While creativity often draws on a deep knowledge base, creative products, by definition, are much more than expert products. This is because creativity must be <a href="http://www.tandfonline.com/doi/abs/10.1080/10400419.2012.676974">original, meaningful, and surprising</a>. Original in the sense that the creator is rewarded for transcending expertise, and going beyond the standard repertoire. Meaningful in the sense that the creator must satisfy some utility function, or provide a new interpretation. This constantly raises the bar of what is considered useful, and puts immense pressure on creators to find new meanings.

Creativity: The Definition

Creative products must be surprising in that the original and meaningful creative product must be surprising not only to oneself, but to everyone. This is exactly how the <a href="http://www.tandfonline.com/doi/abs/10.1080/10400419.2012.676974">United States Patent Office</a> evaluates new applications. Original and meaningful ideas that could have been created by any expert in the field are considered "obvious" and are therefore unpatentable. Creative products-- such as the discoveries of <a href="http://psycnet.apa.org/journals/aca/6/3/243/">Galileo</a> and Leeuwenhoek-- are surprising to everyone, novices and experts alike.

Original, Meaningful and Surprising For Everyone

If only creativity was all about deliberate practice. We could all just practice our way to creative acclaim. But in reality, it's impossible for creators to know completely whether their new idea or product will be well received.Only someone with almost infinite wisdom could figure out that the time is most ripe to conceive an experiment rather than a theory, to write a poem rather than a play, to paint a portrait rather than a landscape, or to compose a symphony rather than an opera.

Creativity Is Often Blind

While expertise is characterized by consistency and reliability, creativity is characterized by many false starts and lots and lots of trial-and-error. If creativity was merely a function of deliberate practice, you would expect that with increasing deliberate practice would come increasing creativity. But that's not what you find when you look at the career trajectories of creators.

Creative People Often Have Messy Processes

When creators put something novel out into the world, the reactions are typically either acclaim or rejection-- not nearly as useful feedback as making a foul shot to audience applause or checking your weight on a scale to see if you're making progress toward your weight goals.The standards for artistic and scientific products are constantly changing. What may be considered a "revolutionary" best-selling book at one moment in time, may be considered utter drivel by future generations. This surely makes it hard to deliberately practice your way to a revolution!

Creators Rarely Receive Helpful Feedback

The idea that it takes 10 years to become a world-class expert in any domain is not a rule. Many composers took less than 10 years and even more took longer than 10 years. <a href="https://www.psychologytoday.com/articles/200811/confessions-late-bloomer">Creativity doesn't have an expiration date.</a> Creativity seems to happen when it's ready to happen.

The "10-Year Rule" Is Not a Rule

If we define talent as simply the rate at which a person acquires expertise, then talent undeniably matters for creativity. Some people clearly get more bang for the buck out of a given training regimen. This may be an inconvenient truth, but it does counter the idea that creativity is only about deliberate practice. Expertise acquisition appears to be the least interesting aspect of creativity as creators tend to be in a hurry to learn what exists so that they can go beyond what exists.

Talent Is Relevant to Creative Accomplishment

Not only does the speed of expertise acquisition matter, but so do a whole host of other traits. People differ from one another in a multitude of ways. This includes general and specific cognitive abilities (IQ, spatial ability, verbal reasoning, etc.), personality dispositions, interests, and values. Nevertheless, there do appear to be some traits that are conducive to creativity across domains.

Personality Is Relevant

<a href="http://humancond.org/_media/papers/bouchard04_genetic_influence_psychological_traits.pdf">Modern behavioral genetics</a> has discovered that virtually every single psychological trait-- including the inclination and willingness to practice-- is influenced by innate genetic endowment. This doesn't mean that genes determine our behavior. It just means that genes are relevant influences on our behavior, including our creative behaviors. This doesn't mean that environmental factors are unimportant

Genes Are Relevant

Environmental experiences substantially affect creativity-- including socioeconomic origins, and the sociocultural, political, and economic context in which one is raised. These environmental factors are most likely larger compared to genetic factors. Another hugely important environmental factor for creativity is the <a href="http://onlinelibrary.wiley.com/doi/10.1002/j.2162-6057.1979.tb00211.x/abstract">availability of role models</a> in one's childhood and adolescent years.

