Connections with other people, not money or fame, are what really matter in all facets of life.

Open up judiciously and respond sensitively to create mutual vulnerability.Also discuss positive experiences, dreams, interests, and strengths to build bonds.

Balancing Vulnerability and Strengths

<ul><li>Effectively networking expands connections.</li><li>Contribute value, find shared passions, make introductions, avoid superficiality, follow up, and persist over time.</li><li>Build trust and help others.</li></ul>

Developing Networking Skills

We are wired for connection. Positive relationships provide meaning, mental health, longevity, job satisfaction, and overall wellbeing.Loneliness and isolation are detrimental. Nurturing relationships is thus essential.

Relationships as Human Core Need

Listen deeply and ask thoughtful questions to understand others' perspectives before reacting. Validate feelings. Express appreciation. Avoid judgments and assumptions.Communicate supportively.

Communicating with Empathy

Address conflicts early, respectfully explain your perspective, hear the other out, apologize for overreactions, find solutions, compromise, forgive, let go and move forward.

Resolving Conflict Productively

Strengthen work relationships by showing interest in colleagues' lives, discovering shared interests, providing support, mentoring newcomers, resolving conflicts quickly, and collaborating creatively.

Improving Workplace Relationships

Proactively develop connections by finding common ground, asking questions, listening deeply, sharing yourself vulnerably, and following up.True bonds require consistent investment and reciprocity over time.

Cultivating Social Connections

Enhance close relationships by reminiscing positively, expressing affection, celebrating milestones, trying new activities together, managing differences, and taking responsibility for growth.

Deepening Personal Relationships

In Connect, David Bradford argues that human connection and relationships are the key to health, happiness, and professional success. He provides research and advice on improving all types of relationships.

'A practical and timely book' - Arianna Huffington, Founder and CEO, Thrive Global 'Valuable for everyone' - Julia Samuel, bestselling author Biting your tongue? Bottling it all up? From marriage to management challenges, learn how to change your relationships from exasperating to exceptional with this expert guide. The ability to create strong relationships with others is crucial to living a full life and becoming more effective at work. Yet many of us find ourselves struggling to build solid personal and professional connections, or unable to handle challenges that inevitably arise when we grow closer to others. When we find ourselves in an exceptional relationship -- the kind of relationship where we feel fully understood and supported for who we are -- it can seem like magic. But the truth is that the process of building and sustaining these relationships can be described, learned, and applied. David Bradford and Carole Robin taught interpersonal skills to MBA candidates for a combined seventy-five years in their legendary Stanford Graduate School of Business course Interpersonal Dynamics. Now, they share their insights with you, including: - Why relationship-building is not the process of being with 'the right person' but rather creating the kind of relationship you want - Why deepening a relationship takes risk - The importance of vulnerability, curiosity and empathy in building relationships - How the modern world can help - and hinder - our ability to connect Filled with time-tested strategies for giving feedback, negotiating boundaries, and working through disagreements, Connect will be an important resource for anyone hoping to improve existing relationships and build new ones at any stage of life.

career

Career

communication

Communication

loveandrelationships

Love & Relationships

books

Books

A transformative guide to building more fulfilling relationships with colleagues, friends, partners, and family, based on the landmark Interpersonal Dynamics (“Touchy-Feely”) course at Stanford’s Graduate School of Business ONE OF BLOOMBERG’S BEST BOOKS OF THE YEAR • “Carole Robin and David Bradford are masters at helping people bring IQ and EQ together to satisfy both and be successful.”—Ray Dalio, founder of Bridgewater and author of Principles: Life and Work The ability to create strong relationships with others is crucial to living a full life and becoming more effective at work. Yet many of us find ourselves struggling to build solid personal and professional connections or unable to handle challenges that inevitably arise when we grow closer to others. When we find ourselves in an exceptional relationship—the kind of relationship in which we feel fully understood and supported for who we are—it can seem like magic. But the truth is that the process of building and sustaining these relationships can be described, learned, and applied. David Bradford and Carole Robin taught interpersonal skills to MBA candidates for a combined seventy-five years in their legendary Stanford Graduate School of Business course Interpersonal Dynamics (affectionately known to generations of students as “Touchy-Feely”) and have coached and consulted hundreds of executives for decades. In Connect, they show readers how to take their relationships from shallow to exceptional by cultivating authenticity, vulnerability, and honesty, while being willing to ask for and offer help, share a commitment to growth, and deal productively with conflict. Filled with relatable scenarios and research-backed insights, Connect is an important resource for anyone hoping to improve existing relationships and build new ones at any stage of life.

David Bradford, Ph.D.

Carole Robin, Ph.D.

