Career
How to stand up for yourself – six steps to courage
Standing up for yourself is a learnable skill, no matter how you’ve felt in the past. Here are six ways to set yourself up for success.
Courage
Don’t say “no” for them.
You will never get what you want if you don’t ask for it. Don’t stop yourself from asking just because you’re afraid of a no. You’re only saying no for them.
Courage
Don’t throw out the lightbulb just because it showed you an uncomfortable truth
Don’t throw away the light bulb because it showed you an uncomfortable truth. Transparency doesn’t build trust. Transparency creates awareness; actions build trust.
Courage
Maybe you’re just human. We’re all just human.
Those emotions you feel? They may not be unusual. You’re just human, after all. That should be a relief. Here’s why.
Courage
Accepting a Very Prestigious Award is hard
My inner critic and my inner cynic keep me from believing I deserve the awards and accolades I get. But there’s really only one opinion that matters.
Conflict
Avoid identity creep when making decisions by staying connected to your “why”
Identity creep happens in life’s gray areas, in the little conflicts when you have to choose between what’s right and what’s easy. Here are four guiding tips.
Courage
Racing to mediocrity: how to rationalize minus-one hiring
When a manager rationalizes hiring the lesser candidate, that’s minus-one hiring. It leads to institutionalized reliable mediocrity.
Career
You’ve taken the courageous first steps to fulfilling (or killing) a dream… now what? How to survive the J Curve.
Taking the courageous steps to pursue a new dream, you will face and have to survive the J Curve in order to turn your dream into reality.
Conflict
Loyalty to yourself isn’t as simple as it sounds
Are you most loyal to your past self, to your future self, or to a fictitious self created by other people? The answer should almost always be, “It depends.”
Career
Embracing the middle manager’s role as ignorant speed bump
The middle manager’s role is to manage both up and down the org chart. This means questioning authority and speaking truth to power, as well as managing staff.