to include those of more of their social contacts. People were taught to silently repeat phrases like, “May you feel safe, may you feel happy, may you feel healthy, may you live with ease,” and keep returning to these thoughts when their minds wandered. They were also advised to focus on these thoughts, and on other people, in stressful situations such as when they were stuck in traffic. “It’s kind of softening your own heart to be more open to others,” says Fredrickson.
The group not assigned to the meditation class was placed on a waiting list for a future class. For 61 days, all of the participants logged their daily amount of meditation and prayer (those in the class were encouraged to practice every day) as well as their most powerful experiences of positive and negative emotions. They were also tested before starting the six week class and again after completing it on their heart rate variability, which is a measure of how “toned,” or responsive the vagus can be.
The vagus regulates how efficiently heart rate changes with breathing and, in general, the greater its tone, the higher the heart rate variability and the  lower the risk for cardiovascular disease and other major killers. It may also play a role in regulating glucose levels and immune resoponses.
In addition, and relevant to the study, the vagus is intimately tied to how we connect with each other— it links directly to nerves that tune our ears to human speech, coordinate eye contact and regulate emotional expressions. It influences the release of oxytocin, a hormone that is important in social bonding.  Studies have found that higher vagal tone is associated with greater closeness to others and more altruistic behavior.
More of the meditaters than those on the waiting list showed an overall increase in positive emotions, like joy, interest, amusement, serenity and hope after completing the class. And these emotional and psychological changes were correlated with a greater sense of connectedness to others — as well as to an improvement in vagal function as seen in heart rate variability, particularly for those whose “vagal tone,” was already high at the start of the study.
“The biggest news is that we’re able to change something physical about people’s health by increasing their daily diet of positive emotion and that helps us get at a long standing mystery of how our emotional and social experience affects our physical health,” says Fredrickson.

Simply meditating, however, didn’t always result in a more toned vagus nerve, however. The change only occurred in meditaters who became happier and felt more socially connected; for those who meditated just as much but didn’t report feeling any closer to others, there was no change in the tone of the vagal nerve. “We find that the active ingredients are two psychological variables: positive emotion and the feeling of positive social connection,” she says. “If the practice of “lovingkindness” didn’t budge those, it didn’t change vagal tone.”
More research is needed to determine how large these changes can be and if they can be sustained, as well as how the feelings of social connectedness and interact with compassionate meditation.  
But, Fredrickson says, “We’ve had a lot of indirect clues that relationships are healing. What’s exciting about this study is that it suggests that every [positive] interaction we have with people is a miniature health tune-up.” 
 Being a good friend, and being compassionate toward others, may be one of the best ways to improve your own health.


Microsoft Has A New CFO: Amy Hood

Microsoft Amy Hood


Microsoft has named its new CFO, Amy Hood, who was formerly the top financial officer of the Microsoft Business Division
Last month, Peter Klein announced he was leaving at the end of June after 3-1/2 years.


Here's the press release:
REDMOND, Wash., May 8, 2013 /PRNewswire via COMTEX/ -- 
   Microsoft Corp. today announced that Amy Hood was named Microsoft chief financial officer, succeeding outgoing CFO Peter Klein who will remain at Microsoft through the end of June to ensure a smooth transition. Hood becomes CFO effective immediately.
"Amy brings the right talents and experiences to the role as we continue to strengthen our focus on devices and services," said Steve Ballmer, Microsoft's chief executive officer. "She has been an instrumental leader in the Microsoft Business Division (MBD), helping lead the transition to services with Office 365 and delivering strong financial and operational management throughout her time on the business."
Hood, 41, joined Microsoft in December 2002 and currently serves as CFO of MBD, overseeing all financial strategy, management and reporting for the $24.1 billion business. During her time as CFO of MBD, Hood was also deeply involved in the strategy development and overall execution of the company's successful acquisitions of Skype and Yammer. Previously, Hood served as chief of staff in the Server and Tools group, then ran the strategy and business development team in MBD before becoming CFO of the division in January 2010.
"I'm excited to step into this role and look forward to working closely again with our investors and shareholders," Hood said. "Peter has built a world-class finance team, and I am set up well to continue the company's strong discipline around costs and focus on driving shareholder value."
Before joining Microsoft as a part of the investor relations group, she worked at Goldman Sachs in various roles including investment banking and capital markets groups. She has a bachelor's degree in economics from Duke University and a master's degree in business administration from Harvard University.
Founded in 1975, Microsoft (Nasdaq "MSFT") is the worldwide leader in software, services and solutions that help people and businesses realize their full potential.
Note to editors: For more information, news and perspectives from Microsoft, please visit the Microsoft News Center at http://www.microsoft.com/news. Web links, telephone numbers and titles were correct at time of publication, but may have changed. For additional assistance, journalists and analysts may contact Microsoft's Rapid Response Team or other appropriate contacts listed at http://www.microsoft.com/news/contactpr.mspx.

Management Tip of the Day :Improve Your Ability to Anticipate Crises






HBR :MAY 9, 2013

Most leaders, even highly skilled ones, aren't great at detecting ambiguous threats on the periphery of their business.

But to be successful, you need to pick up weak signals from both inside and outside the organization.

To get better at this critical skill, talk to your customers, suppliers, and other partners to understand their challenges.

Conduct market research and business simulations to understand competitors' perspectives, gauge their likely reactions to new initiatives or products, and predict potential disruptive offerings.

Look at a fast-growing rival and examine any actions it takes that puzzle you.

List customers you have lost recently and try to figure out why. Attend conferences and events in other industries or functions.

All of this will give you the information you need to sense opportunities and potential crises.
Today's Management Tip was adapted from "Strategic Leadership: The Essential Skills" by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland.