Stop Your Mind from Imagining the Worst-Case Scenario

 Fri 17 April 2020 

Stop Your Mind from Imagining the Worst-Case Scenario

When you feel anxious about losing things that are dear to you, your mind may imagine the worst. To calm yourself, return to the present. Start simple. Name five things in the room: There’s a computer, a chair, a picture of the dog, an old rug, and a coffee mug. Breathe. Realize that in the present moment, this room is your reality. In this moment, you’re OK. Use your senses, think about how these objects feel. The desk is hard. Feel the breath come into your nose. The goal is to find balance in your thoughts. If you feel a negative image taking shape, make yourself think of a positive one. Let go of what you can’t control. And be compassionate and patient with yourself and others. Being generous in your thinking can help brush aside some of your negative thoughts.

This tip is adapted from “That Discomfort You’re Feeling Is Grief,” by Scott Berinato

Do not let your obsession for Productivity , kill Your Own Creativity !

 Thu 16 April 2020 

Do not let your obsession for Productivity , kill Your Own Creativity ! 

" When our daily routines are geared toward barreling through a to-do list, it can be hard to set the right conditions for creativity. Fortunately, there is a time-tested approach — that’s also quite simple — for generating creative ideas ! 

(1)  First, gather raw materials in your area of interest. This could mean anything from articles you've been meaning to read to the browser tabs you've left open on your computer. 

(2) Then, spend time DIGESTING  the material -- and looking for connections. 

(3) Fill in small index card with notes, as if you're trying to solve a puzzle.

(4) Shuffle between the physical cards looking for patterns and themes. 

(5) Then — and this is the most important part — DO NOTHING ! 

 Find a way to disengage your mind to allow unconscious processing, whether that’s by taking a walk, listening to music, watching a movie, or even taking a shower. 

This may not feel like tangible work, but clearing some HEAD SPACE  will make room for the ideas to come.

This tip is adapted from “Don’t Let Your Obsession with Productivity Kill Your Creativity,” by Bruce Daisley

Working Parents, Help Each Other Recharge

 Tue 12 May 2020 

Working Parents, Help Each Other Recharge

It’s not always easy for working parents to communicate their own needs, but it’s worth discussing with your partner how you can each make time for self-care. Before having the conversation, take a few minutes to make a list of what would most benefit you. Is it taking 15 minutes after work to decompress before jumping into child care responsibilities? Maybe it’s enjoying a couple of hours on a weeknight to read a novel. Choose one or two things that are feasible and would truly recharge you. When it’s time for you and your partner to talk, make sure you’re both free of distractions, relatively calm, and not overtired. During the conversation, remember that you’re playing for the same team. Use “I feel” statements that focus on your own experience instead of accusatory “You always” statements. Listen to your partner’s needs, and be willing to make concessions. You’ll both benefit if you approach the conversation with empathy and an open mind.

This tip is adapted from “How to Communicate Your Self-Care Needs to Your Partner,” by Jackie Coleman

Be an Emotionally Supportive Colleague — Without Prying

 Mon 11 May 2020 

Be an Emotionally Supportive Colleague — Without Prying

Research shows that employees who bring their authentic selves to work perform better and report greater job satisfaction. But what if a colleague doesn’t feel comfortable opening up? How can you support them?

 It can be as simple as asking, “How are you?” and following up if you get an “I’m fine.”

(1)  You might say something like, “I know you said you were fine when I asked earlier, but I felt like something may be off, and I just wanted to check in again.”

(2)  Then follow their lead on how much — or how little — they want to share. Don’t force the issue, even if you still suspect they’re struggling ! 

(3) Instead, focus on creating the conditions that would make anyone feel safe enough to be vulnerable, such as honoring confidentiality and respecting someone’s decision not to open up ! 

(4)  You might say: “I respect your privacy. I’m here if you want to talk — and I won’t pry if you don’t.”

 This will signal compassion and support in a non-imposing way and model how to build a more open, trusting environment for everyone.

This tip is adapted from “Be a Colleague That Others Can Confide In,” by Deborah Grayson Riegel

How to Answer Tough Questions About the Crisis ( Covid )

 Fri 08 May 2020 

How to Answer Tough Questions About the Crisis

In these times, leaders and managers are often being called upon to answer especially difficult questions that you may not know how to answer. But that doesn’t mean you can’t provide a helpful and honest response. For example, if someone asks you about the future of the company, avoid a canned answer like, “I assure you we’re doing everything in our power to weather this storm,” which could come off as dismissive. Instead, listen for what’s behind the question. People under stress are often unable to communicate as clearly as they'd like. You can acknowledge the question that was asked, but say something like: "I suspect some of these questions are rooted in concerns about job stability and how a recession could impact the company. Let me tell you how we’re beginning to think about these things.” Don't take it personally if people’s questions come off as angry or frustrated. Think about the stress that they’re under, and show compassion. Even if you can’t alleviate the uncertainty of the moment, you can still provide a sense of solidarity and stability that will go a long way.

