When someone bothers or offends you, it’s natural to say, it’s no big deal and assumes the other person had positive intent. But, often, that phrase is used to avoid conflict and is a sign that you should take action.
Though speaking up can be difficult, it’s the only way the issue will really get resolved. The best course of action is to schedule a time to talk to the offending party or pull them aside in private. Let time pass, so you’re not emotionally charged. And treat it as an opportunity to gain more information.

"It's no big deal"

When you don’t address something early on, there’s a good chance you’ll harbor negative emotional energy and become so upset that you eventually have a hard time being in the same room with person who “wronged” you, much less trusting them or feeling good about them. 
Worse, you may snap, and when you do, there’s a high likelihood you’ll say something that only makes the situation worse.

The problem

The problem may very well not be a big deal; if that’s the case, a calm conversation will take care of it. Similarly, if the person wasn’t being nefarious, simply naming the behavior that’s troubling you in respectful terms should allow the person to address it without a big blow up. 
Well-intentioned people who’ve made small mistakes are generally capable of listening without reacting negatively.

Treat “it’s no big deal” as a cue to take action

When you let things build up, you’re more likely to act in an uncontrolled fashion at an inopportune time.
So, when your colleague says something mildly upsetting in a meeting, schedule some time to talk about it or discreetly approach them about it after some time has passed. That way you give yourself a chance to detach from your initial emotional response and to carefully think about what you want to say and how you’ll say it.

Act, but don’t ambush

True inquiry is a respectful way of testing whether something actually is a big deal and is entirely consistent with the notion of assuming positive intent. For example, try saying “Can you help me understand why you’re doing that?” or “Could you share your data or reasoning on this?”
After all, if positive intent is warranted, a person’s response to genuine questions should only confirm that. If it doesn’t, then you know that continuing to assume positive intent is both a mistake and an excuse for your inaction.

True inquiry

Not everything that triggers an emotional response requires a response. But if something is really no big deal, then you probably wouldn’t use this rationalization in the first place; you’d simply address it or ignore it. 
So, learn to recognize this when it happens, and address things before they really become a bigger deal.

Emotional responses

Are you overlooking serious problems because you’re conflict averse?

Understand yourself and those around you.

psychology

Psychology

career

Career

communication

Communication

The Problem with Saying “It’s No Big Deal”

To preserve relationships in the office, we all need to be tactful when communicating how we really feel about a colleague or project.
At best, this simply results in people choosing their words carefully, so the message stays relevant and helpful to the task at hand. But at worst, we can get passive-aggressive and bury hostility and frustration under corporate phrases that give us plausible deniability.

Passive-aggressive phrases and words

“‘As I mentioned,’ or ‘per my last email,’ or ‘like I said,’ are all passive-aggressive variations of asserting yourself, correcting someone on a communication they missed or anchoring your reply on previous information.“If you find yourself using these often, perhaps it’s a sign to review your initial communication,” she added. “We expect others to read emails and understand them as we intended, in our voice and nuanced ways of communicating. The reality is that it doesn’t always translate.”

“Per my previous email ... ”

When someone loops in your boss in an email thread, it can be a passive-aggressive way to convey that they don’t trust you.“This is really a flag that they would like for your manager to stay in the loop in order to have their request prioritized or there may be a lack of trust in the relationship between the two peers,” Cummings said. “Another way to fix this is to simply ask for the request to be prioritized or ask about the person’s bandwidth or timeline to get back to you.”

“CC’ing my boss for visibility.”

Using phrases like “A lot of us think” can be an inflammatory way to hide your views behind the vague opinion of many others.“It suggests, ‘We’ve all been talking about you behind your back.’ It also is usually vague about who ‘us’ refers to, which means that the person receiving the information can’t have a real conversation with the people who supposedly think what they think,” Gallaher said. “It is far more effective and more self-accountable for each person to speak for themselves.”

