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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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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Most people believe that their listening skills are where they need to be, even though they aren't. A study at Wright State University surveyed more than 8,000 people from different verticals, and almost all rated themselves as listening as well as or better than their co-workers. We know intuitively that many of them are wrong.
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When you ask someone a question and they're slow to respond, don't feel pressure to move the conversation forward. Remaining silent plays to your advantage. Moments of silence make people feel as though they should speak, especially when the ball is in their court. This is a great tool to use in negotiations and other difficult conversations.
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Few things kill likeability as quickly as arrogance. Likable leaders don't act as though they're better than you because they don't think that they're better than you. Rather than being a source of prestige, they see their leadership position as bringing them additional accountability for serving those who follow them.
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People are salaried for the work they do, not the specific hours they sit at their desks. When you ding salaried employees for showing up five minutes late even though they routinely stay late and put in time on the weekend, you send the message that policies take precedence over performance.
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It's easy to let your family suffer for your work. Many of us do this because we see our jobs as a means of maintaining our families. We have thoughts such as 'I need to make more money so that my kids can go to college debt-free.'
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People who fail to use their emotional intelligence skills are more likely to turn to other, less effective means of managing their mood. They are twice as likely to experience anxiety, depression, substance abuse, and even thoughts of suicide.
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Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.
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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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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 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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With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you're challenged because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed.
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One of the toughest things for leaders to master is kindness. Kindness shares credit and offers enthusiastic praise for others' work. It's a balancing act between being genuinely kind and not looking weak.