Getting Promoted At Work — 32 Easy Strategies To Take Control Of Your Career

Getting a promotion is a long and complex process that can trigger your innermost insecurities. Therefore, it requires a lot of internal and external work. 

Furthermore, getting promoted involves being willing to take risks, changing your bad habits, increasing self-awareness, improving your behavior, being able to compete for a position, being committed to a goal and to an organization.

Wondering how to take control of your career, get a pay raise, get promoted, or move on to a new successful career?

Getting Promoted At Work

To be promoted, you have to make yourself valuable and bring success to your organization. Promotion comes from a need to:

  • Be recognized.
  • Take on new responsibilities.
  • Gain more influence, more authority, more respect and more credibility.
  • Get a pay raise.
  • Learn new skills.
  • Have greater impact on your organization.
  • Acquire a higher sense of achievement, of job satisfaction.

You must pursue a promotion for the right reasons.

Indeed, if you decide to go after a proportion for the money, for a feeling of superiority, for an ego boost, for revenge purposes, you will not last long in the position.

  • Be mindful of the impact of your promotion. Measure the changes that the promotion will brig and if you will be able to handle them, if your time and health will be jeopardized, if your priorities will be rearranged, your relationships repurposed, your commitments denied, if there will be more power plays and more politics. Establishing the pros and cons of the promotions will clarify the reasons why you are pursuing a promotion.
  • Identify your ideal position, ideal boss, career path and compare it to the promotion.
  • Do your homework on the promotion, identify the required standards of your promotion then demonstrate that you meet the requirements for the new position.

How to get promoted?

To get promoted, you must get noticed for the right reasons. It is necessary to build your brand from day one. As soon as you leave your house, you have to be mindful of your behavior, your appearance, your words and your brand.

To maximize your potential, to build your brand and to finally get that promotion:

  1. Stay prepared for success. Stay focused and competent at your job, meet your goals and deadlines, remember that experience will build up your credibility.
  2. Present yourself in the best light possible. Mind your image and your grooming. Your style says a lot about you and is your first representative.
  3. Decide what yo want to be known for and guard your reputation with your life. Remain professional at all times when at work, stay away from drama, don’t gossip and mind what you say to others.
  4. Understand that you must establish your identity and your self-worth outside of your career and your job description.
  5. Lead by example and establish a code of conduct for yourself.
  6. Learn to be patient and to slowly reap what you sow.
  7. Find out what matters most to you, keep commitments to yourself and to others, create a vision board, repeat positive affirmations if you have to, set goals and review them daily.
  8. Temper your desire to speak out, to speak first and to speak the loudest. Keep your message brief all the time. Avoid talking just to fill the silence and avoid small talk if you are incapable of handling it.
  9. Speak clearly, control your voice tone, pitch, pace, diction and intonations. Also, be careful of the words that are coming out of your mouth. Stay positive in your delivery and never use the word “no”.
  10. Listen not with the intent to reply but the desire to understand, with the desire to read between the lines, to take real interest in what people are saying and to be empathetic.
  11. Pay attention to the unspoken language, gestures. Remember that talk is cheap, that actions speak louder than words. On your side, make sure that you keep eye contact during conversation.
  12. Learn to rely on your gut, on your instincts, on your common sense.
  13. Boost your leadership self-esteem from time to time.
  14. Be confident in your abilities, know your strengths and weaknesses, be open to learnConfidence will help you develop your presence and command respect. Besides, don’t allow your strengths that have gotten you noticed so far be the reasons of your demise, of your career derailment.
  15. Stay authentic to be able to build relationships.
  16. Keep your integrity throughout the process. Don’t do things that you don’t want to do or you don’t think are right to do.
  17. Be a problem solver, taking into account the company culture and requirements. To every problem you bring to the forefront, find a solution to it. Anticipate issues, gain perspective, be responsive, adapt to different circumstances and learn to solve them before they show up. This will make you more reliable, more empathetic, will leave you two steps ahead. This will also get higher-ups to trust and respect you.
  18. Be flexible and organized.
  19. Show initiative and keep your motivation.
  20. Show that you can effectively manage conflicts and face challenge. Furthermore, learn to control your emotions to control your behavior, keep your composure in difficult times, stay optimistic and see pressure points as opportunities.
  21. Improve your communication style and learn to adapt  your style to different context.
  22. Keep the communication line open with your boss, inform him or her of your latest achievements and seek feedback. During performance reviews, mention your career goals, directly ask for a promotion or for more responsibilities for example.
  23. Take risks and don’t be afraid of failure. If you fail, turn a negative into a positive, learn from your mistakes, avoid dwelling on your past, avoid beating yourself up or blowing events out of proportion.
  24. Be accountable, correct past mistakes and avoid shifting blame.
  25. Understand the company culture, learn to deal with office politics. 
  26. Be loyal to your employer, have the best interest of your organization at heart and demonstrate your intentions.
  27. Take every opportunity to network and to build a list of contacts who can help you. To do so, master your people skills, discover how to sell yourself, treat every encounter like gold, do more favors than you ask for. Talk about your own achievements, your interests and motivations without overbearing your audience. However, don’t toot your own horn, don’t be desperate to make contact, don’t nag people, don’t focus too much on yourself  or else you will damage your relationships.
  28. Enter a mentorship program or find a mentor in your organization who can give you some advice and take your career to the next level.
  29. Volunteer for additional and interesting work outside of your position, for a position that you wish you had inside your organization.
  30. Attend training programs and seminars.
  31. Don’t try to please everyone. Respectability trumps likeability every single time.
  32. If you don’t get promoted, move on or create your own opportunities. But no matter what you do, don’t feel entitled to the promotion.

 

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

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How Women Rise: Break the 12 Habits Holding You Back from Your Next Raise, Promotion, or Job By Sally Helgesen & Marshall Goldsmith

In How Women Rise: Break the 12 Habits Holding You Back from Your Next Raise, Promotion, or JobSally Helgesen & Marshall Goldsmith have noticed that in the workplace, high achievers — men and women — often demonstrate problematic habits that undermine their career, that have propelled them in the past and that won’t allow them to move further up.

Women, contrary to men, display different self-limiting behavior, face particular challenges, even if they want to advance their career and even if they have assets to contribute to the workplace.