“A lot of us think ... ”

These are passive-aggressive qualifiers in which the hostile tone contradicts their meaning.
When co-workers deploy these qualifiers in statements like, “Well, clearly, you know our company’s policy on this,” there is coded hostility, Howes said. “‘Why didn’t you know that? You should know better.’ That’s kind of the subtext there.”
A more tactful way to go is to point out to your co-worker, “Hey, you might not be aware,” or “Hey, not sure if you knew this."

“Obviously” or “clearly ... ”

Not only is this a condescending phrase that signals a lack of respect, it is also a common passive-aggressive one.Instead of passively saying you don’t want to offend and then doing it anyway, you could directly state, “I’m concerned what I say might upset you, so I want to know: Do I have permission to give you feedback on something?” or “I’d love for us to build trust so we can have really open dialogue with each other. What do you think?”

“No offense, but ... ”

personaldevelopment

Personal Development

writing

Reading & Writing

5 Of The Pettiest Passive-Aggressive Things People Say At Work

The turbulent ride brings an evolution in the way one perceives their environment; a blend of exhilaration, patience, and hard work, wouldn’t you agree?

Five years of a learning experience

The first year in an architecture school can be scary and yet, inspiring. The first year is about the liberty to be one’s creative selves and making friendships for a lifetime!

First Year

With the commencement of the second year begins the expectations of less conjectural designs, driving students towards an endless cycle of pulling all-nighters.

Second Year

With a new year, comes tenacious responsibilities, and insights towards technicalities in architecture. The end of this year gets stimulating because of the next big question –how to create an outstanding portfolio and going to internships in renowned firms?

Third Year

Everyone waits to thrive, live the office life and explore everything about the new place. Amongst other things, this year teaches you to manage your time graciously, and market your design and communication skills.

Fourth Year

This year brings all the nostalgia of the last four years – you work harder, fulfill your responsibilities as the senior-most batch, and enjoy a little more of your time with your friends. Everyone gets ready for a one-last final jury, and whether fully prepared or not, the architectural world becomes your oyster.

Fifth Year

Towards the end, the conviction to follow your lessons is what leads you to success.

Decisions, Mistakes & Regrets

You become your best selves when you have the heart to follow your passion because why carry the regret to not attending to it in the first place? Everything in the world is hard until you work for it, and so is the case with architecture.

It’s Never too late

problemsolving

Problem Solving

Inside the mind of an architecture student - Architecturechat

Exceptional relationships can be developed. They have six hallmarks: <ul><li>You can be more fully yourself, and so can the other person. </li><li>Both of you are willing to be vulnerable. </li><li>You trust that self-disclosures will not be used against you. </li><li>You can be honest with each other. </li><li>You deal with conflict productively. </li><li>Both of you are committed to each other’s growth and development.</li></ul>In these relationships, you feel seen, known, and appreciated for who you really are, not an edited version of yourself.

Exceptional relationships

It has several characteristics. <ul><li>One is a willingness to let go of the idea that your way of doing things is always best. </li><li>Another is being game to try new things and take the risk of making mistakes. </li><li>A third is seeing mistakes as learning opportunities rather than something to be embarrassed about and hide. Curiosity is key. </li></ul>Having an open mind for continuous learning is a wonderful way to live. It means you’re open to your own development.

A learning mindset

Most of us have countless interactions each day with people who don’t really know us well. At times, you may yearn for deeper and more meaningful connections, but you don’t always know how to get there. Letting yourself be more fully known is crucial to developing exceptional relationships. Self-disclosure creates more opportunities to connect and increases trust. It is also enormously validating to be accepted for who you really are. That said, it’s not risk-free.

