Anyone can be happy if one has a happy moment, it does not matter what kind of happiness it is.
But pain is something different, you can take some pain but cannot bear other kinds of pain. It boils down to what kind of pain you can bear and what you cannot.
In life, there will be pain, but you can choose your pain, pain which you can bear, which you can live with.
Skill-building is critical in a constantly changing environment. But are your employees able to apply their skills effectively in different contexts? Here’s how you can use the 70/20/10 learning model to ensure your employees get the right mix of learning and application:
On a hybrid project, communication and coordination become both more critical and more challenging. Here are some strategies to ensure your hybrid team is set up for success.
When assembling your project team, start by considering logistics. Will the work be more collaborative or independent? Select a collection of team members best situated to work in the team’s dominant style.
Then clarify terms and expectations. When you’re running a hybrid team, it’s essential to be absolutely clear on project goals, deadlines, and constraints; what information gets shared via which communication channel; what warrants a synchronous meeting; and what warrants after-hours contact. Keep these norms documented in a place that’s easy to update, and check in on them frequently.
Next, make sure everyone is set up with the same digital platforms, tools, and systems. On a hybrid team, your software is also your common workspace. Emphasize this point and conduct trainings for any members who need it, and give people some wiggle room to use tools of their choice for any work they’re doing independently.
Finally, make the most of synchronous work. Schedule meetings with intention instead of viewing them as the default collaboration method. And to ensure remote team members aren’t at a disadvantage, make use of tools like digital whiteboards and implement a process for turn-taking. And remember, not every meeting needs to include everyone—don’t underestimate the power of one-on-ones.
We underestimate the tools we have at our disposal. Whereas experts know how to use them well.
It’s almost impossible to remove a screw with your bare hands, but easy with a screwdriver. If someone is succeeding at something you find difficult, it might be because they realized they needed a screwdriver.
Looking for the tool is the first step in finding it.
When anxiety is high and morale is low, kindness isn’t a luxury—it’s a necessity. Being kind doesn’t only benefit the people around you; research shows it also benefits your own mental health.
Here’s how to be kinder at work.
First, remember that being kind to others starts with being kind to yourself. Set priorities and boundaries, and take time to recharge when you need it. Once you meet your own needs, you can turn your attention to others.
Next, be intentional about establishing and sustaining relationships at work—especially if you’re on a remote or hybrid team. Make plans to meet virtually or in person with your colleagues. Ask about their pets, their recent move, or their family. Most importantly, practice active listening. Showing someone that you genuinely care about what they have to say is an impactful display of kindness.
And don’t be shy about giving your colleagues authentic praise. Recognizing and acknowledging people lets them know you appreciate them and their contributions.
Finally, be conscientious with your feedback. When you know your teammates more deeply, you can also better understand how to offer them honest, constructive input on their work. Being kind means offering feedback for the betterment of the person receiving it—and the overall success of your company.
You have this uneasy feeling that something is amiss,
Maybe you are going to fail in an interview.
Maybe you are going to fail your exam.
Listen to this uneasy feeling and act to prove yourself wrong.
Because sometimes your instinct is right and you wish you were wrong about it.
It’s fine not learning today, but is it because of ignorance or deliberate?
Deliberate is good, since you will learn tomorrow, you have a plan but skipped today.
Ignorance is bad, since you don’t know if you want to learn or not, you are lost!
Be deliberate, don’t be ignorant!
It’s frustrating when you try to delegate a project and it doesn’t get done correctly or on time. But it’s not necessarily the other person’s fault — the problem is often in your approach to delegation. You might be either too involved, or not involved enough. If you jump in too early after the handoff, your colleague never has the opportunity to take ownership. On the flip side, you need to provide enough guidance to set the person up for success. So think of yourself as a coach, and ask open-ended questions, such as, “How would our chief competitor respond to this strategy?” Another reason your attempts to delegate may fail is because the recipient lacks initiative or follow-through.
In this case, make sure you’ve communicated your expectations. You might share a one-page document that lists top priorities, signals the kind of work you plan to reward, and provides accountability. Finally, be careful about your expectations around timing. You might think a task is “quick,” but you probably didn’t think so the first time you were asked to do it. So ask the other person for a time estimate, and if it doesn’t sound right, ask about their process. Having this conversation early on will help the two of you get on the same page and will save you a headache down the road.
Even though many of us have numerous occasions to feel grateful in both our personal and professional lives, we often miss out on opportunities to say thank you — especially at work. Failing to express gratitude is a missed opportunity. Research finds that it allows you to savor positive experiences, cope with stressful circumstances, and strengthen your relationships with colleagues. And sending a message of gratitude can also have powerful and long-lasting effects on the recipient, who will feel valued and motivated to help others.
So send some thanks today — to colleagues, mentors, mentees, family, friends, or anyone who’s helped you along the way. But don’t wait another year to do it again! Whether you’re a CEO or someone looking for your first job, think about incorporating gratitude into your daily, weekly, and monthly routines. It may make your journey, wherever you’re going, a little brighter.
In our journey through life, there’s an inherent strength in reaching out for support or guidance from others. It’s not merely about resolving an issue but a profound opportunity to connect, grow, and foster meaningful relationships.
Contrary to the misconception that seeking help implies vulnerability or inadequacy, it’s a gateway to establishing deeper connections. When we seek assistance, we open ourselves to others, displaying trust and vulnerability. This act often paves the way for building bonds based on mutual understanding and support.
Asking for help isn’t just about solving problems; it’s an exchange of knowledge and experiences. It creates a dynamic where both parties learn and grow from the interaction. The willingness to learn from others’ insights fosters personal and professional development.
Furthermore, seeking help acknowledges the unique expertise and value that individuals bring. It cultivates an environment of collaboration, where relationships flourish based on mutual respect and appreciation.
In essence, asking for help transcends mere problem-solving. It’s a catalyst for building connections and nurturing a supportive community. It’s about recognizing the shared human experience and embracing the strength that comes from collaboration.
So, let’s reframe the narrative around seeking help. It’s not a sign of weakness but a demonstration of courage, trust, and a willingness to connect. Embrace the power of seeking help, not just for solutions but for the invaluable connections and relationships it fosters along the way.