This applies to scenarios where you did something and then regretted it. Try to undo it.for example,you said something mean-spirited to your significant other. Well, then it’s the perfect opportunity to “undo” your hurtful action with a sincere apology.

Step 1 - Undo The Regret

There are many scenarios where undoing simply isn’t possible. This leads to step 2.AtleastAnalyze your regrets with a changed perspective can breed appreciation: giving objectively bad experiences a newfound purpose and making life more meaningful in the moment. Eg, You regret might attending school, but at least you wound up meeting your spouse there.

Step 2 - Atleast

During this step, you should ask yourself: What lessons can I learn from my regret? And strategize ways to mobilize the regret for better future outcomes.

Step 3 - Analyse And Strategize 

How should we go about healthily investing in regret? Turns out, there’s a handy three-step process for doing exactly that. Let’s take a look

‘No regrets.’ You’ve heard people proclaim it as a philosophy of life. That’s nonsense, even dangerous, says Daniel H. Pink in his latest bold and inspiring work. Everybody has regrets. They’re a fundamental part of our lives. And if we reckon with them in fresh and imaginative ways, we can enlist our regrets to make smarter decisions, perform better at work and school, and deepen our sense of meaning and purpose. In The Power of Regret, Pink draws on research in psychology, neuroscience, economics and biology to challenge widely-held assumptions about emotions and behaviour. Using the largest sampling of attitudes about regret ever conducted from his own World Regret Survey – which has collected regrets from more than 16,000 people in 105 countries – he identifies the four core regrets that most people have. These four regrets, Pink argues, operate as a ‘photographic negative’ of the good life. By understanding what people regret the most, we can understand what they value the most. And by following the simple, science-based, three-step process that he sets out, we can transform our regrets in a positive force for working smarter and living better. With Pink’s signature blend of big ideas and practical takeaways, captivating stories and crisp humour, The Power of Regret offers an urgent and indispensable guide for a life well-lived.

career

Career

personaldevelopment

Personal Development

strategy

Strategy

books

Books

A FINANCIAL TIMES BEST BOOK OF THE YEAR 2022: BUSINESS A DAILY UK NEWS BEST BOOK OF 2022: BUSINESS Everybody has regrets. They’re a fundamental part of our lives. In The Power of Regret, Pink explains how we can enlist our regrets to make smarter decisions, perform better and deepen our sense of meaning and purpose. Drawing on the largest sampling of attitudes about regret ever conducted from his own World Regret Survey, Pink identifies the four core regrets that most people have. With his signature blend of big ideas and practical takeaways, captivating stories and crisp humour, he argues that by understanding what people regret the most, we can understand what they value the most. We can transform our regrets into a positive force for working smarter and living better.

Daniel H. Pink is the author of six provocative books — including his newest, When: The Scientific Secrets of Perfect Timing. WHEN has spent 4 months on the New York Times bestseller list and was named a Best Book of 2018 by Amazon and iBooks. Dan's other books include the long-running New York Times bestseller A Whole New Mind and the #1 New York Times bestsellers Drive and To Sell is Human. His books have won multiple awards and have been translated into 39 languages. He and his wife, who live in Washington, DC, have three children -- a college senior, a college sophomore, and a high school sophomore. 

Daniel H. Pink

The Power of Regret

You need to know what is on your plate and what you want to put first. First doesn't always mean you will get it finished first but it is a focus.

Prior

When working on stuff there's always something that is going to be holding up other things. This is the critical path and you need to make sure that you order your items accordingly so that you don't push off the critical path and prolong what you're working on.

Critical Path

When you're working on a project especially a long one it is better to take your time and do things right instead of rushing. You might miss certain details

Things Should Not Be Rushed

This is a stash about keeping in mind the bigger picture and not rushing when working on projects.

productivity

Productivity

Not rushing

If you’re serious about retaining the people on your team (as you should be), consider conducting “stay” interviews. These are discussions where you ask loyal employees key questions to understand how engaged they are. The information you gather can help you tackle common retention issues. Here are four questions to try:

No matter what the response is — positive or negative — don’t negate their experience or move too quickly to solving a problem. Just listen, thank them for being honest, and ask for more information before moving toward a solution.

