Give criticism before lunch, the best leaders have 'email times', and more top insights

What’s happening in the world of work: The Saturday edition of the Daily Rundown highlights the business trends, perspectives, and hot topics you need to know to work smarter. Read on and join the conversation.

The best time for feedback? Morning. Researchers at the University of Toronto have found that those who have a high capacity for self-control and self-regulation are able to process negative feedback more constructively, according to Quartz. And additional research has shown that our ability to self-regulate tends to decline as the day progresses and we grow tired. So, if you need to deliver a tough critique to a coworker, aim for earlier in their work day and for a time when you know their head is in the game. ? Here’s what people are saying.

Email can be a leadership killer. Managers who are buried in email are more likely to cast aside the kind of key leadership behaviors that improve employee satisfaction and performance, according to research from Michigan State. Such harried managers struggle to transition from email-checking to leadership modes, and they often resort to so-called tactical behaviors, like giving feedback and setting goals. The researchers suggest managers schedule specific times for email, so they can limit the need to transition back and forth. ? Here’s what people are saying.

You Asked: “I work in a small office for a rapidly growing company. We’ve had terrible turnover in our front office, and I know that a huge part of it is because of the company culture. Everyone talks about everyone behind their backs, supervisors don’t necessarily do their jobs and everyone is overworked. I’ve tried talking to the top manager, but nothing seems to change. The toxicity is palpable everywhere. Is there anything I can do to influence this?” — Caelie Orlosky, client relations manager at ReMax Haven Property Management

• “Indeed, there is something you can do. It starts with recognizing the simple, if discouraging, fact that the only person whose behavior you can change is your own. Put positively, you have the power to model the behaviors you wish were the norm in your company. While it’s true that bosses play an outsized role in shaping the culture, anyone can contribute to building a positive environment. For instance, you can express interest in what a colleague is thinking or feeling. By asking genuine questions, motivated by curiosity and caring, you convey that others matter. Additionally, when you listen carefully to a colleague, you convey interest and respect. Through small acts of connection, you make a difference. This requires you to take the small risk of modeling sincerity in an environment that exudes cynicism, but you have nothing to lose and everything to gain. Emotions are contagious. How you show up matters. If, after a while, it fails, you’re no worse off and can start looking for another company worthy of your talents and good will.” — Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School and author of “The Fearless Organization”
• “You can't remake culture quickly or easily, but you can influence it, and one minor change can often spark others. Pick one practice or behavior that you think is typical of the organization. These should be things that could be changed without huge disruption. You might begin by asking for feedback on your own work from your favorite colleagues. If you are open to challenge and questioning, that sets a tone that others may pick up on. Does your organization have a regular forum that enables people to speak up about what they are doing and for others to ask questions? This kind of forum needs to have a good set of ground rules, but it gives people a place to be heard. Ultimately, though, leaders shape the culture. They have to accept and encourage challenge and engage in civil discourse themselves. If you can identify one senior leader who you think wants to improve the culture, you might go to him/her with your specific idea. You only need a few people who really want to make a change to get the ball rolling.” — Nigel Travis, executive chairman of Dunkin’ Brands and author of “The Challenge Culture”

Looking for career advice from the pros? Submit your questions in the comments with #YouAsked and we’ll take care of the rest.

Minding the curiosity gap at work: While 83% of executives say their companies highly encourage curiosity, only 52% of staffers agree, according to research from INSEAD and SurveyMonkey. And while 49% of execs think such behavior is rewarded with salary growth, only 16% of non-managers say the same. Leaders can help open the creative floodgates by openly encouraging staff to share their outside interests on the job, which can free workers up to think of themselves — and their work — in new ways. ? Here’s what people are saying.

To solve a complex problem, do something else. When you step away from a complicated challenge and allow your mind to wander a bit, your brain continues to mull over the quandary in the background, a process known as the Zeigarnik effect. And our wanderings — especially when they involve interesting, diverse environments — expose us to new stimuli, which gives our brains additional material to make new connections. This provides fresh fodder to come up with novel approaches to whatever problem is vexing us. ? Here’s what people are saying.

One last idea:  Many of us strive to achieve work-life balance, creating an ideal division between the parts of our life. But TIAA CEO Roger Ferguson argues that it’s better to think of yourself as living one, whole life and vie for work-life harmony instead.

“The pursuit of ‘balance’ implies that work and life are two separate spheres competing for our attention in a zero-sum game. I prefer to see them as a continuum, flowing into and influencing one another.”

What's your take? Join the conversations on today's stories in the comments.

— Scott Olster