75 STASHED IDEAS
The ongoing once-in-a-century pandemic makes ambiverts (part introverts and part extroverts) an ideal blend in the corporate world. One has to be adaptive and take on the traits of both, like listening well, or being a dynamic personality in meetings, in a measured way.
One needs to be able to initiate conversation or small talk without hesitation. One also needs to be quiet and let the others take centerstage.
Being both an introvert and an extrovert(as per the requirement) is about how you are able to energize yourself, refilling your mental energy tank. It can be a 15-minute break sitting alone, or a trek with a group of people, or even sitting in a buzzing cafe.
One has to balance the scale and maintain an equilibrium to be able to be an ambivert.
Some questions are fundamental: Fiction or Nonfiction? Cat person or Dog person? And this: Are you an introvert or an extrovert?
Each of these identities has its pros and cons, but no one can say that a particular one is better. Extroverts have long been celebrated and rewarded due to their natural people skills. Introverts are, strangely enough, proven to be better CEOs, though the confident attitude of an extrovert is better suited for the image of a CEO.
Ambiverts, part introverts and part extroverts, are enthusiastic, social, but also are good listeners and can do well without having the need to hog the limelight.
It is a requirement for leaders and managers in this age to be a blend of extroverts and introverts, having the strengths of both, in order to work in flexible and empathetic work environments.
People with high emotional intelligence are more likely to understand the root cause of the problem and solve it in a calm manner instead of dismissing it as a nuisance.
When we respond rather than react we take the time to pause, perceive, and pursue the action that we think best for the scenario.
Those who are emotionally intelligent believe that it is important to show people their true selves whenever faced with difficult situations to show people others that challenging situations should always be faced headstrong with transparency and emotional honesty instead of hiding behind a mask and taking all the responsibility by yourself and refrain from asking help when needed.
While it is important to look the the details we shouldn't forget that the whole picture is important as well.
People who have higher emotional intelligence act with a high degree of self-awareness. They are able to see both sides and understand the situation of both sides.
This is usually a trait we need to look for from everyone, but emotionally intelligent people have a technique called the "six second pause" to gather their thoughts instead of blurting out whatever thought comes to mind.
The chemicals of emotion inside our brains and bodies last about six seconds. If we take the time to pause, even for a short while, this helps prevents a flood of chemicals to take over the rational part of your brain.
The people we consider to be reasonable people are those we see that practice restraint over themselves and the ones do not let their emotions control them.
Self-control is a necessary emotional skill that provides long-term pay off because this skill provides a work environment that has low drama and high productivity.
Conflict in leadership and life is unavoidable. Instead of seeing conflict as something to be avoided, see it as an opportunity to achieve greater levels of fulfilment.
"Issues that aren’t talked out get acted out in snide remarks and innuendoes, higher absenteeism and turnover, and lower productivity and engagement. When you are discussing something sensitive, what is left unsaid is often what the conversation really needs to be about."
Constructive conflict can lead to positive growth and transformation, along with the capacity for understanding ourselves and the world around us. It is helpful to recognize the reasons why we wish to avoid conflict.
Most companies conduct postmortems at a project’s end to analyze and outline the factors that contributed to its failure. But this reflection, examination and evaluation might not be as useful as most wait for failures to conduct them and stop the analysis once the guilty are identified.
Failures don't happen frequently enough to learn at the rate that’s needed to really thrive in a competitive environment. Learning reviews, on the other hand, aim to gather information and can be conducted after each experiment or iteration allowing improvements regardless of successes.
To extract a full account of the incident, remove blame and punishment on an organizational level from your retrospectives. You get there easier by reducing the fear and biases that creep in during the investigation of failures, and by choosing reconciliation and immunity over retribution.
Often, the conditions that lead to the negative outcome would still be there even if you removed the guilty individuals. And if the guilty are fired, you lose those who are better placed to help you learn from the incident.
Blame and biases — such as hindsight bias — give us a convenient story about what happened in any negative situation. To the extent that a story feels comfortable, we believe that it's true but when we get to that convenient point we stop learning.
Skipping the learning process alleviates the discomfort of dealing with complex systems, but it costs in the long-term because you ignore the context of the incident and don’t address areas of fragility.
A timeline is an account of what happened by the people who were involved and impacted. Create a timeline with input from as many people from diverse points of view. With some training, anyone in the organization can do it.
A good timeline shows not just what happened, but serves as a reference point to keep the review on track. It should capture what people were thinking at the time it was happening instead of reflecting what happened from the biased perspective of the present.