Environmental Experiences Also Matter

While the deliberate practice approach tends to focus on highly specialized training and purposeful techniques designed for improvement within a specific field, creative experts tend to have broader interests and greater versatility compared to their less creative expert colleagues. Rather than a dogged single pursuit of a single research question, the most creative scientists throughout history engaged in "networks of enterprise", where they pursued a large number of loosely related projects.

The Polymath: Creative People Have Broad Interests

The deliberate practice approach assumes that performance is a linear function of practice. While this may be true for many well-defined domains of human achievement, this doesn't appear to be the case for creativity. The relationship between knowledge and creativity is best characterized by an “inverted U-shaped” curve: Some knowledge is good, but <a href="https://books.google.com/books?hl=en&lr=&id=jlGZAgAAQBAJ&oi=fnd&pg=PA157&dq=+Expertise+and+intelligent+thinking:+When+is+it+worse+to+know+better%3F+&ots=itjU5mwQnX&sig=9GCfhmL_lnCJ4j22YvnYXyqWSdQ#v=onepage&q=Expertise%20and%20intelligent%20thinking%3A%20When%20is%20it%20worse%20to%20know%20better%3F&f=false">too much knowledge can impair flexibility</a>. In fact, in some fields such as creative writing, there is an <a href="http://www.amazon.com/Greatness-Who-Makes-History-Why/dp/0898622018">optimal amount of formal schooling</a>, after which further schooling decreases the likelihood of writing highly creative fiction.

Too Much Expertise Can Be Detrimental to Creative Greatness

If creativity were all about deliberate practice, then outsiders who lack the requisite expertise shouldn't be very creative. But many highly innovative individuals were outsiders to the field in which they contributed.These individuals didn't deliberately practice down an already existing path; they created their own.

Outsiders Often Have a Creative Advantage

The deliberate practice approach is focused on using deliberate problem solving to learn an existing set of rules within a domain. Creative people are not just good at solving problems, however. They are also good at finding problems.

Sometimes the Creator Needs to Create a New Path for Others to Deliberately Practice

Stashed ideas

Creativity Is Much More Than 10,000 Hours of Deliberate Practice

Tuckman’s model explains the different stages that teams go through until they transform into high-performance teams. The model helps you understand your teams and have a better knowledge of how to help and support them.

Developing teams with Tuckman’s model

<ul><li>Childhood. Children need lots of accompaniment and support.</li><li>Adolescence is a period of change and conflict in the physical area as well as attitude and behaviour. The need to find an identity is also highlighted.</li><li>Young adulthood. Young adults work to become independent from their parents. They take responsibility for themselves and make their own decisions.</li><li>Middle adulthood. People have gained experience and are better prepared to handle the stresses of life.</li><li>Late adulthood. It’s a stage of acceptance of a more leisurely and relaxed life.</li></ul>

Comparing Tuckman’s model to the periods of human development

<ol><li>Forming stage. It is similar to the childhood stage. Teams just formed and don't know each other, not have an understanding of the purpose of the team.</li><li>Storming. This stage is similar to the adolescence stage. Teams will consolidate interpersonal relationships.</li><li>Norming is similar to young adulthood. Understanding and cohesion form.</li><li>Performing is similar to the stage of middle adulthood. This is when the team are high-performing.</li><li>Adjourning, compared to late adulthood, is the stage when high-performance teams reached their missions and must disband.</li></ol>

