Workplace Communication Quotes

In the event of a communication breakdown, decide whether you will dwell in the negative or rise above the angst and turmoil in a firm, positive manner and encourage all parties to listen and be heard.

The key to healthy communication is having a willingness to lay aside our defensive tendencies and accept responsibility for our part of the relationship

Communication is an art form that is crafted throughout our lives.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

A key to healthy problem solving is good communication.

Unhealthy relationships are most commonly lacking in the most essential of ingredient: healthy communication.

Gutsy leadership is not only having the self-awareness to know when you are opting in but also being fully aware of when you are quietly opting out. In silence, you speak volumes.

Few places are more important for dressing appropriately than the workplace, where a professional appearance is crucial.

Relationships are an art form created by two or more individuals who have similar or complementary visions, passions, and ambitions.

Communication can be sent or received through verbal or nonverbal cues.

Intrapersonal communication is a reflection of your self-esteem.

You have the power to choose the words you write, so choose the right ones. And yes, this applies to the workplace too. Make a difference!

Communication is the railway of information linking two intersecting paths together.

Communication is a way of life.

Active communication is the ability to exchange, transmit, or share information.

Communication is the lifeblood of an organization.

Intrapersonal communication is the communication of what we are saying unto ourselves.

Intrapersonal communication is a reflection of our daily messages.

A Culture of clear consistent communication and connection is the foundation of a high performance team that thrives and flourishes.

High Performance Teams create cultures of caring, connection, commitment, collaboration and clear consistent communication

A High Performance team requires people with High Performance Mindsets, with relevant competence, committed and balanced communication, to a meaningful and challenging goal.

Effective leadership begins with effective communication.

As a daily habit, I invite you to reflect and ask yourself, “Did I give myself the yes today? Did I make things happen? Did I follow my gut?

nothing worth having is ever going to come easy or be handed to them on a silver platter.

If you arrive at your workplace having already practiced mindfulness while getting ready at home and while on your way, you'll arrive happier and more relaxed than you have in the past, and successful communication will come a lot more easily.

As communicators, we are complicit in the harm caused by performative communications, microaggressions, reinforcing stereotypes in our content, and contributing to damaging our brand’s reputation…. As conscious communicators, with an awareness of others’ experiences and a commitment to centering them, we are uniquely positioned to help build a truly people-centered workplace.

As communicators, we are complicit in the harm caused by performative communications, microaggressions, reinforcing stereotypes in our content, and contributing to damaging our brand’s reputation…. As conscious communicators, with an awareness of others’ experiences and a commitment to centering them, we are uniquely positioned to help build a truly people-centered workplace.

Dr. Brown has the ability to make complex matters easy to understand. His book has taken the topic of communication to a new level. The book is easy to read. The exercises and appendices provide both a practical learning approach and a depth of understanding of the subject..." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

To understand why psychological safety promotes performance, we have to step back to reconsider the nature of so much of the work in today's organizations. With routine, predictable, modular work on the decline, more and more of the tasks that people do require judgment, coping with uncertainty, suggesting new ideas, and coordinating and communicating with others. This means that voice is mission critical. And so, for anything but the most independent or routine work, psychological safety is intimately tied to freeing people up to pursue excellence.

Much as is observed in actual natural settings, in the informal process workplace, dominance hierarchies emerge. If you’re brash and disagreeable, or are a favorite of the boss, you can, like the strongest lion in the pride, avoid work you don’t like by staring down those who try to pass it off to you, ignoring their messages, or claiming overload. On the other hand, if you’re more reasonable and agreeable, you’ll end up overloaded with more work than makes sense for one person to handle. These setups are both demoralizing and a staggeringly inefficient deployment of attention capital. But without a countervailing force, these hierarchies are often unavoidable.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Also as in natural settings, in workplaces without well-defined processes, energy minimization becomes prioritized. This is fundamental human nature: if there’s no structure surrounding how hard efforts are coordinated, we default to our instinct to not expend any more energy than is necessary. Most of us are guilty of acting on this instinct when given a chance. An email arrives that informally represents a new responsibility for you to manage; because there’s no formal process in place to assign the work or track its progress, you seek instead the easiest way to get the responsibility off your plate—even if just temporarily—so you send a quick reply asking for an ambiguous clarification. Thus unfolds a game of obligation hot potato, as messages bounce around, each temporarily shifting responsibility from one inbox to another, until a deadline or irate boss finally stops the music, leading to a last-minute scramble to churn out a barely acceptable result. This, too, is obviously a terribly inefficient way to get work done.

