Sometimes interviews are personality tests. The recruiters want to get a sense of what drives you, what motivates you. But the interviewer has a lot of details and doesn't know which one to focus on. Try not to spend time talking about what you're not. Avoid saying "I'm this, but I'm not really that, and I'm not really that." What you're not is sort of useless information to the interviewer.

Skip the useless information

Before the interview, make sure you know about not only the job description but the company itself. Do an audit of your personality traits that match, and your skills that match.

Do your homework

Effective practice is about training your mind and your mouth to work in concert. Just several times, try to practice getting those ideas you've prepared for the interview out together in a very confident, clear, and simple way.. You don't need an actual audience, a simple practice in front of the mirror works just fine.

Effective practice

It may seem like a softball, but it's actually the toughest job interview question. Here's how to nail it. Let’s be real: “Tell me about yourself” isn’t even a question. It sparks instant anxiety for most. Where do I start? What’s most important? How much of myself do I reveal? Also, 𝘸𝘩𝘰 am I? Innovation Editor Christine Liu decided to tackle these questions head-on with the help of Joel Schwartzberg, author of, “Get to the Point! Sharpen Your Message and Make Your Words Matter.” With a few practical steps--like matching who you are with the company’s needs and mission--you’ll have more answers than questions next time someone says, “Tell me about yourself.” Filmed in Fall 2019. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review #personalbrand #communication #jobinterview

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Career

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Personal Development

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Communication

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Videos

𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ https://www.youtube.com/c/HBRAscend ✨

It may seem like a softball, but it's actually the toughest job interview question. Here's how to nail it.

Let’s be real: “Tell me about yourself” isn’t even a question. It sparks instant anxiety for most. Where do I start? What’s most important? How much of myself do I reveal? Also, 𝘸𝘩𝘰 am I? Innovation Editor Christine Liu decided to tackle these questions head-on with the help of Joel Schwartzberg, author of, “Get to the Point! Sharpen Your Message and Make Your Words Matter.” With a few practical steps--like matching who you are with the company’s needs and mission--you’ll have more answers than questions next time someone says, “Tell me about yourself.”

Filmed in Fall 2019.

---------------------------------------------------------------------
 
At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact.
 
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#personalbrand #communication #jobinterview

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. 

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Harvard Business Review

How to Answer the Question, “Tell Me About Yourself” | Christine vs. Work

How to Answer the Question, “Tell Me About Yourself”

Trauma is basically a harmful personal experience that affects our well-being, even after the experience is over.Harmful personal experiences can range from extreme changes, unexpected losses, high levels of uncertainty, etc., and experiencing such creates an adverse impact on well-being by showing symptoms of anxiety and depression, poor physical and mental health, poor regulation of sleep, eating, and emotions.

Trauma

Trauma can affect the brain by manifesting as a heightened and prolonged stress response that can impair the functioning of key parts of the brain that are responsible for executive functioning, impulse control, and emotional regulation.However, what is perceived as traumatic for one person may be perceived differently for another. There is no one-size-fits-all rubric for assessing what is traumatic and what isn't, which is why we need to learn trauma-informed approaches.

What Trauma Does To Our Brain

A trauma-informed approach begins with understanding the physical, social, and emotional impact of trauma on the individual.This approach incorporates three elements:<ol><li>Realizing the prevalence of trauma</li><li>Recognizing how trauma affects all individuals involved with the program, organization, including its own workforce; and</li><li>Responding by putting this knowledge into practice</li></ol>By being trauma-informed, it allows us to understand their potential paths for healing, recognize the signs and symptoms in staff, and put knowledge into policies, procedures, and settings.