Most often, women feel stuck in their jobs. Feeling stuck comes from feeling like you are unable to move forward, like some force is willfully holding you back, like you are not allowed to use your strengths or you are underappreciated. The feeling of being stuck will shape their behavior and will subsequently determine how others will respond to them.

There are also various external barriers that hold women back from success: most workplace structure has been designed by men for men. Stereotypes influence women ability to move up the ladder: they are their perceived as too aggressive, too passive, too talkative, too quite, too emotional, too mean, they smile too much or frown too much… Needless to say, women are not at all responsible for these barriers or being held back.

How Women Rise

Changing habits

People tend to cling to habits that have made them successful but that are no longer serving them. These habits have been reinforced by external factors and by people who want to celebrate your success, by the fact that most people are blind to their own weaknesses.

Furthermore, organizations are quick to claim that they thrive on change, but make it hard for their employees to change within them because:

  1. Organizations assign roles and tasks on past behaviors and keeping them there. This makes it difficult for employees to practice new behaviors.
  2. Organizations celebrate and reward a successful action and ignore a warning or a successful lack of action. Someone would be celebrated for signing a good deal and avoid a bad one. The latter are viewed as naysayers.

Habits are not intrinsic to your character but are your comfort zone, your default setting created by your surroundings. Changing is hard, time-consuming and may require external help.

People will then hold one to old behaviors rather than changing them. That resistance is built naturally by rationalizing a behavior, by your brain after repeated behavior and familiar situations.

Because stopping a habit is more effective than starting one, Helgesen & Goldsmith have put together 12 habits to stop practicing in order to be successful as a woman. To open new doors, be purposeful and intentional about choices and change behavior, it is first detrimental for women to identify how them define success.

According to Helgesen and Goldsmith, while caring about rewards and status, most women value satisfaction, quality of life and the impact of their contribution over a high salary or a high position. Women don’t define success as winning or as keeping score, don’t enjoy competition and rather collaboration. Hence, women find it easier to transition to leadership positions because they can place emphasis on others instead of themselves.

Your old habits have previously served but are currently hindering you. It’s not too late to change and acquire better habits. To get rid of them:

  • Identify the habits you need to work on.
  • Recognize your behavior as a habit, try different behaviors and observe the responses.
  • Repeat behaviors until your brain is comfortable with the new behavior.
  • Don’t be too hard on yourself.
  • Recognize your strengths as well, avoid judging people.
  • Address habits one at a time.

HABIT #1: Reluctance to claim your achievements

Women work harder than men but avoid taking credit for their successes, avoid using the pronoun “I” because they believe that:

  • Their work will automatically speak for itself.
  • This behavior is obnoxious and disruptive.
  • The group to which they belong to expect them to be modest, unobtrusive and coy.

To get over the reluctance to claim your achievements:

  • Learn how to promote yourself.
  • Believe that you are detrimental to your own success.
  • Find out what motivates you, why you want to get ahead at work.
  • Enlist the help of people to speak on your behalf and don’t contradict what people have to positively say about you.

HABIT #2: Expecting others to spontaneously notice and reward your contributions

When others don’t notice the work that they do, women start to feel unacknowledged or underappreciated for the hard work that they put in. They start to feel like the don’t belong and will look for another place to work.

To get over expecting others to spontaneously notice and reward your contributions:

  • Set goals for your career and share your vision at every opportunity.
  • Prepare an elevator speech and be ready to deliver it at any moment. This will demonstrate your ambition, clarify your future, get you noticed, show that you are confident and serious, will be an opportunity to highlight your skills, will help you identify the self-serving opportunities. Your elevator speech should be clear, concise, identical to a personal vision or mission statement.

HABIT #3: Overvaluing expertise

Becoming an expert in a field gets women noticed, is a defense mechanisms, a way of asserting their value.

However, mastering a role will only keep you in the same role. Becoming an expert is time-consuming, will make you knowledgeable but will not make you a leader.

To get over the habit of overvaluing expertise:

  • Build relationships, increase influence and do the job well enough.
  • Don’t be sloppy.

HABIT #4: Just building rather than building and leveraging relationships

To women, building relationships is emotionally and personally rewarding. Indeed, women have good relationships skills but don’t leverage them to get ahead in the workplace because they don’t want:

  • Their connections to feel used.
  • Their relationships to be based on self-interests.
  • To play the political game.

To get over the habit of just building rather than building and leveraging relationships:

  • Ask people to connect you to higher-ups.
  • Use a win-win or quid pro quo system.
  • Become more intentional about your relationships.
  • Remember that people can benefit from you and vice versa.

HABIT #5: Failing to enlist allies from day one

From the first day on the job, most women tend to try to keep their heads down, to understand every aspect of their job, to avoid asking questions, to value expertise, to be undergoing the impostor syndrome. As seem before, expertise is just your way of making yourself credible.

Instead find out with who you should connect with to get better visibility, more influence.

To get over failing to enlist allies from day one:

  • Reach out to others first and engage as many people as possible.
  • Find mentors and sponsors.
  • Keep in mind that allies are not friends.
  • Talk positively about your allies.
  • Identify the people who can propel you to the next level or that you would enjoy working with.

HABIT #6: Putting your job before your career

Most women trying to do their jobs perfectly because they are loyal, get stuck in the same job for years.

To get over putting your job before your career:

  • Let people know that you are ready for a challenge.
  • Analyze how your current position can serve your long-term interest.
  • Admit self-interest and identify what you value and how you can maximize your strengths.
  • Appreciate you current position.

HABIT #7: The perfection trap

Women tend to be perfect due to social expectations. Doing your job perfectly doesn’t guarantee success. Instead, it creates stress, keep you distracted and annoyed and sets you up for disappointment, it makes you hard on yourself, destroyed by failure, paralyzed by mistakes, sets too high standards for your team.

To get over the perfection trap:

  • Don’t be controlling.
  • Learn to delegate and not micromanage.
  • Learn to prioritize and identify the vital few.

HABIT #8: The disease to please

Women find themselves eager to please, to be nice, to make everybody happy, are afraid of disappointing and of being a burden. This behavior is time-consuming, kills careers, deters from taking a stance and from following a higher purpose.

To get over the disease to please:

  • Identify your priorities.
  • Learn to delegate.
  • Select your commitments with care.
  • Stand your ground.

HABIT #9: Minimizing

Women tend to make themselves smaller, which is translated in the body language and the words they use. This behavior sends the message that they are diminished, subservient, non deserving, uncertain and underachieving.

