It is imperative to narrow the focus to the few most important priorities that will make the biggest difference. Everyone in the organization must understand these priorities and how their daily work connects. With clear goals, strong alignment, and a system for daily focus and accountability, the best organizations make rapid progress even in very uncertain times. Is everyone in your organization clear on the most important priorities? Do you know if their daily actions align with those priorities?

Execute Your Most Important Priorities With Excellence

In low-trust environments, friction grows, the speed slows, and cost increases significantly. The combination of slow speed and high costs is a killer and will greatly diminish the ability of your teams to come up with new innovative ways to work, serve customers, and come together to navigate internal and external uncertainty. Do you have pockets of low trust in your organization that may slow you down when you can least afford it?

Increase Trust to Increase Speed

More than ever, you need your people to be both effective and efficient. There is no time for wasted energy or for people to invest resources in the things that will not have the biggest impact. As most of your people have gone home to work, are you confident they have the tools necessary to focus their time and energy on the tasks and projects that will have the biggest impact?

Achieve More With Less

The combination of fear, anxiety and uncertainty come together to stifle productivity, innovation, and engagement. The best leaders help their people move quickly through the change cycle. As a result, they achieve greater levels of engagement in times of uncertainty. Have you appropriately equipped your leaders and your people to thrive?

Transform Fear Into Engagement

Sales leaders have faced disruptions in the past, but this one is different. While all organizations are facing unique circumstances during this pandemic, one thing is true for every leader: How you fare during this crisis will come down to how well you execute your plan. Great execution isn’t just about knowing what to do, but doing what you know. Your team needs your leadership. Are you ready?

Leading Your Sales Team During Uncertainty 

In times of great uncertainty, leaders are faced with one of two choices. Freeze to the point of inaction, allowing uncertainty to damage culture, performance, results, and significantly slow a return to greatness. Or, transform fear into engagement, execute with excellence, use the uncertainty as a time to actually increase trust, and help everyone in the organization prepare to do more with less. 

In times of great uncertainty, leaders can freeze to the point of inaction or choose to execute with excellence, increase trust, achieve more, and transform fear into engagement.

productivity

Productivity

personaldevelopment

Personal Development

corporateculture

Corporate Culture

leadershipandmanagement

Leadership & Management

Achieving Results in Unpredictable Times

“To do evil a human being must first of all believe that what he’s doing is good, or else that it’s a well-considered act in conformity with natural law. Fortunately, it is in the nature of the human being to seek a justification for his actions. ”

“Don’t be confused by what looks like luck to you. Lucky people don’t make successful people; people who completely commit themselves to success seem to get lucky in life.”

“until you become completely obsessed with your mission, no one will take you seriously. Until the world understands that you’re not going away—that you are 100 percent committed and have complete and utter conviction and will persist in pursuing your project—you will not get the attention you need and the support you want.”

“Success tends to bless those who are most committed to giving it the most attention.”

“Centuries ago migration was a leap into the unknown. It was an enormous intellectual and emotional commitment.”

“When we face pain in relationships our first response is often to sever bonds rather than to maintain commitment.”

And, when you can’t go back, you have to worry only about the best way of moving forward.”

“Why are we here, that is the question? And we are blessed in this, that we happen to know the answer. Yes, in this immense confusion one thing alone is clear. We are waiting for Godot to come...We are not saints, but we have kept our appointment.”

M]aking a decision was only the beginning of things. When someone makes a decision, he is really diving into a strong current that will carry him to places he had never dreamed of when he first made the decision.”

Vulnerability is the birthplace of love, belonging, joy, courage, empathy, and creativity. It is the source of hope, empathy, accountability, and authenticity. If we want greater clarity in our purpose or deeper and more meaningful spiritual lives, vulnerability is the path.”

“’The subjects will eventually recall and understand the purpose of the hard things we have done and plan to do to them. The mission of WICKED is to serve and preserve humanity, no matter the cost. We are, indeed, ‘good’.

“Speak Life: You are loved. You have purpose. You are a masterpiece. You are wonderfully made. God has a great plan for you.”

“The chief thing is to love others like yourself, that’s the great thing, and that’s everything; nothing else is wanted.”

“No other instinct can so satisfy without accomplishing its biological purpose, and no other instinct is so disconnected from its purpose.”