Connect

Sedentary: This inactive lifestyle is categorized by too little movement due to excessive physical lethargy. Sedentary comes with health risks like obesity, type II diabetes, and heart disease. Sensible: The science says that this space is the best place, and it’s not that hard to get here. We don’t have to exercise obsessively to be healthy. Sometimes “sensible” is the best you should do.Superfluous: As opposed to excessive lethargy, this is excessive activity. Too much exercise can lead to depression, injury, and compromised immunity.

The Movement Curve: Don't Be Sedentary

Many people have failed to distinguish the difference between “movement” and that dreaded word “exercise.”“Movement,” is an all-encompassing term that includes both fitness and the general physical activity we participate in day-to-day whereas “exercise” is is planned and structured training.

Movement Vs Exercise

The American Heart Association now advocates for 10 minutes — yes, only 10 minutes — of movement a day. When we break the term down in this way, it becomes clear that most of us may be closer to our goals than we think.The transition into the post-pandemic world is a perfect time for young professionals — and anyone, really — to rethink their health habits and shed the “exercise guilt” they may be feeling. It’s time to recalibrate our routines to a moderate pace and place.

Just 10 Minutes

A new term, “exercise guilt,” has cropped up in the past few years to capture the disappointment we feel when our fitness goals go unmet. When we fall short, we get dispirited and are less likely to exercise at all, putting us at risk for a host of destructive physical and psychic effects, which compromise high performance. Like any unmet goal we set for ourselves, it’s helpful to ask, is this guilt the result of falling short or shooting too long?

Exercise Guilt: When We Could Not Work Out And Feel Guilty About It

A new term, “exercise guilt,” has cropped up in the past few years to capture the disappointment we feel when our fitness goals go unmet. When we fall short, we get dispirited and are less likely to exercise at all, putting us at risk for a host of destructive physical and psychic effects, which compromise high performance. Like any unmet goal we set for ourselves, it’s helpful to ask, is this guilt the result of falling short or shooting too long? A part of the problem is that many people have failed to distinguish the difference between “movement” and that dreaded word “exercise.” “Movement,” is an all-encompassing term that includes both fitness and the general physical activity we participate in day-to-day whereas “exercise” is is planned and structured training. The American Heart Association now advocates for 10 minutes — yes, only 10 minutes — of movement a day. When we break the term down in this way, it becomes clear that most of us may be closer to our goals than we think. The transition into the post-pandemic world is a perfect time for young professionals — and anyone, really — to rethink their health habits and shed the “exercise guilt” they may be feeling. It’s time to recalibrate our routines to a moderate pace and place.

Understand yourself and those around you.

psychology

Psychology

exerciseandfitness

Exercise & Fitness

sports

Sports

“Exercise Guilt” Is Real — But It Shouldn’t Be

<ul><li>Goals still matter. If you mention your specific, achievable goals from the beginning of the relationship, your mentor can help you stay on track at each meeting.</li><li>Meet consistently. Figure out how often, how long, how you want to meet and make it consistent. </li><li>Set an agenda. </li><li>Be open to feedback: positive or constructive.</li><li>Decide on an end date. A good rule of thumb is usually four to six months, with the option to keep meeting informally.</li><li>Make sure not to monopolize the session with personal issues or make it only about venting.</li></ul>

Tips on Being a Good Mentee

<ul><li>Know your goals (both short and long term). It will make it easier to find the right mentor. </li><li>Who do you look up to? Keep a running list of the jobs and people you are visualizing.</li><li>Do the research. Take notes on the path that person took to get to where they are today.</li><li>Be cognizant of your existing network. The more aware someone already is of your work and abilities, the more effective they will be at mentoring you. </li><li>Recognize the difference between a mentor and a sponsor. For example, mentors give advice but can't give you a new job, raise, or promotion. </li></ul>

Finding the Right Mentor

<ul><li>Have an elevator pitch ready. Be clear of your goals and why you think this person is the right mentor for you. Be upfront about your time commitment, what you're willing to put into the relationship and what you expect from them. </li><li>If it's a cold email, it's okay to start with the informational interview ask. But again, be specific about what you like about the person's work and why you want to meet. </li><li>When you feel someone is the right fit, do your best to make the ask with more than just a phone call or email. </li></ul>

Making the Ask

A strong mentor can change your career and help you outside of work. 

The Right Mentor Can Change Your Career. Here's How to Find One

When we can’t let go of unproductive projects before they finish, we can rob our organization of the time and resources needed to pursue higher-value opportunities. Furthermore, finishing for the sake of finishing can result in a <a href="https://en.wikipedia.org/wiki/Pyrrhic_victory">Pyrrhic victory</a> in which success inflicts such heavy tolls on the winners (and their teams) that the victory is indistinguishable from defeat. 
In the wake of these battles lie exhausted, alienated colleagues who become reluctant to join the next campaign, and burnout abounds.

Creating Impact: Avoiding Reckless Persistence

If you are new to the workforce, don’t wait to be promoted into a managerial role before you take on leadership roles. Look for leadership vacuums in everyday moments.
When team members can step in and out of leadership roles with ease, everyone experiences less fatigue.