To get over the habit of minimizing yourself:

  • Talk about your accomplishments, talk about individual and collective wins if that makes you feel fairer.
  • Choose your voice and words carefully.
  • Stay in the moment.
  • Avoid multitasking and spreading yourself too thin.

HABIT #10: Too much

In the workplace, women have to temper and constantly monitor their emotional response to situations. Being perceived as too intense, too emotional, too strong, too vulnerable, too much can be an obstacle to promotion.

Monitoring your behavior, your emotions is draining and makes you come out as inauthentic. To get over the display of too much emotions:

  • women have to exercise self-discipline.
  • Learn to feel, recognize and not immediately react to an emotion.
  • Learn to be concise.
  • Avoid disclosing personal information, problems and weaknesses.
  • Avoid being unprofessional just to be authentic.

HABIT #11: Ruminating

Women are more likely to ruminate, to cling on to the past. They turn their hurt inwards, relive their failure and blame themselves.

Ruminating is counterproductive, are depressing, won’t help you succeed or solve future problems.

To get over the habit of ruminating:

  • women need to find ways to distract themselves and interrupt their thought.
  • learn from the facts and move on.

HABIT #12: Letting your radar distract you

Women notice a lot of details and process them differently than men. They are aware of everybody’s reaction, are distracted by details and are unable to stay ion the moment.

To get over the habit of getting distracted by their radar, discipline your thoughts and refrain from negativity.

Review

How Women Rise: Break the 12 Habits Holding You Back from Your Next Raise, Promotion, or Job by Sally Helgesen & Marshall Goldsmith is relatable, proactive and insightful. It is written for women with the best intention and with the desire to help women stop self-sacrificing and stop self-sabotaging. It is not necessarily targeted towards women of color even though it mentions the challenges that women of color face in the workplace.

Above all, it teaches us introspection and demonstrates how to control what we can, how to change bad habits, how to improve our quality of life and to reach our full potential.

In addition, How Women Rise: Break the 12 Habits Holding You Back from Your Next Raise, Promotion, or Job by Helgesen & Goldsmith pushes us to seek the positive in every interaction, in every feedback and to not take remarks personally even if they are based on stereotypes. It’s all about changing a behavior that stands in your way.

For the most part, I agree that women share habits that keep us from advancing in the workplace. There are several points that were accurate and that resonated with me: I have a nagging tendency to ruminate on negative experiences (Habit #11). Because I pay too much attention to detail (Habit #12), the rumination process is that much amplified.

However, I felt like Helgesen and Goldsmith insinuated that women, aware of the stereotypes placed on them in the workplace, have to take on the responsibility of changing themselves to fit in, have to listen to and apply the feedback they received from the people who perpetuate the stereotypes, that they have to become enablers and mirror men’s behavior.

It doesn’t seem like we are supposed to change to acquire greater values or to reach a higher purpose. But we’re changing to fit someone else’s standards or expectations of us: we move from one expectation to another.

Favorite quote(s)

Instead of viewing money and position as the sole or even chief markers of success, women also tend to place a high value on the quality of their lives at work and the impact of their contributions.

the trick to maximizing your talents and opportunities is not becoming a less thoughtful and giving person, but rather being purposeful and intentional about your choices while also addressing the behaviors that keep you stuck.

Ratings 3/5

Author

Sally Helgesen

Marshall Goldsmith

Leaders Eat Last — Why Some Teams Pull Together and Others Don’t by Simon Sinek

In Leaders Eat Last — Why Some Teams Pull Together and Others Don’t, Simon Sinek believes that every single employee is capable of becoming a leader, of being remarkable, of exercising courage and sacrifice, of investing into the company, and of finding fulfillment at work.

Leaders Eat Last — Why Some Teams Pull Together and Others Don't by Simon Sinek

The General Role Of The Leader

In addition, Simon Sinek considers humans as hunters, organizations as tribes and leaders as those who put order within the tribe.

In modern days, leaders are perceived as dominant, are the ones that eat first, are the ones who make the most money, who get preferential treatment and most importantly are those who are supposed to protect. Indeed, they have more resources at their disposal and have to use it appropriately to ensure the survival of their tribe.

However, for long-lasting results, to gain the loyalty and respect of their employees, they must not consider their well-being above the well-being of the tribe. They must eat last.

It is the role of leaders of an organization to be courageous, to demonstrate empathy, to lay down the foundation for success, to show employees appreciation and to allow them to take appropriate risks.

The Circle Of Safety

The Circle Of Safety contains all the people of an organization. It is a safe space where employees feel fulfilled at work, don’t dread Monday morning, are willing to advance the company’s purpose.

It is an environment of increased commitment, fulfillment, gratitude and happiness, where employees are more relaxed, thrive, collaborate and work for each other.

In the Circle Of Safety, leaders and employees share the same values, pull their respective loads and are committed to the Circle.

Everyone feels valued by their peers, they know that their colleagues have their backs, they believe that they belong to something greater than themselves, that they can safely drive innovation, share ideas and express themselves freely.

By the same token, employees and leaders must independently weigh their decisions and ponder whether or not their decisions are beneficial to the group. It is wise to remember that working toward individualistic goals will hurt the group.

Leaders In The Circle Of Safety

Besides, leaders are the gatekeepers of the Circle. They set the standards, they decide who gets in and who stays at the door.

To create safety, leaders have to meet certain conditions and build a soothing company culture. Company culture in modern days is unnatural because they go against all natural needs, instincts, rights for safety and fulfillment.

If leaders want to create a Circle Of Safety, to establish an innovative, stable, robust, lasting, successful company, they must:

  • Understand that employees are not a means to an end and shouldn’t be exploited.
  • Increase employee cohesion and inclusion. They must no longer fear each other but must be willing to fight external challenges together. Moreover, there is power in numbers: when challenges arise, employees in the Circle Of Safety must put all their differences aside to reach a common goal.
  • Avoid placing money above people but place people above everything else.
  • Remember that they are the models for the organization. Therefore, they must define a clear set of values and beliefs for themselves and for their employees.
  • Inject empathy into the workplace culture and treat everyone fairly. This will make both employees and leaders more human, and make work more enjoyable.
  • Extend trust to earn trust. Trust also lies in the fact that leaders know when to follow the rules and when to break them in order to guarantee the safety of their employees.
  • Help people solve problems. They will in turn, help each other.
  • Listen to their employees.
  • Protect their employees internal conflicts and promote collaboration.