Tuckmna's stages of team development

The team is just formed, so the team members don't know each other and don't have a clear understanding of the purpose and vision of the team. The Role of the Leader in the Forming StageThe key is to guide the team, develop working agreements, and set the direction to follow. Management 3.0 comes in during the forming stage<ul><li>Personal Maps: Increase trust and connections with the team.</li><li>Work profile: Think about job titles not as a specific role but as the value they add.</li><li>Identity symbols: Give a sense of belonging to the team by defining their name and image.</li></ul>

First Stage: Forming

Different members start losing shyness and begin to express their characteristics and points of view. Conflicts are healthy, but the team need to work on them. The Role of the Leader The leader will coach the team, encouraging the participation of the different workers but within the boundaries of a climate of dialogue and assertiveness. Management 3.0<ul><li>Diversity Index: Understands the importance of diversity.</li><li>Feedback Wrap: Creates a healthy culture through constructive feedback.</li><li>Happiness Door: A tool for teams to express their opinions.</li><li>Value Stories: Guides the team to find team values.</li></ul>

Second Stage: Storming

Conflict gives way to understanding and cohesion. The Role of the LeaderGood harmony allows the leader to take a step back and act as a facilitator. Management 3.0 practices<ul><li>Celebration Grid: Talk about the different experiments and what the team learned about them.</li><li>Moving Motivators: Understand individual and team intrinsic motivators.</li><li>Team Competency Matrix: Find the competency gaps the team needs to reach their goals.</li><li>Team Decision Matrix: Help the team consider how they will make their daily decisions.</li><li>Steps to Happiness: Connects the work with the team's happiness.</li></ul>

Third Stage: Norming

This a high-performance team, capable of carrying out their tasks with a great degree of autonomy and an excellent level of effectiveness <h4>The Role of the Leader</h4>Delegating tasks and responsibilities, and transferring trust and respect. Management 3.0 practices<ul><li>Change Management Game: How the team will face the changes they are involved in.</li><li>Delegation Poker: Agree with the team on how tasks and responsibilities will be delegated.</li><li>Kudos: Congratulate and recognize everyone’s good job.</li><li>Niko-Niko Calendar: Visualize how everyone is and their mood.</li></ul>

Fourth Stage: Performing

High-performance teams must disband because they have fully fulfilled their mission. <h4>The Role of the Leader</h4>Celebrate the team’s achievements to reinforce the professionals’ sense of pride and satisfaction and instil motivation for future assignments. Management 3.0 toolsKudos: Take a moment to recognize and thank the different team members for their actions.

Fifth Stage: Adjourning

A model for analysing your teams and detecting different behaviours and patterns.

What is the Tuckman model referring to, what are the various stages of team development? Forming, Storming, Norming, and Performing explained

Tuckman model: Stages of team development

There are no shortcuts to knowledge, especially knowledge gained from personal experience. Following conventional wisdom and relying on shortcuts can be worse than knowing nothing at all.
Learn to separate facts from perception. Especially when the “facts” seem to dictate a certain outcome, look for alternative narratives and explanations coming from radically different perspectives. Even one alternative, plausible scenario can breathe life back into you and your workforce.

First Hand Knowledge

Running a startup, you only ever experience two emotions: euphoria and terror. You need two kinds of friends in your life: <ul><li>One you can call when something good happens, and they’ll be excited for you.</li><li>One you can call when things go horribly wrong.</li></ul> Treat the people who leave fairly, or the people who stay will never trust you again.

I Will Survive

Sometimes the only way to survive is to purposely go out and fall on your face, so you can learn fast and know what is needed. Whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.
Figuring out the right product is the innovator’s job, not the customer’s job. The innovator can take into account everything that’s possible, often going against what she knows to be true. This requires a combination of knowledge, skill, and courage.

This Time With Feeling

When you are building a company, you must believe there is an answer, and you cannot pay attention to the odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; the task is the same.

