Travis Bradberry
Travis Bradberry
Travis Bradberry is an American author on the subject of emotional intelligence...
NationalityAmerican
ProfessionAuthor
CountryUnited States of America
across appear cliche family genuine hard life telling trouble weakness
It's difficult to find a genuine weakness that makes you appear competent. For instance, telling your interviewer that your weakness is working so hard that you have trouble prioritizing your family life is a little too cliche and comes across as disingenuous.
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It's difficult to know when to set boundaries around your health at work because the decline is so gradual. Allowing stress to build up, losing sleep, and sitting all day without exercising all add up.
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We all hit moments when we feel helpless. The test is how we react to that feeling. We can either learn from it and move forward or let it drag us down.
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Common sense would suggest that having ability, like being smart, inspires confidence. It does, but only while the going is easy. The deciding factor in life is how you handle setbacks and challenges. People with a growth mindset welcome setbacks with open arms.
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Confident people tend to challenge themselves and compete, even when their efforts yield small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation.
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Emotional self-control is the result of hard work, not an inherent skill.
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Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.
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Even though we don't always realize it, as the day goes on, we have increased difficulty exerting self-control and focusing on our work. As self-control wears out, we feel tired and find tasks to be more difficult, and our mood sours.
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Even in a crowded room, likable leaders make people feel like they're having a one-on-one conversation, as if they're the only person in the room that matters. And, for that moment, they are. Likable leaders communicate on a very personal, emotional level.
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Every leader has the responsibility to hone his or her integrity. Many times, there are integrity traps that have a tendency to catch well-meaning leaders off guard.
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We hesitate to call liars out in professional environments because we feel guilty for being suspicious. Calling someone a liar for no good reason is a frightening proposition for most.
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There is no upside to making a disparaging remark about a colleague. If your remark is accurate, everybody already knows it, so there's no need to point it out. If your remark is inaccurate, you're the one who ends up looking like a jerk.
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It's through a leader's actions - what he or she does and says on a daily basis - that the essence of great leadership becomes apparent.
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Our days are filled with a constant stream of decisions. Most are mundane, but some are so important that they can haunt you for the rest of your life.