Blood is blood…

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“Blood is blood” signifies the unbreakable bond formed by family ties. It’s all about the unbreakable ties we have with our family. To me, it’s like this magical connection that bonds us together. It’s the kind of bond that lasts a lifetime, no matter what. You know, the shared blood or kinship that makes us stick together through thick and thin. It’s a reminder of the love, loyalty, and support that runs deep within my family. For me, it’s about treasuring those connections that shape who I am – they’re like the heart and soul of my life!”

5 Tips for Giving a Persuasive Presentation…

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When you need to sell an idea at work or in a presentation, how do you do it? Five rhetorical devices can help — Aristotle identified them 2,000 years ago, and masters of persuasion still use them today:

  • Ethos. Start your talk by establishing your credibility and character. Show your audience that you are committed to the welfare of others, and you will gain their trust.
  • Logos. Use data, evidence, and facts to support your pitch.
  • Pathos. People are moved to action by how a speaker makes them feel. Wrap your big idea in a story that will elicit an emotional reaction.
  • Metaphor. Compare your idea to something that is familiar to your audience. It will help you clarify your argument by making the abstract concrete.
  • Brevity. Explain your idea in as few words as possible. People have a limited attention span, so talk about your strongest points first.

Show Senior Leaders That You Can Think Strategically…

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Being able to think strategically is important, but to get ahead, you have to show your boss and other senior leaders that you can do it. One of the best ways to showcase your skill is to bring a point of view to an important conversation. During a meeting where strategy is being discussed, for example, ask yourself whether those present know where you stand. If they don’t, speak up and share your perspective.

Higher-ups want to see that you don’t make decisions in a vacuum, so be sure that your point of view considers how other departments might be affected or how the outside world will respond. Also, show that you can use your knowledge to put new ideas into action. No matter your level in the organization, you can execute a project that demonstrates that your understanding of the business extends beyond your current role. Leaders will know you’re ready to be promoted when they know you can make decisions that position the company for the future.

What to Do When You Receive an Upsetting Email…

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When you receive an email that’s critical, hostile, or just plain rude, it can ruin your whole day. Here’s how to keep your emotions in check and respond rationally and professionally.

First, take your time. You don’t need to reply immediately. Give yourself a pause to really analyze the message, calm down, and think clearly before you craft your response.

Then, before you say anything else, thank the sender for taking the time to communicate their message to you. Even if they used a negative tone, make sure yours is positive.

Explain your perspective without blame or bluster. Keep in mind that this is only the start of the conversation. There may be facts that your counterpart was unaware of. You can use their email as an opportunity to share where you’re coming from.

Next, clarify the core issue. Communicate where the disconnect happened between you and the sender and ask follow-up questions to better understand what needs to be resolved.

Finally, focus on solutions. Once you understand the problem at hand, concentrate your attention—and your reader’s—on the future, where positive change can occur.

Reverse – Mentoring Programs Depend on Finding the Right Match…

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Many executives worry about how to retain younger workers, get fresh perspectives on strategic issues, and stay current on new technologies. Reverse-mentoring programs, where junior staffers “coach” senior leaders, can help. But for these relationships to work, finding the right match is crucial. Pair people across regions, departments, and locations, both to avoid conflicts of interest and to emphasize diversity of backgrounds.

Also try to match different personalities, such as pairing an introvert with an extrovert; it’s more effective than matching two extroverts, for example. Be sure to consult mentees before making the pairing formal, since senior leaders are selective about who they’ll be coached by. And make sure they have enough time (and enthusiasm) for the relationship to thrive. 

The top reason that reverse-mentoring programs fail is that executives don’t prioritize them. If a couple of sessions are canceled, the momentum quickly dwindles. Train younger employees in how to structure sessions well — the more executives benefit, the more they’ll want to keep the commitment.

5 Questions to Guide Your Career Choices…

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Careers evolve and unfold over many years — even decades. So how can you be sure that you’re on the right path and you’ll achieve your definition of success? To take control of your future, step back and reflect on your present. Ask yourself the following five questions:

  1. How fulfilled do I feel? This is often about whether you’re able to express your values at work. Identify what’s most important to you and then consider, “On a scale of 1-10, where 10 is the ideal, how well am I able to express this value in my job?”
  2. How am I learning and growing? To what extent are you building competence or expertise in your sector or function? What competencies do you want to develop further in the year ahead?
  3. Am I headed toward a long-term goal? While everyone hates the question “Where do you want to be in 10 years?” stepping back to figure out a broad vision can help you pursue opportunities more proactively, versus reactively. You might ask yourself “What do I want in my (work) life in three to five years?” which is a more manageable chunk of time.
  4. What seeds can I plant today that will benefit me tomorrow? Career success is often the result of the cumulative effects of small, regular actions.
  5. What relationships do I need to build to help me realize my vision? You can’t do it alone, no matter what the “it” is. Given your goals, who are the people who can help you get there?

Set Healthy Standards of Work for Your Team…

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When employees feel constantly busy, so busy that they barely have time to breathe, it diminishes their creativity, drive, and job satisfaction. Managers need to take the lead in creating healthy standards for their teams. Here are some things to try.

  • Set an example. Let your team see you taking lunch breaks, leaving the office on time, and working flexibly. And don’t send emails or other messages late at night — it signals that employees should be working at all hours.
  • Plan extra time. Research has found we’re overly optimistic about how long a task will take. Encourage your team to block out extra time each week to finish up lingering projects. This will help people free up space on their to-do lists (and in their brains).
  • Increase workload transparency. Talk to employees about their workloads to get a fuller sense of what they’re working on. Use what you hear to think about whether the team needs more resources or should stop doing certain kinds of work.

Don’t Let Your Negative Emotions Hurt Team Morale…

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It’s normal to experience negative emotions at work: frustration, anger, fear. But how you handle these feelings makes all the difference for your team’s morale. Suppressing how you feel isn’t going to help anyone, and being totally open about it can backfire. The most effective strategy is reappraisal, or reassessing the upsetting situation in a more positive light.

For example, if you’re frustrated that a project isn’t going well, remind yourself that there is time to turn it around and that this is just one of many initiatives your team is working on. The point isn’t to pretend the problem doesn’t exist; it’s to frame the problem as a challenge you can take steps to overcome. Reappraising can help you see, for example, that your team members are also disappointed about the project and that, instead of more criticism, they need encouragement. Try practicing reappraisal in low-stakes situations, which will prepare you to do it when the stakes are high.