“‘But for what end, then, has this world been formed?’ said Candide. ‘To plague us to death,’ answered Martin.”

“Realistic thinking is based on what others think is possible—but they are not you and have no way of knowing your potential and purposes.”

“If your purpose is something larger than you- to accomplish something, to prove something to yourself- then suddenly everything becomes both easier and more difficult.”

“Purpose is about pursuing something outside yourself as opposed to pleasuring yourself.”

“Respond to every call that excites your spirit.”

technologyandthefuture

Technology & The Future

scienceandnature

Science & Nature

Quotes To Thrive. 

We think of trust as precious, yet it’s the basis for almost everything we do as civilized people. Trust is the reason we’re willing to exchange our hard-earned paychecks for goods and services, pledge our lives to another person in marriage, cast a ballot for someone who will represent our interests. We rely on laws and contracts as safety nets, but even they are ultimately built on trust in the institutions that enforce them. We don’t know that justice will be served if something goes wrong, but we have enough faith in the system that we’re willing to make high-stakes deals with strangers.

Trust: The Inconspicuous Glue And Grease 

Trust is also one of the most essential forms of capital a leader has. Building trust, however, often requires thinking about leadership from a new perspective. The traditional leadership narrative is all about you: your vision and strategy; your ability to make the tough calls and rally the troops; your talents, your charisma, your heroic moments of courage and instinct. But leadership really isn’t about you. It’s about empowering other people as a result of your presence, and about making sure that the impact of your leadership continues into your absence.

Trust: The Foundational Leader Capital

So how do you build up stores of this foundational leadership capital?Trust has 3 core drivers: authenticity, logic, and empathy. People tend to trust you when they believe they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they feel that you care about them (empathy).When trust is lost, it can almost always be traced back to a breakdown in one of these 3 drivers. To build (or rebuild) trust, you first need to figure out which driver you “wobble” on

The Core Drivers Of Trust - The Trust Triangle

People don’t always realize how the information (or more often, the misinformation) that they’re broadcasting may undermine their own trustworthiness. What’s worse, stress tends to amplify the problem, causing people to double down on behaviors that make others skeptical. For example, they might unconsciously mask their true selves in a job interview, even though that’s precisely the type of less-than-fully-authentic behavior that reduces their chance of being hired.

Why We Radiate Distrust

The good news is that most of us generate a stable pattern of trust signals, which means a small change in behavior can go a long way. In moments when trust is broken, or fails to get any real traction, it’s usually the same driver that has gone wobbly on us—authenticity, empathy, or logic. This driver is our “trust wobble.” In simple terms, it’s the driver that’s most likely to fail us.

Our “Trust Wobble”

To identify your wobble, think of a recent moment when you were not trusted as much as you wanted to be. Maybe you lost an important sale or didn’t get a stretch assignment. Maybe someone simply doubted your ability to execute. With that moment in mind, do something hard: Give the other person in your story the benefit of the doubt. Let’s call that person your “skeptic.” Assume that your skeptic’s reservations were valid and that you were the one responsible for the breakdown in trust. This exercise only works if you own it.

How To Identify Our Trust Wobble

If you had to choose from our three trust drivers, which would you say went wobbly on you in this situation? Did your skeptic feel you were misrepresenting some part of yourself or your story? If so, that’s an authenticity problem.Did your skeptic feel you might be putting your own interests first? If so, that’s an empathy problem. Did your skeptic question the rigor of your analysis or your ability to execute on an ambitious plan? If so, that’s a logic problem.

Where Did Your Skeptic Found You Wanting?

Now stand back and try to look at your pattern of wobbles across multiple incidents. Pick three or four interactions that stand out to you, for whatever reason, and do a quick trust diagnostic for each one. What does your typical wobble seem to be? Does the pattern change under stress or with different kinds of stakeholders? For example, do you wobble on one trait with your direct reports but on a different one with people who have authority over you? That’s not uncommon.

Our Trust Wobble Can Be Typical And/ Or Relative

Ideally, someone who knows you well. Sharing your analysis can be clarifying—even liberating—and will help you test and refine your hypothesis. About 20% of self-assessments need a round of revision, so choose a partner who can keep you honest. Consider going back and testing your analysis directly by speaking openly about it with your skeptic. This conversation alone can be a powerful way to rebuild trust. When you take responsibility for a wobble, you reveal your humanity (authenticity) and analytic chops (logic) while communicating your commitment to the relationship (empathy).