Letting yourself be more fully known

Consider three concentric rings that represent decreasing safety as you move out from the center. <ul><li>In the middle, is the Zone of Comfort: what you feel completely safe to say or do.</li><li>The outermost ring is the Zone of Danger: things you wouldn’t consider doing.</li><li>The Zone of Learning: The ring between “Comfort” and “Danger”, where you are unsure about how another will respond -  the zone in which people learn. Learning at the risk of unintentionally ending up in Danger, test the waters by stretching into the zone of learning by 15%. You can then consider venturing out another 15 % from there.</li></ul>

Try the 15 percent rule

Sharing facts starts to build a larger picture of who we are but only goes so far. What tends to have more impact is sharing feelings. <ul><li> Feelings can indicate the intensity of an experience. In reacting to another’s behavior, you could be slightly bothered, annoyed, upset, angry, or furious. These different degrees are crucial in human interaction; they illustrate a lot about who you are. </li><li>Feelings provide color, drawing others to us in a way that being utterly unemotional and rational does not. </li></ul>

Social scientists call the belief in our ability to act in the world “having agency.” But too often, people think they have no choice in how to respond to what has happened to them.

Having agency

In the absence of data, people will make stuff up. Everybody draws conclusions when interacting with others. The less we reveal, the more others will fill in the blanks in order to make sense of what they see. When we are too reserved with our feelings, we actually lose control over how we are seen.

The costs of silence

Empathy is the act of conveying not only that you understand the other’s feelings but also that you can identify with them. It is different from sympathy, even though they’re often used interchangeably. Sympathy involves acknowledging someone is in pain and providing comfort or support; it does not necessarily involve identifying with how they are feeling. Sympathy is also often linked with pity, which makes many people feel even smaller. Sympathy, unlike empathy, doesn’t encourage more disclosure from the other. In fact, sometimes it can have the opposite effect.

Empathy and sympathy 

This has several dimensions. <ol><li>Are you speaking to what they want as opposed to what you want? </li><li>Are you responding at the same emotional level? </li><li>Are you seeing the world as they see it? </li><li>Are you not responding to what the other really wants? </li></ol>﻿For the other person to hear anything you have to say, much less tell you more about themselves, they have to know that you seek to understand them and their position. Once that connection is made, then it is possible to bring up other issues and delve into more questions.

Meeting someone where they are

It is a lot more complicated than it seems. <ol><li>You truly don’t understand something at all. The best way to make sure your curiosity is authentic is to hold the mindset that, in spite of how perceptive you think you might be and how well you think you know another person, you don’t actually know what’s going on for them.  </li><li> You think you know all about it and are just asking questions to test your hypothesis. You’re not genuinely curious. You’ve largely made up your mind and are “leading the witness” to prove your case. That stance is unlikely to encourage the other to be more open and revealing. </li></ol>

Being curious

Asking the right kind can help encourage someone to share. <ul><li>Open-ended questions widen the scope of the conversation by generating options, new perspectives, or new ways of thinking about a situation. The most effective open-ended questions don’t begin with the word “why.” “Why” questions tend to drive people into their heads and out of their feelings. </li><li> Closed-ended questions, which usually can be answered with “yes” or “no,” narrow the conversation and are more likely to be felt as intrusive and judgmental. </li></ul>

Not all questions are created equal

Advice-giving makes it easy to misunderstand what the other really wants. People go to others for many reasons. Perhaps they want a chance to think out loud. Perhaps they simply want to vent and seek a sympathetic ear. Sometimes they just want support and empathy, rather than help figuring out a solution. The listener needs to be clear about what the other person wants.If you are going to provide someone with advice, you have to understand the situation fully, really know what the other wants, and take their style and approach into account. Also, most importantly, set aside what you would do.

Giving advice 

For a relationship to be sustainable, each person has to have enough of their needs met, and each must give things up. Over time, the benefits have to exceed the costs. As relationships develop and each person allows themselves to be more fully known, the two of them can learn how to increase the benefits and reduce the costs.

All relationships have trade-offs

Influence discrepancies exist in most relationships, though minor ones are rarely a barrier to talking honestly and coming to an effective solution. However, a significant difference in influence often results in a dysfunctional cycle.

