Our beliefs about how we feel we need to "show up" for others can cause extreme collaborative demands and burnout.  For example, a desire to help others can lead us to jump into a project. Fear can prevent us from saying no to a collaborative request we are unable to do. Guarding against common beliefs will help you reclaim your time and refocus your contributions where they can add the most value.

The exessive need to collaborate with others

Research found that collaborating more purposefully can increase efficiency by 18 - 24%. Three categories of behaviours can increase purposeful collaboration:<ul><li>Identifying and challenging beliefs that drive us to collaborate too soon. The need or fear to "show up" for others account for 50% or more of the overall problem.</li><li>Adding structure to our work can prevent unproductive collaboration.</li><li>Changing our behaviours can create more efficient collaboration.</li></ul>

Reducing collaborative overload

Helping gives us a sense of purpose and fulfils a deep need to be useful. But if we jump in too quickly or too often or solve others' problems without building their capability, we become the regular go-to for requests. <ul><li>Be clear on your priorities and get comfortable saying "no".</li><li>When you do jump in, don't solve people's problems directly. Instead, connect them to the right people, point them to the resources they need, or coach them to solve the problem.</li></ul>

"My desire to help others"

The satisfaction you get from doing something can be addictive and detract from focusing your energy on where you add the most value. Avoid routine and often mindless activities that give you a sugar rush for accomplishment's sake. For example, going through all your email rather than using that time for more taxing work.

“My sense of fulfillment from accomplishment"

The desire to influence others and be recognized can drive excessive collaborative demands back to you. Expertise can become a trap of its own: Focusing on your own can prevent you from developing it in other people. Don't look for status in your expertise. Be mindful of the ways you comment in meetings or email threads that make people believe they need to defer to you or get your input.

"My desire to be influential or recognized for my expertise"

Worrying about being labelled a poor performer makes it impossible to say "no" to a request. Don't think saying "no" is your only option. Offer choices, such as "What order would you like me to do these?" Create transparency in the volume of demands you are already facing, then discuss the real needs. See if you can accomplish the request in a different way.

“My concern with being labeled a poor performer"

The need to be correct creates unproductive activities, pushing people to spend hours preparing for meetings, writing perfect emails, and creating excess work for others. Instead, admit that you don't know the exact answer but are willing to quickly find out. Being open about your limits and having the courage to ask questions reduces unproductive activities.

“My need to be right"

Your need for control keeps you from delegating tasks or connecting people. In turn, team members feel that their autonomy has been diminished. Draw a line between high-risk tasks that really require your expertise and lower-risk work you can delegate. Build capability in others to free up time to engage in greater value. Don't point out how you would have done it differently. Instead, celebrate others' solutions.

“Fear of losing control of a project/a belief that I am the most capable person"

Overemphasising completeness for completeness's sake creates unnecessary stress for your team members and drives them to chase the wrong objectives. Remind yourself that an empty email inbox or closure should not be a high priority. Put off non-priority work or requests or leave it all together.

“My need for closure results in communications that create unnecessary work "

Feeling discomfort with ambiguity makes you feel that you don't have enough information, a clear-enough process, or a clear plan. Consequently, you always search for more data, processes and strategy that consumes hours of your time. Instead, be open to adapting ideas and plans as new information comes in. Then, instead of spending hours on getting the most accurate solution, look for a productive solution in 20 minutes to help you move ahead.

“My discomfort with ambiguity and managing adaptation as a project unfolds"

FOMO can drive unproductive choices, like jumping into new collaborative projects. You may end up in projects where you feel overburdened and that are not well aligned with what you want from your career. Ensure your emotions don't drive your plans. Cultivate relationships with people who know you well and ask them to help you avoid making a decision based on FOMO.