Bring At Least One Person Along For Your Diagnostic Ride

Most high-achieving leaders struggle with this one. Signaling a lack of empathy is a major barrier to empowerment leadership. If people think you care more about yourself than about others, they won’t trust you enough to lead them.

Overcoming Our Wobbles - Empathy

Empathy wobbles are common among people who are analytical and driven to learn. They often get impatient with those who aren’t similarly motivated or who take longer than they do to understand something. Additionally, the tools and experience of the modern workplace continually distract or prevent us from demonstrating empathy, by imposing 24-hour demands on our time and putting at our disposal all sorts of technologies that compete for our attention at any given moment.

When Empathy Becomes Collateral Damage Or Plain Roadkill

Empathy wobblers should pay close attention to their behavior in group settings, particularly when other people have the floor. Consider what often happens in a meeting: When it kicks off, most people feel very engaged. But as soon as empathy wobblers understand the concepts under discussion and have contributed their ideas, they lose interest. Their engagement plummets and remains low until the gathering comes to an end. Instead of paying attention, they often multitask, check their phones, engage in flamboyant displays of boredom—anything to make clear that this meeting is beneath them.

The Ills Of Empathy Wobblers

There’s a basic solution to this problem. Instead of focusing on what you need in that meeting, work to ensure that everyone else gets what they need. Take radical responsibility for the others in the room. Share the burden of moving the dialogue forward, even if it’s not your meeting. Search for the resonant examples that will bring the concepts to life, and don’t disengage until everyone else in the room understands. This is almost impossible to do if texting or checking email is an option, so put away your devices. Everyone knows you’re not taking notes on their good ideas.

The Prescription For Empathy Wobblers

Indeed, the last thing to say on empathy is this: If you do nothing else to change your behavior, put away your phone more frequently. Put it truly away, out of sight and out of reach, not just flipped over for a few minutes at a time. You’ll be amazed at the change in the quality of your interactions and your ability to build trust.

Put Your Damn Phone Away

If people don’t always have confidence in the rigor of your ideas, or if they don’t have full faith in your ability to deliver on them, then logic is probably your wobble. If they don’t trust your judgment, why would they want you at the wheel?

Overcoming Our Wobbles - Logic

When logic is the problem, go back to the data. Root the case you’re making in sound evidence, speak about the things you know to be true beyond a reasonable doubt, and then—this is the hard part—stop there. One reason Larry Bird was such an extraordinary basketball player was that he only took shots he knew he could reliably make. That choice made him different from other great players who let ego and adrenaline cloud their shooting judgment. Bird studied and practiced so relentlessly that by the time the ball left his hands in the heat of competition, he knew exactly where it was going.

The Prescription For Logic Wobblers

Once you get comfortable with how that feels, start expanding what you know. Along the way, make an effort to learn from other people. Their insight is among your most valuable resources, but to access it, you must be willing to reveal that you don’t have all the answers—something leaders often resist. Engaging people about their experience has the additional benefit of communicating who you are and what energizes you professionally—an authenticity boost.

For most logic wobblers, however, rigor isn’t the issue. Much of the time, the problem is the perception of wobbly logic rather than the reality of it. Why does this happen? Because they’re not communicating their ideas effectively.

Power Does Not Guarantee Permeation 

There are generally two ways to communicate complex thoughts. The first takes your audience on a journey, with twists and turns and context and dramatic tension, until they eventually get to the payoff. Many of the world’s best storytellers use this technique. You can visualize this approach by imagining an inverted triangle. The journeying storyteller starts at the top, at the inverted base of the triangle, and traces an enchantingly meandering route down to its point.

The Long Way To Communicate Logic - Ending With The Point

If logic is your wobble, however, that’s a risky path to take. With all that circuitous journeying, you’re likely to lose your audience along the way rather than build trust in your judgment. Listeners may even abandon you at one of your narrative turns.