Costs of large discrepancies

<ul><li>Assuming that your needs are secondary to the other’s</li><li> Not listening to your feeling</li><li>Letting yourself be interrupted </li><li>Backing down when someone disagrees with you</li><li> Avoiding conflict—not disagreeing with the other</li><li>Not giving feedback, assuming the problem is probably yours</li><li>Being concerned about being liked/approved of and seeing that as most important </li><li>Minimizing the importance of your comments</li><li>Not taking credit for your accomplishments</li><li>Not pointing out a problem unless you have a solution.</li></ul>The single most limiting one is the fear of conflict—believing that conflict is a sign of a flawed relationship.

How you give away influence

The information may say something about the giver, and it may say something about the receiver. But it is all data, and more data is better than less. Quite simply, you’re better off knowing than not. ﻿Accepting the validity of someone’s feedback also doesn’t mean you must act on it. Feedback is information for you to decide what to do with. It’s data with which to expand your choices.

All feedback is data

People use the “feedback sandwich,” thinking it will make difficult feedback easier to hear: starting with something positive (to soften up the other person), then saying something negative, and ending with something positive so they will feel good. Unfortunately, this approach rarely works. As soon as you start with the positive, the other’s defenses go up as they wait for the “but.” They brush aside the good news and don’t take it in. The feedback sandwich is often utilized because you’re concerned the recipient will feel totally rejected if you don’t throw in some positive reinforcement.

The feedback sandwich is flawed

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 “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.

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

You need the job to get some experience, but you need some experience to get the job. It’s the classic catch-22 that many job seekers face when starting out in their careers.
However, when you’re a seasoned professional with years of work under your belt, this is probably something you had hoped to leave in the past. But, when making a career shift, it’s a hurdle that you will need to overcome, once more.

Back To The Same Situation

The best way to do this is to break your long-term goals into smaller steps, and use step one as the target for your next career move, considering how you can be ambitious without being naive. 
Think about what the next step should be toward your ultimate career goal, and don’t shoot straight for the CEO job. Breaking your goals down into steps like this keeps them manageable, and stops you from becoming overwhelmed.

Setting Realistic Goals

When you’re changing careers, and you don’t have any relevant experience in your new field, you have to accept that you’ll need to take a step back for a while. This could mean taking a more junior role than your current position and perhaps accepting a pay cut.
However, don’t let this step back dishearten you. You can quickly begin to work your way back up the ladder, and ultimately, you’ll be working in the role or industry that makes you happy, so it’s worth the short-term sacrifice.

Taking A Step Back

Another way to bolster your résumé when you don’t have any experience in your chosen field is to upskill yourself in relevant areas. Nowadays, there are several ways you can do this so you can find the learning style that best fits your lifestyle.
You could go to college to study, attending evening classes to fit around your current work schedule. Alternatively, you could complete an online course from the comfort of your own home and in your own time. There are thousands of low-cost (and even free) courses available online.

Developing New Skills

Volunteering can help you gain some valuable experience for your résumé, whilst also a nice way to give back. Although it may be unpaid, you’ll profit from the skills and experience further down the line.Plus, it can be much easier to secure than a full- or part-time role, and again, it can fit nicely around your current job. Volunteering also shows a commitment and proactive decision-making, which always look great to an employer.

Do Some Volunteering Work

The key to “adjusting” your résumé is to focus on your qualities that are relevant to the new profession, and cut back on the parts that are geared toward your old profession (no matter how impressive they may be).
It’s a good idea to carefully read through posted job descriptions for wording or phrases to adopt as well as any skills and qualifications that match the recent courses you’ve taken and your relevant volunteering experiences. Be sure to highlight those skills and attributes on your résumé by giving them prominent placement at the top, in your profile and skills section.

Adjust Your Resume

Try to be patient, and remember that when you’re starting a race well behind the competition, you simply need to put in a lot of effort to catch up and then get ahead. So, be proactive, build relationships with recruiters, and try to get as many early job applications as possible.Though it may take some time, all you need is one interview to get a foot in the door; then make a good impression, and you’ll land the job that will set you on your way in your new industry.