Trauma-Informed Approaches

<ul><li>Realization: where everyone understands the widespread potential of trauma and how it affects employees</li><li>Recognize: where people can recognize common signs of trauma</li><li>Response: where organizations respond to the potential prevalence of trauma by embedding practices and behaviors that are sensitive to this reality</li><li>Resist re-traumatization: by paying careful attention as to not create a stressful or toxic environment that can re-traumatize individuals</li></ul>

The 4 Rs of Understanding The Trauma-Informed Approach

Implementing trauma-informed approaches cannot be done overnight but this is a sustainable management technique.It is important to infuse compassion into the workplace and the people from the top should also believe that it is a worthwhile endeavor.In order to incorporate compassion in the workplace, we can ensure that compassion is a core corporate value and infuse it throughout the employee life cycle then you can begin to roll out the 4 Rs into your organization.

Implementing Trauma-Informed Approaches

There are some employers who still don't realize how much trauma their people may have experienced or are experiencing. Maybe they're not convinced that they can do anything or should do anything to help employees who are struggling.

COVID-19 has created widespread trauma. Experts offer guidance on how to lead with more awareness and compassion.

corporateculture

Corporate Culture

health

Health

mentalhealth

Mental Health

Four Ways We Can Be Sensitive to Trauma at Work

<ul><li>Step 1: Define goal categories</li><li>Step 2: Goal feelings - What do you ultimately want to feel in those categories? What's your goal feeling? Write it down in the corresponding column.</li><li>Step 3: Long-term goals (3-5 years+) - What will help you achieve that ultimate goal feeling in each category? Make sure this is something ambitious, that will take years to achieve!</li><li>Step 4: Short-term goals (6m-3years) - 3 SMART short-term goals</li><li>Step 5: Set up regular future check-ins</li></ul>

5 Steps to Career Goal Setting

We have identified the following, but you may have more or simply different categories. Reflect on that, add any categories if needed!<ul><li>Finance</li><li>Skills and learning</li><li>Your role/title</li><li>Your day-to-day</li><li>Personal brand</li></ul>

Step 1: Define goal categories

Now is the actional part, write down 3 SMART short-term goals on how you're going to achieve your long-term goals. Here's what SMART stands for:<ul><li>Specific</li><li>Measurable</li><li>Attainable</li><li>Relevant</li><li>Time-bound</li></ul>

Step 4: Short-term goals (6m-3years)

My framework on how to approach career goal setting and planning for the upcoming years, both: long-term and short-term goals - which should flow one out of the other. This technique helps you create sustainable goals that account for the uncertainty and unpredictability of the world we live in these days! Thank you, Coding Dojo, for sponsoring this video! Download a FREE course packet from Coding Dojo's website: https://www.codingdojo.com/outcomes?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-cpd Speak to a Coding Dojo Advisor: https://www.codingdojo.com/speak-to-advisor?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-cs Sign-up for a FREE Virtual Open House: https://www.codingdojo.com/open-house?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-oh Enroll in Coding Dojo's bootcamps: https://www.codingdojo.com/apply?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-apply Get my career goal planning template here: https://www.stereotypebreakers.com/career-goals-framework Let me know if you have any ideas/comments! ✨👩‍💻 Follow us on Social Media: Blog: https://www.stereotypebreakers.com/ Instagram: https://www.instagram.com/stereotypebreakers/ Facebook: https://www.facebook.com/stereotypebreakers Twitter: https://twitter.com/StereotypeBrks LinkedIn: https://www.linkedin.com/company/stereotypebreakers/

My framework on how to approach career goal setting and planning for the upcoming years, both: long-term and short-term goals - which should flow one out of the other. This technique helps you create sustainable goals that account for the uncertainty and unpredictability of the world we live in these days!