The Long Way Is, Well, Long

To avoid that, try flipping the imaginary triangle upright. Start with your main point, or headline, at the top of the triangle, and then work your way down, building a base of reinforcing evidence. This approach signals a clarity of vision and a full command of the facts. Everyone has a much better chance of following your logic. Even if you get interrupted along the way, you’ll at least have had a chance to communicate your key idea.

The Short Way To Communicate Logic - Starting With The Point

If people feel they’re not getting access to the “real” you—to a full and complete accounting of what you know, think, and feel—then you probably have an authenticity wobble.A quick test: How different is your professional persona from the one that shows up around family and friends? If there’s a sharp difference, what are you getting in return for masking or minimizing certain parts of yourself? What’s the payoff?

Overcoming Our Wobbles - Authenticity

Being your “real self” sounds nice in theory, but there can be powerful reasons for holding back certain truths. The calculation can be highly practical at times, if wrenching—as in deciding to stay closeted in a workplace that’s hostile to queer identities. There may also be times when expressing your authentic feelings may risk harmful consequences: Women, for example, are disproportionately penalized for displaying negative emotions in the workplace, and black men are burdened by the false stereotype that they are predisposed to anger.

Why Do We Radiate Inauthenticity? 

Although withholding your true self may sometimes help you solve problems in the short term, it puts an artificial cap on trust and, by extension, on your ability to lead. When people sense that you’re concealing the truth or being less than authentic, they’re far less willing to make themselves vulnerable to you in the ways that leadership demands.

Short-Sighted Self-Limiting For Short-Term Gains

The cost of inauthenticity can be observed up close in the performance of diverse teams. Diversity can be a tremendous asset in today’s marketplace, and the companies that get it right often enjoy powerful competitive tailwinds. But this advantage isn’t automatic. Simply populating your team with diverse perspectives and experiences doesn’t always translate into better performance.

The Cost Of Inauthenticity

In fact, the uncomfortable truth is that diverse teams can underperform homogenous teams if they’re not managed actively for differences among members. That’s because shared knowledge is key in decision-making, and diverse teams, by definition, start out with less of it. But if you create conditions of trust that allow diverse team members to bring their unique perspectives and experiences to the table, you can expand the amount of knowledge your team can access—and create an unbeatable advantage.

HomogeneityDiversity, Authenticity And Trust

That is due in part to a phenomenon called the “common information effect”, which works like this: As human beings, we tend to focus on the things we have in common with other people. We tend to seek out and affirm our shared knowledge, because it confirms our value and kinship with the group. Diverse teams, by definition, have less common information readily available to them to use in collective decision-making.

The “Common Information Effect”

Consider two teams of three people, one in which the three members are different from one another, and the other in which they’re similar. If both teams are managed in exactly the same way—if they simply follow the same best practices in group facilitation, for example—the homogenous team is likely to perform better. No amount of feedback or number of trust falls can overcome the strength of the common information effect.

The Obvious Lead Of Homogeneity Over Diversity

But the “common information effect” only holds if people wobble on authenticity. When they choose to bring their unique selves to the table—that is, the parts of themselves that are different from other people—they can create an unbeatable advantage by expanding the amount of information the team can access. The result is an inclusive team that’s likely to outperform (by a long shot) both homogenous teams and diverse teams that aren’t actively managed for inclusion.

Open And Closed Lakes

Here’s the reason to care, even if you don’t see yourself as different: All of us pay the price of inauthentic interactions, and all of us have a better chance of thriving in inclusive environments where authenticity can flourish. Gender bias, in other words, is not just a woman’s problem. Systemic racism is not just an African-American or Latinx problem. It’s our shared moral and organizational imperative to create workplaces where the burdens of being different are shouldered by all of us. After all, we will all benefit wildly from eliminating them.

No Wobble Is Too Innocent Or Too Far Away

So pay less attention to what you think people want to hear and more attention to what you need to say to them. Reveal your full humanity to the world, regardless of what your critics say. And while you’re at it, take exquisite care of people who are different from you, confident in the knowledge that their difference is the very thing that could unleash your potential and your organization’s.

Forge Links And Chains Of  Authenticities

To be a truly empowering leader, you need to take stock of where you wobble not only in your relationships with others but also in your relationship with yourself. Are you being honest with yourself about your ambitions, or are you ignoring what really excites and inspires you? If l so, you’ve got an authenticity problem you need to address. Do you acknowledge your own needs and attend properly to them? If not, you’ve got to adopt a more empathetic posture toward yourself. Do you lack conviction in your own ideas and ability to perform? If so, you’ve got some logic issues to work out.

