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What are the 4 best methods for increasing your power in the workplace?
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Hard Work Is Optional
Working hard does not mean you would be recognized or promoted. It is important to create a favourable impression, a perception that you are a hard worker.
You have to manage the ...
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Market Yourself
Make an effort to be noticed in the higher levels of the company. Show a little boldness in communicating your (perceived) accomplishments to those with the power strings.
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Fake Confidence
Leadership is about theatrics, to pretend to do something which is seemingly useful and to play a role. How we talk, appear, respond and behave in our daily interactions is what creates an image of...
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Boss Flattery
Unfair as it is, having a great relationship with your boss is more important than your performance. If you manage to upset your boss or instill insecurity, then your performance cannot save you. Y...
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Charismatic leaders
Charismatic leaders bring out our best and make us excel. Research shows that those following charismatic leaders perform better, find their work more meaningful, and have more trust in their leaders that those who follow non-charismatic leaders.
Charismatic leaders cause followers to become highly committed to the leader's mission and make personal sacrifices by mastering the art and science of personal magnetism.
To master the art of personal magnetism
- Speak slowly. Visualize the slow, emphatic tone of a judge delivering a verdict.
- Pause. Those who show confidence often pause for a second or two between sentences.
- Drop intonation. Lowering the tone of your voice at the end of a sentence sounds confident. You can even lower your intonation midsentence.
- Check your breathing. Try not to breathe through your mouth as it can make you sound breathless and anxious. Instead, inhale and exhale through your nose.
- Smile. Smiling projects more warmth in your voice. It's even worth doing when on the phone.
The high imagery speech
The use of imagery increases charisma.
Research shows that a high imagery speech resulted in higher ratings of charisma that a low imagery speech.
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Common career advice is changing
In the last few years, experts describe the current labor market as "candidate-driven," meaning that job seekers hold more power than employers. This means that you shouldn't rely on "age-old" guidance.
Standard advice used to be to stay in a job for at least two years and not to leave until you have your next one lined up. While that was true in the job market 20 years ago, it is not necessarily true in the constantly changing market.
Telling your boss you’re looking for another position
- It used to be that when you left a job, you were seen as a traitor. Now companies make efforts to ensure people leave on good terms. They have programs that keep the door open in case employees want to return.
- Not only is there less risk in letting your manager know you're looking, but there may also be upsides. Your boss may want to figure out how to keep you.
- If staying with the company isn't realistic, you may find ways to continue to work with the company. But the conversation may be uncomfortable and be far worse if you suspect your manager won't be understanding.
Staying at a job for at least a year or two
- This conventional wisdom is not always realistic. You may need to relocate because of your spouse's job, for example.
- Staying for only a short term no longer hurt a resume. 32% of employers expect job-jumping. Millennials are especially prone to brief stays at jobs. 70% quit their jobs within two years.
- Gaps in job history are no longer seen as problematic either, but you have to show that your time off wasn't a waste of time.
- However, you should avoid jumping around if you can because of the emotional drain of finding a new place, new friends, and reproving yourself.
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Acknowledging our ignorance
The modern world does not encourage people to admit when they lack knowledge or skills.
However, when we don't acknowledge our ignorance, we limit our chances for personal improvement.
The Dangers of Certainty
Although we are naturally curious as children, school teaches us that there is a specific set of facts to memorize and that we should not question these facts. If we don't know something, we're taught to guess.
Once the curiosity has been driven out of us in school and we're moving into the workforce, we're even less likely to say we don't know.
We feign certainty
We're afraid to admit when we don't know something for sure and expect not to see uncertainty in others. It can be disastrous.
Consider the case in which a business spent hundreds of millions on an ineffective advertising campaign because they refused even to ask if it was working.