Thank you, Coding Dojo, for sponsoring this video! 
Download a FREE course packet from Coding Dojo's website: https://www.codingdojo.com/outcomes?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-cpd

Speak to a Coding Dojo Advisor: https://www.codingdojo.com/speak-to-advisor?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-cs

Sign-up for a FREE Virtual Open House: https://www.codingdojo.com/open-house?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-oh

Enroll in Coding Dojo's bootcamps: https://www.codingdojo.com/apply?utm_source=youtube&utm_medium=community&utm_campaign=nov2021-masha1-apply

Get my career goal planning template here: https://www.stereotypebreakers.com/career-goals-framework

Let me know if you have any ideas/comments! ✨👩‍💻

Follow us on Social Media:
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Hi, my name is Masha.
I'm an entrepreneur, speaker, content creator, ex-Googler and an advocate for women in the workplace. It’s very nice to e-meet you 🙂

On this channel you will find content that combines my passion for career development, social psychology and driving female impact and innovation in tech. Helping you grow your career, advocate for yourself, build your confidence and negotiation muscles - all while taking a mindful approach to life. I'm on a mission to drive female impact and innovation in tech by giving them the tools to transform the work culture to meet their needs and life choices.

My goal is to create content that helps high-performing employees strategically build their careers by teaching them the skills they need to navigate workplace dynamics and advocate for themselves. 

If you have any questions, content ideas or suggestions - leave a comment in the Community tab!


Interested in working together? https://www.stereotypebreakers.com/work-with-us

Stereotype Breakers

How to Set Your Career Goals for 2022

Trying to resolve things too quickly, especially for complex problems, is detrimental to innovation because you fall prey to premature closure. And resistance to premature closure — a key aspect of creativity — is our ability to keep an open mind when we already have a potential solution.
While mantras like “move fast and break things” can help push people towards action, they can backfire when the underlying problem is complex. In such situations, urging the team to keep searching for more ideas can lead to more innovative and far-reaching solutions.

The Productivity Illusion

Creative thinking is more cognitively demanding than logical thinking. In that sense, creative thinking is a higher-order skill. In practical terms, this means that analyzing an idea is easier than synthesizing a new one from multiple sources.
In an ideal scenario, organizations would pay people in proportion to their cognitive work. In practice, however, we tend to reward “critics” more than “synthesizers” because critics sound more intelligent.

The Intelligence Illusion

Most teams associate successful ideation with group work. Surprisingly, that’s not true. Group brainstorming feels more productive because the social connection we experience with each other during brainstorming makes us happier and we confuse that with productivity.
In practice, nominal brainstorming (where individual team members think independently before sharing their ideas) consistently outperforms traditional group brainstorming, especially for diverse teams.

The Brainstorming Illusion

teamwork

Teamwork

creativity

Creativity

3 Common Fallacies About Creativity

A/B testing involves splitting your audience/user base into two groups. The two groups receive two versions of a feature. After a specified time, the product manager will look at the data gathered to know which version should be used for the entire user base.The point of running a test is to use data to best improve your product.

A/B Testing

<ul><li>The first step is to decide what you're trying to find out.  Base your hypothesis on real pain points within your product. Find something that you need to fix and consider ways to fix it.</li><li>Decide how you'll be measuring the results.</li></ul>

Develop a hypothesis

Before you deploy the test, you need to make sure it meets the minimum acceptance criteria. Every test in your backlog needs to have a detailed:<ul><li>Hypothesis</li><li>Definition</li><li>Implementation plan</li><li>Expected outcome</li></ul> Once you've set the minimum criteria, you can deploy.

Set the parameters for the test

These two tests are not opposites, but two ways of approaching the same problem - the need to test your ideas. Multivariate testing is used if you have many variables to test at once and if your userbase is big enough to create multiple segments.

A/B Testing vs Multivariate Testing

The biggest mistake you can make after running an A/B test is to just pick the winner and forget about the test. Testing is about understanding the reason why. Your users have given you more information about themselves, and to serve them properly you need to take advantage of that. Also make the data available to other teams as they may gain unique insights from it.

What to Do With The Data

If you’re a larger organization, Optimizely may be suitable for deploying powerful tests and managing the insight you glean from them. If you’re on a tight budget, many developers like to keep it simple with Google experiments.

