Knowing how and when to end a conversation at work can be challenging for some people. It’s a situation that many don’t often consider how to handle until they’re in the midst of it. Finding the right time to wrap things up during a discussion with someone depends largely on with whom you’re speaking, when and about what.

Even before the age of digital influencers, becoming influential was a major challenge for anyone. Now, in spite of an ever-growing number of online outlets through which authority, credibility and influence can be developed, it’s exceedingly difficult to carve out a space and a name for oneself that will stand out and earn recognition and respect from the masses.

The effects of the pandemic run deep for all of us, and we’ve been harboring the effects for more than two years now. We’ve accumulated new mindsets and habits, both good and bad, that will again be tested as we return to our offices. We’ve all been changed, and those who can empathize with a wide variety of perspectives will be best positioned for personal resilience and effectiveness.

As the leaves fall and the weather chills, the U.S. prepares for Thanksgiving. Our tradition is a good reminder to take a closer look at the benefits of gratitude. Sure, nothing is perfect, but in all the messiness of our busy lives, there are things to be grateful for if we take a closer look — and that mindset has plenty of embedded benefits. Let’s investigate why gratitude is important for you personally, and how it also extends to your colleagues and team. 

When any business launches, one of the first things company leaders need to work on to ensure success is creating a strong online presence for it. The same goes for solopreneurs and business leaders seeking to advance professionally; a big key to building their careers lies in how they craft their personal brand and show up online. 

Open executive positions can be few and far between. While most executive job openings are due to someone leaving the firm, outsiders with executive experience are often selected to fill them. However, there are ways for a manager within an organization to get a foot in the C-suite door from the inside.

Many of us are afraid of public speaking and often this personal fear trickles into everyday conversation, preventing us from being our best at work. Have you ever been in a meeting with an idea to add, but the voice in your head is making you spin? You wonder: “Is this really important?” “What phrasing would be best?” “Will they think this is stupid?” As the group’s conversation continues, you’re distracted from the content while your internal gremlins are still whispering doubts. “Does it matter now?” “It seems they’ve moved on...” “Perhaps it wasn’t really important anyway.” And the meeting ends with you still in silence. 

Starting a business is one of the riskiest and most complicated things a person can do in their life. Even if someone has an endless amount of money and an extraordinary number of influential contacts, there still isn’t any guarantee of success. Every move a new business owner makes has to be carefully considered and calculated, as each action or decision sets the stage for their future growth and success. 

For an organization to succeed, its employees need to feel well-supported, fulfilled by meaningful work and motivated to reach their maximum potential in terms of performance and productivity. Much of this depends on the emotional intelligence, or EQ, of their manager. To achieve this level of employee engagement, managers must learn to demonstrate genuine empathy for their team members.

First-time founders of companies are some of the most highly motivated people out there. Most are hyper-focused on succeeding and have big ambitions for their business. Some new founders may overlook critical aspects of their business plan, however, which could result in issues that are difficult to resolve later.

No matter what position you hold or what industry you work in, lagging motivation can put a serious dent in your overall productivity and negatively affect your career. Unmotivated professionals may find it difficult to focus on the task at hand, see assignments through to completion or even attend to their daily responsibilities.

Organizations are adopting creative strategies for return to work and it might also be time to revamp performance review processes. Current techniques don't work well. The Harvard Business Review reports: "It's still broken and has become a political and bureaucratic battlefield. Part of the reason it doesn't work, in our view, is that all the power still rests with the boss. Additionally, the end-of-year performance review often becomes a negotiation around compensation and promotion rather than a true development discussion." With more hybrid environments, we can give and get feedback from those with the most relevant input at the most relevant time using micro-feedback strategies. 

With the pandemic receding, we find ourselves staring into yet another "new normal." For those of us who traded office space for work from home, the road back isn't clear. Given improved remote collaboration, our teams and colleagues have more options for professional contribution. The post-pandemic workplace is now a metaphoric continuum and may often be based on individual choice. We can be fully in-office, or fully remote or anything in between. This fluidity poses a significant learning opportunity for leaders.

Businesses occasionally take the wrong approach to addressing employee differences, leading to factions being formed within the firm. Other times, companies may split or reorganize, resulting in some employees being siloed from their peers. In each of these cases, a lack of trust can develop between different teams and departments within the company.

So often managers feel caught in the middle of tough demands from their boss and burnout complaints from their reports. Left untreated, this pattern can lead to the spiral of doom, often causing potentially great talent to leave organizations. Research from Gallup's "State of the American Manager" report shows bad bosses to be one of the top reasons for employee departures.

Leaders are lucky to come across “A-listers” during their careers. An A-lister is an employee that brings a unique combination of skill, drive and enthusiasm to the job, resulting in enhanced productivity and innovation.

Getting promoted depends on getting recognized for the contribution and value you bring to your organization. Simply doing your work well, on time and within budget is not enough. These are the minimum requirements for consideration, but not the distinguishing factors that win the coveted spot. 

Most leaders I know are excellent problem solvers and troubleshooters. They’re experts at spotting a setback, hiccup or mix-up from a mile away. Why? Because mistakes cost money. A misplaced comma or unclear memo can end up costing a company hundreds or thousands or millions of dollars.