 

The Feasibility Of The Circle Of Safety

Making people feel safe, putting their well-being first is idealistic but impractical.

On one hand, people work out of necessity, are willing to stay in a job that they hate to provide for themselves and for their loved ones. They don’t want to selflessly commit to and invest themselves into the company. They are reluctant to put forth the time and effort because they are not in control and  might not receive the proper rewards.

On the other hand, it is quasi difficult to find organizations that genuinely care for their employees safety and well-being. Most of them tend to care more about reaching numbers and are willing to sacrifice people to get there.

The truth is most companies and leaders display poor character and induce a stressful and fearful culture. Employee disengagement, high employee turnover and health problems ensue.

Abundance and Abstraction

Finally, when leaders have everything in abundance, which is often the case today, they lose the real value of things.

As a consequence, the more their companies grow, the more they are out of touch with their employees and their consumers, the less they empathize with them. To solve this abstraction, leaders should:

  • Get to know their employees personally. Investing time and energy in them will transpire as appreciation.
  • Continually spread ideas, find people, connect with them, build real human relationships and bring them together.
  • Expand their company to 150 employees at most in order to remember everyone and to keep strong relationships.
  • Observe the real impact and results of their time and effort, alongside their employees’. This will consequently increase everybody’s quality of work.
  • Give people the time needed to trust, to find their way and place with the Circle Of Safety.

The Influence Of The Company Culture

The culture severely impacts the survival of the company. When there are no values, no principles, no particular beliefs, when the culture is based on numbers, reports and performance, the company is doomed to fail.

Moreover, leaders with poor character fabricate a bad culture that in turn breeds bad leaders. This is why, leaders are required to:

  • Rely on integrity and trust, spend time with the people they serve and shift their focus to the latter.
  • Find someone to lean on and to help them through hardships.
  • Discover their life purpose.
  • Work hard for what they have in order to value it.
  • Hold on to their responsibilities.

Review

Simon Sinek, in Leaders Eat Last — Why Some Teams Pull Together and Others Don’t, provides an innovative leadership strategy to build a successful organization, to increase employee engagement and fulfillment.

After Start With Why — How Great Leaders Inspire Everyone To Take Action, Leaders Eat Last is intended for millennials and promotes leadership excellence. To develop a successful organization, Simon Sinek encourages us to discover the reasons why we do what we do, to understand people and their needs, to go beyond having good competencies and good managerial skills.

In this great book, Sinek places people at the forefront of the company and demonstrates that building a company from the ground up takes on a whole new sense. He believes that leaders have to take care of the well-being of their employees first and their employees will take care of the rest.

Besides, he doesn’t claim to be an idealist, to believe that all workers love their jobs and that all leaders treat their employees well. He understands that most people work out of necessity.

Lastly, he analyzes our biological needs and transposes them to the modern working world. Our natural needs are powerful forces that we cannot control.

Favorite quote(s)

In our modern world, advancing our careers and trying to find happiness and fulfillment are the definition of success. But the systems inside us that guide our behavior and decisions still function as they did tens of thousands of years ago. Our primitive minds still perceive the world around us in terms of threats to our well-being or opportunities to find safety.

Being a leader is like being a parent, and the company is like a new family to join. One that will care for us like we are their own . . . in sickness and in health. And if we are successful, our people will take on our company’s name as a sign of the family to which they are loyal.

This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving.

Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.

Leadership is about integrity, honesty and accountability. All components of trust.

Ratings 3.75/5

Author

Simon Sinek

 

The Importance Of Effectively Improving Your Communication Skills

Leaders receive a multitude of information on a daily basis. They make hard decisions every day and expect that their employees will directly understand and precisely apply them.

Decisions become erroneous when leader fail to listen. The execution process falls short when leaders fail to communicate and clarify their vision. Subsequently, they also fail to solve problems and reach their goals.

Wondering how to hone your communication skills and create a better working environment? 

The Importance Of Effectively Improving Your Communication Skills

What is communication?

Communication is a complex and dynamic process, used to collect information. It is also a form of human interaction that always involves at least 2 people, that depends on the character of the people involved and that relies on trust.

While communicating, we receive and/or emit information through silence, facial expressions, writing, reading, talking or listening. We use these skills practically everywhere at work, for every situations.

In addition, a noisy environment, stereotypes, cultural differences, lexical differences, company culture are barriers to communication. These barriers distort what is being said and what is being received. However, being aware if them is the first step to reprogramming communication.

Why is it important?

Communication skill is the ability to effectively interact with people to influence, to convince, to mobilize people towards one goal, to unify teams.

Developing communication skills will bring success at every level, help convey a better understanding of your standards and requirements, build positive healthy relationships, avoid or work through conflicts.

Great communication skills will improve your leadership credibility, your self-confidence, your relationships with others, your feelings of belonging and will decrease your stress level. They will also drive change and increase team motivation.

Furthermore, poor communication skills can prevent you from understanding your coworkers, getting hired or getting promoted, saving time or sharing request in meetings. communication failure leads to resentment.

How to improve your communication skills?

At work, some people struggle to share their thoughts, ideas. To improve your communication skills and get ahead at work:

