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Every field has its standards. Once you’ve got the basics down, reach for a lesser known—but still needed at your office—skill or competency.
Don’t create unnecessary conflict with your co-workers, but don’t run from it, either. See it as an opportunity to better understand someone you’ll be spending 40 hours a week around.
At first, asking for help might sound like the opposite of creating your own opportunities.
Opportunities are tied to personal relationships. Consider the Ben Franklin effect
At every company, how management thinks things get done and how they actually get done are two different things.
But while managers often have good reasons for pushing certain processes...
As much as mentorship benefits the mentee, it can also be a professional boost for the mentor.
Mentoring others develops leadership and communication skills: Spotting strengths and w...
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Research found that only 7 percent of communication comes from the words you use; the rest of what you communicate comes from your voice and tone (38 percent) and your body language (55 percent).
Small talk might not be that meaningful, but it does have a few benefits: it can make you happier and it can boost the brain’s executive functions responsible for everything from attention and focus to time management to organization.
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Creativity is about problem-solving. And creativity is also about finding problems to solve in the first place: perceiving them, defining them, explaining them, and recordin...
This technique requires 2 steps:
This is the ability to reach beyond a specific field of expertise and create new uses for an older thing. It’s about taking one thing and using it for a different purpose than intended.
For example: Apply a cooking recipe to a marketing strategy or use a spreadsheet program to organize words for your poetry.
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Cognitive dissonance makes our mind try to protect our self-image and the connection between our thoughts and actions by modifying our opinions.
Once the justification or new opinion
The effect works because our brains need to conciliate the fact that we are helping someone with our dislike for them, and the easiest way to do that is to assume we actually like them.
The request creates a contradiction and then discomfort for the person who dislikes you. And that pushes one to readjust their way of thinking.
Mikhail Kalashnikov designed the rifle for the Russian army. It was a simple and cheap automatic rifle that caused more deaths than any other assault rifle.
Kalashnikov later wrote in a letter to the head of the Russian Orthodox church, "If my rifle claimed people's lives, can it be that I…, an Orthodox believer, am to blame for their deaths, even if they are my enemies?"
Tim Berners Lee developed HTML and created the World Wide Web, but his major regret relates to the '//' at the beginning of every web address.
"Really, if you think about it, it doesn't need the //. I could have designed it not to have the //," he said.
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If you decide on becoming a mentor, you might want to consider choosing a mentee who shares your interests. It will make everyone's life easier. Moreover, you will also be able to provide more ...
Mentoring requires having a clear idea of how the sessions themselves are to happen.
Make sure that from the very beginning you communicate to your mentee exactly how all is going to take place: how often, where, how, etc. Get to know the other and use all the means you dispose of in order to help him or her reach the desired goal.
More than giving directions, a mentor is supposed to provide the so-called pieces of supportive advice, which will enable the mentee to make up her or his mind, based on their own beliefs.
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To be effective in organizations today, you must be able to influence people. Your title alone isn’t always enough to sway others, nor do you always have a formal position.
Work on cultivating personal connections with your colleagues, and allow them to get to know you.
You don’t have to be “the greatest person in the room” or make sure “everyone is blown away by your charisma.” You just need to have good rapport with your colleagues. That way, they won’t impute negative intentions or motives to you.
Start by giving them your undivided attention in one-on-one situations. Turn your body toward the other person, freeze in place, and listen.
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