This tip is adapted from “How to Answer an Unanswerable Question,” by Ron Carucci

Reach Out to Those Casual Friends You Miss

 Thu 07 May 2020 

Reach Out to Those Casual Friends You Miss

On an average day, we interact between 11 and 16 times with casual acquaintances — think your favorite barista or the colleague that you always see at the microwave in the break room. Now that we live in an era of social distancing, these once-common interactions have disappeared, and we no longer have physical reminders that we are part of a wider social network. Reaching out to show someone that you’re thinking of them will make you both feel a bit closer during this challenging time. First, think of the right way to reach out — is it a text, a phone call, an email, a Facebook message? What will put the least amount of pressure on the recipient? If you don’t get a response, don’t take it personally. Think about this interaction as similar to smiling at a colleague in the hallway: Sometimes you might stop and chat, and sometimes you might not. Instead of expecting a reply, enjoy the knowledge that your message is likely to deliver a little hit of happiness for the recipient. Set an expectation for a short and simple conversation — it will help avoid the feeling that socializing is another item on your to-do list. And if you do end up talking, share something about yourself — maybe a photo of your pet or child doing something funny — to help build positive rapport. It may feel awkward at first, but reaching out to an acquaintance will create a spark of joy for both of you while you’re out of each other’s sight.

This tip is adapted from “Why You Miss Those Casual Friends So Much,” by Gillian Sandstrom and Ashley Whillans

Covid . " Be Extra Nice to Your Colleagues Right Now "

 Wed 06 May 2020 

" Be Extra Nice to Your Colleagues Right Now " 

When you're under constant stress, it's not always easy to be patient and understanding with your coworkers. But being judgmental doesn't help anyone. How can you find — and demonstrate — empathy for your colleagues when you’re emotionally depleted? 

First, accept that we’re all coping with the coronavirus crisis differently. For example, you may find it helpful to pay close attention to the news, for example, while a colleague prefers to limit the amount of information they take in. Also, be generous in your interpretations of others when they send a terse email or look grumpy on a video call. It’s more than likely that their mood has nothing to do with you or work. Do your part by being honest about what you’re feeling at the moment and clearly communicating your needs. And remember that your coworkers are likely suffering in ways that you don't see or necessarily understand. Don't try to compare suffering. Instead, lean into compassion, empathy, and kindness.

This tip is adapted from “What Your Coworkers Need Right Now Is Compassion,” by Amy Gallo

Be Transparent and Reassuring in Times of Uncertainty

 Thu 30 April 2020 

Be Transparent and Reassuring in Times of Uncertainty

As the pandemic continues to disrupt business as usual, managers must grapple with overwhelming uncertainty about the future. But even when you don’t have all the information, you should be transparent with your team whenever possible. Think about your employees’ perspective, and consider what you would want to hear if you were in their shoes. Allay their anxiety as much as you can — and be honest about what you don’t know. You might say something like: “I wish I could tell you exactly what’s going to happen. We’re giving you updates as soon as we can.” At the same time, don’t sugarcoat bad news. You may be tempted to gloss over information that won’t be well received, but that won’t help anyone. Affirm your team’s capabilities, and use positive, inspiring language to motivate them. Acknowledge that there will be hard times ahead, but also say something like: “I believe in each and every one of your abilities — and I believe even more so in our joint capabilities. We can get through this together.”

This tip is adapted from “How to Talk to Your Team When the Future Is Uncertain,” by Rebecca Knight

Break Up Your Day with Chores When Working from Home

 Fri 01 May 2020 

Break Up Your Day with Chores When Working from Home

When you’re working from home, you may find yourself feeling distracted by your looming personal responsibilities. You don’t have to push aside nagging thoughts such as, “I really should put in a load of laundry,” or, “Isn’t it time to walk the dog?” — you can use these impulses to your advantage. Physical chores may provide welcome relief after hours of video conferences and thought work, and you can build them into your schedule. For example, if you’re having trouble starting a slide deck, decide ahead of time that you’ll walk the dog as soon as you get the first three slides done. Weaving these responsibilities into your workday can help you feel more productive both personally and professionally, leaving you feeling more refreshed and energized for the days ahead.