Stay Persistent

Even if you feel under-prepared for a job switch doesn’t mean that you’re out of the running.


How to land a job when you have no experience in the field

If you zoom in on one sector - the accommodations and food-services industry - mostly composed of restaurants and hotels, this sector has seen more quits than any other part of the economy. But it’s not bleeding jobs. Quite the opposite: Accommodation and food services added 2 million employees in 2021, more than any other subsector.
In fact, accommodation and food services, which has been hardest hit by the Great Resignation, has also created one out of every three net new jobs in 2021.

Myth 1: The Great Resignation is about quitting

Remote workers are significantly more likely to say they’re burned out now compared with before the pandemic. Because remote workers are a very white-collar group, this fact has led to a great deal of news coverage claiming that the Great Resignation is being driven by white-collar professionals.
Given the government statistics and private survey data we currently have, these just seem like different phenomena. Strange as it sounds, the increase in self-reported burnout is happening in industries where workers are less likely to quit.

Myth 2: The Great Resignation is about white-collar burnout

The term Great Resignation was coined by Anthony Klotz, a professor at Texas A&M, in May; at the time, he framed a mass exodus from the workforce as a prediction for the next year. But since the bottom fell out of the economy in April 2020, the labor-force participation rate has increased for most groups—men and women, white and nonwhite. The biggest exception is older Americans, who by and large quit their jobs (and stayed quit) last year.
The great majority of this economy’s “quitters,” are seniors. But they quit a while ago, and calling their decisions “resignations”is sort of weird.

Myth 3: The Great Resignation is a 2021 phenomenon

What if I told you the Big Quit wasn’t really about “quitting”?

Discover the world of business and economics.

economics

Economics

business

Business

startup

Startups

Three Myths of the Great Resignation

“We encourage our employees, in addition to their regular projects, to spend 20% of their time working on what they think will most benefit Google,” founders Sergey Brin and Larry Page <a href="https://abc.xyz/investor/founders-letters/2004-ipo-letter/">wrote in their IPO letter</a>. “This empowers them to be more creative and innovative. Many of our significant advances [like <a href="https://www.google.com/adsense/start/">AdSense</a> and <a href="https://news.google.com/topstories?hl=en-US&gl=US&ceid=US:en">Google News</a>] have happened in this manner.”
No one is going to hand you development opportunities on a platter; you need to seek them out proactively, with the following tips.

Google's 20 Percent Time

The key here is to be as specific as possible about what skill you want to build. So instead of taking 10 courses on 10 different topics, develop mastery in just one.You’ll see faster improvement over time, which will motivate you to continue. And genuine expertise — for example, in writing great sales copy or programing in a new computer language — may ultimately boost your value to your employer or lead to a side income stream.

Clearly identify what you want to learn

This is the ultimate way to make sure your 20% time doesn’t go to waste. Figure out the minimum benefit you’ll get out of a given situation or opportunity, even if nothing else breaks your way.It might be exposure to a new industry, making connections in a different region, or practicing valuable skills like public speaking and clear communication.If the minimal outcome alone sounds intriguing, then the project is likely a good bet.

Win — even if you lose

Protecting your 20% time is like maintaining a diet: It’s good to be disciplined, but sometimes you need to bend the rules and be flexible.
Client emergencies or impromptu staff meetings may prevent you from spending the time you’ve allocated in your calendar, and that’s okay — as long as you make a point to reschedule it and keep that commitment.
The point isn’t that you have to do your 20% time every Thursday afternoon; the point is to do it, period.

Be flexible and committed

It takes effort guard your 20% time, and it’s a lot harder to maintain that willpower if all you’re doing is endless homework and rigorous training sessions.You may need a hardcore dose of that willpower periodically because in any discipline, there are some challenging elements you’ll have to master. But if difficult tasks are the only thing you do, you may grow bored or frustrated and want to quit.