In Myself I Trust

The best way to find out if you can trust somebody is to trust them.

Self trust is the essence of heroism.

When trust is lost, it can almost always be traced back to a breakdown in one of its 3 core drivers. To build (or rebuild) trust, we first need to figure out which driver we “wobble” on. (Replace the words “leaders” and “leadership” with “human beings” and “relationships” and see what happens). 

The first step to becoming a genuinely empowering leader

problemsolving

Problem Solving

communication

Communication

loveandrelationships

Love & Relationships

Everything Starts with Trust

<ul><li>The management upskill begins with building new professional networks. All the studies mention a solid managerial approach will be the cornerstone of the Future of Work.</li><li>For this reason, managers must learn how to be great communicators and coaches to develop their team members through supportive and consultative behaviors before challenging them.</li><li>This is the only way to build upon the Maslow Pyramid to reach the ultimate levels: the collective sense of belonging, and the esteem and self-actualization needs. </li></ul>

Managament upskill and professional networks

When leaders believe in innovation to make the change happen, it’s called transformational leadership. They work on inspirational motivation while challenging their people with trust and respect. Many organizations went through this process successfully during the pandemic.Changing a culture to adapt to the virtual world is about giving a new meaning to the effort that transcends everyday problems.It can be addressing a new market segment with new customers, launching a new product, or simply serving customers better as an underlying purpose.

The hard work of changing company culture in the hybrid world

The majority of people redefined their professional success through work-life balance, mental health, and flexibility – the top three new priorities for most of us.

Redefining professional success

An example of best practice within the team is formalizing the values and expected behaviors in a team contract.<ul><li>For example, showing respect or giving the benefit of the doubt are compelling values in the virtual world to create a shared feeling of safety within the team.</li><li>It helps shut down and reprogram the “catastrophizing” cognitive bias that causes our brains to imagine the worst-case scenario, especially when limited communication or data is missing.</li></ul>It might be counterintuitive, but thinking about the worst doesn’t prepare you at all. Instead, it makes us continually feel bad.

Promote healthy mental behaviors and individual accountability

How upskilling helps businesses adapt to a rapidly changing labour market

Discover the world of business and economics.

economics

Economics

business

Business

career

Career

Upskilling: Preparing For The Future

How to Upskill Management while Increasing Individual Accountability for an Inspiring Hybrid Culture

You may have noticed that if someone pushes you to do something, it often makes you feel less inclined to do it. This is a phenomenon known as psychological reactance: a reflex reaction to being told what to do, or feel that your freedom is under threat. It can occur in personal, professional or social settings when you feel that you need to regain a sense of control over your autonomy.Controlling someone else’s sense of freedom can trigger anger, and motivate them to regain it.

Not Doing Something Because We Are Told To Do It

Psychological reactance is the motivation to regain freedom after it has been lost or threatened. It causes individuals to rebel against the pressure they are put under. It is often the thought of someone else exerting control, rather than the request itself, that leads to psychological reactance. As individuals, we want to feel that we have the freedom to do as we please. This means that when a circumstance arises which threatens our sense of freedom, reactance emerges as a form of motivational arousal.

A Fear of Losing Our Personal Freedom

The perceived threat to your autonomy makes the work feel unappealing and so you may put it to the bottom of your list, or even argue against doing it at all. This reactance is a direct effort to eradicate the new restrictions imposed upon you.Reactance can occur whenever our emotional freedom is challenged. Research suggests that it can be triggered by external threats, such as being asked to complete a chore, or by internal threats or dialogue.

Emotional Freedom

It’s essential to treat the people you collaborate with as autonomous agents. For example, if a new process will be implemented at work, give your team the opportunity to provide their thoughts and suggestions. This way, it will feel less likely freedom is being taken away, and more like power is being given. Research even <a href="https://www.researchgate.net/publication/312056668_Uncontrollability_reactance_and_power_Power_as_a_resource_to_regain_control_after_freedom_threats">suggests</a> that threatened individuals who feel powerful free themselves from the threatening situation and manage to reorient themselves.

