In the workplace, every single person, from the leaders to the team members, is different…
Each person comes with a different personality, different values and different levels of soft skills.
Companies and leaders often seek solutions like team-building to remove tension between people, to take the edge off, to smoothen processes and to increase productivity.
Because team-building activities can be expensive, demanding, time-consuming and feel like a chore to most, The Go Game App provides new ways and customizable solutions to build up your team.
The Go Game is an application that promotes professional effectiveness, connects your team and somehow entertains your team using real world surroundings.
Even if you and your team don’t see yourself hanging with your each other and other coworkers after hours, The Go Game leverages their virtual event platform to provide:
Virtual events.
In person events.
Hybrid events, bringing together in person teams and remote teams.
Events can be as short as 1 hour for virtual events and 3 hours for in person events.
Sometimes, as a leader, you may have to teach something, share your knowledge or go and learn something yourself…
Effective teaching is required when leaders interact with their team, want to share useful ideas with their team or wish to increase overall expertise.
Below are five essentials skills to acquire to teach effectively.
Hope that I’ve helped you get it together on your way to leadership!
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Difficult people intentionally, consciously or voluntarily create difficult situations for others around them and can easily slow down productivity and break down morale…
Dealing with difficult people is part of leadership.
Below are five essentials skills to acquire.
We host training programs all year round in Paris, France.
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If you work in an international setting, it is not always easy to grasp every message conveyed or to share your thoughts and vision in a different language…
If you are not writing in a language that is yours, you have to get your point across all while being careful about what you say and how you say it.
Quillbot is an AI-based paraphrasing and grammar checking tool that guarantees a greater understanding and an adept communication style, tone and language.
If your writing is feeling flat or inappropriate for your audience, Quillbot helps you craft topic sentences from your own ideas and drafted arguments and keep the message of your sentence.
Furthermore, Quillbot provides the tools to refine your writing, vary your vocabulary by giving you several word options, and articulate your sentences in the style that you need whether your style leans towards formal, fluency, standard, creative or shorten.
This paraphrasing tool can even highlight grammar errors and include citations.
Finally, Quillbot facilitate your language improvement by providing feedback on the structure and sense of your sentences.
Journey To Leadership curates the best apps available on the market to satisfy the needs of our readers and leaders.
You’ve got a great app and want to promote it on our website, make sure to check out our prices and to contact us.
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They say, when you get to work, leave your feelings at the door.
I mean, that’s what they say…
In the workplace, most conflicts exist because of a gap in values.
Indeed, at work, you rub elbow with people who don’t necessary have the same values as you do.
Conflicts can simply result in one’s definition of work ethic or quality of work.
For instance, your feelings can easily be hurt by some people are less efficient and need extra hours, some are workahalics and do it for the love of work, some don’t care about the job or the work they put out…
In addition, your feelings can also be hurt by short deadlines or the way someone talk to you.
Leaders have different ways of getting out of these feelings.
1. They remember who they are
They don’t get lost in the drama of their feelings.
Instead, they separate themselves from their work.
Even if their feelings have been hurt at work, they separate their identity from their work.
2. They take responsibility
They realize that they are responsible only for themselves and for how they feel.
They acknowledge that they can only control of themselves.
3. They confront themselves and the situation
Confrontation always has the negative connotation of conflict, drama and unresolved issues.
However, confrontation can also be facing the situation head on and examining the situation for what it is.
You don’t necessarily have to go face to face with someone to solve an issue especially when we’re talking about values:
You may have to confront yourself and ask yourself why you are feeling these feelings.
You may have to assess the situation and ask yourself why is this situation triggering these emotions.
4. They stay on goal
One way leaders get out of their feelings is by having solid and clear goals that will keep them focused on something other than themselves.
5. They use humour
Leaders who have a sense of humour take life with a grain of salt and have a tendency to get out of their feelings faster than
6. They use affirmations
Words of affirmations remind people of who they are and who they want to be.
They remind leaders of the principles that they
Last Words Of Advice
Don’t forget to use your relationships, your hobbies, your favorite activities or exercise to help you shift your mindset.
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Below are the 6 best leadership and self help books that you can read right now to develop your sense of direction, find your most authentic self and achieve your goals!
Wondering what are the best leadership books to read before this year comes to an end?
1. Grit By Angela Duckworth
Grit is nothing more than a combination of courage, passion and perseverance.
In her book Grit, Angela Duckworth interviews a series of leaders from all walks of life whose grit has helped them succeed and whose stories will surely inspire you.
2. How To Win Friends & Influence People By Dale Carnegie
In How To Win Friends & Influence People, Dale Carnegie gives practical advice on how to successfully attract people, convert their way of thinking towards our ideas, on how to be more confident, achieve more and reach your highest potential in life thanks to your relationships.