What’s your frame of mind today?

Based on their response, explore what you can do to help them deepen those connections. Perhaps people from different departments can work on a company-wide event, a cross-division initiative, or take part in virtual discussion groups.

Who do you feel connected to at work? 

This question signals that you care about their development and want to help them achieve their aspirations.

What do you want to learn that will excite you and help you grow

To help them work better brainstorm with your colleague how you can be most helpful. Ensuring people can do their jobs well is just as important as praise and rewards.

What barriers can I remove for you?

If you’re serious about retaining the people on your team (as you should be), consider conducting “stay” interviews. These are discussions where you ask loyal employees key questions to understand how engaged they are.

communication

Communication

teamwork

Teamwork

leadershipandmanagement

Leadership & Management

To Keep Your Best Employees, Ask Them These Questions

According to research by Harvard Business School Professor Michael Norton, participating in regular group bonding rituals, such as doing the Walmart Cheer or firing a Nerf toy gun to conclude a project, increased how meaningful employees judged their work by 16%. Employees who engage in these rituals show better "organizational citizenship" and tend to go the extra mile for the company.

Work rituals

Many group activities involve food, from community potlucks to global design firm IDEO’s tea time. Group rituals have three core elements:<ul><li>physical, such and specific words or actions</li><li>communal, meaning we're all doing it together at the same time.</li><li>psychological. It feels good to do this in the way we do it.</li></ul>

Rituals take many forms

Managers shouldn't start mandating daily chants or trust falls. To develop a group ritual with more meaning, consider using these steps: <ol><li>Observe. What are teams already doing? Watch, for example, how meetings get started.</li><li>Keep it employee-driven. Look for ways to encourage employees to create their own team rituals.</li><li>Provide resources. If team members tend to eat lunch together every Thursday, an employer can consider providing money for them to venture out regularly as a group.</li></ol>

How to create workplace rituals

Rituals—even seemingly silly ones—help employees bond and add meaning to their work, says research by Michael Norton, Francesca Gino, and colleagues. After two years of pandemic disruption, who wouldn't welcome a workday pick-me-up?

Rituals at Work: Teams That Play Together Stay Together

These are membership, influence, integration/ fulfillment of needs, and shared emotional connection. To be part of a community, you must feel a sense of belonging (membership), feel like you make a difference to the group and that the group makes a difference to you (influence), feel like your needs will be met by other group members (integration and fulfillment of needs), and feel that you share history, similar experiences, time, and space together (shared emotional connection).

A community is defined by four criteria

Becoming a member of communities helps build social diversity. However, finding community is much different from just making friends.Friendship is an invested, dedicated, platonic relationship where two people who are friends with each other are committed to the growth, the well-being, the support, the thriving of each other.

Finding community is much different from just making friends

One of the easiest ways to find a group you’d mesh with is to figure out where you wouldn’t mind spending a few hours of your time. Consider your talents and interests or a skill you’d like to learn and seek out places to do those activities.Seek out groups that create together; the act of making something as a group facilitates closeness and brings you into contact with people of different ages, backgrounds, and stages of life. Whether it’s a performance or a neighborhood coat drive, anything you’re creating together is a beautiful way to build community.

Prioritize your values and interests

To forge a true connection with the group — and vice versa — you’ll need to continually show up and add value. You’ll develop closeness more quickly if you have that regularity and you don’t have to agonize over scheduling. Immediately add the next meeting date to your calendar and make it a point to consistently attend. Coming early with a snack or staying late to stack the chairs shows you’re invested in the community.