A/B Testing Tools

Build the foundational skill-set that will gear you towards a career in product management

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Books

product

Product & Design

business

Business

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Leadership & Management

Product Management Essentials

Anyone who even comes close to product development knows that endless testing is all part of building great digital products! But how do you run a great test? And why exactly is a product manager in…

Product Management Skills: A/B Testing

Everyone knows that success at work depends on being—and being seen as—both competent and likable. You need people to notice your growth and accomplishments while also enjoying your company. But if you draw attention to the value you’ve created, to ensure that managers and peers recognize it, you risk coming across as a shameless self-promoter. No one likes a braggart. In this article the author explains how to highlight your accomplishments at work without having it backfire.

Art of Self Promotion

Drawing from a fascinating strain of laboratory research, she advises against several popular tactics such as “humblebragging” and “boomerasking” (asking a question in the hope it will be reciprocated so that you can bring up your own accomplishments). The trick is to know when to talk about our achievements and when not to do so. That calls for maturity, judgment, and a degree of spontaneity. Here are some tips given by the author. Author Leslie K. John is a professor of business administration at Harvard Business School.

Humility is admirable. But if someone requests information or an answer that requires you to reveal positives about yourself, you should oblige. Most of the time people in this category earn recognition through consistent performance.Eg: What are your strengths?How did you finish the task quickly?In such situations, being humble would downplay us when not answered. Let questions arise organically, and when you see opportunities to highlight your successes, make the most of them.

Share when asked

Research indicates that in situations where others share too, people can successfully convey their accomplishments without coming across as unlikable, egotistical, or inconsiderate.Sharing something personal often triggers a reciprocation. Based on the research conducted by the author, bragging seems to dissipate when others in the room are engaging in self promotion. In another job interview study, people who took time to outline their strengths, experience, and achievements were more likely to be rated by their interviewers as suitable for the job and of greater interest to the organization.

Share when others are sharing

You can find intermediaries, including peers, bosses, mentors, and sponsors, who will be happy to speak up on your behalf—as long as you are respectful in your solicitation. We must also remember that when we praise and endorse others consistently, others are bound to praise us. Reciprocity is one of the key principles on which the world runs. If someone unexpectedly compliments you publicly, resist the instinct to humbly downplay it; a smile or a simple “Thank you” will suffice.

Find a promotor

Research indicates that when people present a balanced picture of themselves, rather than discussing only successes, they come across as more credible and affable. Those with high positions, in particular, should acknowledge failures and foibles as well as achievements, not only because such candor is laudable, but also because it makes them less likely to come across as brash, unlikable, and worthy of envy.

Strike a balance

We all want our achievements to be recognized and applauded. It’s a boost to morale and well-being. And there are ways to celebrate without coming across as boastful. One is to find a circle of close friends at work and outside it who will cheer your victories as if they were their own. Research shows that telling confidants about your successes can improve those relationships. The reverse is also true

Celebrate the right way

Knowing how and when to boast—and when to refrain—is one important way to advance your career. I personally feel, bring humble is a culture thing or even genetic behaviour, every habit can be cultivated, practiced and nurtured. Deeper self-reflection could bring you far more personal benefit than self-promotion ever will.Your thoughts?

To Summarise

Knowing how and when to boast—and when to refrain—is one important way to advance your career.

The delicate art, and science, of bragging

Savvy Self-Promotion

We have more open jobs more than unemployed people, what does that say about our hiring process?Studies show that 75% of those who've applied online don't hear back from the employer, and it isn't much different on the company level because about 46% of employees either get fired or quit within their first year.

Applying for jobs online

The resume is a piece of paper that describes our skills, roles we've had, languages we speak, but what it misses is that it doesn't show the potential that we might not have had the opportunity to do so in the past.With such a quickly changing economy, our resumes stay talking about what we've done in the past therefore we're not going to be able to match people to the jobs of the future because companies are looking for skills that aren't learned yet.

Focusing on the crux: the resume

Putting our trust into an algorithm in order to land us a job is pretty scary to think about but there is one thing that has been shown to be really predictive of someone's future success in a job, and it's called the multi-measure test.This test is a combination of assessments that measure cognitive abilities, personality traits, and values. With the ever-growing technology, we can apply the test to an algorithm that's measurable and scalable so that it can provide data to employers about what the traits are of someone who can be a good fit for the job.

