Career options for restless personalities & for people who easily get bored !
Wed 29 Jan 2020
Choose a Career That Matches Your Personality !
Don’t beat yourself up if you have the type of personality where you get easily bored or distracted. You’re not alone !
And as long as you choose a job or career that matches your natural temperament, there’s no reason you can’t be successful.
(a) For example, you might consider ENTREPRENEURSHIP , a career path that provides lots of variety. From coming up with an idea, to finding the resources to turn that idea into action, to interacting with customers or clients, there’s rarely time for boredom or routine.
(b) If you have difficulty switching off or disconnecting, you may want to consider a career in PR or media production ! There’s never a dull moment in those jobs where you have to be prepared to react to news, or learn how to communicate with very different audiences in a wide range of media.
(c) Another career if you want to avoid monotony and routine is CONSULTING , where you regularly interact with new clients and take on novel problems. Your personality is an inherent part of who you are.
Identifying a role that is a fit for your natural disposition will help you improve your job performance and maximize your career potential.
( Bingo , DISC certified / Firo-B certified trainers ! Jump into action , do analysis and shape careers ! )
This tip is adapted from “4 Careers for People Who Are Easily Distracted,” by Tomas Chamorro-Premuzic
Thursday, January 30, 2020
Wednesday, January 22, 2020
Giving Feedback to an Overly Chatty Employee
Wed 22 Jan 2020
Giving Feedback to an Overly Chatty Employee
It only takes one social butterfly to distract a whole office, and as a manager, it’s on you to be sure that everyone can get their work done. If you need to reign in a chatty team member, first, acknowledge the awkwardness.
You might say, “This feels uncomfortable, but I wanted to talk about something that’s been on my mind and may not be on your radar.” Be specific and neutral when you’re describing the person’s conduct. “You’re being too friendly at work” is an interpretation of behavior.
Instead, try something more neutral like, “I notice that on Mondays, you come into my office to tell me about your weekend without asking if I have a few minutes to chat. I’m usually trying to catch up on time-sensitive emails at that time. Would you be willing to first ask if I have a few minutes free?”
Also, make sure you convey positive intent. You might say something like: “To be clear, I feel confident that you’re not trying to bother me intentionally, and that you want to be friendly and inclusive. Did I get that right?”
Although these conversations can be hard, remind yourself that your ultimate intent is to create a culture of supportive feedback that will benefit all of your employees.
This tip is adapted from “Managing
Giving Feedback to an Overly Chatty Employee
It only takes one social butterfly to distract a whole office, and as a manager, it’s on you to be sure that everyone can get their work done. If you need to reign in a chatty team member, first, acknowledge the awkwardness.
You might say, “This feels uncomfortable, but I wanted to talk about something that’s been on my mind and may not be on your radar.” Be specific and neutral when you’re describing the person’s conduct. “You’re being too friendly at work” is an interpretation of behavior.
Instead, try something more neutral like, “I notice that on Mondays, you come into my office to tell me about your weekend without asking if I have a few minutes to chat. I’m usually trying to catch up on time-sensitive emails at that time. Would you be willing to first ask if I have a few minutes free?”
Also, make sure you convey positive intent. You might say something like: “To be clear, I feel confident that you’re not trying to bother me intentionally, and that you want to be friendly and inclusive. Did I get that right?”
Although these conversations can be hard, remind yourself that your ultimate intent is to create a culture of supportive feedback that will benefit all of your employees.
This tip is adapted from “Managing
Sunday, January 19, 2020
Getting People to Join Your Paid Online Community
Getting People to Join Your Paid Online Community
Starting a membership website is a great way to build a community (and a source of income) around your area of expertise. But how do you get people to sign up? First, make sure you have a critical mass of users — at least 50 — before launching.
If people go to your site and don’t see any activity, they won’t be inclined to join.
Use social media and your email list to identify potential members, and reach out to colleagues and contacts who may be interested. Once you launch, be heavily involved early on. Members won’t know each other, but they will know you, so provide content and start conversations. Keep an eye on the tone of discussions — if they start to turn negative or get off track, step in to redirect them.
And help new members get acclimated quickly. Long-standing users may be dismissive of new arrivals, so create a culture in which everyone feels welcome.
This tip is adapted from “How to Create an Online Community That People Will Pay For,” by Dorie Clark
Starting a membership website is a great way to build a community (and a source of income) around your area of expertise. But how do you get people to sign up? First, make sure you have a critical mass of users — at least 50 — before launching.
If people go to your site and don’t see any activity, they won’t be inclined to join.
Use social media and your email list to identify potential members, and reach out to colleagues and contacts who may be interested. Once you launch, be heavily involved early on. Members won’t know each other, but they will know you, so provide content and start conversations. Keep an eye on the tone of discussions — if they start to turn negative or get off track, step in to redirect them.
And help new members get acclimated quickly. Long-standing users may be dismissive of new arrivals, so create a culture in which everyone feels welcome.
This tip is adapted from “How to Create an Online Community That People Will Pay For,” by Dorie Clark
Tuesday, January 14, 2020
" Prioritize Work That Gives You a Sense of Meaning ! "
Fri, 04 Oct 2019
" Prioritize Work That Gives You a Sense of Meaning ! "
We all want meaningful work, but MEANING is rarely handed to us !
It’s up to you to connect what you do every day to what you VALUE— and that takes self-reflection and DELIBRATE effort !
(1) Keep a JOURNAL of your tasks and projects, noting which ones you find deeply satisfying (and which are gratifying only in the short term). For example, do you feel fulfilled when making presentations to clients? Are you energized when mentoring and coaching junior employees?
(2) Then, as much as possible, prioritize work that ALIGNS with your values !
If helping others grow is part of your professional identity, make coaching one of your weekly activities.