  1. Be self-aware and stay authentic to your principles.
  2. Demonstrate empathy. Empathy will allow you to reach people, to perceive their feelings and perspectives, to build a team that you understand. For example, start by learning your employee’s name to show that you care.
  3. Demonstrate that you can be trusted by keeping secrets, by following through on promises and commitments, by being consistent, and by not withholding useful information
  4. Even though you don’t believe it, you are a brand and must treat yourself as such. You must learn to present, to market yourself, to quantify and value your assets.
  5. Find a purpose for every interaction. Your purpose gives your communication direction.
  6. Remember that everyone is different and won’t communicate the way you do.
  7. Always think win-win. According to Stephen Covey in The Seven Habits of Highly Effective People, it is better to seek mutual benefits in all human interactions, believe that life is a cooperation and not a competition.
  8. Understand the corporate culture to adapt your communication style. Your communication style will influence the way others react to you. Numerous communication styles have been developed throughout the years and most often, have been equated to leadership style. Needless to say, everyone doesn’t communicate the same way.
  9. Bear in mind that appearances are important, even detrimental to success. Maintain professional decorum at all times, dress appropriately, groom yourself, be hygienic, keep your composure according to the company’s culture.
  10. Take care of your own body language by standing straight, by eliminating over the top behavior, standing still, staying focused on your interlocutor, maintaining eye contact and restraining your facial expression.
  11. Actively listen and speak less. While listening, monitor body language, evaluate the emotional intensity of the conversation, stay open-minded, and choose your words carefully not to offend. This also means that you don’t need to emit judgement during the process, that you must avoid listening to reply or to seek ulterior motives in someone, and that you must allow people to talk without interruption, even if I disagree with them.
  12. When writing and speaking, keep it succinct, specific, clear, coherent and compelling for others. Avoid using ambiguous words.
  13. Treat people as you want to be treated. Stay polite and treat people with the respect that they deserve and with regards to their culture.
  14. Have an open door policy and be approachable.
  15. Analyze your audience. Take time and analyze the full situation and pay attention to non verbal communication.
  16. When in conversation, observe what is being said and paraphrase to confirm that you have properly understood, ask probing questions to get all the information and avoid daydreaming, tuning out or jumping to conclusions. If nervous, introverted or shy, practice your conversations before.
  17. Avoid using stereotypes to categorize someone or the info that they share.
  18. Use humor to defuse negative situations to elevate any subject, to put your audience at ease. Using humor is risky but is worth-while.
  19. Reward positive behavior and hold people accountable for negative behavior.

Last Words Of Advice!

To effectively improve communication, there are also a few unspoken rules to follow. One must avoid:

  • Discounting information on the account of discrediting the source.
  • Comparing the information you are getting with your own experience.
  • Calling attention to yourself or your situation.
  • Gossiping, openly criticizing or making fun of others and their interests. Find solutions and help resolve problem instead of creating them.
  • Noisy environment to have conversations.
  • Respect silence. Silence is golden in some cultures.
  1. Finally, don’t take anything personal.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Changing Career And Starting Over — 25 Tips To Make A Successful Career Change

Sometimes, we are stuck in a career that we hate or that no longer fulfills us. Other times, the commute is too long, we make long studies to end up in a career that requires too much sacrifice, that doesn’t fit us or that we struggle in.

Uprooting, starting over, reinventing your career and moving forward is difficult. Starting over from scratch feels like a failure, is intimidating, is discouraging, takes time, requires optimism, an ability to learn, an interest in personal growth, a sense of  adventure.

Wondering how to actively change career and find a job that fulfills you?

Successful Career Change

Being in the wrong job or leading the wrong people demands too much sacrifice and can lead to a serious breakdown or various health issues. Our lack of interest spills over at work and most importantly at home, especially if we are leaders. We visibly become careless, inconsistent, we underperform and are emotionally unavailable.

Furthermore, a career change is necessary when your personal needs are not met, when you get feeling of boredom, start burning out, lack of satisfaction, work for a bad boss and with toxic coworkers. Everybody has a breaking point and cannot spend a lifetime adapting to situations that are unnatural to them.

How to avoid making the wrong career choice?

Some people drift through jobs without any idea of what they are doing or without making a decisive career choice. To avoid making a bad career choice:

Actively changing careers

Changing career is daunting yet exciting. It is daunting because we might lose status, leadership position. However, it can be exciting because the future is promising. Starting over means learning from your past mistakes, applying the solutions with an open mind and with a different perspective on life.

Quitting your job and pursuing the career you always wanted is a leap of faith. The future is unknown but promising. To transition smoothly:

  1. Know that what we think we can achieve is unlimited and is not limited. Changing career requires a different mindset. Believe that ever force is on your side and attract the things you want in life. Don’t let fear stop you from moving forward.
  2. List the different careers that you wish you could have.
  3. Some people will tell you that it is a bad decision to change career. Listen carefully to what they say and understand that their opinion is not really about you. Find ways to overcome these boundaries, keep moving forward and don’t look back.
  4. Accept yourself and your character flaws.
  5. Identify your strengths and weaknesses. This will help you tap into your full potential and make your career more sustainable, make work more enjoyable and will have you jumping out of bed to get to work.
  6. Translate your strengths and weaknesses into coherent skills and avoid devaluing what you can do easily.
  7. Identify your core values. Core values are what guide your behavior and character. Make sure that what you are doing aligns with your values.
  8. Identify your skills acquired at work and make sure that they are transferable.
  9. Find out your passions, what you want and what you like to do, even when you are not getting paid.
  10. Build a visionset goals, focus or a purpose. Daily remind yourself of your dreams and goals. Then, determine the needs required for achieving this purpose.
  11. Imagine your ideal life and your ideal position. Write it down and create a vision board to specifically solidify your dreams.
  12. Measure your stage in life, how far are you in life. The consequences of changing career will be different if you are a recent graduate student or a seasoned senior professional.
  13. Meet your personal requirements at home. Your requirements can be money, recognition, trust, autonomy, performance and achievements). Furthermore, understand that your needs are personal and will not be grasped by everyone.
  14. Build strong and healthy relationships. You can do this by starting a small group, by assisting others at work and by bringing solutions to their problems.
  15. Address your past and your present experiences. Then, Estimate what you consider as a failure and as a success.
  16. Be open to learn and ask probing questions.
  17. Brush up on your interview skills, network and learn to sell yourself.
  18. If you are looking for a job at another company, remember to update your resume with accurate experience and qualifications, big or small.
  19. Take classes and trainings that will move you toward your career goal and keep you motivated.
  20. Ask for sit downs to people who are in your career of choice. During that interview, don’t directly ask for a job but avoid making assumptions, ask probing questions and take notes.
  21. Respond to advertised jobs. You can also directly apply to companies without going through ads.
  22. Rearrange your personal life before tending to the professional life. Make peace with yourself and physically declutter your space at home then at work.
  23. Learn to deal with worst case scenarios on your current job before moving on to the next one. Chances are that you will meet the same situation somewhere else and potentially end up in the same mess.
  24. Avoid passive aggressive behavior on your last days at work and develop smart strategies to handle our current job. For example, try to meet your boss requirements before quitting your job. When you meet the boss’s requirements, his trust in you will be renewed and your energy will be boosted.
  25. Start a business that is directly molded on your strengths and weaknesses.Once a leader, always a leader. It is not something you can turn off.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Richard Koch

MEET THE AUTHOR

Richard Koch is a consultant, business man and author of The 80/20 Principle The secret of achieving more with less.