Make it a habit

Because communities are made up of lots of people with varying opinions and life experiences, being an active member means regularly interacting with others in the group. But don’t expect other members to immediately support you in your endeavors, want to do you a favor, or even engage in conversation with you. Forging these connections takes time and effort, and you risk rejection, but to fully integrate into a community, you can’t be a wallflower. It’s your job to put energy into other people and not just wait for them to put energy into you.

Put energy into others

<ul><li>You don’t need to join a dozen clubs or societies or introduce yourself to every neighbor on the block to have a community.</li><li>Consider the time you’re able to commit and how much energy you’re able to bring to each meeting. </li><li> The goal of community building isn’t necessarily to make new friends (though that definitely can happen), but to build a network. The people who are a part of that network can remain acquaintances.</li></ul>

Don’t exhaust yourself

A community can serve as a social safety net, but finding one and becoming a part of it is different from simply making friends.

loveandrelationships

Love & Relationships

artsandculture

Society, Arts & Culture

Why community matters so much — and how to find yours

At a minimum expect:<ul><li>Regular one-on-one meetings</li><li>Feedback and workplace guidance</li><li>Training and career growth</li></ul>What a great manager looks like:<ul><li>Cares about you as a person</li><li>Helps you grow in your career</li><li>Teaches you important skills</li><li>Gives you valuable feedback</li><li>Helps you navigate difficult situations</li><li>Helps you figure out what you need to learn</li><li>Shows you the big picture and how your work fits into it</li><li>Wants you to have their job someday</li></ul>

What to expect from your manager

<ul><li>They create a human connection between you and your manager, which in turn leads to building trust.</li><li>They serve as a regular opportunity to discuss privately whatever needs discussing.</li></ul>

Purpose of 1-1s

<ul><li>Come prepared and have a list of things you want to discuss. Both of you share the responsibility of having a good 1-1.</li><li>Spend a few minutes talking about life outside of work to get to know each other better and get more comfortable with each other.</li><li>Schedule meetings with some predictability so both of you can prepare for them.</li></ul>

Tips for 1-1s

Take responsibility for your experiences at work, and don't rely on your manager to set the entire tone for your relationship.<ol><li>Know yourself → Figure out what you want to do and learn, and what will make you happy.</li><li>Go after what you want → Prepare for 1-1s, ask to work on projects, ask for feedback etc.</li><li>Understand their role → Their job is to do the best thing for the company and the team, not to make you happy all the time.</li><li>Own your problems → When you have a problem, ask for advice on how to tackle it instead of demanding that your manager solve it for you.</li></ol>

How to be managed

<ul><li>If you seek a promotion, then ask them what you need to do to get it.</li><li>If you are giving a presentation or you have written a design document, then ask them to review it and make suggestions.</li><li>If you are having issues with a teammate and you are unsure of how to tackle them, ask your manager for help on finding a solution.</li></ul>

Ask your manager for non-technical advice

Working with your manager is like any other activity. You have to take responsibility for what's happening if want to see great results

📖 The Manager's Path

How to Work With Your Manager

In business, everyone wants to build or ride a rocket. We talk in terms of “moonshots.” Rockets are a symbol of epic human progress. They’re designed to break free of gravity and launch us to new heights and to new worlds. A rocket engine is just a containment chamber for a barely controlled explosion. The booster is filled with volatile chemicals that, when combined in the proper proportions, blow up. Brilliant engineers plan, build, and test rocket engines so they can harness the incredible power of this explosion and convert it into planet-defying propulsion, instead of destruction.

The Moonshot

If innovation is the lifeblood of any ambitious company, then the next wave of it demands leaders who are outliers, or at least willing to hire and wrangle those historically seen as difficult yet creative thinkers. So how can front-line managers, departmental VPs, and C-suite execs strike that fine balance between the fiery brilliance of Rare Breeds and their potential without culture carnage?  Here‘s how.