If self-development is a core value, make listening to podcasts or taking an online course a daily ritual.
(3) And talk with colleagues about how you’re prioritizing meaningful work. Hearing about others’ efforts will help everyone focus on what MATTERS most !
This tip is adapted from “Why You Should Stop Trying to Be Happy at Work,” by Susan Peppercorn
Monday, January 13, 2020
Your Employees Want to Feel the Purpose in Their Work
Wed, 13 Nov 2019
Your Employees Want to Feel the Purpose in Their Work
" Instilling purpose in your employees takes more than motivational talks, lofty speeches, or mission statements.
In fact, if overblown or insincere, those methods can backfire, triggering cynicism rather than commitment.
To inspire and engage your employees, keep two things in mind. First, purpose is a feeling. You could tell your team that their work is important, but how can you help individuals feel it firsthand? Think about ways to show people the impact of their jobs. Perhaps you could bring a customer in to share a testimonial, or send a small team into the field to experience the client’s needs for themselves. Second, authenticity matters — a lot. If your attempts at creating purpose do not align with how you’ve acted in the past, employees will likely be skeptical, and they might be left feeling more manipulated than inspired.
Making the pursuit of purpose a routine, rather than a one-off initiative, will show employees that you’re serious about it.
This tip is adapted from “Helping Your Team Feel the Purpose in Their Work,” by Dan Cable
Your Employees Want to Feel the Purpose in Their Work
" Instilling purpose in your employees takes more than motivational talks, lofty speeches, or mission statements.
In fact, if overblown or insincere, those methods can backfire, triggering cynicism rather than commitment.
To inspire and engage your employees, keep two things in mind. First, purpose is a feeling. You could tell your team that their work is important, but how can you help individuals feel it firsthand? Think about ways to show people the impact of their jobs. Perhaps you could bring a customer in to share a testimonial, or send a small team into the field to experience the client’s needs for themselves. Second, authenticity matters — a lot. If your attempts at creating purpose do not align with how you’ve acted in the past, employees will likely be skeptical, and they might be left feeling more manipulated than inspired.
Making the pursuit of purpose a routine, rather than a one-off initiative, will show employees that you’re serious about it.
This tip is adapted from “Helping Your Team Feel the Purpose in Their Work,” by Dan Cable
How to Respond to a Surprise in a Negotiation !
Thu, 14 Nov 2019
How to Respond to a Surprise in a Negotiation !
" When you’re caught off guard in a negotiation, it’s normal to freeze up. After all, you weren’t prepared for your counterpart to change the deadline, take back a promise, or deliver an ultimatum. If this happens to you, try to avoid immediately jumping to a conclusion. Instead, suspend judgement, consider “I wonder what led them to say that,” and then ask at least one question. For example, if an employee unexpectedly demands a raise by saying, “I’ve been undervalued for too long,” try not to shut down the request, even if you think it’s off base. Ask something like: “Can you walk me through your thinking? What would getting a raise mean to you personally?” This kind of questioning might surface the employee’s real need — perhaps, to be seen as an important contributor — and then you could negotiate an adjustment around the employee’s visibility rather than their pay."
This tip is adapted from “When Surprise Is a Good Negotiation Tactic,” by Roi Ben-Yehuda and Tania Luna
How to Respond to a Surprise in a Negotiation !
" When you’re caught off guard in a negotiation, it’s normal to freeze up. After all, you weren’t prepared for your counterpart to change the deadline, take back a promise, or deliver an ultimatum. If this happens to you, try to avoid immediately jumping to a conclusion. Instead, suspend judgement, consider “I wonder what led them to say that,” and then ask at least one question. For example, if an employee unexpectedly demands a raise by saying, “I’ve been undervalued for too long,” try not to shut down the request, even if you think it’s off base. Ask something like: “Can you walk me through your thinking? What would getting a raise mean to you personally?” This kind of questioning might surface the employee’s real need — perhaps, to be seen as an important contributor — and then you could negotiate an adjustment around the employee’s visibility rather than their pay."
This tip is adapted from “When Surprise Is a Good Negotiation Tactic,” by Roi Ben-Yehuda and Tania Luna
Tuesday, January 7, 2020
Show Senior Leaders That You Can Think Strategically
Monday 11 Nov 2019
Show Senior Leaders That You Can Think Strategically
" Being able to think strategically is important, but in order 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. "
This tip is adapted from “How to Demonstrate Your Strategic Thinking Skills,” by Nina A. Bowman
Show Senior Leaders That You Can Think Strategically
" Being able to think strategically is important, but in order 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. "
This tip is adapted from “How to Demonstrate Your Strategic Thinking Skills,” by Nina A. Bowman
Create a “Knowledge Cascade” to Capture Institutional Memory
Tue 07 Jan 2020
Create a “Knowledge Cascade” to Capture Institutional Memory
" Every business has subject-matter experts who are the keepers of critical information or who serve as the firm’s institutional memory. How do you ensure that they pass their knowledge on to the next generation, especially if you don’t want to burden the person with training lots of people? Try using what experts call a knowledge cascade, where the specialist shares the information with a small group of people, who are then responsible for teaching the next level down. In its simplest form, this might be a “pay it forward” model, where the expert trains someone, who then directly teaches or mentors others. Or you might try convening a “campfire” meeting where the expert presents lessons to a group of less experienced individuals, and they then discuss and expand on those lessons to generate new knowledge. Or you could think creatively about preserving the expert’s knowledge, for example, interviewing them for a podcast that future employees can listen to. By formalizing a process, you’re ensuring that you’re not only preserving essential information, you’re multiplying its impact for the future. "
This tip is adapted from “How Your Organization’s Experts Can Share Their Knowledge,” by Dorothy Leonard and James Martin
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