“FOMO drives me to engage in collaborative work"

career

Career

teamwork

Teamwork

Where We Go Wrong with Collaboration

A leader is one who knows the way, goes the way, and shows the way” —

Leaders can't afford to break down, lose their cool or be overly sensitive. They must lead well, no matter the ups and downs. 

personaldevelopment

Personal Development

corporateculture

Corporate Culture

leadershipandmanagement

Leadership & Management

5 Ways to Toughen Up as a Leader

"…why do your people come to work every day? If they come to work because their organization inspires the direct motives—play, purpose, and potential—they are likely performing at their best. If the culture is dominated by indirect motives—emotional pressure, economic pressure, or inertia—their performance is likely to be much worse."

Direct motives ( they drive performance)<ul><li>Play: It occurs when you’re engaging in an activity simply because you enjoy doing it.</li><li>Purpose: you do an activity because you value the outcome of the activity</li><li>Potential: you do the work because it will eventually lead to something you believe is important.</li></ul>Indirect motives (frequently harm performance)<ul><li>Emotional pressure: emotions such as disappointment, guilt or shame compel you to perform an activity</li><li>Economic pressure: you do an activity solely to win a reward or avoid punishment.</li><li>Inertia: you do what you do because you did it yesterday.</li></ul>

Why People Perform An Activity

Regarding work, play is the freedom to experiment, contemplate, and continuously improve processes to achieve a larger objective. Purpose is the second-highest motivator. People need to identify with their company’s primary objective and see how they make a difference.  Potential or a person’s belief that their role within a company supports their career goals is also important but not as potent as play and purpose. Individuals may craft their jobs building their play and purpose into their work but for an organization to reach its potential those factors need to run throughout its culture.

Play: The Most Powerful Performance Enhancer

<ul><li>Money might be the reason we accept a new position or promotion, but after the initial action, it doesn’t motivate us to do better work. </li><li>Emotional pressure like the potential for prestigious promotions or recognition doesn’t motivate better work. Economic and emotional pressures often lead to gaming behaviors where people figure out how to get the rewards, not how to do the job better.</li><li> Inertia or just showing up every day also doesn’t motivate high performance—instead, it often produces free-riders who come just for the check.</li></ul>

Money: An Effective Activator

<ul><li>They are people who show up for the money. They increase the size of a group but don’t increase productivity.  They are created when people don’t see the value of their work, their individual contributions can’t be determined, and they don’t know the other people in the group. </li><li>Job-crafters build their own purpose and meaning into their jobs which might motivate an individual to pursue their own agenda. For an organization to thrive there needs to be a sense that we all have the same purpose and meaning embedded in the company’s culture.</li></ul>

Free-Riders And Job-Crafters

"Academic researchers have found that tactical performance goals focus people on just the appearance of competence. Adaptive goals focus people on becoming competent."

A tactical performance goal is requiring workers to achieve a metric the organization has set to measure performance. An adaptive goal is asking employees to test new strategies regardless of the outcome to discover the best way to reach company objectives. By incorporating adaptive goals workers focus on the work itself and collaborate. While working on adaptive goals, people develop a sense of purpose and community, and they see how their work is important. Adaptive goals promote citizenship, workers help others and achieve larger goals.

Tactical Performance Goals and Adaptive Goals

They acknowledge both tactical and adaptive performance and create conditions so workers can identify whether or not they are meeting performance criteria. They foster play by empowering their teams with adaptive goals, they set a clear vision to create a common purpose, and they promote individual potential with training, coaching, and by supporting career goals.

The Best Managers Clarify What Good Performance Looks Like

The stress and anxiety from economic and emotional pressure cancel out the effects of positive motivators play, purpose and potential. We focus on attaining financial and emotional goals to get our needs satisfied, and we can’t relax and settle into productive work. By paying employees a fair wage and eliminating economic incentives for meeting metrics we encourage honest work.