3. The Little Book Of Big Lies By Tina Lifford
In The Little Book Of Big Lies, Tina Lifford gives helpful advice for you to build up your inner self and shares fourteen real life stories to help you move on from trauma and your past.
4. Year Of Life By Shonda Rhimes
In her funny memoir Year Of Life, Shonda Rhimes shares her poignant life story and her journey towards personal success.
Throughout her book, she makes you laugh but also reflect on the power of saying yes, of continually staying positive and focused.
5. The Magic Of Thinking Big By David J. Schwartz
David J. Schwartz teaches us throughout The Magic Of Thinking Big to:
Think big and set bigger than life goals.
Overcome our fear of failure by actually accomplishing our goals.
Fail forward and trust the process.
6. The Obstacle Is The Way By Ryan Holiday
In The Obstacle Is The Way,Ryan Holiday employs the lessons of Greek philosophy to help you see past your failures and obstacles.
He encourages you to persevere no matter what and to apply a certain stoicism to most of your life situations.
Last Words Of Advice!
Each one of these books demonstrate ways to achieve long term success, accomplish your dreams and figure out a solution to every single one of your problems.
To top it all off, these books also exhibit great examples of people who have remained optimistic and creative in the face of challenges.
Hope that I’ve helped you get it together on your way to leadership!
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Journey To Leadership is now hosting networking events…
Give people the opportunity to make decisions for themselves and to correct themselves.
Don’t hurt people’s self-esteem and don’t diminish them in their own eyes
Review
How to Win Friends & Influence People by Dale Carnegie aims to educate adults into building healthy relationships and climbing up the social ladder.
Dale Carnegie shares contemporaneous and pragmatic principles that serve as guidelines for leaders who wish to network and grow their social capital.
Most of these principles are essential to life as much as the business world and will increase your skill in human relationship.
However, Dale Carnegie promotes the praising or “sucking up” game and uses the term “friend” very loosely.
That is because most of the principles are geared towards the business world and most of his examples are taken from people who have successfully implemented these principles.
Unfortunately, praises don’t work on everybody and is not a solution to all problems.
Let me know below what you think about this book!
Favorite quote(s)
Any fool can criticize, condemn and complain – and most fools do.
But it takes character and self-control to be understanding and forgiving.
Hurting people not only does not change them, it is never called for.
We seldom are perceived the way we see ourselves or the way we want to be perceived.
Contrary to popular belief, our facial expressions are not always readable, our emotions are not that obvious and we don’t communicate as much as we think we do.
Guided Perceptions
There are many heuristics and assumptions that guide our perceptions and create inaccurate interpretations of people.
Assumption #1: The confirmation bias
Some people look at you and see what they expect to see, taking into account the stereotypes of the groups to which you belong, your culture and their past experiences with you.
Assumption #2: The primary effect
Other people forme their perceptions of you using their initial impression of you.
With this assumption, first impressions are lasting impressions.
Assumption #3: Stereotypes
Stereotypes are the beliefs about categories of people to “better understand” them.
Assumption #4: The halo effect
The halo effect is the belief that someone, with one powerful positive trait, has a lot more positive traits.
Assumption #5: The false-consensus effect
The false-consensus effect is the belief that others think and feel the same way that we do.
The Two Phases of Perception
There are two phases of perception that exist in every interactions: Phase 1 or System 1 and Phase 2 or System 2.
Phase 1 or System 1 is the automatic and effortless ability to recognize strong emotions in someone’s facial expression and voice, to identify, categorize and interpret a given behavior, to attach that given behavior to “some aspect of your personality, character or abilities”.
First impressions are made in Phase 1.
Perception often stops at Phase 1 and people, being busy, tend to rely heavily on heuristics and assumptions.
Phase 2 or System 2 is the ability, through complex and effortful mental operations to get a complete and accurate understanding of someone, by taking into account additional factors about yourself.
This effort has to purposefully be motivated by an attention-grabbing circumstance.
Distortion of The Phases of Perception
The level of trust, the possession of power and the size of the ego tend have an impact on these phases of perception.
However, these distortions can be averted by understanding the circumstances and the wanted results of each interaction.
The level of trust
Most of the time, people are not just trying to make assumptions about you but are trying to find out unconsciously if they can trust you, especially in the workplace: are you a friend or a foe?
The decision to trust is made unconsciously in Phase 1 of perception and depends on the way that you project warmth and competence.
To increase trust to the people around you:
Convey warmth indirectly by giving subtle but genuine complements, by providing assistance whenever you can, by showing interest in others feelings and thoughts.
Demonstrate empathy by acknowledging someone else’s perspective.
Manifest your trust in people first by being cooperative, talking about your vulnerabilities and challenges.
