Travis Bradberry
Travis Bradberry
Travis Bradberry is an American author on the subject of emotional intelligence...
NationalityAmerican
ProfessionAuthor
CountryUnited States of America
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Our brains are wired such that it's difficult to take action until we feel at least some level of this emotional state. In fact, performance peaks under the heightened activation that comes with moderate levels of stress. As long as the stress isn't prolonged, it's harmless.
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Responding to emails during off-work hours isn't the only area in which you need to set boundaries. You need to make the critical distinction between what belongs to your employer and what belongs to you and you only.
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Regardless of the magnitude of the decision, our brains make it hard for us to keep the perspective we need to make good choices.
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People lie in everyday conversation to appear more likeable and competent. While men and women lie equally as often, they tend to lie for different reasons.
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People often cover their mouths when lying. A hand on the mouth or even a touch of the lips shows you that they are lying because this unconscious body language represents a closing off of communication.
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Staying composed, focused, and effective under pressure are all about your mentality. People who successfully manage crises are able to channel their emotions into producing the behavior that they want.
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If you can't relax during your interview, then nothing you do to prepare will matter. Being yourself is essential to the selection process, and interviewers will feel it if you're too nervous. Showing fear or anxiety appears weak compared to a relaxed smile and genuine confidence.
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Chewing gum actually lowers your cortisol levels, the hormone responsible for stress. But chewing gum doesn't just reduce stress, it also makes you more alert and improves your performance in memory-oriented tasks. It does so by increasing the blood flow to your brain and alerting your senses.
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Great leadership can be a difficult thing to pin down and understand. You know a great leader when you're working for one, but even they can have a hard time articulating what it is that makes their leadership so effective.
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Gossipers derive pleasure from other people's misfortunes. It might be fun to peer into somebody else's personal or professional faux pas at first, but over time, it gets tiring, makes you feel gross, and hurts other people.
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If you struggle with putting things into perspective, just ask yourself two simple questions: What's the worst thing that could happen as a result of this? Will this matter in five years? Your answers should put a stop to cataclysmic thinking.
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If you want to be a leader whom people follow with absolute conviction, you have to be a likable leader. Tyrants and curmudgeons with brilliant vision can command a reluctant following for a time, but it never lasts. They burn people out before they ever get to see what anyone is truly capable of.
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In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
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Influential people have a profound impact on everyone they encounter. Yet, they achieve this only because they exert so much influence inside, on themselves.