Economic And Emotional Pressures

<ul><li>Quid pro quo leaders: They believe in giving rewards for good behavior and punishments to control bad behavior. They produce high levels of emotional pressure, Inertia, and economic pressure.</li><li>Hands-off leaders: They use neither direct or indirect motivators. They tend to get involved only when there is a problem. They believe their teams want lots of space. But teams perform best when the leader is involved.</li><li>Enthusiasts: There isn’t a motivator an enthusiast won’t try, direct or indirect.</li><li>Firestarters: They use direct motivators and do whatever they can to eliminate the indirect motivators.</li></ul>

Four Types of leaders

<ul><li>In a community, we have common values and responsibilities because of our interdependence and common goals. For a community to be healthy, its members must feel like citizens or responsible, contributing members.</li><li>Citizenship is an adaptive performance behavior. When an employee helps out another colleague in need, or advocates for the organization when they are unmonitored, the organization does better. </li><li>An organization’s culture can either inspire citizenship and build an active, supportive community or become a collective of free-riders and job-crafters.</li></ul>

Healthy Communities

The revolutionary book that teaches you how to use the cutting edge of human psychology to build high performing workplace cultures. Too often, great cultures feel like magic. While most leaders believe culture is critical to success, few know how to build one, or sustain it over time. What if you knew the science behind the magic—a science so predictive and powerful that you could transform your organization? What if you could use cutting edge psychology to unlock people’s innate desire to innovate, experiment, and adapt? In Primed to Perform, Neel Doshi and Lindsay McGregor show you how to do just that. The result: higher sales, more loyal customers, and more passionate employees. Primed to Perform explains the counter-intuitive science behind great cultures, building on over a century of academic thinking. It shares the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach. High performing cultures cant be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a startup, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

books

Books

The revolutionary book that teaches you how to use the cutting edge of human psychology to build high performing workplace cultures.Too often, great cultures feel like magic. While most leaders believe culture is critical to success, few know how to build one, or sustain it over time.What if you knew the science behind the magic—a science so predictive and powerful that you could transform your organization? What if you could use cutting edge psychology to unlock people’s innate desire to innovate, experiment, and adapt? In Primed to Perform, Neel Doshi and Lindsay McGregor show you how to do just that. The result: higher sales, more loyal customers, and more passionate employees.Primed to Perform explains the counter-intuitive science behind great cultures, building on over a century of academic thinking. It shares the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach.High performing cultures cant be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a startup, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

Neel Doshi

Lindsay McGregor

Primed to Perform

"The competitive advantage is what you do with the talent once you have it."

“When people are given challenging responsibilities, autonomy to control their outputs, participation in decision making, and visible and valuable recognition, it meets virtually all of the criteria for effective rewards.”

"HR is not about HR, but about delivering real value to the business."

Nurturing a staff culture that will be most beneficial to the organization’s customers, and managing effective employee development and recognition are part of what it takes to develop thriving companiesHowever, along with these organizational competencies, HR professionals as individuals need to devote attention to their less obvious, but extremely valuable, roles. These include being a Strategic Positioner, Credible Activist, and Paradox Navigator, and are required so that HR can have the influence it needs to deliver value to the business.

The Less Obvious Roles of HR Professionals

<ul><li>Strategic positioner: position a business to win in its market</li><li>Credible activist: build relationships of trust by having a proactive point of view</li><li>Paradox navigator: manage tensions inherent in making change happen</li><li>Culture and change champion: make change happen and weave change initiatives into culture change</li><li>Human capital curator: manage the flow of talent by developing people and leaders, driving individual performance, and building technical talent.</li></ul>

The 9 HR Competencies Needed Today (1)

<ul><li>Total rewards steward: manage employee wellbeing through financial and non-financial rewards.</li><li>Technology and media integrator: use technology and social media to drive high-performing organizations.</li><li>Analytics designer and interpreter: use analytics to improve decision making.</li><li>Compliance manager: manage the processes related to compliance by following regulatory guidelines.</li></ul>

The 9 HR Competencies Needed Today (2)

Out of the nine critical HR competencies, the role of Paradox Navigator was most closely tied with business performance. Yet this is an area where many HR professionals were lacking expertise.Paradox navigators need to effectively manage tensions between:<ul><li>Global and local demands</li><li>Need for change and stability</li><li>Gathering information and making decisions</li><li>Internal and external hiring</li><li>Individual needs and collective needs</li><li>Employees vs. customers and investors</li><li>Top-down and bottom-up.</li></ul>