The Importance Of Trust In Leadership

The consequences of distrust are significant. It increases employees turnover and employees don’t volunteer ideas like they should, question every single move  of the leader, undermine his or her decisions.

Nobody wants to go to work where they constantly have to look behind their shoulder, where they cannot share knowledge freely, where they cannot speak up in meetings, where they have to watch their every single word.

We end up losing confidence in yourself, not wanting to contribute at work, preserving ourselves, acting against our core values, lacking energy, refusing to invest in people, felling alone and always on the look out.

Wondering how to build or repair trust in leadership and in the workplace?

Trust In Leadership

What is trust?

Trust is an emotional bond, a connection between two people who is developed through repeated interactions and that provides comfort and stability. It is the foundation of all relationships and according to Patrick Lencioni, in The Five Dysfunctions of a Team it is  the most important factor in team cohesion.

Furthermore, trust is reciprocal, subjective, takes time to build but can be destroyed in a matter of seconds. It is not granted by a title nor by a position but is necessary to work and to share knowledge. Trust is empowering, improves overall employees motivation, productivity, wellbeing in the workplace and corporate culture.

Trust is detrimental to leadership because leaders have the power to make decisions that can impact their team and their livelihood.

Detecting and understanding untrustworthy leaders

Trustworthy leaders drive success, put employees at ease, have their employees best interest at heart. Trustworthy leaders care about their own contributions, about the impact of their decision, about their people and regularly show appreciation. They are fair and respectful, are credible and communicate openly.

Nevertheless, some leaders exhibit negative behaviors that make them seem untrustworthy. Because, trust is subjective and because followers model these behavior, it is compulsory that leaders identify what they are doing wrong and immediately correct themselves.

Below are different scenarios where leaders are perceived to be untrustworthy and the respective explanation to their behavior.

Scenario #1

Some leaders are naturally reserved and secretive. Unfortunately, they come off as being snobs, defensive, or as having a personal agenda. People generally think the worst when they don’t know what their leader is thinking.

Scenario #2

Some leaders are introverts and minimize social interactions. To their team, they are perceived to either be standoffish, weirdos. This can open the door to a lot of misunderstandings and conflicts.

Scenario #3

Some leaders speak very little because they either believe that the topic doesn’t deserve much conversation, don’t enjoy speaking, don’t feel the need to explain themselves or they are unable to put their thoughts into words.

Scenario #4

Some leaders adapt their response to their audience and come off as being disingenuous. For example, they would talk frankly in front of their team and sugarcoat things in front of the hierarchy.

Scenario #5

Some leaders are self-serving and don’t care about their employees. They don’t demonstrate respect for their team and can easily step over them.

Scenario #6

Some leaders are arrogant. They feel superior to others all while being insecure, they lack humility and self-awareness, they are unwilling to learn and to grow.

Scenario #7

Some leaders blatantly lie. In some toxic companies, lying is seen as a strength. But this strength is short-termed and create distrust amongst employees.

Scenario #8

Some leaders gossip about their own employees and their own organization. Because most employees are attempting to preserve their jobs, employees tend to fake their true feelings. However, leaders have difficulties noticing the impact of their negative behavior.

Scenario #9

Some leaders are able to shift blame too easily and don’t take responsibility for their action. This leader is afraid of confronting themselves. This makes employees unwilling to take risks and to involve themselves in their job.

Scenario #10

Some leaders play favorites, treat their employees unfairly, take credit for their work, disrespect them, isolate and scapegoat some employees and sabotage others.

Scenario #11

Some leaders underperform or don’t come through on promises. People tend to dismiss those who overpromise and underperform, even if they are talented or competent.

Scenario #12

Some leaders overreact to challenges and under high pressured situations, they give in too easily to their emotions.

How to build trust and maintain it in the workplace?

Placing trust in someone makes us vulnerable to that person who can use this vulnerability to their advantage. However, to create a healthy workplace, it is necessary for leaders to build trust within their team. To do so, you will have to:

  1. Trust yourself in order to make yourself feel confident, competent, to help yourself grow your relationships, to take risks and to face challenges.
  2. Develop your character and learnt to do what is right.
  3. Learn new skills and teach them to others.
  4. Create a safe workplace. Help others express themselves, their ideas, and vent their frustrations. Help employees achieve their goals. Give your employees room to grow their skills and self-esteem by offering them training and coaching.
  5. Appreciate people‘s capabilities and employ them for their strengths.
  6. Give trust to receive trust. However, beware of people who will take advantage of your eagerness to trust. Learn how to detect these toxic individuals and protect yourself from them.
  7. Actively listen to your team without speaking or emitting judgements.
  8. Be open and honest with important company information. Don’t shy away from the truth.
  9. Positively present your thoughts and ideas to your team.
  10. Involve your team in the decision-making process.
  11. Don’t allow communication to break down and don’t withhold any information from your team. misunderstandings are easily created and can decrease trust.
  12. Clarify your employees assignments, roles and measure their progress. For example, give your employees the necessary authority to accomplish their assignments and trust their decisions.
  13. Avoid gossiping like the plague. It may seem fun and you might enjoy the camaraderie but it is unprofessional and unethical. Respect what people have told you in confidence.
  14. Adopt consistent behaviors and expectations on a daily basis. Employees tend to trust leaders who are predictable, who represent the company’s values and missions.
  15. Admit mistakes, acknowledge negative situations and sincerely apologize if necessary. Take responsibility for your actions.
  16. Be reliable. Carry out promises and meet deadlines. Be careful of what you promise to others before you compromise your relationships.
  17. Give and accept constructive criticism to build long-lasting relationships.
  18. Forgive instead of seeking revenge and perpetuating distrustful behavior.

 

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Identifying And Correcting Leadership Mistakes In The Workplace

Mistakes?! Everybody makes them but not everyone knows how to handle them. Mistakes are most often seen in a negative light but it shows you what you are made of, that you need to redirect your career, that you need to change procedures and your character.

Mistakes are inevitable, are a factor for change and have a knack for:

  • Discovering our authentic selves.
  • Exhibiting our vulnerabilities, limitations and blind spots.
  • Helping us prioritize and go to the essentials.
  • Showing us what works and what doesn’t.
  • Teaching us to forgive and to be less hard on ourselves.
  • Teaching us how to explore and experiment in life.
  • Teaching us how to learn and change.
  • Humbling us.
  • Showing us who is our support system.
  • Building our problem solving skills.
  • Making us more resourceful.
  • Displaying the consequences of our mistakes.
  • Removing us from our comfort zones.