How Algorithms Can Help Us Find Jobs

If we're building algorithms based on top performers, how can we make sure that we're not just perpetuating the biases that already exist?The thing with technology is that it poses the opportunity of being able to create algorithms that are more equitable and more fair.

Unbiased Algorithms

When we focus on the inherent characteristics that can make somebody fit for the job we can transcend racism, classism, sexism, ageism, and even good school-ism.

From resume writing to interview questions, Our ultimate guide to help you find the job you love

A Job Seeker's Guide

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? 

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? Technologist Priyanka Jain gives a look at this new hiring landscape. The Way We Work is a TED original video series where leaders and thinkers offer practical wisdom and insight into how we can adapt and thrive amid changing workplace conventions. (Made possible with the support of Dropbox) Visit https://go.ted.com/thewaywework for more!

Finding a job used to start with submitting your résumé to a million listings and never hearing back from most of them. But more and more companies are using tech-forward methods to identify candidates. If AI is the future of hiring, what does that mean for you? Technologist Priyanka Jain gives a look at this new hiring landscape.

The Way We Work is a TED original video series where leaders and thinkers offer practical wisdom and insight into how we can adapt and thrive amid changing workplace conventions. 

Visit https://go.ted.com/thewaywework for more!

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know.

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy: https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy. For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

How to make applying for jobs less painful | The Way We Work, a TED series

The stages of team development:<ul><li>Forming: This is when teams come together. They are excited and want to learn from each other.</li><li>Storming: The team starts to feel some friction, people are less polite and may experience disagreement as they consider how they'll function.</li><li>Norming: People settle down, and expectations align.</li><li>Performing: The team has adjusted. Goals, objectives, work styles and personalities are understood.</li></ul> The ideal team is the right mix of talent, motivation, trust and alignment to achieve the objectives required. However, care should be taken to avoid some major derailers.

Building a team is a skill

The brilliant jerk is talented and intelligent, but equally disagreeable and abrasive. The value of the brilliant jerk is lessened because they are disliked and few can work with them. The team fail to meet goals and objectives and you have to become a team referee. It is seldom worth trading intelligence and talent for the team's overall mission.

The brilliant jerk

A gossiper on the team can impact the team. People talking behind the back of others and stirring up trouble can affect morale, team cohesion and cause unnecessary drama. As a leader, you'll have to deal with complaints, hurt feelings and workplace toxicity. Proactively stop a gossiper by emphasising the importance of professionalism and focusing on verified data.

The gossip

The laggard is the person who never contributes but wants the credit. Left unchecked, the dawdler can create resentment, cause burnout and workload imbalance. If you have a chronic laggard, you need to find a way to help them rise to their potential or consider parting ways.

The laggard

The info hoarders pride themselves on knowing critical information but with no intention of sharing it to advance team initiatives. The lack of information sharing impacts the decision-making process and increases the duplication of efforts. It's vital to ensure the team operates with a spirit of inclusion, sharing resources and other valuable information.

The information hoarder

The interrupter talks over people, hijacks meetings, take too much time sharing their thoughts so that others can't share theirs. The interruptions can interfere with the creativity of the group. A leader should set the tone and show that listening is equally important. Leaders can moderate the interruptions in the following ways:<ul><li>Setting a meeting agenda</li><li>Appointing a rotating team member to run the meeting</li><li>Asking everyone's opinion</li><li>Providing feedback to the interrupter about their bent to monopolise conversations</li></ul>

The interrupter

Building a Team? Avoid These 5 Team Killers

This is a real phenomenon--and it doesn't just happen at companies with poor management, low wages, or any other metrics that might entice workers to abandon ship. We're very social creatures, and we tend to take cues from the people around us. And in a crisis, people are more likely to make their decisions based on what they see the people around them doing, she says.