This tip is adapted from “Is It Even Possible to Focus on Anything Right Now?,” by Maura Thomas

Should That Item Really Be on Your To-Do List?

 Mon 04 May 2020 

Should That Item Really Be on Your To-Do List?

Not every project or task you take on requires your immediate attention. If you’re feeling overwhelmed, ask yourself a few questions to help you prioritize your to-do list.

 First, why is this task necessary? If there’s no clear answer, it’s probably not urgent.

 Second, what would happen a month from now if you don’t get this done? It’s tempting to barrel through your list for the sake of crossing things off, but before you spend time on a task, visualize its future impact on you, your stakeholders, and your business. If you don’t see a long-term impact, consider passing.

 Third, are you the right person to do this task? If not, consider whether you can delegate to someone else.

 Finally, did you agree to take on this task for the right reasons? You may have told yourself, “People will think I’m rude if I say no,” or “My direct reports are too busy to do this.” If you said yes for the wrong reasons, chances are you’re the wrong person for the job.

This tip is adapted from “If You’re Overworked, Learn Which Tasks to Hand Off,” by Sabina Nawaz

Adapt Your Marketing Strategy During the Pandemic

 Tue 05 May 2020 

Adapt Your Marketing Strategy During the Pandemic

The coronavirus crisis has led to radical shifts in consumer attitudes and behaviors. How can you adjust your marketing strategy accordingly? For starters, you’ll need to change the tone of your messaging. Feel-good content that alleviates anxiety and promotes solidarity will help your brand meet the moment. Find ways your company can help respond to the crisis, such as donating to food banks, providing free products for medical personnel, or continuing to pay employees while your doors are closed. People will remember brands for sincere acts of good in a time of crisis. Keep your finger on the pulse by closely observing conversations on social media, community sites, and e-commerce pages, and adapt your messaging accordingly. Finally, think hard about which marketing channels you’re using. For example, with the spike in digital entertainment, you may want to put more dollars toward ad-supported video streaming and mobile gaming.

This tip is adapted from “Brand Marketing Through the Coronavirus Crisis,” by Janet Balisa

Tip on running fruitful Business Meetings

 Mon 27 April 2020

( Tip on running fruitful Business Meetings ) 

Design Your Meeting Agenda Around Questions ! 

 " A good agenda is the first step to any successful meeting. If you want to make the best use of everyone’s time, turn your bullet points into QUESTIONS that drive to the outcomes you’re looking for ! 

For example, instead of a general topic like “Budget Problems,” try a specific question like, “How will we reduce our spending by $100,000 by the end of the fiscal year”? 

Or replace an item like “Strategic Planning” with a challenge like, “What is the key market threat we need to be aware of, how could it affect us, and what can we do to anticipate?” 

Preparing these questions before the meeting will make it easier to determine who should be there and how much time you’ll really need. Ultimately, a questions-based approach to your agenda can bring focus, engagement, and better performance to your meetings. 

Last but not the least ,  if you can’t think of questions to ask, maybe you don’t need that meeting after all ! 

This tip is adapted from “How to Create the Perfect Meeting Agenda,” by Steven G. Rogelberg

Focus Your Writing with These 3 Tips !

 Wed 29 April 2020 

Focus Your Writing with These 3 Tips ! 

Writing under deadline pressure is always a challenge, but all that last-minute tinkering ultimately won’t help much if your larger message isn’t clear. Instead ,  take a step back and follow these three tips.

(1)  First, ask yourself: Do I get right to the point? You need to lead with your central message to focus your reader’s attention. Give enough detail to contextualize your main point and cut the rest. 

(2) Second, make sure your topic sentences — the first lines of each paragraph — give the reader a sense of what’s coming. These lines shouldn’t just be descriptive (I met with the client at his office in Boston), they need to communicate the most important information (My meeting with the client focused primarily on plans for future growth). 

(3) Third, use active voice, not passive voice, whenever possible. Jack made a mistake is better than A mistake was made — unless, of course, you don’t want to tell on Jack. If you use these three strategies during the writing process, you shouldn’t need to do as much last-minute tinkering in the future.

This tip is adapted from “3 Ways to Make Your Writing Clearer,” by Jane Rosenzweig

" Keep Your Reader Front of Mind in Your Writing "

 Thu 28 May 2020 

" Keep Your Reader Front of Mind in Your Writing " 

Strong professional writing is an essential skill for anyone who wants to get ahead. 