Wondering how to identify mistakes and how to correct them?

Identifying And Correcting Leadership Mistakes In The Workplace

Mistakes don’t directly lead to success but it can show you the way. It is best when they come to light rather than going unnoticed. When mistakes are made, it makes sense for us to focus on what we have done right, on our strengths rather than our weaknesses. It is then detrimental to:

  • Identify the cues of mistake making, of failure.
  • Be self-aware.
  • Take responsibility for the mistake that led to the problem.
  • Encourage constructive criticism as much as feedback is given.
  • Measure the consequences of the mistakes.
  • Make immediate analysis and changes to fix the mistakes.
  • Be smart and learn from the mistakes made. Be wise and learn from the mistakes of others.
  • Create an environment that is safe to make mistakes and to recover from them.

There is a vast number of recurring mistakes and failures detected in corporate history.

MISTAKE #1: Fitting Into The Corporate Culture

The first mistake that leaders make is failing to see that they don’t fit in, that their values and morals don’t match the company’s culture.

To identify whether or not you will fit in and be an asset to your company:

  • Check out the group that you have to work with.
  • Pose the right questions about the company during the hiring process. You can even hang out in the company’s lobby or pip in the office to get a feel of the company.

Corrective Action

Whether or not you wish to adapt to the culture is a personal choice. If you do:

  • Observe other people who are successful within the organization and see if you can emulate their behavior.
  • Learn to appreciate uniqueness and diversity.
  • Learn to adapt to the situation at hand.
  • Leave when there is too much discrepancy between your morals, values and the company’s culture.

MISTAKE #2: Focusing on the job and not on people

Leaders who don’t focus on people are seen to be snobs, insensitive, inattentive. They don’t like to be interrupted, are their best when left alone, avoid  conversations and small talks at all costs, are focused on tasks, are afraid of failing at their jobs.

Unfortunately, they fail at relationships. This can easily create misunderstandings and conflicts because people have no barometer to measure your speech or your behavior.

Corrective Action

Dealing with people has now become a sought after soft skill. To keep growing that skill:

  • Relax and allow people to come to you.
  • Control your verbal and non verbal cues.
  • Recognize that people are part of life and that relationships can increase your success.
  • Show that you care.
  • Solve people’s problem.
  • Take lunches and breaks away from your workplace in order to handle social interactions better.
  • Give positive feedback, affirmations, encouragements especially to younger workers.
  • Don’t play favorites with people.

MISTAKE #3: Sticking To Traditional Leadership Styles

Autocratic and commanding leadership styles, though common and easy, are outdated, are rigid, are no longer acceptable in society and don’t work anymore, especially with millennials.

Some leaders, needing to feel superior and powerful, tend to withhold information to control their employees. Today, millennials expect validation, recognition, rewards, a more deconstructed workplace that is fun, relaxed, motivational yet productive and structured. They want to understand their role, the impact of their contributions at work, to be involved in the decision-making process, to learn continually and to own their work.

People are more comfortable in the democratic leadership style and are able to perform at their best.

Corrective Action

To transition from an autocratic leadership style to a more democratic leadership style:

  • Allow your workers to give their input before you make a decision.
  • Learn how to motivate and inspire your people.
  • Be the solution to everybody’s problem.
  • Empower others and help them to be successful.
  • Don’t be arrogant, don’t bark orders or mistreat your coworkers.
  • Listen to the needs of your coworkers.

MISTAKE #4: Shutting down dissenting voices, innovative and creative people

Pioneers and dissenting voices within the organization usually have a bad reputation. They are not welcomed in groups, go against the grain, are seen as not playing by the rules, are stifled, are the ones that end up being fired.

The thing is that pioneers are innovative, creative and can renew a company’s product and culture. They are natural catalysts, take risks and they need a room to breathe and to exercise their talents.

Corrective Action

To include dissenting voices, innovative and creative people:

  • Be more flexible with your policies and procedures.
  • Learn to discern pioneers from troublemakers and contrarians. pioneers actually care about the organization and about their contributions to it.
  • Allow pioneers to work on their own and own their results.
  • Slowly increase their responsibility.
  • Understand that everyone is not the same and deserve a different treatment.

MISTAKE #5: Controlling people and not delegating

Some leaders don’t know how to delegate, don’t want to delegate or just find it plain hard to do so. Indeed, it is a hard task because it requires that the leader:

  • Has faith in the workers.
  • believes that the work will be up to standards.
  • is confident in their personal abilities and is not afraid of being upstaged.
  • is comfortable depending on others.

Corrective Action

Delegating is not easy.  To learn how to delegate:

  • Avoid micromanaging people but measure their advancement.
  • Don’t withdraw a project or assignment that you have previously delegated.
  • Include employees in the decision-making process.
  • Demonstrate confidence in yourself and in the people you have chosen to delegate the tasks to.
  • When delegating, select experts in their field, clarify their roles, give them the authority to do their jobs, allow them to fail and to grow.
  • Create clear progress measurement tools and milestones.

MISTAKE #6: Not Seeing The Bigger Picture

Leaders fail when they are unable to see the bigger picture.

Corrective Action

To stay fixated on the bigger picture:

  • Write a personal mission statement and build a vision board.
  • Get to know your company’s mission and vision statement.
  • Take time to think about your vision.
  • Prioritize and stick to the essentials.
  • Feed your mind with positivity.

MISTAKE #7: Competing With Coworkers

Comparing ourselves to others and competing with them can weigh on work performance and self-esteem.

Competition in the workplace, without rules and regulations, to increase work performance, to put two employees against each other can easily derail an entire organization, create a toxic workplace, create a culture of fear.

Corrective Action

To reduce competition in the workplace:

  • Collaborate with your team members.
  • Build relationships that go beyond the workplace.
  • Compete against the standards that you have set for yourself.
  • Acknowledge your personal success.
  • Build new skills.

IDENTIFYING AND CORRECTING LEADERSHIP MISTAKES IN THE WORKPLACE

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Donald Gibson

authorDonald Gibson is a professor of Management and the former former Dean of the Charles F. Dolan School of Business, Connecticut. Dolan Gibso is also the co-author of  Managing Anger In The Workplace.