When Things Fall Apart

The ability to focus and make the best move when there seems to be no good moves is crucial. When things get unbearably difficult, and the struggle begins.
<ul>
<li>Do not put it all on only your shoulders.</li>
<li>CEOs Should Tell It Like It Is and ensure informal information and ideas are flowing freely in your company.</li>
<li>You will have to lay people off at some point. Hence, get your head right by focusing on the future of the company rather than the past.</li>
</ul>

The Secret Of A Successful CEO

It is crucial to create a good work environment. It’s important that the people who spend most of their waking life at work have a good environment to exist in while there. Being a good company doesn’t matter when things go well, but it can be the difference between life and death when things go wrong. When things go well, there are many reasons to stay at a company: <ul><li>Your career grows as the company grows, attractive jobs naturally open up</li><li>You’ll be impressing your friends and family. </li><li>Your résumé gets stronger by working at a blue-chip company.</li></ul>

Take Care of People, Products, and Profits

<ul>
<li>Hire for strength rather than lack of weakness.</li>
<li>Have clear expectations of who you are hiring with a realization that there is something seriously wrong with every employee in your company (including you). Nobody is perfect.</li>
<li>Involve multiple people in brainstorming but make the final decision solo. Consensus-based decisions tend to sway the process away from strength and towards weakness.</li>
</ul>

The Three Keys Of Hiring

Being a big company executive is very different from being a small company executive.  Big company executives are driven by interruptions, while startup executives know that nothing happens unless they make it happen. A big company executive has an incredible number of incoming demands on his time, whereas in a small company without a massive push, the company will stay at rest.

Big Company, Small Company

<ul><li>Hire people with the right kind of ambition; otherwise, your company would turn into the political equivalent of the U.S Senate. </li><li>Maintain strict policies and processes on organizational design, performance evaluations, promotions, and compensation</li><li>Promote experienced employees by measuring results against objectives, management skills, innovation, and their ability to work well with others.</li><li>Ensure one-on-one meetings between employees and managers. These are an excellent platform for employees to discuss their as yet unheard brilliant ideas, pressing issues, and chronic frustrations.</li></ul>

The Growing Concern: How To Minimize Politics

A startup should focus on what needs to be right rather than worrying about what is wrong. One of the most difficult challenges is keeping your mind in check. You need to be able to move aggressively and decisively without acting insane. To calm your nerves, find someone you can talk to who understands what you’re going through. Put your ideas, challenges, and fears on paper for a better focus on where you are going and not what you are trying to avoid. There is a fine Line Between Fear and Courage — People who watch you judge you on what you do, not how you feel.

Losing The Way

There are no rules in business. Things may seem to be going well, but they can change in an instant. You need accountability and creativity to succeed in business. Accountability is the key for effort, promises and results. The hard things will always be hard; courage and grit are the keys to success.

There Are No Rules

“Hard Things” gives an insider’s perspective on what it’s like to lead and scale a startup.

Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog. While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in. Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

The Hard Thing About Hard Things

<ol>
<li>They do not use their problems as an excuse from mistakes. They don't let the problem affect their ability to perform.</li>
<li>They know how to take accountability for their actions.</li>
<li>They are independent and are proactive in learning how to solve problems on their own until a collaboration is needed.</li>
<li>They explore different methods on how they can do their best work and focus on their strengths, not their weaknesses.</li>
</ol>

Behaviors of highly engaged employees

Managers create the conditions that promote the behaviors of engaged employees with the relationships they establish.
<ul>
<li>The bosses who individualize create a space for their employees to seek out their strengths and only ask when advice is needed.</li>
<li>The bosses who generalize will often require constant managerial intervention because they don't foster engagement-creating behavior.</li>
</ul>

The management and highly-engaged employees

Asking engagement oriented questions allows the employee to be able to think for themselves and to examine situations, analyze their own performance and generate great ideas or solutions.
This method is modeled from the Socratic Method that aids in stimulating mindful observation and critical thinking.
For example: "This report has been on your desk for a while now. Are you having trouble getting the information you need to complete it? Do you need help?"

