Yahoo's Marissa Mayer publicly said that she constantly thinks of who should replace her top execs. Cold blooded?

During the recent Goldman Sachs Technology and Internet Conference, Yahoo's CEO Marissa Mayer said something that raised my eyebrows.

According to Business Insider, Mayer said she "constantly thinks about who could do a better job" on her management team. "I think about who could be a better COO. I think about who could be a better CFO."

Since coming to Yahoo in July of last year, Mayer has replaced much of the company's senior management team with her own, having brought in Henrique De Castro as COO and Ken Goldman as CFO, among others.

Goldman was apparently in the audience when Mayer made her remarks, which she then followed up with, "Sorry Ken, it's just a thought experiment I do."

Now, I'm not going to say that kind of thing doesn't happen all the time in the boardrooms of corporate America. It does. I've had far worse things hurled at me by a CEO or two when I was a senior executive in the tech industry. But always in a private conference room; never in a public forum. Never like that.

A board director once told me a story about a well-known high-tech chief executive. He said the guy would sit in his executive staff meetings and imagine each of his top execs with their compensation emblazoned on their forehead and ask himself if they were worth it or not.

Sure, that's cold-blooded, but he kept it to himself, which is no big deal.

What is telling is that the kind of behavior Mayer exhibited at the Goldman conference reportedly was often on display when she worked for Google. I believe that.

In any case, Mayer's comments at the conference were probably humiliating for the executives in question. They don't reflect well on her or on her potential for retaining executive talent at Yahoo.

When I was discussing this with a colleague, she said, "I sure hope those guys are paid plenty to put up with that kind of crap." Indeed, they probably are.

Still, that's no way to treat employees. I don't care how much they make.

Elizabeth Grace Saunders is the founder and CEO of Real Life E Time Coaching & Training and the author of The 3 Secrets to Effective Time Investment. You can find Elizabeth on Twitter @RealLifeE and at ScheduleMakeover.com.

More than 40 studies affirm that this simple, practical technique doubles your chance of getting a yes, but surprisingly few people put it into use regularly.

If we're all in sales, as the old saying goes, then we're all in the persuasion business. And this is particularly true for entrepreneurs. Whether you're asking investors to hand over their money, potential customers to try your product, or employees to give their best, much of your day is probably spent persuading people. So how do you do it well?

There are a million hints and tricks out there--some more practical than others. A little swearing might help, suggest some studies, or if that's not appropriate for a given situation, how about simply adding a because statement to your request? Meanwhile, classic techniques like social proof, or convincing someone that everyone else is already doing whatever you're trying to get the person to do, or stressing scarcity are well known and frequently employed.

But for some reason, amid all this chatter about how to be more persuasive, one simple, practical, and well-tested technique had largely got lost in the shuffle. According to a recent post laying out the idea on PsyBlog, a whopping 42 studies with 22,000 participants have found the technique roughly doubles the chances of someone agreeing to a request.

What is it? Simply reminding people they're free. The blog calls it the But You Are Free technique, or BYAF for short:

This simple approach is all about reaffirming people's freedom to choose. When you ask someone to do something, you add on the sentiment that they are free to choose.

By reaffirming their freedom you are indirectly saying to them: I am not threatening your right to say no. You have a free choice…

People have been shown to donate more to good causes, agree more readily to a survey and give more to someone asking for a bus fare home.

The exact words used are not especially important. The studies have shown that using the phrase "But obviously do not feel obliged" worked just as well as "but you are free."

What is important is that the request is made face-to-face: the power of the technique drops off otherwise. Even over email, though, it does still have an effect, although it is somewhat reduced.

Are you using the BYAF and, if not, are you going to start?

Click link for full RFP.   

Purpose: This is the latest round of funding designed to provide faculty and departments with funds for curriculum development so that concepts associated with entrepreneurship and innovation can be integrated into the curriculum. Grants provide support for faculty interested in enhancing an academic environment where risk-taking, built on solid academic scholarship, is encouraged and supported. Entrepreneurial thinking involves the skills necessary for recognizing and analyzing a problem and then designing and implementing a potential solution. Course proposals that involve entrepreneurship, innovation, and entrepreneurial skills are particularly encouraged. Creation of partnerships across the campus or in the wider community are also desirable, but not required. Funding is for course creation, revision, and implementation.

Sure, you can get your own life relatively balanced--but what about managing an entire start-up full of workaholics?

As employers, we all know that the New Year causes our employees to rethink their priorities. This is especially true in small companies and start-ups, where the life part of work-life balance is often malnourished.

But you are a good boss: You want to be known for the stellar treatment of your employees. Maybe you dream of a day when Glassdoor names your company as one of its "Best Places to Work." Before you enact that telecommuting policy, start offering flexible hours, or buy that combination table tennis-foosball-pool table for the break room, here are five things you want to consider:

1. Make it official.

Don't just haphazardly start bending rules. Enact a formal work-life program or policy. Do this by first considering what kinds of work-life benefits would really be recognized as benefits to your employees. Examples of work-life program components include things like flexible work arrangements (such as flexible hours or a compressed workweek), allowing part-time schedules, offering telecommuting options, permitting "shift swapping" (for companies with around-the-clock work shifts), or providing discretionary leave, such as paternity, educational, community-service, or sabbatical.

2. Make it legal.

Understand that not all work-life programs work in all states. For instance, it is very difficult to offer a compressed workweek (such as 10 hours a day for four days a week) without running afoul of wage and hour laws regarding overtime. A work-life program that is properly planned and evenly implemented can provide employers a competitive edge in attracting and retaining a diverse, highly productive workforce. Otherwise, these programs can backfire and become a source of legal risk and low morale.

3. Understand and manage the risks.

Although these policies are enacted by the higher-ups in a company, they are often left to be executed by those in direct management. A typical process has the employee approach her or his manager with a specific request to take advantage of a work-life program. Then the manager decides to grant approval or not--approval is not guaranteed. This can lead to inconsistencies across managers and leave a company open to claims of foul play or favoritism. An employee and a clever plaintiffs' lawyer can always claim that denial was in fact discrimination based on a protected class (provided one exists, of course). My advice is to have a central place where such requests are made (like the HR department) and have it keep track of approvals and denials--so it can ensure fair application of program guidelines.

4. Keep good records.

One way to reduce the risk is to keep accurate documentation that clearly articulates the reasons why a work-life program was authorized or not authorized. This will allow you (or your HR manager) to make sure that the rules are being applied fairly. If a problem comes up, then be sure to investigate and take appropriate action based on the result. Be sure to train or reprimand managers that fail to keep accurate records or fail to apply their discretion consistently.

5. Recognize the FMLA or ADA.

Some requests for a work-life program are actually veiled requests for a protected leave. If an employee wants to work part time to take care of an ailing spouse or a sick child, this should be treated as a "demand" for FMLA leave (Family and Medical Leave Act) and not a "request" for a flexible schedule. Likewise, if you suspect that an employee is requesting a flexible work arrangement because of a medical condition, be sure to first analyze the request according to the definition of "reasonable accommodation" under the Americans With Disabilities Act.

Even though work-life programs offer real advantages to employers and employees, it is necessary to understand the risks that are associated. This is especially relevant when it comes to employment law--an area where the law is both state specific and always changing. Be sure to work closely with employment counsel to reduce your risk to a level that is right for your organization. The time to do this is not after you get in trouble--so be sure to get legal review before you launch the program, and get advice during program implementation. Then you can be safely on your way to that coveted "Best Places to Work" list.