Quitting contagion

If your workers are disengaged and disillusioned, you're basically inviting the resignations that will follow. But quitting contagions still happen at companies where workers are generally happy.   You can set up exit interviews with departing employees--and encourages them to share with existing workers why they're leaving. If it's something that the company can improve on, then leaders know what they need to change.

Check in on morale

The friendships we have at work influence us to stay in that place (or to leave). If someone's best friend at work leaves, leaders shouldn't be surprised if that workers resigns next. The solution: Look for ways you can support the employee that's still there. You have to think: "How can I have more of a dialogue with those individuals who might get left behind, and how can I help them adjust to that transition?"

Take note of existing office relationships

When one employee hands in their resignation, other workers inevitably face an increased workload at least temporarily--or more permanently if the employee who departed isn't replaced.It's important to have conversations about workload--people feel it the most if they're not getting recognition for the extra work they may have taken on, either through title or pay. Be transparent with workers about the backfilling process. If it isn't a priority to fill a vacancy, then be willing to compensate the employees who are picking up the extra slack.

Be realistic about workload transferral

Employee investments contribute to a positive company culture, and especially in a time when many workers are reevaluating their career choices, upskilling opportunities can make a big difference in retaining them.

Invest in employees

"The demand for career advancement is very high, and organizations need to provide those opportunities. If they don't, the individual will go and find it elsewhere."

The Great Quit can be conquered and turned into a great opportunity, Here is how to do that.

humanresources

Human Resources

Countering The Great Resignation

Quitting contagion is a real phenomenon, according to organizational psychologists--but it's not an inevitability. Here's how you can prevent it from happening at your company.

Quitting Is Contagious. How You Can Prevent It from Spreading at Your Company

A promotion is one form of recognition, but it does not inherently make you a leader. Neither does being a manager. Or coming in early, getting facetime with the C-suite, crushing your KPIs, or having “lead” in your title. Many “leads” do not lead and many people without the title do. While promotional milestones can signify leadership, they don’t by default.

A promotion doesn't make you a leader

The career ladder plagues nearly every type of workplace, from structured corporate environments to the nebulous world of startups.The truth is that success is not linear, and your career path is unlikely to be either. When you take away the pressure of climbing the ladder, you give yourself room to experiment, explore, and develop both personally and professionally. Most importantly, you open the door to leadership opportunities outside of simply getting a promotion.

Climb down off the ladder

To truly step into a leadership role, you have to be willing to speak your mind, push back, and ask tough questions. If the sound of that makes your palms sweat, fear not. You don’t need to be outspoken, loud, or “pushy” to share your ideas. You just need to be willing to get a little uncomfortable, at least at first.The best leaders ask good questions — of both themselves and others. They don’t do anything just because “it’s the way it’s always been done.” And they aren’t afraid to ruffle a few feathers to create change and move forward.

Don’t accept the status quo

On a very basic level, being a leader is about your relation to other people within an organization. It’s impossible to lead while flying solo — your connection with your team defines you as a leader. So, a surefire way to develop and demonstrate your leadership skills is to stop thinking so much about what you need to do to get to that next step, and start thinking about how you can help others reach their potential.

Focus outward

Good leaders don’t pretend to have all the answers, and they’re not afraid to address their weaknesses. Acknowledging and revealing your blind spots does not make you unfit or inept. It makes you human and accessible. Know when you need help, and ask for it. Own up to your mistakes, promptly and publicly.If you want to get a head start on leadership, practice vulnerability. It pairs well with confidence, self-awareness, and sincerity.

Expose your blind side

Leadership exists in so many forms — and it doesn’t require a fancy title, a lofty pay raise, or even permission.Don’t wait for someone to tell you when it’s time to be a leader. You have the tools you need to practice within your role right now.

Don’t wait for an invitation

Aspiring young leaders often confuse climbing the corporate ladder with leadership. But not all managers are leaders and not all leaders are managers.

Getting Promoted Isn’t the Same as Being a Leader

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