Engagement-oriented questions

Managers influence the engagement of employees and can act either as a coach or boss. Help employees own their engagement. When an employee’s basic needs are met, they are more engaged.

Career

What Engaged Employees Do Differently

The professional benefits of networking are well-documented. But if the very thought makes you squirm with discomfort, you aren’t alone.
Networking makes people feel morally impure, especially workers lower on the professional food chain who see engaging in networking as selfish. Still, failure to network has real consequences for workplace performance.
New research suggests that, for those who loathe happy-hour meetups and employee get-togethers, a change in attitude could be the ticket to a bigger network and more productive career.

Networking Professionally

“Think about networking as an opportunity rather than a burden. That’s the biggest hurdle you need to overcome.”

In an extensive research, it was found that the more promotion-focused respondents were, the less impure they felt about networking; the more prevention-focused they were, the more they experienced that “ick” factor.

Making Networking Less Uncomfortable

<ul><li>Researchers examined how encouraging a promotion or prevention focus might influence people’s responses to networking. </li><li>They looked at two different kinds of networking: spontaneous, unintentional networking and intentional, concerted glad-handing.</li></ul> Results of various related studies showed that promotion focus results in fewer feelings of impurity, but a prevention focus has you reaching for a hand sanitizer.

A Prevention Focus: Networking Feels Like Dirty Work

Further statistical analysis confirmed that it was the greater feelings of impurity that led people in the prevention group to network less than people in the promotion group. In other words, if you can shake off the dirty feeling, you’re more likely to shake new hands.

Research Into Practice

<ul><li>Research offers a simple way to help reluctant networkers overcome their discomfort.</li><li>The more you view networking through that promotion-focused lens, the easier it will feel, and the more likely you’ll be to actually do it.</li><li>Remind yourself that networking isn’t just selfish.</li><li>By expanding your own professional network, you may be able to help employees or colleagues find their next opportunities.</li></ul>

Washing Your Hands of Networking Discomfort

If you’re avoiding networking opportunities, you’re likely hurting your career. A simple shift in mindset could get you back in the game.

Dread Networking? Here’s How to Make It Feel Less Icky.

When people feel psychologically unsafe or undervalued at work, they often protest quietly and unconsciously. They may stop trying to work hard or may subtly undermine leadership. They may become disengaged at a great cost to the global economy.
If you're a leader and want to avoid walkouts or checkouts before they happen, you can do three things.

Disengaged at work

Walkouts and checkouts happen when employees don't feel heard, respected or considered. Some people close down and shut off when they feel like they don't belong or are unimportant. Managers can avoid this pitfall by frequently inviting people to speak up at work. These invitations should be a routine part of our engagement with each other.

Unblock communication

Sometimes, employees will raise issues that leader's don't agree with. At that moment, leaders can choose what kind of culture they will have. At a minimum, we can have a dialogue. We can try to find some common ground. If that is not possible:<ul><li>Employees can choose to leave the company.</li><li>They can continue to do a good job and wait to discuss the problem another time.</li><li>They can respectfully acknowledge their differences and agree to keep working on the issue.</li></ul>

Be responsive

Just trying to avoid checkouts and walkouts is setting a low bar. We can strive for more by inviting people to bring their whole selves to work. We are more than the sum of our resumes. When everyone can bring the entirety of life experiences, they can increase what they have to offer.

Aim higher

On Monday morning, talk to ten different people at your organisation and ask them in person or online: "What don't we talk about around here that we should be talking about?" You may get awkward silence at first, but later people will probably come back to you with an answer. By asking this question, you have created an openness to keep asking questions.

How to start unblocking communication

It's possible to stop employee checkouts or walkouts before it's too late, says organizational culture expert Chris White. Just follow these three basic principles.

