The specificity of double-barrelled questions

While real-time communication inside of a team might lead to solving faster some issues, it also has various disadvantages. 

For instance, having your colleagues come to ask you questions to which you feel pressured to answer on the spot leads to you being continuously interrupted, which results in being less productive and feeling stressed or even getting a burnout, as you try to do everything in proper time.

When the employees are provided with control as to when they are willing to communicate with their co-workers, there are many advantages that emerge. 

For instance, having the freedom to decide exactly how your working day should look like leads to more satisfied employees as well as to better communication within the team. Further benefits vary from feeling less stressed due to better planning to greater transparency and more efficient work.

Intentionally design for the same interactions that would otherwise happen if people were in the office.

• Culture is what naturally happens when a group of people gets together for any period.
• A great culture happens with intentional design and influence. It's the reason you should make your company's mission, vision, values, operating principles, standards, and agreements visible. 
• Culture is experienced through emotions, including how your employees feel about the company, you, other leaders, and peers. That feeling is developed through human interaction at the water cooler, kitchen, or hallway conversations.

Your people need to feel your presence as a leader as they will have fewer opportunities to see you face to face when they work remotely.

• Regularly show up in a variety of forms that can include weekly video meetings, periodic company-wide emails, or presence in public channels.
• Err on the side of more communication rather than less.

Sometimes, people are not able to articulate well their needs. Other times, the different questions being asked by our subordinates point to a single underlying problem.

Rather than getting triggered by the repeated questions that sound similar, or deflecting them, a better approach is to acknowledge the underlying problem, and provide an honest and clear answer, while providing a genuine reassurance.

One of the most empowering things leaders can do in the face of unanswerable questions is to use broader questions to draw out people's deeper concerns.

In doing so, you may end up helping others discover their own strength, which works far better than offering the answer you think they want.

• Most or all of your runs at a pace that feels comfortable, controlled, and conversational.
• Exercise that is not running, if you feel that the above isn’t enough for you: Cycling and other cross-training can work your lungs and muscles without putting too much strain on your tendons and ligaments.
• Strength training, to help everything get stronger and more adaptable.

It's usually not the shoes you're wearing, or your posture, but forcing yourself to accomplish too much from the very start that's causing you physical pain.

If you started running in the last few weeks or months and you get injured, you probably have nothing to blame but the fact that you’ve been doing too much, too soon.

It’s when media uses its reach and persuasion power to make people do or think things they otherwise would not. This often comes in the form of exaggeration, distortion, fabrication and simplification.

Media manipulation exploits the difference between perception and reality using the still remaining trust for truthful content it once had. But the current fast and hyper-competitive nature of the media business driven by clicks and often guided by untrained bloggers or malicious sources contributes to the spread of misinformation even among the mainstream media.

There is no regular downtime when it comes to serving the needy and fundraising to keep a nonprofit organisation running—this never-ending demand means constant deadlines and a steady stream of emergencies.

How to Deal with it.

• Schedule Time Off. Plan breaks around deadlines, even if it is only part of a day.
• Prioritise. Focus on what's really important.
• Take Some Time to Think. Diarise time to do deadline-free work.

Falling into the trap of feeling guilty about prioritising yourself when so many people depend on you.

How to Deal with it.

• Find a Community. Try scheduling dinner or a happy hour with your colleagues or finding an outside group of nonprofit workers.
• Create Redundancy So You Can Really Disconnect. Start keeping your colleagues in the loop about all your projects—even training them to take over for you in a pinch.
• Leverage Funding. Consider talking to your donors. Plenty of understanding foundations may be willing to schedule funding for employee wellness.

• Self-Awareness: be aware of your trengths, weaknesses, and values and displaying them to your team.
• Relational Transparency: remain genuine, straightforward, and honest with your team. Display the behavior you hope to see in your employees.
• Balanced Processing: stick to your values when making decisions, but remain open to discussions and alternatve options.
• Doing the right thing: focus on doing the right thing for the long-term success of the business, not yours.

If your only friends are your friends at work, it'll be more challenging to avoid work on evenings and weekends. If you do have coworkers as close friends, consider setting some boundaries around work talk.

Try to avoid getting drawn into office drama, as it will increase the time you spend talking and thinking about work.

Speak up when your workload is too much. Tell your boss if you are stretched too thin or when you regularly work too many hours. Talk about what you can reasonably get done in a week.

Also, don't say yes to everything. If you have a hard time saying no, don't respond immediately. Instead say, "Let me get back to you", or, "Let me think about that."

When you're faced with difficult questions, make sure you buy yourself enough time to determine how you want to respond.

Repeating of rephrasing the question could give you some extra time for thinking about how you want to answer.

Find a part of the question you are comfortable answering if answering the whole question is not an option.

This may sometimes be enough to satisfy the other person.

It’s not greedy or entitled to ask for a raise.  Unless you work somewhere truly dysfunctional, it’s understood that you work for money. This is okay.

• you’re not asking for an amount that’s wildly out of sync with the market for your work, and 
• you have a track record of strong work.

You shouldn’t ask to talk about your salary when your manager is especially harried or having a bad day or nervous about impending budget cuts. 

On the other hand, if you’ve just saved the day with an important client or garnered rave reviews for a high-profile project, or if your boss has seemed particularly pleased with you lately, now might be a particularly good time to make the request.