Look for ways to make it fun

Just like with an investment in the stock market, when you invest time in your 20% projects, the power of compound interest is dramatic. What at first seems small and meaningless can enable you to put massive distance between you and your competitors. The gift of the 20% time, especially when we think in decades, is that even if we ultimately change plans or decide on a different course, the small steps we take now compound over time and give us more options in the future.

Think In Decades

Google’s popular “20% time,” which allows employees to take one day a week to work on side projects or learn new skills, may be the secret to giving you a competitive edge.

education

Learning & Education

Google's '20% rule' shows exactly how much time you should spend learning new skills—and why it works

Forty-one percent of the global workforce is likely to consider quitting their job this year, with 46 percent contemplating a “major pivot or career transition,” reports <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work?ranMID=24542&ranEAID=kXQk6*ivFEQ&ranSiteID=kXQk6.ivFEQ-On2e1EHISXp4HuyWjnZO3A&epi=kXQk6.ivFEQ-On2e1EHISXp4HuyWjnZO3A&irgwc=1&OCID=AID2200057_aff_7593_1243925&tduid=%28ir__h0in0l6uxwkf6zxcogjyoftbjf2xrdv3a6vxt6xe00%29%287593%29%281243925%29%28kXQk6.ivFEQ-On2e1EHISXp4HuyWjnZO3A%29%28%29&irclickid=_h0in0l6uxwkf6zxcogjyoftbjf2xrdv3a6vxt6xe00">Microsoft</a>. 
Meanwhile, half of American workers are considering a career change, reports <a href="https://www.cnbc.com/2021/10/12/why-50percent-of-workers-want-to-make-a-career-change-new-survey.html">CNBC</a>—while in September, a record-breaking 4.4 million Americans—3 percent of the workforce— actually <a href="https://www.cnbc.com/2021/11/12/a-record-4point4-million-people-quit-jobs-in-september-great-resignation.html">quit their jobs</a>. The so-called “<a href="https://www.theatlantic.com/ideas/archive/2021/10/great-resignation-accelerating/620382/">Great Resignation</a>” shows no signs of stopping.

The Great Resignation Continues

The power dynamic has changed. Employees have more leverage now. Companies are changing so much that they might be more open to something they rejected before.

As companies figure out how to adapt and retain talent, now is a good time to brainstorm what is important to you. So be bold and imagine your ideal future job. Get actionable.“What do you want to do, drop, delegate, decline, or dare to do?” Taaffe asks.Employees who have worked in a company for a while and are a known entity with social capital are especially well-positioned to negotiate new or expanded roles within their organizations.

Looking At The Future

As you explore opportunities, you will need to translate your wants and needs in ways that are beneficial to the company that is considering you. As companies’ value propositions for employees evolve, you should position your priorities as part of their solution.
You have to be prepared to explain, ‘Here’s what I’m really good at, this is what I want to do that can add value, and here’s how we can shape it.’

The New Power Dynamic

<ul>
<li>Listen for vulnerability and transparency as they talk about the challenges the company has been through over the last two years.</li>
<li>No company has all of the answers, especially in the pandemic. If they respond as they do, you know you aren’t talking to a learning organization where it is safe to say, ‘I don’t know.’</li>
<li>One can ask about how the company handled failures or mistakes. Does the organization debrief on what worked and what insights it can apply next time? What happens to those who were involved with a failed initiative or product launch?</li>
</ul>

The Ups and Downs

If something about your job doesn’t quite seem to fit your life or ambitions anymore, you are not alone. Around the world, employees are rethinking what they want and need at work.

Knowing your own motivations can help you successfully transition to a new role or industry.

Mulling a Career Pivot? 3 Things to Consider

Productivity is a philosophy of life, a state of mind. Being efficient means doing, at every moment, what we consciously choose to do and not what we feel we are doing forced by circumstances. Productivity means adopting an attitude for continued improvement.https://www.game-learn.com/en/resources/blog/what-is-productivity/#:~:text=Productivity%20is%20a%20philosophy%20of,an%20attitude%20for%20continued%20improvement.