Become a Paradox Navigator

<ul><li>Clarify the poles</li><li>Define best outcomes – how both sides relate to success criteria</li><li>See others’ points of view – how do others experience the paradox?</li><li>Find common ground – where do we agree and disagree?</li><li>Take first steps</li></ul>Dealing with cognitive complexity is the top skill that helps to transcend paradox. Cognitive complexity involves seeing different sides of an issue, respecting other people’s points of view, learning new ideas (20-25% every 2 years), and seeing patterns in events.

How To Transcend Paradox

"High potential individuals are interested in on-the-job assignments that are challenging and valuable … because they want to create a track record of documented results."

Using employee involvement to improve staff performance takes an organizational approach to the pervasive problem of low engagement. The goal is to move from cynicism to commitment, isolation to community, and for employees to have a sense of purpose and social responsibility in their work. Initiatives like letting employees choose their next project and being more involved with staffing issues have a positive effect on employee performance.

Improving Employee Performance

One of the most interesting ways companies are involving employees is by connecting them with customers for feedback. This could mean having employees listen to customer service calls, engaging more employees in market research and social media, having customers visit the company’s office, having customers participate in employee training, and even locating employees to work out of a customer’s facility.

Connecting Employees and Customers

Measuring employee performance from an organizational perspective means focusing on organizational-wide talent data, as well as individual data. <ul><li>For example, to measure recruitment, you can look at what percentage of hires remain after two years. </li><li>To measure development, look at what percentage of promotions come from inside vs. outside the company.</li><li> To measure succession readiness, look at what percentage of employees know the company’s mission, long-term goals, and business strategy.</li></ul>

Measuring Employee Performance

#1 Wall Street Journal and USA Today bestselling author Dave Ulrich offers HR professionals a new line of defense in the corporate “war for talent.” Destined to be a classic in the field, this game-changing book from HR visionary Dave Ulrich tackles one of the greatest challenges in Human Resources today: the talent wars. As companies grow increasingly and aggressively competitive in hiring and nurturing individual employees, this book offers a refreshing, revolutionary alternative. By creating dynamic systems that leverage talent throughout the organization, you can create a unified whole that is greater than the sum of its parts. In the long run, that’s what gives your company the competitive edge it needs. Based on the research findings of the latest round of Ulrich’s legendary HR Competency Survey, this groundbreaking book is sure to spark debate, shatter myths, and inspire real change throughout the HR community. Filled with fact-based insights and field-tested strategies, it proves that your organization’s success lies, not in the talent you have, but what you do with the talent once you have it. This book shows you how to build capabilities, strengthen systems, and empower human capital—for longer lasting success.

humanresources

Human Resources

#1 Wall Street Journal and USA Today bestselling author Dave Ulrich offers HR professionals a new line of defense in the corporate “war for talent.” Destined to be a classic in the field, this game-changing book from HR visionary Dave Ulrich tackles one of the greatest challenges in Human Resources today: the talent wars. As companies grow increasingly and aggressively competitive in hiring and nurturing individual employees, this book offers a refreshing, revolutionary alternative. By creating dynamic systems that leverage talent throughout the organization, you can create a unified whole that is greater than the sum of its parts. In the long run, that’s what gives your company the competitive edge it needs. Based on the research findings of the latest round of Ulrich’s legendary HR Competency Survey, this groundbreaking book is sure to spark debate, shatter myths, and inspire real change throughout the HR community. Filled with fact-based insights and field-tested strategies, it proves that your organization’s success lies, not in the talent you have, but what you do with the talent once you have it. This book shows you how to build capabilities, strengthen systems, and empower human capital—for longer lasting success.