(1) One of the best ways to improve your writing is to focus on what the reader needs to know, rather than on what you want to say. (2) Make it easier for them by placing the most important information first ! 

(3)  Respect their time by keeping your communications brief. Are your sentences four lines long? Cut them down. 

(4) Always write for an intelligent novice — a smart reader, who isn’t necessarily an expert on whatever topic you’re writing about. To do that, avoid acronyms and jargon: You don’t want your reader to lose focus by having to step away to look something up. They might not come back ! 

Putting yourself in your reader’s shoes will ensure that they better understand — and maybe even look forward to — your writing.

This tip is adapted from “4 Quick Tips to Improve Your Business Writing,” by Lauren Brodsky

Choice Mindset while negotiating !

 Thu 11 June 2020 

Adopt a “Choice Mindset” When Facing an Ultimatum

( A Tip on Negotiation Skills ) 

" Lots of negotiators use ultimatums to elicit concessions from the other party — and they’re often successful. So what should you do if you’re on the receiving end of one of these “take it or leave it” demands? 

(1) One tactic is to adopt a “choice mindset,” which helps you see other options. 

Do your homework before meeting ! 

Before the negotiation, make a list of any and all choices that you and your counterpart have.

 Write down your choices on one side of your list and your counterpart’s choices on the other side. 

(2) Think broadly — don’t just focus on numbers, but consider other things that might be valuable to either side.

(a)  For example, if you’re negotiating for a new job, of course salary is important to both of you. But if you get stuck on salary, you could negotiate on other points, such as more vacation days or less work-related travel.

(b)  Or if you’re buying a new car, instead of fixating on price, you could think about what additional accessories the dealer might be willing to throw in. 

When you understand the choices available to you — and to your counterpart — you’re much less likely to cave in response to a “take it or leave it” ultimatum.

This tip is adapted from “How to Respond to ‘Take It or Leave It',” by Anyi Ma, Yu Yang, and Krishna Savani

To Move Toward Racial Justice, Start by Revising Your Own Policies

 Thu 25 June 2020 

To Move Toward Racial Justice, Start by Revising Your Own Policies

Over the past few weeks, company after company has released statements about their support for racial justice and equity. But it’s more important to back your words up with meaningful action. Leaders must start by changing problematic policies in their own organizations. You can also create new policies that show your company is serious about being anti-racist. 

For example, adopt a no-tolerance-for-racism policy that allows for swift termination of employees who display racist behavior. Commit to supporting full participation in democracy by making Election Day a paid holiday. Pay a living wage and offer paid parental and sick leave for all employees. And then back your new policies by providing racial equity training for all employees — from the CEO and board to hourly workers. These changes are within the power of every company and will make a profound difference.

This tip is adapted from “The 10 Commitments Companies Must Make to Advance Racial Justice,” by Mark R. Kramer

5 Tips to overcome Digital Fatigue while working from home !

 Mon 29 June 2020

 " Step Away from the Screen Every Once in a While " 

It’s exhausting to look at a screen all day !  And yet, if you’re working remotely, it may feel unavoidable.

(1)  To maintain your energy throughout the workday, try to proactively disconnect from screens whenever you can. 

(2) Remember that video calls aren’t necessary for every meeting: Try a regular phone call every once in a while to mix things up.

(3)   Also, choose physical over digital when you can. Brainstorming ideas for an article? Write out your thoughts on paper or post-it notes. Creating a road map for a big project? Sketch the initial draft on a white board or butcher paper.

(4) Next, move around as much as possible, even if it’s just standing up and rolling your shoulders or grabbing a glass of water between meetings. 

(5) Finally, take tech-free breaks over lunch, and find activities that don’t involve a screen to wind down. Taking these steps will help you reduce your digital fatigue and feel more energized at the end of each day.

This tip is adapted from “5 Tips to Reduce Screen Time While You’re WFH,” by Elizabeth Grace Saunders

Don’t Let Racial Bias Creep into Work Assignments

 Tue 30 June 2020 

Don’t Let Racial Bias Creep into Work Assignments

When trying to address racial disparities, managers often focus on recruiting and hiring. But if you want to create a truly diverse, equitable, and inclusive workplace, you have to go further. Specifically, managers need to think about how they assign work. Be careful not to let any bias emerge around assignments: Research shows that employees of color are expected to repeatedly prove their abilities, while white employees are more likely to be evaluated on their potential. Managers should not make unilateral decisions about which projects their Black employees should or should not do during this time. Collaborate, instead, letting your Black employees express how they need to be supported right now. And be sure not to penalize those choices when the time comes for performance reviews. Giving people much-needed leniency now, only to punish them later, will create further inequity.

