Is Fear of Performance Fueling Your Drive? It’s Time to Reconsider

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Do you often find yourself propelled by a fear of not measuring up when it comes to your performance? If that’s your primary motivator, it’s perfectly understandable. This sense of urgency isn’t always negative—it can be a potent force that spurs you to action and keeps you on your toes.

However, there’s a fine line to tread. While fear can light a fire under you, it can also consume you, leading to burnout. That’s the risk of letting fear be your guide; it can ignite a relentless drive that, over time, wears you down. The intense pressure to perform can exhaust your mental and emotional reserves.

So, what’s the alternative? Shifting your perspective. Instead of being driven by fear, search for more sustainable sources of motivation. Seek out passion, curiosity, personal growth, or the sheer joy of achieving your goals. These positive motivators can fill your sails with a wind that’s both invigorating and enduring.

Remember, while fear of underperforming can push you to achieve in the short term, it’s the positive motivations that pave the way for long-term success and well-being. Let’s not let fear be the driver. Instead, let’s steer towards motivations that uplift and sustain us on our journey to success.

Are You Prepared to Face a Career Setback?

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You often can’t control whether a career setback will happen to you, but you can control how you respond. Here’s how to put together a fallback plan so you’ll be ready if things unexpectedly go sideways.

First, identify the worst-case scenario. This exercise shouldn’t stress you out. Think of it as a one-time thought experiment that allows you to think calmly about what could go wrong—and how you might handle the challenge if it does.

Then, write down the obstacles that immediately spring to mind when you consider the worst-case scenario. For example, if you’re creating a fallback plan for a rescinded job offer, the obstacles might be the impact on your self-esteem, the discomfort of explaining the situation to others, or the fear of restarting your job search.

After that, clarify your non-negotiables—for example, your desired location, a minimum salary threshold, or the industry you work in. These are the fundamentals that inform your decision-making in good times and bad.

Then, consider the support you may need. Create a list of key contacts and potential references in your network that you could reach out to in the event of a career setback.

Finally, file your plan away—and take care of yourself. Don’t dwell on the possibility of a setback. You have a plan. Now do your best to live in the present.

Recognize the Passionate Introverts on Your Team…

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Many of us mistakenly associate extroverted behaviors with passion, an assumption that can lead to unfair and counterproductive outcomes. Here’s how managers can take proactive steps to prevent this bias from harming more introverted employees.

First, invite people to share how they prefer to express their passion. Be sure to avoid judgmental reactions. Their style may not be intuitive to you, but it’s your job to recognize how they express themselves, regardless of whether it conforms to stereotypical expectations.

Then work with employees to bridge any gaps between their expressions and your perceptions. For example, if someone shares that they’re not comfortable with big, public displays of passion, invite them to share it through other forms of communication, such as written reports or one-on-one chats.

Finally, reward passionate performance—not performative passion. Whether you’re conducting a performance review, assigning important work, or giving promotions, raises, or bonuses, make sure you’re basing your decisions on meritocratic measures of performance. Doing so isn’t only fair to your employees—it’s fair to your organization.

Considering a Career Change? Start Small.

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Making the jump to a new career can feel impossible, even when we yearn for something different. Here are some common barriers to making a career change—and how to overcome them.

Not knowing what to do next. If you know you want something new but can’t express that goal clearly to yourself or others, start by doing some research. Give yourself a simple prompt, like listing 20 companies you might want to work for.

Limiting mindsets. If you find the prospect of a career change so overwhelming that you become paralyzed, start with small experiments. Take part in temporary assignments, do some freelance work, conduct projects in areas of interest, or volunteer.

Inadequate networks. Not knowing the right people—or not knowing where to meet them—can make your dreams feel unattainable. But there are ways to expand your network and market yourself. Start by reaching out to your “weak ties” (acquaintances rather than close friends) who might be able to offer you insights and connections that can help you make a change. 

Lacking the right skills. This one is relatively simple: Go out there and learn! You can do this formally by pursuing certificates or degrees or informally by taking online courses.

Should You Report a Toxic Work Incident to HR?

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When you experience a toxic situation at work, it can be difficult to know whether to report the incident to HR. To help you think through the decision, start by asking yourself these questions.