Dave Ulrich

David Kryscynski

Wayne Brockbank

Mike Ulrich

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do about It

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It

When projects are green-lighted, one of the most important things to do is to hold a kickoff meetingThe aim of the meeting is to:<ul><li> Cover the main contractual parts of the project and ensure understanding from both sides and alignment on how the project will be executed.</li><li>Cover the project procedures to be followed during execution.</li></ul>

The Importance Of A KickOff Meeting

Projects can have so many documents and procedures to consider that it is really easy to get lost in the sea of paper.The project manager needs to read ALL of the documents so that he/she can properly delegate tasks as needed as well as identify any areas that may compromise the team's ability to execute.

Clarify Any Points In The Project Documentation Received From The Customer

During the kickoff meeting, these procedures, rules of conduct, and communication methods need to be clearly addressed so that the teams know the course of action in case of a conflict or contractual dispute.

Establish Rules Of Engagement For Both Sides, Including The Third-Party Providers

When project documentation is analyzed, priorities have generally not been set and they can also evolve over time. For this reason, it is a good practice to ask if any priorities have been set by the time of the kickoff meeting and also include the expected impacts on the agreed-upon baseline schedule.

Identify And Address Project Priorities As Well As The Main Risks

Change is always disruptive and causes unwelcomed re-work for all those involved in the process.If both parties take a reasonable approach to this process, then the Management of Change (MOC) process can be streamlined so that neither side change orders the other side to death.

Define And Streamline The Management Of Change (MOC) Process

Kickoff meetings can last several days or even weeks, depending on the number of stakeholders, sites, and time zones to consider.Once the meeting(s) wrap up, the project manager needs to issue the Minutes of Meeting (MOM) to cover all of the points addressed during the meeting, while being sure to list ALL of the people who participated.

The Bottom Line

When projects are green-lighted, one of THE most important things to do is to hold a kickoff meeting.Higher overall project success and, more importantly, improvements to the bottom line are among the many benefits of holding an effective kickoff meeting.

product

Product & Design

6 Reasons Why You Need To Have A Project Kickoff Meeting

<h3>Clothing choices are a critical component of how we think, behave, and interact with others.</h3> In the shift to remote work, some workers kept their office uniform while others picked comfortable home attire. After two years of working from home, there is still no solution for handling the work-from-home dress code.

Work-from-home dress code

Research shows that clothes influence how colleagues perceive each other and can change how employees think or feel about themselves. It is essential that companies and their workers think critically about the office dress code, and get it right. There's now clear guidance that companies, managers, and individual workers should consider in our new hybrid work reality.

Clothing influences how you are perceived

Enclothed cognition describes how clothing and its symbolic associations affect thought and behaviour. Research found that making small changes to one's wardrobe, such as putting on a lab coat in the lab or wearing a power suit in the office can improve attention or increase one's sense of power. Wearing a suit increases testosterone levels and wearing a nurse's uniform increases empathy.

Enclothed cognition

Research shows that home attire consistently improved authenticity and engagement because workers felt more like themselves and were more engaged and productive at work. Clothing needs to be consistent with the setting in which it is worn. The setting of work matters more for work engagement than the content of the work task. Research shows companies don't have to wonder if they need to end the office dress code. Instead, to help workers bring their best selves to work, managers should encourage workers to wear clothes that fit where their work is being completed.

At home attire

If you’re among those who can still work remotely at least part of the time, you need to reconsider your wardrobe.


productivity

Productivity

remotework

Remote Work

What to wear to maximize productivity when you’re working from home, according to science

Since the start of the Great Resignation, millions of employees worldwide transitioned jobs and careers. The next great reckoning to pay attention to is creating opportunities for multifaceted career growth outside of management.
For many professionals with exceeding aspirations, the next step is becoming a manager. They are often promoted to managers because they are good at what they do, but being great at one role doesn't guarantee that they will also be great at making others better.

