When I came to realize that presentations would be a permanent facet of my career, I began accumulating tactics to increase my pleasure while reducing the pain. Here are six that have made an enormous difference for me.
Have you ever felt you were losing your way? Cut adrift on a raging sea? I know I have. When I was reaching the top of Honeywell, I was working 24/7. Having succeeded in turning around a series of troubled businesses, I was tasked with even more turnarounds.
How should leaders prepare themselves to navigate the far-reaching trends reshaping the operating environment? What does it take to lead through complexity, accelerating change and a world with no easy answers?
Sometimes, stress can seem like a full-time job. Many of us try to avoid it or, failing that, manage or mitigate it. But, Kelly McGonigal, a lecturer at Stanford University and author of The Upside of Stress, makes the case for embracing the stress in your life.
"We have this story about stress that says when stress is present, there’s something wrong with me or something wrong with my life," she says. But the reality is that there’s no stress-free version of your life available to you—it’s always going to be there.
Often, the reason we have stress in our lives is because we’re leading rich lives and something we care about is at stake, she says. Constantly avoiding or reducing stress could mean not striving for certain goals or taking risks that could lead to great rewards, such as a new job or relationship.
Instead, McGonigal advocates changing our attitudes about stress and embracing it. That’s easier said than done, but following several steps can help.
I worked as a consultant for many years before becoming the CEO of Red Hat. One of the most surprising aspects of that work was that people would open up to me, an outsider, about all the elephants in the room — but they were too polite or embarrassed to call out the obvious issues or blame their peers inside their own organizations. My fellow consultants and I would sometimes joke that just about every individual inside a company could immediately tell you what was going wrong and what needed fixing.
A lot of talented people grapple with the disruption of having to switch jobs or careers and figuring out how their current profession’s skills can be applied in a fulfilling new way. The good news is that other industries may value your talents just as much, if not more, than your existing one.
You've quantified your bullet points, you've curated your skills section, and you've proofread it from top to bottom. Sounds like your resume's all set to go, right?
Almost! There's actually one more step — and that's putting all the sections in the correct order. Like with everything job-search-related, this should be tailored to the position and your specific situation. To give you an idea of where to start, here are four great ways to organize your resume depending on where you are in your career.
Denying the existence of differences between men and women (or boys and girls) was a useful phase we had to go through. It got us to here. Now that the reality of gender has changed, so should our approach. Managers – both male and female – should embrace the differences and get everyone to succeed.
It's virtually impossible to imagine life without learning. We come into the world armed with little more than a bunch of primitive survival instincts, but it’s thanks to our ability to learn that we start adapting to the environment, going from helpless infants into semi-autonomous children before maturing into young adults. Still, when it comes to how we learn, most of us differ considerably at every stage in that process. Now scientists are learning more about that variation and what's behind it.
Psychologists have studied learning for over a century, but research in this area has really taken off in the last two decades. Most studies indicate that our personalities largely determine the ways we like to learn. In other words, who we are shapes how we learn. Here's what some of the latest research has uncovered about the most common learning styles and the ways we can learn to our fullest potential.
Whether it's in the business world or in personal relations, there is one thing that we all need to get along and be successful: trust. We all strive to have people trust us, but the truth is that trust is often hard to build. Luckily, there are some steps you can take to instantly appear more trustworthy. Here are five body language secrets to help you earn people's trust.
1. The eyes have it.
The first thing you want to remember when building trust is to keep eye contact. Eye contact is one of those things we subconsciously take note of every time we meet a person. Have you ever tried to have a conversation with a person who was constantly shuffling around and looking in different directions? Sporadic eye contact communicates a lack of interest, distraction, and even dishonesty. Whenever you're speaking, be sure to keep good, steady eye contact.
How long will recruiters spend on your résumé before deciding to toss it in the recycle bin? Six seconds, says online job search site The Ladders. That’s about 20 to 30 words. So how do you write those first few lines of your resume—the summary section—to compel the recruiter to keep reading? How do you make sure you get the call—and not the toss? How do you make your summary memorable?
The public conversation around networking is often about the quick hits: how to shake more hands and grab more business cards. But creating a longer-running mastermind group, whether you want it to last a few years or a lifetime, is a testament to the value of depth over breadth.
“Keep your baby eyes (which are the eyes of genius) on what we don’t know,” pioneering investigative journalist Lincoln Steffens wrote in a beautiful 1926 letter of life-advice to his baby son. And yet the folly of the human condition is precisely that we can’t know what we don’t know — as E.F. Schumacher elegantly put it in his guide for the perplexed, “everything can be seen directly except the eye through which we see.” What obscures those transformative unknowns from view are the unconscious biases that even the best-intentioned of us succumb to.
Leadership is often associated with words like "charisma," "power," "outgoing," and "confident." As a result, introverted and quiet changemakers may have difficulties envisioning what their leadership looks like.
But core aspects of leadership, such as those described by transformational leadership researchers James MacGregor Burns, Bernard M. Bass, James Kouzes, and Barry Posner, and by Good to Great author Jim Collins, reflect ideas that are in total alignment with quiet changemakers, and you don’t need to be in a position of authority or have a formal leadership role to practice these leadership characteristics.
There’s growing evidence that conventional performance reviews are not working. According to a CEB analysis, organizations can only improve employee performance 3% to 5% using standard performance management approaches. Last fall, 53% of human resources professionals in a Society for Human Resource Management study gave a grade between B to C+ when rating how their organization managed performance reviews. Only 2% gave an A to their organization. As a result of findings like these, some companies are doing away with annual performance reviews altogether.It can be done.
There are many myths about leadership. One of the biggest is that all leaders have the potential to step up, dig deep and deliver what's required by the times. Research tells us it's just not so. Different leaders bring different mindsets and behaviours to the job, shaped by their unique career and life experiences. How an individual views and makes sense of the world is, well, highly individual. And some simply hit their natural limits. What a shame we don't acknowledge this in how we pretend to prepare people for massive complexity and change.
Each year you have a certain amount of days you can get away. Should you take them all at once and indulge in a lavish vacation blowout? Should you spread them out into little mini-breaks, or even use them to give yourself lots and lots of long weekends? It's a question every professional must answer, and while the nature of your work, the size of your budget, and the preferences of your family all play a role in deciding what sort of holiday to take, science also has something to say on the issue.
You're sitting in the foyer reading a brochure when your interviewer walks out smiling, holds out their hand and introduces themselves. They gesture to a quiet room, thank you for coming and as you take a seat they open up the conversation with "So, tell me a little about yourself." This is your moment to quickly build rapport. To link your identity to their needs. Or not.It is identity questions like this that people commonly struggle to answer (see this post for more). For many
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