How to Manage Psychological Reactance: Accommodate Autonomy

It has been <a href="https://journals.sagepub.com/doi/10.1177/0149206318805832">shown</a> that having too few constraints breeds complacency, while excessive constraints can be detrimental to creativity and innovation: a moderate level of guidance “frames the task as a greater challenge and, in turn, motivates experimentation and risk-taking.” By finding a healthy middle ground between complete freedom and micromanaging, you can maximise creativity and encourage your team to investigate non-traditional solutions.

Set Healthy Constraints to Breed Creativity

In some situations, it may be possible to encourage others to achieve more by restricting their freedom in some way. For instance, a researcher may be driven to attend more conferences when told that they can only enrol on three per year. However, this strategy must be used with caution, as an excessive or unfair infringement on freedom could result in resentment rather than motivation.

Use Reactance as A Motivator

By accommodating autonomy, using healthy constraints to encourage imaginative thinking, and applying reasonable restrictions as a stimulus for action, reactance can be directed in a way that improves creativity and productivity in the workplace — as long as leaders ensure that team members do not feel controlled, but instead feel empowered to achieve more.

The Bottom Line

Psychological reactance is a reflex reaction to being told what to do, or feeling that your freedom is under threat. It can occur in personal, professional or social settings when you feel that you need to regain a sense of control over your autonomy.

Understand yourself and those around you.

psychology

Psychology

Psychological reactance: how we react to the threat of losing our freedom

Many people become the go-to person everyone at work relies on for more and more job functions until they are unable to keep up.At work, no matter what the job is at the start, they end up being put in charge of multiple people's jobs as they leave the company, take sick or maternity leave, or in lieu of hiring more staff.Should these people start being worse at their job? Or play up their ability to do the primary job they were hired for?

The Problem: Unable To Say No

<ul><li>Learn to prioritize: Do X and Y, or X and Z, but not all three.</li><li>Make sure you're on the same page about your priorities.</li><li>There aren't enough hours in the day for one person to do everything, so a lot will need to be on the back burner until you have time.</li></ul>

How To Handle The Overload Problem

<ul><li>You have to be clear in your own head that you're committed to solving this on your side, and that means not agreeing to take on more than you want to.</li><li>When you agree to try to do everything yourself, you're agreeing to be the only one who carries the burden, and it stops feeling urgent to them. It's better for the organization if things don't get done.</li></ul>

Stick To Your Boundaries And Stay Vigilant

In this “Ask a Boss” column, manager Alison Green advises a letter writer who’s burned-out from being the go-to person for everything at work. They need to be less emotionally invested in doing a good job, Green says, and start enforcing boundaries.

timemanagement

Time Management

‘I Don’t Know How to Say ‘No’ at Work’

We’ve all made mistakes at work before. If you dropped the ball on an important project, or done something to lose credibility and trust at work, there are steps you can take to build it back.After you’ve done the basics (you apologized, you owned up to your mistakes, and hopefully learned from it), the author suggests taking the following steps:<ul><li class="ql-align-justify">Level-set and manage expectations meticulously.</li><li class="ql-align-justify">Balance under-promising and over-delivering.</li><li class="ql-align-justify">Focus on small, quick wins.</li><li class="ql-align-justify">Reassess your situation.</li></ul>

Get Your Credibility Back: Key Takeaways

It’s important to understand that when employees “fail,” it’s often because they don’t meet the expectations that were set for them. You can avoid this by making those expectations clearer from the start of your next project. Kick it off by ensuring that you and all of the stakeholders are <a href="https://www.linkedin.com/pulse/level-setting-expectations-relationship-management-diane/">on the same page</a>.

Manage Expectations Meticulously

Asking probing questions will help you identify your goals and ensure that you have the support and resources you need to reach them.Namely, you will want to find out:<ul><li>Who: Who is your customer?</li><li>What: What are your goals?</li><li>Where: Are there specific geographic or regional considerations to take into account (if applicable)?</li><li>When: What is the expected timeline for key deliverables?</li><li>How: How does your manager want you to communicate this information? How would your teammates prefer to collaborate throughout the project?</li></ul>

Ask Probing Questions

When you fail to meet someone’s expectations at work, you may feel the need to prove yourself the next time you work with them. If you’re not careful, this can lead to you overcompensating and taking on more than you can realistically handle. A better strategy is to <a href="https://www.forbes.com/sites/georgebradt/2017/08/15/why-you-should-under-promise-and-over-deliver-but-not-by-too-much/?sh=da00e2249285">under-promise and over-deliver.</a>When you’re coming from a level of damaged trust, exceeding promises has the potential to rebuild credibility and positively impact a damaged reputation.