The Importance Of Effectively Managing Conflicts As A Leader

Conflicts happen in all workplaces, are inevitable, generally dramatic, are stereotypically painful, are often the road to failure if you don’t know how to manage them. However, contrary to common belief, they are most of the times milestones to success.

Wondering how to constructively manage or disengage workplace conflicts and how to remain disciplined and self-aware during conflicts as a leader?

The Importance Of Effectively Managing Conflicts As A Leader.png

Conflicts are incompatibilities and interference between two different parties ideas, desires, goals, interests, values and principles, events and activities.

Conflict management or conflict competence is a learnable skill that should be developed by all leaders throughout their career. Conflicts are consequential, frequent and inevitable but are necessary. They occur whether an employee is expressing a dissenting view, resisting change, or whether the leader is correcting an existing problem, fighting complacency and group-thinking.

Leaders that poorly manage conflict are faced with unfortunate lawsuits, grievances, violence, employee absenteeism, employee defection, poor performance, ineffective decisions, deteriorated working relationships, distrust and other negative behaviors, attacks on reputation and careers, a toxic company culture.

As a result, poorly managed conflicts are costly for organizations that have to sometimes hire new employees, take time to train new members, bring in paid third-party to mediate disagreements.

However, the benefits of appropriate conflict management are endless. In order to approach conflict in a productive manner, it is necessary to understand that:

  • differences in points of views generate innovative solutions and breakthroughs,
  • dissenting thinking allow to make higher quality decisions,
  • creativity is stimulated among the team,
  • social relationships are subsequently  improved,
  • transparency and open communication are promoted,
  • the work environment becomes more collaborative, and the company culture healthier,
  • more opportunities surface,
  • and most importantly, people within the organization might need help or mediation during conflict.

Addressing conflicts effectively

In the workplace, conflicts generally stems from differences of control, power and influence between the leader and his or her employees. Conflicts also come from discrepancies in culture, background, monetary.

There are several steps, that you can take to understand and manage conflicts constructively, you must:

  1. First understand yourself. What are your strengths, weaknesses, blindspots? How do you interact with different people with different backgrounds? How do you cause conflicts?
  2. Identify your conflict style. There are five different conflict styles, explaining the manner in which people attempt to meet their needs while showing interest in meeting other people needs during a conflict:
    • The competitive conflict style is aggressive, seeks to win, gain control, disregards other people needs and generally heightens conflicts.
    • The cooperative conflict style is defined by a need to reach a common goal using and consensus, to collaborate and to offer innovate ideas to resolve an issue. This style is representative of a healthy work culture.
    • The compromising conflict style is defined by a unsatisfying willingness to meet the other party half way.
    • The accommodating conflict style is obliging, facilitating, diplomatic, describes a desire to put others need and interests before a sole individualistic need in other to preserve relationships. This style is the complete opposite of the competitive style.
    • The avoidant conflict style is composed of penned up feelings and of a need to sweep negative interactions and situations under the rug. Therefore, needs go unexpressed and the conflict festers.
  1. Identify your trigger. To appropriately assess your trigger, attend conflict management classes, get a mentor or a coach, take the Myers-Briggs Assessment Test or the Conflict Dynamics Profile.
  2. Develop an emergency plan to cool down and desensitize your triggers. Desensitizing your trigger doesn’t mean that a person’s behavior is right or pleasant, it just means understanding the demonstrated behavior and changing your reaction towards it. For example, take a break before responding or jumping to conclusion.
  3. Learn to control your emotional reaction to conflict. Understand, stay conscious of the strong emotions that come with conflicts then cultivate positive emotions to counteract the negative ones.
  4. Discipline your thoughts, perceptions and assumptions of other people. The interpretation of someone’s attitude does not necessarily match reality.
  5. Observe the time frame, the number of times you have to see someone at the office. The less time you spend with coworkers, the less time you will notice their flaws and the less you will harbor negative emotions.
  6. Learn to discern any conflict driven behavior on the scale of conflict intensity. The intensity level measures the level of discomfort during a dispute:
    • At the first level, there is a difference in opinions but there are no discomfort.
    • At the second level, misunderstandings sprout: what is understood by someone is different from what is really meant.
    • At the third level, disagreements occur: each party understands but disagrees with each other’s opinions, feels discomfort which can lead to damage in the relationship.
    • At the fourth level, discord transpires: each party respond to a difference in opinion and there are continual attacks on the relationship.
    • At the last and fifth level, each party is polarized, suffers from the conflict, resort to sabotage, criticism, manipulation, etc…

Furthermore, detecting a conflict early will allow to resolve them faster.

How to resolve conflict and create positive outcomes

There are generally two known responses to conflict: “fight or flight” and “retaliatory cycle”.

On on hand, the fight or flight response is a natural response to threats where one either flee from danger or fight it. The choice between fight or flight depends on how someone has been conditioned.

On the other hand, the retaliatory cycle leads to escalation, leads to destructive behaviors that fuel and trigger negative behaviors in each party. In the retaliatory cycle, someone is first triggered by a behavior, then generates in that person an emotional response to this behavior. This emotional response is perceived by others as a threat to their ideas, opinions that in return generate an emotional response. And so on and so forth, the retaliatory cycle is created.

Leaders have to acquire a model behavior during conflicts in the workplace. Leaders encourage positive outcomes by:

  1. Facing conflicts head on, standing their ground and assuming that conflicts are inevitable, frequent and are just a passing phase.
  2. Staying calm and composed under pressure.
  3. Avoiding jumping to conclusions, shifting blame or pointing fingers and relying only on facts.
  4. Separating the person from the real issue.
  5. Instilling core values and fair treatment among their followers.
  6. Encouraging open communication and allowing the other party to speak their truth.
  7. Demonstrating that they have understood every side of the issue, being empathetic to the conflict partner.
  8. Suggesting solutions to existing problems thanks to external opinions, historical and innovative ideas.
  9. Sincerely apologizing to the other person and being able to admit when they were wrong.

How to recover from conflict?

Conflict competence requires that the leader:

  • value differences,
  • almost immediately detect a conflict before it arises in a tone or in a facial micro-gesture,
  • identify positive and negative models of leadership within the organization,
  • learn from setbacks and hardships that build character,
  • solve other people conflicts and implement a conflict resolution culture.

Dealing with conflict can leave you feeling like you are in a hostile territory but practice makes perfect, and managing conflicts effectively becomes easy with experience.

Also, create a zen space and learn to leave your conflicts at work.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.