Rare Breeds: Those Difficult But Creative People

These firecrackers commonly push against convention and carry provocative opinions. They’re not necessarily difficult people, but they do colour outside the lines. It’s essential to let them know where those lines are regarding conduct, courtesy, respect, and so on.

Hire with Clear, Strict Boundaries–and Equally Clear Rewards

Iconoclasts bridle at the idea of having to conform to something like an across-the-board dress code. If you have a conventional set of rules and regulations for your organization, tear it up and rewrite it to be looser about things that don’t really matter that much, like attire. A great example of this is the Tesla anti-handbook handbook. Keep the stuff that protects you legally but be creative on the rest.

Revise Your Employee Handbook

Creative thinkers hate bringing their ideas to their superiors only to have them shot down out of ignorance. Instead, dedicate design, engineering, and other resources that allow Rare Breeds to begin developing their ideas on their own, without approval from higher-ups. That way, if the idea flops, nobody’s embarrassed. If it soars, they can bring it to you already tested.

Create Zero-Consequence, Early-Stage Development Channels

If there’s a signal trait common to all unconventional thinkers, it’s intelligence. Most have extraordinarily high IQs, and when you combine that with their native intensity, focus, or nerve, they can intimidate the more conventional personalities in an organization. Look for ways to engage teams in supervised collaboration, so the more conventional minds and the Rare Breeds can work together on equal terms. Everyone is heard, and nobody feels like they’re contributing just because they’re less flashy or outspoken.

Get People Collaborating on Equal Terms

To be fair, hypnotic charisma can be a primary trait of this crew, making customers swoon. But in our experience, more of them are so focused on their visions, so obsessive about perfection, or so impatient with what they see as silly questions that they can come off as short-fused. Unless you’re blessed with hypnotic charmers who inspire your customers, it’s probably best to keep them clear of the customer-facing part of the business. The one exception: If your customers are largely Rare Breeds, too, anything goes.

Keep Them Clear of Customers

Courting “risky” people may seem counterintuitive, but so is stagnation. Rare Breeds infuse organizations with bold thinking, and their ideas rocket those organizations into the stratosphere. Stop worrying about hiring people who will fit into your culture, and start looking for people who will break it…just a little.

The Bottom Line

Sunny Bonnell and Ashleigh Hansberger argue that tame, harmonious teams where everybody gets along swimmingly lack the creative tension and hubris to change an organization’s trajectory with their over-the-edge thinking.


business

Business

This is the danger of playing it too safe at work

Many employers try to meet the demand for remote work by saying all the right things to prospective employees. However, they are not committed to or effective at building a healthy, high-performing remote or hybrid workplace. It can help to fully understand a company's remote work infrastructure during recruitment. The key is to look for attributes about the organisation's remote culture and ask the right questions about the principles and norms that dictate the overall company culture and remote work experience.

The ideal remote workplace

When considering if a company has an effective remote culture, ensure the company has strong core values and a healthy culture. One key truth is that the elements needed for an effective remote company culture are the same for a great company culture in any type of workplace. Research the company's values, then ask questions about those values in the interview.<ul><li>Ask the interviewer to share the company's values and see how they respond. Do they know the values?</li><li>Ask how core values factor into employee evaluations and advancement.</li><li>Research the company on Glassdoor or a comparable review site.</li></ul>

Company culture and values

Many companies are not fully committed to a strong remote work environment.Candidates need to know if the remote policy is a well-planned strategy with supporting systems and processes instead of a haphazard strategy. <ul><li>Ask how often remote employees are expected to be in the office. An employer should give clear guidelines.</li><li>Ask how prevalent remote work is at the organisation. It is unhelpful if you are the only remote employee on a team.</li><li>Ask how the company handles one-on-one, team, department, or company meetings.</li><li>Ask about the tech infrastructure and how their technology supports remote work.</li></ul>

Remote work strategy

The best remote organizations create opportunities for people to meet and bond in-person. Candidates should ask if the company hosts all-company events, co-working days, or other opportunities to connect in -person. Most remote employees don’t want to work from home to avoid seeing people — they want more flexibility or the chance to skip their painful commute.