Creating opportunities for multifaceted career growth

Part of companies celebrating diversified perspectives and talents means admitting that some aren’t meant to become managers. Bad managers can be causing high levels of turnover.
Leaders should remember that employees choose where they want to work and what they want to do. Becoming a manager should be a choice not prompted by career progression. There are ways to create alternate career paths for those who don't want or are not a good fit for a managerial role but can still grow.

Finding alternative career paths

Try to explore what opportunities may be available and could motivate people.
<ul>
<li>What business needs require a more experienced employee?</li>
<li>Are there options for high performers to become their own manager and continue to do meaningful work?</li>
<li>Is there a way for struggling managers to "step off" into a meaningful position that better fits their strengths and interests?</li>
</ul>
Sometimes just being given a new opportunity to learn and grow can be very helpful.

Reflect on the needs of the business

People don't know what they don't know. Creating greater awareness of what's possible helps people find the next step.
<ul>
<li>Clearly describe and outline dual career paths within your organization - ones with and without management requirements.</li>
<li>Consider asking them what they would like to experience in terms of roles and responsibilities so you can present targeted opportunities to them.</li>
</ul>

Define career path profiles based on required skills

Encourage talent enhancement for employees to develop their existing skills or learn new ones that can help them get on a defined career path. Pair employees with "peer mentors" and give employees at all levels the opportunity to contribute their expertise to enhance someone else's. This can lead to an enhanced sense of connectivity within your team or overall culture.

Enable upskilling with mentors

How upskilling helps businesses adapt to a rapidly changing labour market

Discover the world of business and economics.

economics

Economics

business

Business

Upskilling: Preparing For The Future

Careers shouldn’t always be viewed as ladders to climb to higher positions argues Apps Associates Lydie Fox. Sometimes a new opportunity to learn and grow can make all the difference.

Not everyone should be promoted to manager. Here’s how leaders can guide alternate career paths

Managers are in meetings all the time & yet nothing gets done. That's because we treat all meetings the same. According to McKinsey there are 3 types of interactions with different prescriptions:<ol><li>Decision making, including complex or uncertain decisions (for example, investment decisions) and cross-cutting routine decisions (such as quarterly business reviews)</li><li>Creative solutions & coordination (for example, developing new products) and routine working sessions (such as daily check-ins)</li><li>Information sharing, including one-way (video, text) and two-way communication (such as town halls with Q&As)</li></ol>

3 Types of Work Interactions

<ul><li>Face to face, live, old-school meetings are a must when tackling important decision making or when brainstorming</li><li>Remote video-calls work for routine decisions or working sessions.  </li><li>One way information sharing would be async and no meeting should be required. Too much time is spent on sharing ideas. </li></ul>

How to interact at work?

Are you in meetings and always busy. McKinsey think we should use different techniques for different work interactions. 

philosophy

Philosophy

education

Learning & Education

On work interactions

If you’re like most leaders, you’ve likely felt the effects of the Great Resignation. With more and more people leaving their jobs, many have had to focus on combatting retention. But keeping your people can be tricky, especially in a virtual environment. Here are three key things to watch if you want to improve retention.

Improving Retention

As a leader, you need to delegate and empower your people with different aspects of your business, but be careful with the task-oriented delegation in a virtual environment; you’ll get what you give.Delegation of this type of work takes minimal effort; it’s cheap and easy to outsource or hand off to someone else. But beware: If one of your employees could do this job anywhere, isn’t learning anything and has no interaction with anyone while doing it, they’re likely to leave because they’re not being challenged.

Delegation

Take the time and attention necessary to get to know your people, their work habits and communication preferences. <ul><li>Do they prefer video chats or Slack messages? </li><li>Who is a pro at Excel spreadsheets, and which of your team members is great at brainstorming? </li><li>Does someone learn best by shadowing a colleague, or would they prefer to try things on their own?</li></ul>Do your best to pair complementary skill sets to enhance your team’s collaboration and tap into each person’s unique strengths. Fostering collaboration takes some effort, but it’s worth it to create greater retention.