This tip is adapted from “Restructure Your Organization to Actually Advance Racial Justice,” by Evelyn R. Carter

Help Your Team Adapt to New Office Safety Norms

 Mon 01 Jun 2020 

Help Your Team Adapt to New Office Safety Norms

As businesses begin to reopen, they’re setting new rules around health and safety. But it will take some time for these new rules to feel normal. Leaders can take a few steps to help their teams adapt. First, encourage returning employees to not only follow, but help enforce the rules. Ask them to politely call out any violations of the new safety practices, and to remind the offender of proper protocol — even if it’s the boss. Next, remind your team that the best response to a reminder is a simple “thank you,” followed by compliance. Finally, hold a boot camp where people can practice the new behaviors. This can be as short as 30 minutes or as long as a few hours, depending on your company’s particular policies. Make the moral case for changing behavior by clearly communicating the life-and-death risks of noncompliance. And give people the opportunity to go through the motions, so they can begin to develop these new habits. Establishing new norms is difficult, but clear and committed leadership will help make it happen.

Be Intentional in Small Moments

 Thu 20 Aug 2020 

Be Intentional in Small Moments

It’s often in small moments that we make and find meaning. So if you want to live your life with a little more purpose, one thing to do is to pay close attention to how you engage with others. Show your colleagues that you believe in them.

 Take time to understand their aspirations, and do what you can to uplift them. Make purpose a regular part of your conversations: Talk with people about how you want to live your life — and ask about how they want to live theirs.

 And use difficult moments to forge stronger ties. 

In any relationship, you will have conflicts and disagreements, but during these tough times, you can show your ability to empathize and recognize new possibilities. 

This will help you build stronger connections with the people in your life and further fuel your own sense of purpose.

This tip is adapted from “Do You Have a Life Outside of Work?,” by Rob Cross

Make Sure Your Remote Team Communicates Sensitive Information Safely

 Tue 14 April 2020 

Make Sure Your Remote Team Communicates Sensitive Information Safely

With more and more employees working remotely, leaders need to set clear guidelines around how to communicate sensitive company information. 

(1) Remind employees to use even more care than they would if they were in the office.

(2) Make clear that personal email should not be used for any company business, and that employees need to keep track of what they are printing at home. 

If a printed document would be subject to shredding in the office, take care to do the same from home — or refrain from printing it in the first place. 

(3)And of course, ask your employees to use company-issued devices when working; using personal devices creates problems around document preservation and increases risk. 

(4)Finally, be sure you have up-to-date emergency contacts for all employees — a cell phone number or another way to contact them outside of company systems. This way, should your company fall victim to a cyber attack, you’ll be able to communicate with everyone. 

Taking these steps will help ensure your team’s security while it adjusts to the virtual work environment.

This tip is adapted from “Will Coronavirus Lead to More Cyber Attacks?,” by Brenda R. Sharton

How to Encourage Participation During Virtual Meetings

How to Encourage Participation During Virtual Meetings

It’s hard to get people to pay attention in meetings when everyone’s in the same room — let alone if they’re all calling in from home. How can you get people to actually participate in a virtual meeting?

(1)  The key is to create structured opportunities for attendees to engage. Do something in the first 60 seconds to help participants experience the problem you want them to solve.

 For example, you might share statistics or anecdotes that dramatize the topic. 

(2) Then assign people to groups of two or three and give them a very limited time frame to take on a highly structured and brief task. Use breakout groups  liberally. 

(3) Then ask the teams to report back.

(4)  Never go longer than five to 10 minutes without giving the group another problem to solve. The key is to set and sustain an expectation of meaningful involvement. 

Otherwise, your participants will retreat into an observer role, and you’ll have to work extra hard to bring them back.! 

Courtesy : Harvard Business Review 

How to Encourage Participation During Virtual Meetings

Tue 17 March 2020 

How to Encourage Participation During Virtual Meetings

It’s hard to get people to pay attention in meetings when everyone’s in the same room — let alone if they’re all calling in from home. How can you get people to actually participate in a virtual meeting? 

The key is to create structured opportunities for attendees to engage. Do something in the first 60 seconds to help participants experience the problem you want them to solve. 

For example, you might share statistics or anecdotes that dramatize the topic.