In-person connnectivity

The job market is filled with partially or fully remote roles. However, some of these companies are offering opportunities that are less rewarding than they seem. Therefore, candidates should do their homework to ensure that the company has a good hybrid or remote environment before accepting the job.

Questions to ask before you take the job.

remotework

Remote Work

corporateculture

Corporate Culture

How to Vet a Remote Workplace

<ul><li>Scrum is the dominant Agile framework.</li><li> Kanban is a method for visualizing, managing, and continually improving a process' ability to deliver a service. </li><li>Metrics provide actionable feedback to guide Agile teams.</li><li>User stories shift the focus from writing requirements to addressing customer needs. </li><li>Product development must become customer-centric. </li><li>Test-first practices ensure that application developers build the right software the first time. </li><li>A key tenet of agility is that practitioners be open to learning new skills.</li></ul>

Core skills

<ul><li>In collaborative development, more than one team member works on a single feature or application at any given time. </li><li>Ownership and collaboration. Workstyle, attitude, and interactions with others impact success as much as any technical or professional skill. </li><li>Agile architecture. Traditional approaches to software architecture do not support an Agile development life cycle.</li></ul>

Value-added skills

<ul><li>Agile database management. Agile teams quickly find that database changes become a constraint that limits velocity. To increase the speed of delivery, cultivate database management skills to become more self-sufficient and reduce dependence on database administrators.</li><li>Scaling Agile. Expanding the validated success of Agile pilots to the broader enterprise is both challenging and rewarding for organizations. </li></ul>

Specialized/emerging skills

As agile adoption spreads, software and application developers need these skills to succeed.

education

Learning & Education

computerscience

Computer Science

softwareengineering

Software Engineering

12 Agile Skills for Software Developers

They are the relational connections between people in society. In some ways, they work like the synapses that connect neurons in the brain. As neurons fire in connection with one another, they develop and strengthen the neural pathways between them. Similarly, formal and organic touchpoints between colleagues can help create strong relationship networks in organizations, which naturally evolve and change as the business changes. These relationships support organizational structure; fuel innovation, culture, and the spread of information; enable strategy, and often help make change “work.”

Socio-emotional ties

Apprenticeship happens more easily, naturally, and organically in a fully “in-person” work environment; it can be harder, and require more intentionality and planning, in a virtual or hybrid world. Teams become more diverse and geographically distributed as remote work increases, and team members’ roles and needs quickly evolve.Leaders must focus on connecting the dots in the teams around them and identify informal leaders to do the same. Practicing intentional apprenticeship helps nurture and reinforce the relational ties that bind, thus creating a virtuous cycle.

Inject more apprenticeship

Unique approaches for specific groups will be key to rebuilding organic connections, as the pandemic has influenced us in different ways. Younger workers, new employees, and introverts have reported more difficulty in contributing to the team, and in feeling engaged, due to the loss of spontaneous connections and interactions.To increase the emphasis on human centricity, one technology corporation is leveraging real-time data to iterate approaches that work for specific groups around office re-entry, facilities management, workplace safety, and contact tracing and care management.

Develop “inclusive” tailored solutions

Do not forget how much has been achieved virtually. People have built the muscle to reconnect previously lapsed connections with long-distance family and friends online during the pandemic; virtual hangouts and other creative ways have emerged to meet social connection needs.While many employers may be ready to return to significant in-person presence, nearly three-quarters of employees would like to work from home two or more days per week. Organizations should expect and prepare for a mix of virtual and in-person teams.

Pursue both virtual and in-person solutions as a powerful complement

Discover the world of business and economics.

economics

Economics

humanresources

Human Resources

Socio-emotional ties: A secret ingredient to success

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