Creating Impact: Sharing Leadership Load

When it comes to burnout, it’s natural to assume that by lessening our workload we can fight the culprit. But research has shown that when people are overworked but intellectually underutilized, they most frequently report feeling “exhausted.” 
Simply put, burnout isn’t necessarily a function of too much work; burnout is more often the result of too little impact.

The Cause Of Burnout

There is a strong correlation between “challenge level” and “satisfaction level” at work, meaning that, as the degree of challenge in your work increases, so does your job satisfaction. Find projects with visible impact and a scope that will invite you to stretch yourself.Tip: Don’t say yes to everything; say yes to challenges that are a size too big, and then grow into them.

Creating Impact: Increasing Challenges

Work-related stress doesn’t just come from the amount of work you do. It also comes from stressors like dealing with people issues, juggling your work with your personal life, or a lack of job security. Make work light for yourself and others by eschewing politics and drama, and being easy to work with.The work doesn’t necessarily become easier, but the process of working becomes easier and more enjoyable.

Creating Impact: Reducing Phantom Workload

In surveying professionals from various industries about the resources they most need to be successful, six factors were rated of similarly high importance: 1) access to information, 2) action from leaders, 3) feedback or coaching, 4) access to key meetings and people, 5) time,6) helping establish credibility.You can increase your impact by negotiating for the guidance, coaching, and sponsorship you need before you need it.

Creating Impact: The Non-Tangibles

Finding fulfillment in your work (without putting in more hours) can re-energize you.

mentalhealth

Mental Health

Is Your Burnout From Too Much Work or Too Little Impact?

Recognize that reverse mentoring may be uncomfortable for some people, especially those in positions of power who are not used to being in the passenger’s seat. If you find a senior leader struggling to lean into their vulnerabilities, guide them with empathy. Ensure them that your conversations will be confidential and that you understand this may be hard for them. Reiterate that the goal of the mentorship is to learn from each other without judgment. Essentially, model the behavior you want to see from your mentee.

Be patient and humble

During your next one-on-one meeting with your boss, you could say something like, “I have learned a great deal from the senior colleagues in our organization, and in return, I’d like to take the opportunity to share some of my skills within the organization.”When it comes to sharing your idea with colleagues and peers, your best bet is to reach out to like-minded, curious individuals who may be interested in collaborating or taking you up on the offer.

Voice your desire

Mentoring is most successful when you take the time to think about what you are qualified to teach, what other people in your organization may be interested in learning from you, and how it overlaps with your company’s business objectives. Before pursuing a reverse mentorship, think about:<ul><li>What lessons are you willing to share?</li><li>What challenges is the company facing that you might have insights, information, or expertise on?</li><li>How can you communicate your knowledge to someone else without overwhelming them or making it about yourself?</li></ul>

Figure out what you have to offer

Mentoring is always a two-way street, whether it is reverse mentorship or the traditional kind. While you’re mentoring a senior colleague, use the opportunity to learn more about how things get done on their team, gain new perspectives on how decisions are made and build your credibility as a young professional. Place them in your shoes by asking how they might handle the various challenges you face. Know that this isn’t about showing off but a genuine intent on both ends to share what you have learned and benefit the other person.

Treat mentoring like a continuous learning opportunity

How you actually begin a mentoring relationship will largely depend on who you collaborate with. Make your intentions and expectations clear from the start. Together, you should discuss:<ul><li>What’s the objective of this mentorship? Is it to help them build a new skill or to learn more about a different generation?</li><li>How will the mentoring be implemented? Should it be a one-time activity, last a few weeks, or be a long-term commitment?</li><li>How will you measure your success? Is there a goal they are aiming to reach? How often will check in on progress?</li></ul>

Set clear expectations

Reverse mentoring describes a situation in which a younger or early career professional mentors a senior colleague. While the overarching goal mirrors that of a traditional mentorship — advancing the professional growth of the mentee — because the roles are reversed, this model shows everyone that experiential learning is just as valuable regardless of your age or expertise.Junior employees gain more access to social networks and build their leadership skills. Senior employees gain a fresh perspective and expand their knowledge around new trends or technologies. Everyone becomes more engaged.

The Case for Reverse Mentoring

Reverse mentorship is when younger or early-career employees share their skills with their more seasoned colleagues.

Connect

“Exercise Guilt” Is Real — But It Shouldn’t Be

The Right Mentor Can Change Your Career. Here's How to Find One

It's time to
Read like a Pro.

Is Your Burnout From Too Much Work or Too Little Impact?

CURATED BY

Connect

“Exercise Guilt” Is Real — But It Shouldn’t Be

The Right Mentor Can Change Your Career. Here's How to Find One

It's time to Read like a Pro.

Is Your Burnout From Too Much Work or Too Little Impact?

CURATED BY

It's time to
Read like a Pro.