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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.

Michelle A. (@michelleyaa) - Profile Photo

@michelleyaa

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Career

bbc.com

Responding rather than reacting

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.

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.

  • Take the time to really listen before you jump into the conversation.
  • Pause before you speak. Instead of reacting instinctively, take a deep breath to realign yourself before responding.
  • Press your internal "reset" button. Pause, take stock, breathe deeply, then determine the "right" next move.
  • Change the way you view your world. Use your emotions as a gauge to help you understand when your needs are met, and when they are not.
  • Clearly define your intentions. Being able to articulate your intentions effectually increase your chances of achieving what you want.
  • Be mindful of body language. Over 90% of our communication with others is nonverbal.
  • Use analytic techniques that don’t require high accuracy.
  • Prepare for multiple outcomes
  • Find and rely on the predictable elements of the situation
  • Focus your evaluation of initiatives on the inputs (the quality of the process that went into its planning and execution) not just the outputs 
  • Remain agile, and strive to respond quickly
  • You have to prepare for failure, success, and everything in between. But as long as others find you trustable, you’ll never be on your own

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. 

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