3 ways to create a work culture that brings out the best in people

When you&#39;re starting out it feels difficult to start something with a budget but chances are there are more than enough tools out there that are within your budget range.
Most likely than not these are enough to nudge you to follow through on your big ideas.

Letting a small budget hold you back

Everyone has their own communication style and it is important that we know how to talk to the other person without sounding aggressive or like a know-it-all.Look for ways to communicate where the other person would be most receptive and where your desired impact will be effectively seen.

Not using your voice or incorrectly using it

Be pro-active. Take the initiative to be creative because you have the ability to pave the way for immense growth for both the company and yourself.Whenever possible take the time to stop and observe what is going on at your startup, list the things you've noticed, and present this list to your leader and ask which items you can go after.This helps them see that you have initiative without stepping on anyone's toes.

Waiting for things to be handed to you

Your job description is only a general guide of what the company needed at the time when they were hiring. Take this as the opportunity to learn that comes rarely.Begin listening, observing, and asking questions. This will help you get some hands-on experience in building a foundation in various areas of the company while also getting a grasp of their needs before hiring specialized people.

Limiting yourself to your job description

At a startup, there will be opportunities after opportunities and you will be eager to prove yourself. While nothing is wrong with this, it is important to make sure that you will not overwork yourself in order to get a pat on the back.
Never compromise your sanity and learn how to take the time off. Setting boundaries will help you feel less burnt out.

Not setting boundaries

Flexibility not only on projects but also on how you handle things is important.Take things in with stride and reflect on the skills you've learned.

Being inflexible

Feedbacks at startups hit different and it may often catch you off-guard.It is important to be proactive with creativity but also with feedbacks, may these be positive or negative.When feedbacks are given, reflect on it, and work on it. Don't limit yourself because you always have the potential for growth.Actively change your mindset and change your attitude in order to strengthen your reactions to feedbacks.

Being wary of feedback

It is important to let people know what you are working on.At a startup, the people we are working with are usually wearing many different hats all at once and the possibility of having many hands in one project is possible.Over-communicating is a learned skill and it may take a while but you will then be able to mitigate micromanaging, avoid duplication of work, and every work you do is noted.

Not over-communicating

Having low confidence in yourself and in your line of work is an inevitable feeling to experience but you are hired because you are worthy of a spot on a rocket ship.Don't sulk on the negative self-talk because all of us will need to get comfortable with the feeling of uncertainty and not knowing all of the answers. It's normal, so fight back the imposter syndrome.

Giving in to imposter syndrome

One of the best things you can do for your career is to generalize your skills.On one hand, you are learning about marketing while on the other you are taking on sales initiatives. This is of course dependent on your knowledge of things but being able to generalize can teach you a little about everything and can help you realize what you actually want to specialize in.

Specializing instead of generalizing

10 mistakes you're making as a startup employee | Zapier

Asynchronous communication is when the exchanges of information among colleagues, clients or businesses do not happen in real-time, but whenever the other person is able to communicate. Our workdays are already filled with async communication (like email) but the pandemic has forced a lot more people to leave their shared workspaces and sit at their homes.
Zoom and even instant messaging is synchronous communication, and async communication is actually slow and less collaborative among team members, something which leads to confusion and even isolation.

On Your Own Time

Remote work involves asynchronous communication, but also involves Zoom check-in meetings and real-time messaging, making it a hybrid activity.
The pandemic has forced async communication on various companies which are now facing the pros and cons.