 Then assign people to groups of two or three and give them a very limited time frame to take on a highly structured and brief task. Be sure to give them a medium with which to communicate, like a Slack channel. If you’re on a virtual meeting platform that allows for breakout groups, use them liberally. 

Then ask the teams to report back. Never go longer than five to 10 minutes without giving the group another problem to solve. The key is to set and sustain an expectation of meaningful involvement. 

Otherwise, your participants will retreat into an observer role, and you’ll have to work extra hard to bring them back.

This tip is adapted from “How to Get People to Actually Participate in Virtual Meetings,” by Justin Hale and Joseph Grenny

A case for outbound Leadership Training

Mon 09 March 2020 

Look to the Great Outdoors to Inspire Your Next Leadership Training

A case for outbound Leadership Training 

Many leadership development programs fail to help participants develop dynamic, collaborative skills. But you can improve this training by taking some cues from wilderness adventure expeditions. These programs put participants in complex, unfamiliar environments that present opportunities for collaborative decision-making in ways that might not happen in a traditional conference room setting. 

Outdoor experiences require people to purposefully prepare — physically, logistically, and mentally — for the challenges ahead and to react to continuous, multisource feedback in real time. You either end up where you intend to be on the map (or don’t), the tent stays dry (or doesn’t), and everyone leaves on time in the morning (or finds themselves eating dinner in the dark). 

Ongoing interactions build camaraderie and create a team norm of open discussion and honest feedback. That trust can often last long after the expedition ends.

 Also, participants on these sorts of trips are given repeated challenges, which allows them to put lessons into practice right away. While you don’t have to fly your leaders to a remote island and hand them a tent, stove, and kayak paddle to get these results, you can bring a little bit of the outdoors inside to enhance your next training and expand your employees’ potential.

This tip is adapted from “Get Adventurous with Your Leadership Training,” by Christopher G. Myers and Mike Doyle

Present Your Data Effectively

Wed 11 March 2020 

Present Your Data Effectively

While a good presentation often includes data, data alone doesn’t guarantee a good presentation. 

To avoid confusing your audience, keep it simple. Ask yourself, “What’s the single most important learning I want my audience to extract from this data?” Next, make sure your charts are readable. What’s discernible on your laptop may be far less so when projected on a screen. Rehearse your presentation with colleagues sitting as far away — where the actual audience will sit. If they can’t see your charts clearly, redesign them to be easier on the eyes. Also, clarity is crucial. Use precise language to identify X and Y axes, pie pieces, bars, and other chart elements. Try to avoid abbreviations that aren’t obvious, and don’t assume people will remember the labels on previous slides. Last, avoid generic titles. For example, instead of “Millennial Preferences,” try a more specific title like “Millennials Prefer Mobile.” This is the first element the audience will notice and process, so it pays to get it right.

This tip is adapted from “Present Your Data Like a Pro,” by Joel Schwartzberg

Don’t Change Yourself to Impress a Client or Hiring Manager

Tue 10 March 2020 

Don’t Change Yourself to Impress a Client or Hiring Manager

When we’re trying to land a job or a new deal or client, we often try to make a good first impression by catering to the interests and expectations of others. But this approach can backfire. Hiding who you are or downplaying your ideas is cognitively and emotionally draining — and that, in turn, can undermine your performance. You also can’t really know another person’s preferences or expectations with certainty, no matter how much research you’ve done. Trying to anticipate them will just heighten your anxiety and could make you come across as phony. Instead, be your genuine, authentic self. Focus on conveying what you can offer — skills their team or organization needs — rather than trying to deliver what you think they want. Research shows that simply being yourself makes a better impression. And not only does it feel better, it also improves the likelihood that you will achieve your goal.

This tip is adapted from “Research: It Pays to Be Yourself,” by Francesca Gino

4 Questions to Ask Before Starting a Big Data Project

Mon 18 May 2020 

4 Questions to Ask Before Starting a Big Data Project

Up to 85% of big data projects fail, often because executives don’t accurately assess the project risks at the outset. Before investing in your next big data initiative, ask these four questions to determine its chances of success.

 First: Is your data valuable and rare? Not all available data is useful, nor is it unique or exclusive.

 Second: Can employees use the data to create solutions on their own? You need to decentralize decision-making in order to encourage people to autonomously initiate, create, and adapt solutions.

 Third: Can your technology actually deliver the solution? You can have all the data and ideas in the world, but if your technology can only deliver a prototype or a non-scalable solution, your project will fail.

 And finally: Is your solution compliant with laws and ethics? Even if it’s legal, if users find your solution to be “creepy,” the project is doomed from the start.