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We're often reluctant to ask for help because of the social threats involved--uncertainty, risk of rejection, potential for diminished status, relinquishment of authority. But without support from others, it's virtually impossible to advance in your career. And studies show that most people are surprisingly willing to lend a hand--if you ask in the right way. The author provides three reinforcements that can be incorporated in requests: (1) "In-group." Assure the potential helper that you are on the same team and that the team is important. (2) "Positive identity." Create or enhance people's recognition that they are uniquely placed to provide assistance and that they routinely come to others' aid. (3) "Effectiveness." Be clear about what you need and about what impact the help will have.

Whether we admit it or not, common, everyday biases influence how we see the world. The fact is, we cannot go shopping, enter a conversation, or make a decision without a bias of some sort kicking in. The authors show that the best way to overcome common biases in the workplace is collectively. They describe five classes of common biases that all leaders should be familiar with, and show how team-based practices can be redesigned to help identify biases as they emerge, and counteract them on the fly.

All too often, when we think we're projecting a certain image to others, they perceive us very differently. This happens in part because people tend to make judgments unconsciously and automatically, influenced by various biases. But research from social psychologists can help us understand the flaws in human perception and make sure we're judged fairly. According to the author, someone meeting you for the first time--or reassessing you later--is likely to be viewing you through various lenses: the "trust lens," to decide if you are friend or foe, the "power lens," to assess your usefulness, and the "ego lens," to confirm a sense of superiority. Halvorson suggests specific ways you can use this information to put your best foot forward. To be trusted, project warmth and competence. To appeal to someone more powerful, demonstrate your instrumentality in reaching his or her goals. And to be seen positively through another person's ego lens, be modest and inclusive. If you need to overcome a bad impression, you can complement these strategies with others that will make people want to revise their opinions of you. By thinking strategically about how we all form our impressions, you'll find it much easier to come across as you intend and be seen in a favorable light.

It's one thing to set goals--and entirely another to get the people in your organization to actually accomplish them. To make the leap from vision to execution, you can't just define what needs doing; you also need to spell out the details of getting it done. One motivational tool that enables this is "if-then planning," which helps people express and carry out their intentions. If-then plans work because contingencies are built into our neurological wiring, says social psychologist Grant. Humans are very good at encoding information in "If x, then y" terms and using such connections to guide their behavior, often unconsciously. When people decide exactly when, where, and how they'll fulfill a goal, they create a link in their brains between the situation or cue (If or when x happens) and the behavior that should follow (then I will do y). This creates powerful triggers for action. To date, most of the research on if-then plans has focused on individuals, but new studies show that they're very effective with groups, improving performance by sharpening focus and prompting members to execute key activities in a timely manner. If-then planning helps organizations avoid poorly expressed goals, groupthink, the tendency to cling to lost causes, and other problems. It pinpoints conditions for success, increases everyone's sense of responsibility, and helps close the troublesome gap between knowing and doing.

Some personality assessment tools ably identify what you like to do, but they tell you very little about whether you're good at it or how to improve if you're not. Fortunately, one way of grouping people into types is based on an attribute that does predict performance: "promotion" focus or "prevention" focus. Promotion-focused people see their goals as creating a path to advancement; they are comfortable taking chances, like to work quickly, dream big, and think creatively. Prevention-focused people see their goals as responsibilities; they are vigilant, risk-averse, thorough and accurate, and like to maintain the status quo. Motivational focus affects how we approach life's challenges. It affects what we pay attention to, what we value, and how we feel when we succeed or fail. Once you know your focus, you can choose role models, frame goals, seek or give feedback, and provide incentives that will strengthen your motivation or your team's. This article details how you can create motivational fit, which enhances and sustains both the eagerness of the promotion-minded and the vigilance of the prevention-minded.