Remote Working And Async Communication

<ul>
<li>The main advantage of async communication is that it enables deep thinking, as the expectation of someone responding immediately isn’t there.</li>
<li>People can work in ‘flow’ mode and then schedule a time to communicate at their own convenience.</li>
<li>New joiners are easy to get on board, as they have access to extensive information and get synced up before they start.</li>
<li>Meeting fatigue is reduced as people can watch recorded meetings on their own time.</li>
<li>Traditional office hours and location are no longer something to worry about, as Flexi-work across the globe becomes the norm.</li>
</ul>

Advantages Of Asynchronous Communication

<ul>
<li>Async communication blurs the line between work and home, something that already became fuzzy since smartphones came(starting with the Blackberry, for those who remember them).</li>
<li>There is a feeling of disconnection from the rest of the team members, with the interactions lacking visual cues and warmth.</li>
<li>The workers are responsible for being up to date with every new development.</li>
<li>Work is done alone and each worker is responsible for their own productivity, with some employers seeing it as a trust issue, with increased monitoring.</li>
<li>As companies have different work environments and data privacy issues, problems of micromanagement arise with remote workers doing asynchronous communication.</li>
<li>Lack of socializing and a dearth of informal conversations are common problems for team members working alone at home in different parts of the world.</li>
<li>Messages on Slack, even with the emoji are sometimes misinterpreted by colleagues. Many workers are email fatigued, more prone to misread the message.</li>
</ul>

Challenges Of Asynchronous Communication

Both Async and Sync communication is necessary in a workplace.
As real-time communication is necessary to boost team morale, employee engagement and creative brainstorming, we cannot rely on only asynchronous communication. The manager needs to balance the communication methods to create a model best suited for the company culture.

Sync Or Async: Best Of Both Worlds

More of us are working different hours than our colleagues, reducing our real-time communication. Will it stay this way?

How asynchronous communication could change your workday

Many workplaces encourage their employees to be vulnerable and authentic as it can bring people closer and make teams stronger. 
But doing so can also backfire. Many people fear to be vulnerable at the wrong time or with the wrong person. It may make them seem incompetent if they’re in a more performance-oriented culture at work.

Reluctance to be vulnerable

Just because vulnerability helps to build trust doesn’t mean you should share everything with everybody. The key to vulnerability is in establishing boundaries.
We share our emotions and experiences to move our work, connection or relationship forward. Therefore we have to examine our intention around sharing, question who we’re sharing with, and whether it’s the right thing.

How open you should be with your coworkers

The most vulnerable and authentic leaders personally disclose very little. It means that you can be vulnerable without revealing everything about your emotions or life.
You could say, “I’m really struggling right now. I have some stuff going on, and it’s hard. I want you to know what support looks like for me is that I’ll check in with you if I need something or I may take some time off. I will bring it up with you when it’s helpful for me but don't want to answer a lot of questions about it.”

How to be vulnerable while maintaining privacy

In this special excerpt from the TED podcast WorkLife with Adam Grant, Adam and Brené Brown discuss how open is too open when it comes to the workplace.

How to be vulnerable at work without spilling everything, from Brené Brown

Observing the psychological aspects of kindness, witnessing a kind act makes one feel a ‘warm glow’ in our hearts, something which researchers call moral elevation.
When people watch other people being generous and kind, it inspires and motivates them to want to do good.

Kindness Is Contagious

When people observe kindness or generosity, they may be subtly pressured to look good and be more giving themselves. But this is just one of the minor reasons, as many act in an anonymous manner.
Seeing the other person being kind, people get to unconsciously copy their behaviour as the prosocial desire for goodness is rekindled.

Reasons For Kindness Attracting

<ul>
<li>Women seem to be affected (or motivated) more than men by the kind behaviour of other people.</li>
<li>A kind act on the street, or on TV had the same effect on people.</li>
<li>The kind of kindness witness related to the response of the witness. If the act was praising, for instance, the response would be similar.</li>
<li>If a lot of time passed between witnessing the act and trying to act in a similar manner, the giving impetus diminished.</li>
</ul>

Research On Kindness: The Findings

A new study finds that when we witness kindness, we're inspired to be kind ourselves.

Creativity Is Much More Than 10,000 Hours of Deliberate Practice

Tuckman model: Stages of team development

The Hard Thing About Hard Things

What Engaged Employees Do Differently

Dread Networking? Here’s How to Make It Feel Less Icky.

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