6 Ways To Live a Better Life (Productively)

The more control you have over your attention, the faster and better you will do important tasks, and the more present you will be in the moments of your life—both of which will move you closer to achieving your significant results. https://maurathomas.com/productivity/defining-productivity-for-a-more-productive-life/

Learn to Control Your Attention:

For example, let’s say you’re a photographer and you have about five hours of editing to do one night. Work for three hours then give yourself a snack or paint your nails. Then finish up that work. Also, if you sit a lot in order to work make sure to build in a few stretch breaks into your day. You’ll feel better!(https://abeautifulmess.com/10-tips-for-a-productive-d%CC%B6a%CC%B6y%CC%B6-life/))

Find ways to break up your workday (or night). 

We all need breaks. Plan to come back to difficult or frustrating tasks later. Sometimes things don’t come together like we’d hoped. Sometimes a task turns out to be way more physically demanding than we thought. Be honest with yourself. Take a break if you need. Just be sure to make a specific plan to come back to the project, maybe seek out some help if you need.(https://abeautifulmess.com/10-tips-for-a-productive-d%CC%B6a%CC%B6y%CC%B6-life/)

Be realistic

Tangible success is important.....It’s not nothing. But it’s also not everything.Gary John Bishop says it best: “Get connected to your reality, your real life, instead of your emotionally soaked self-talk narrative about your life.” Focusing on the present moment and everything that you have to be grateful for within it is how you find real joy on a day-to-day basis. https://www.forbes.com/sites/briannawiest/2018/11/08/15-ways-to-have-the-most-productive-year-of-your-life/?sh=a275dbd6a74d

Connect to your reality, not your emotional narrative.

Decide whether you'd like to conquer demands in the mornings, afternoons, or evenings. Morgenstern says this can help you juggle your relationship with family, friends, and yourself, while also weaving in moments for pesky chores and overdue professional tasks. Be sure to also outline time to do, well, absolutely nothing.https://www.oprahdaily.com/life/work-money/g25804405/how-to-be-productive/

Make the most of the weekend 

At the end of the day, instead of focusing on what’s left to do, be kind to yourself by making a list of your day’s successes. Comparing your list daily, and then weekly, will help you realize just how productive you’ve become.https://www.oprahdaily.com/life/work-money/g25804405/how-to-be-productive/

Write down your accomplishments 

Figured most of us need motivation speedrunning through the year...Links to the respective websites are provided along with the idea...Let me know if it's helpful

productivity

Productivity

How to live better productively...... 

During the Great Resignation, companies increasingly invest in upskilling to keep their workforce engaged.
A recent Amdocs survey showed that 90 percent of respondents considered training and upskilling programs an important feature of prospective employers. In the tech industry, it is 98 percent. By training employees, companies can help employees progress in their careers or make lateral moves while remaining in the same company.

Upskilling and the Great Resignation

If you can't find workers who have the skills you're looking for, commit to on-the-job training.
Establish apprenticeships to re-skill existing employees. Apprenticeships are paid, entry-level opportunities while learning.

Adopt existing-employee apprenticeships

Invest in continuous learning. It can lead to lateral moves or promotions, but employers shouldn't view training and education as a means to a specific end. 
Instead, thinking about education as part of the employee journey can create long-term relationships with your employees.

Create education-fueled pathways to growth

Workers want to advance their skills so they can progress in their careers, but it shouldn't feel like extra work.
Leaders should ask their employees to target specific career goals and help them understand how they can reach their goals.

Don't make it feel like homework

How upskilling helps businesses adapt to a rapidly changing labour market

leadershipandmanagement

Leadership & Management

Upskilling: Preparing For The Future

As more and more workers quit their jobs en masse, upskilling is a tool that can help retain them. Here's how companies are successfully training employees--and keeping them engaged.

For Smart Companies, Upskilling Is the Perfect Antidote to the Great Resignation

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