Transmit competence by making eye contact while speaking.
Show will power by showing self-control.
Avoid overconfidence by showing modesty and restraint.
Adopt a power pose in order to take up most of the space, to signal your competence.
Emphasize your potential for greatness and for success.
The possession of power
Having more or less power changes the impressions that we form about one another.
Powerful people tend to be overwhelmed with responsibilities and have no time to spare, to be focused on their goals, rely heavily on stereotypes to categorize people, stay stuck in Phase 1 of perception.
Furthermore, the sad truth is that powerful people don’t pay much attention to less powerful people.
To get noticed by powerful people and to increase your influence:
Be instrumental to their success.
Find out how you can align your. objectives with those of the powerful.
Ease their burden.
Anticipate their needs and challenges.
Avoid complementing them because they don’t care.
The size of the ego
Perception is distorted by the size of the ego in such ways that you must come out on top, feeling good about yourself.
Your ego has the purpose of protecting and enhancing your self-esteem.
To control the way people perceive you through their ego, you will need to:
Help people enhance their self-esteem.
Evaluate the threat that you and your abilities pose to your colleagues.
Be humble about your accomplishments, past and current difficulties. Avoid tooting your own horn, playing dumb or acting like someone else.
Affirm other people by praising them and their achievements.
Avoid stereotyping other people.
The eager reward seekers and the vigilant risk mitigators
The safety and security of our personal situations also poses a threat to our perceptions of people, of our colleagues and of our career.
On one hand, the eager reward seeker looks for opportunities everywhere, are effective, risk takers, rule breakers, adventurers, optimistic, motivated, innovative and often creative.
Unfortunately, eager reward seekers are prone to fail and to underestimate problems.
On the other, the vigilant risk mitigators see danger everywhere they go, are vigilant, risk averse, reliable, thorough and deliberate, prone to analytical thinking and self-doubt.
To get the best of both types of people, simply adapt your language to each of them by making one see a potential for gain and the other a cautionary plan.
The clingy, anxious and the aloof, avoidant
The need for closeness shapes our relationship with others.
The clingy and anxious people tend to have low self-esteem, need validation, constantly seek closeness and are worried that the people that they have built a relationship with will leave them, see injuries and slights where there aren’t, fear rejection.
To accommodate them, practise empathy, don’t take it personally, clarify your speech, stay reliable to this person.
The aloof and avoidant people don’t foster close relationships but instead maintain emotional distance.
To accommodate them, don’t take their behaviour personally, restraint your own warmth, give them time to open up.
Correcting bad impressions and fighting misunderstandings
Finally, to correct bad impressions and start over on the right track, you can exhibit attention-getting evidence of the contrary evidence of you so they can notice and cannot deny reality.
You can also force people to revisit their opinion of you by making them feel that their judgement is unfair or unequal.
Finally, you can make people depend on you and need you to reach their goals.
Review
No One Understands You and What To Do About It by Heidi Grant Halvorson is a great self-development book that explores the prominent reasons why we are often misunderstood and gives useful advice on how to clean up our reputation, to clarify a difficult situation.
Every single conclusion that Halvorson draws is scientifically researched and illustrated with probing examples.
This book is intended for people who have made past mistakes with people and want to correct them.
It was absolutely hard to read because Halvorson revealed hard truths, reminded me of the stereotypes that pursue me on a daily basis and that keep interfering with my goals, forces me to question myself and my behavior.
In addition, this book made me more self-conscious about my presentation to the world and my decisions, more aware that first impressions are critical, that most people don’t think the same way I do, react the same I do, or perceive me the same way I do.
Furthermore, No One Understands You and What To Do About It was also cathartic and purging, helped me become a better judge of others, understand that the way people treated me in the past was not my full responsibility.
In No One Understands You and What To Do About It, Heidi Grant Halvorson explains how perceptions are born, describes a set of stereotypes and assumptions that affect how people perceive you, the different ways for correcting bad impressions and for overcoming misunderstandings.
Favorite quote(s)
Studies show that while very strong, basic emotions—surprise, fear, disgust, and anger—are fairly easy to read, the more subtle emotions we experience on a daily basis are not. You are never really starting from scratch with another person, even when you are meeting him or her for the first time. The perceiver’s brain is rapidly filling in details about you—many before you have even spoken a word. Knowing this gives you a sense of what you’ve got going for you and what you might be up against. And the more you can know in advance about your perceiver’s likes, dislikes, strengths, and weaknesses, the better equipped you will be to anticipate what’s being projected onto you.
The benefits of projecting trustworthiness (and the costs of failing to do so) are Enormous, particularly in the workplace. Studies show, for instance, that the willingness to share knowledge with colleagues—a sticking point in most large organizations—is strongly predicted by feelings of trust among employees.
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