How does my organization handle HR issues? Are there clear reporting protocols and processes in place? How have similar issues been dealt with in the past? Will your claim be investigated internally, or will an outside agency be retained? The answers to these questions can help you weigh the personal risk of reporting against the possibility of change.

What outcome am I seeking by reporting the issue? Is there a specific outcome you want? Is it more about feeling seen and heard, or are you looking for financial or another type of recompense? Are you hoping for the violator to be punished or fired? Being clear with yourself about the desired outcome will empower you to assess trade-offs and risks more confidently.

Do I have support and good counsel? Do you have executive backing for raising this issue? Do you have someone with legal and HR knowledge guiding you? Even if you don’t have formal support, you’re not powerless or without options. Look to your manager, mentors, and trusted colleagues to back you up.

Use Curiosity to Shape Your Team Culture…

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To foster a culture of adaptability, engagement, and high performance on your team, you need to demonstrate consistent curiosity about your employees, yourself, and your organization. Here’s how:

  • Curiosity about employees. Organizations are a collection of the mindsets, attitudes, and values of the people that work within them. To shape your team’s culture, you need to understand people’s values and motivations. Talk to employees directly, formally survey them, or engage in focus groups about the team’s culture to tap into your collective wisdom.
  • Curiosity about yourself. As your culture evolves, you must too. Reflect with open-mindedness on your own role. Ask yourself: How have I evolved over time within this team and this organization? The better you understand your own position in the culture, the better suited you’ll be to lead and shape it.
  • Curiosity about the organization. Great leaders don’t just shape culture once—they stay curious about the changing nature of their companies and contexts over time. How have your organization’s mission, vision, and values changed? How has the personnel changed? And how have all of these factors affected the culture along the way? The more you understand your cultural context, the better equipped you’ll be to navigate it.

Enhancing Your Professional Growth Through Strategic Networking…

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In the dynamic realm of professional development, the art of building meaningful relationships cannot be overstressed. However, the true power lies not just in networking, but in crafting a network that strategically enhances your performance. The objective is to cultivate a circle that compensates for your areas of improvement rather than merely echoing your existing competencies.

Understanding Your Cognitive Style

The journey begins with a deep dive into self-awareness, specifically understanding your cognitive style. Are you an innovator, brimming with novel ideas but perhaps finding implementation a challenge? Or are you an adaptor, proficient in executing ideas but finding creative brainstorming outside your comfort zone? Identifying your position on this spectrum is pivotal.

Mapping Your Professional Network

With this insight, the next step is to map out your professional network. This includes everyone from colleagues and collaborators to mentors and industry acquaintances you engage with. Classifying these contacts—be it close colleagues, mentors, or leaders—helps in understanding the dynamics of your existing network.

Cultivating Complementary Connections

The essence of a performance-boosting network lies in its diversity, particularly in complementing your cognitive style. Seek out individuals whose strengths balance your weaknesses. Fostering these complementary relationships is the key to unlocking a synergy that propels you toward greater professional efficacy.

Building a network that truly enhances your performance is about more than just expanding your list of contacts. It’s about strategically aligning with individuals who bring out the best in you, covering areas where you might not naturally excel. By doing so, you not only enrich your professional journey but also contribute to a more collaborative and innovative work environment.

Why can’t luck be a skill?

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Because you can’t control it.

But at the same time why so many successful people are lucky since they work hard to get favour of luck their side. Offcourse luck can still desert you even if you work hard but some day it will definitely turn in your favour.

So just keep working hard and luck will come around to help you.

How to Support Nursing Parents at Work…

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Is your workplace supportive of nursing parents? As a leader, you can help your organization go beyond simply complying with new regulations and signal commitment and care for nursing employees returning to work.

Start by considering the spaces available to employees who need to pump at work. Ask yourself: Do we have enough pumping rooms for the size of our workplace? How is the location of these rooms communicated? How do employees schedule the use of the rooms? When a room is in use, how is that communicated in a way that creates goodwill? And is it a warm, welcoming, and well-equipped space?

Next, seek input from your employees who have used the space (or who might use it one day). You might ask them: Where did you get most of your information regarding pumping at work? Were you able to easily locate pumping rooms? Did workplace pumping rooms offer a comfortable and user-friendly environment? What was missing? What benefits and support would you add?

Assess the responses and look for ways to improve. Even small things—like a sturdy chair with a straight back, user-specific cubbies, and a clean refrigerator—can make a big difference.