Under-Promise and Over-Deliver

Once you set expectations and establish clear objectives and timelines, shift your focus to accomplishing small, quick wins. In a <a href="https://hbr.org/2009/01/the-quick-wins-paradox">study</a> surveying over 5,400 newly promoted leaders and their managers, the one attribute that stood out among high performers was a strong focus on results.  A collective quick win — a visible, high-impact contribution that adds measurably and meaningfully to the success of a project, and therefore, to the success of your team — can rebuild your reputation as a high performer and reassure your manager and teammates of your value.

Focus on Small, Quick Wins

Take a step back every couple of months to assess whether you’re making progress. The amount of time it takes to fully rebuild your reputation will vary based on a host of factors, like your manager’s personality, the magnitude of the previous failure, and more. But in those check-ins you have with yourself, you need to see progress. It can be slow and incremental, but it needs to be there.

Reassess Your Situation

Broken trust and credibility are one of the hardest things to regain in any relationship. Be patient with yourself, and give yourself some grace. We all make mistakes. We should all be given the opportunity to redeem ourselves and use our failures as milestones for our development. With a concerted effort of intentional, strategic actions, it’s possible to regain trust — from others and from yourself.

When you’re new to the workforce, a big mistake can push you back to square one.

So, You Dropped the Ball. How Do You Get Your Credibility Back?

Art must take reality by surprise

"Art must take reality by surprise." - Francoise Sagan quotes from BrainyQuote.com

Francoise Sagan Quotes

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.

teamwork

Teamwork

To Keep Your Best Employees, Ask Them These Questions

<ul><li>Adolf Hitler was born on 20 April 1889 in Austria.</li><li>On 16 August 1914, He joined the Bavarian army & fought for Germany in World War I.</li><li>He was at gunpoint of a British soilder but the soilder left him unharmed in WW1</li><li>He led the Nazi Party from 1921.</li><li>He became Chancellor of Germany in 1933</li><li>While Hitler was in prison, he wrote a book "Mein Kampf"</li><li>Hitler ordered the invasion of Poland in 1939, and this started World War II.</li><li>Hitler and the Nazi regime were responsible for the killing 50+ million civilians and prisoners of war.</li><li>He commited suicide but death of Hitler is still a Conspiracy theory</li></ul>

Who Was Adolf Hitler ?

If you win, you need not have to explain...If you lose, you should not be there to explain!

Do not compare yourself to others. If you do so, you are insulting yourself.

An overview of Adolf Hitler and some of his quotes!

‘MEIN KAMPF’ is the autobiography of Adolf Hitler gives detailed insight into the mission and vision of Adolf Hitler that shook the world. This book is the merger of two volumes. The first volume of MEIN KAMPF’ was written while the author was imprisioned in a Bavarian fortress. The book deals with events which brought the author into this blight. It was the hour of Germany’s deepest humiliation, when Napolean has dismembered the old German Empire and French soldiers occupied almost the whole of Germony. The books narrates how Hitler was arrested with several of his comrades and imprisoned in the fortress of Landsberg on the river Lech. During this period only the author wrote the first volume of MEIN KAMPF. The Second volume of MEIN KAMPF was written after release of Hitler from prison and it was published after the French had left the Ruhr, the tramp of the invading armies still echoed in German ears and the terrible ravages had plunged the country into a state of social and economic Chaos. The beauty of the book is, MEIN KAMPF is an historical document which bears the emprint of its own time. Moreover, Hitler has declared that his acts and ‘public statements’ constitute a partial revision of his book and are to be taken as such. Also, the author has translated Hitler’s ideal, the Volkischer Staat, as the People’s State. The author has tried his best making German Vocabulary easy to understand. You will never be satisfied until go through the whole book. A must read book, which is one of the most widely circulated and read books worldwide.

Mein Kampf

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