Collaboration

Since we can’t pop champagne together in a virtual environment, celebrating every win becomes even more important, no matter how small. For instance:• When someone learns something new• When we make a great hire• When someone stepped out of their comfort zone• When someone tried something new and failed but learned in the processBy eliminating task-oriented delegation and increasing collaboration and celebration in your virtual work environment, you’ll up your chances of keeping your people engaged and on your team.

Celebration

When you delegate, make an extra effort to help others understand their role in the larger picture and how their involvement fuels its success.

Council Post: The Three Things To Watch In A Virtual Environment To Improve Retention

Confidence is a broad topic. There are numerous tips, tricks, hacks about being confident or look confident. But being confident internally can help you the most in the long run.

How to be confident internally

Confidence isn’t saying, 'I know they will like me.' It's saying, 'I'll be fine even if they don't.

Be honest with yourself. Don't lie, try to evaluate your weakness and strengths. It can help you in the long run as you will know your weakness and try to work on that.

Honesty

Confidence isnt produced by sitting around and thinking that 'I can, nothing is impossible'. We need to actually Be and Do.

Work and invest on you

We all know that there is no growth in the comfort zone. So, if you are not okay with the possibility of failing, embarrassing yourself, you will never take new opportunities. And then there is no way for you to get better at anything. And if you are not getting better at anything, you are most likely not going to be confident in real sense.

Finding comfort in discomfort. 

Don't measure your confidence with external standards like your looks,clothes, etc. Real confidence always comes from inside.

Say 'No' To Comparisons With Others

Jealousy and insecurity from other people's progress is a great sign of lack of self confidence. So,next time don't forgate to congratulate others for their any kind of success.

Be Happy About Other's Success

There’s a thin line between confidence and arrogance. We need to know the differences and stop ourselves immediately if we're going towards the wrong side. Remember, no one likes arrogant persons regardless of their social status, popularity etc.

Be Confident, Not Arrogant

Confidence can make anything easier for us. We need to practice it in our daily life. Here's a simple discussion about how to build up confidence  practically. 

Confidence is a broad topic and something I could talk about for hours. In this video, I share some of my experience on confidence and some of the "methods" I use to keep myself balanced. Let me know if you would like a part two. For access to more videos, blog posts and the book club, go here —https://www.patreon.com/lanablakely This is where I get all my music and sound effects — https://geni.us/lanablakelymusic (get a 30 day free trial) Sign up to my newsletter here — https://www.lanablakely.com My Instagram — http://www.instagram.com/lanablakely My Facebook page — http://www.facebook.com/lanablakelys My Twitter — http://www.twitter.com/lanablakelys Our Reddit community — https://www.reddit.com/r/Lana_Blakely Business mail —hello@lanablakely.com My website — https://www.lanablakely.com Books I recommend — https://www.lanablakely.com/bookclub What camera, lens and mic I use — https://www.lanablakely.com/filmmaking Confidence, how to be confident, how to become confident, why confidence is important

Confidence is a broad topic and something I could talk about for hours. In this video, I share some of my experience on confidence and some of the "methods" I use to keep myself balanced. Let me know if you would like a part two.
For access to more videos, blog posts and the book club, go here —https://www.patreon.com/lanablakely 

This is where I get all my music and sound effects — https://geni.us/lanablakelymusic (get a 30 day free trial)

Sign up to my newsletter here — https://www.lanablakely.com

My Instagram — http://www.instagram.com/lanablakely 

My Facebook page — http://www.facebook.com/lanablakelys 

My Twitter — http://www.twitter.com/lanablakelys 

Our Reddit community — https://www.reddit.com/r/Lana_Blakely 

Business mail —hello@lanablakely.com 

My website — https://www.lanablakely.com

Books I recommend — https://www.lanablakely.com/bookclub

What camera, lens and mic I use — https://www.lanablakely.com/filmmaking

Confidence, how to be confident, how to become confident, why confidence is important

This is my open journal. 

Business email ⟶  lanablakely@sixteenth.co  


Lana Blakely

How I Became Confident (My Advice)

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