We wanted Penny to work somewhere that was pedestrian and wonderfully quotidian. Here are these guys who are trying to unravel the secrets of the universe, and Penny introduces herself by saying, “I work at The Cheesecake Factory.” The juxtaposition of scientists working in the quantum field, perhaps changing the world with their work, and “I work at The Cheesecake Factory” seemed to be a funny dichotomy. And the cheesecake is great! I personally really love their chocolate chip cheesecake. And the menu went on for days—it was like a book! There was a lot going for it, and the company was very gracious about letting us use their name. Surprisingly, the California Institute of Technology (abbreviated as Caltech) wasn’t as enthusiastic when it came to establishing Sheldon and Leonard’s workplace. Chuck Lorre: Caltech wasn’t keen on us using their name or likeness early on, so we obliged for a while, and then when the show took off, they communicated with us again and said something along the lines of, “Please feel free to use the word Caltech in your show,” because it was a good promotion for Caltech! [Laughs] Someone over there recognized that being associated with this burgeoning hit show was not going to damage their reputation.

Choosing Careers Many people with social anxiety do not have the job they would like the most because of fear. They hold jobs in which their duties are clear and repetitive. They let other people make decisions because they do not want to be responsible. Social anxiety often causes people to find careers in which they can work alone. Many women with social anxiety immerse themselves in family to avoid the workplace altogether. People suffering from social anxiety often remain at the same position for a long time because they are not seen as leaders. They avoid managerial roles and usually have a hard time communicating. As a result, work becomes boring, uninspired, and unfulfilling. Debra has worked at the Boston Public Library for five years, returning books to the shelves. It is a very peaceful job and the only time she has to speak with people is when they ask her where to find certain books. She has always been a big reader, and the job seems like the perfect fit. Lately, however, she has been feeling dissatisfied with her life. The library job doesn’t pay very much so she still lives with her parents, at age twenty-seven. Most people she went to school with have exciting jobs and are getting married. Often, Debra feels like life is passing her by. However, when she thinks about applying for a new job, Debra becomes very anxious. She is embarrassed that she has limited work experience and fears people will not take her seriously. She reads the Help Wanted section of the paper every day but is too scared to call for more information or to send out her résumé.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

Each is clearly on a leadership track, but that path is clouded as their talents and abilities are hidden while their confidence is stifled because of linguistic and cultural boundaries.

I don't ever recall any ears going deaf from too much communication, but I've witnessed many mouths fall silent due to a lack of communication.

The gulf between “I’m great” (Stage Three) and “we’re great” (Stage Four) is huge, Grand Canyon huge. This level represents 22 percent of workplace tribal cultures, where the theme of people’s communication is “we’re great.

Signs of Stage Five. Your tribes hardly ever refer to the competition, except to note how remarkable their own culture is by comparison, and how far their results outstrip industry norms. The theme of communication is limitless potential, bounded only by imagination and group commitment. People in this culture can find a way to work with almost anyone, provided their commitment to values is at the same intensity as their own. (Unlike Stage Four, the focus isn’t on “our values” but on resonant values.) There is almost no fear, stress, or workplace conflict. People talk as though the world is watching them, which may well be the case, as their results are making history. Your job is to make sure the infrastructure to maintain these leaps to Stage Five is in place. Go to Chapter 9 and read to the end of the book.

The computer agntold scale. It also paved the way for increasing reclusive conduct at work and at home. It is becoming increasingly difficult for us to foster lasting professional relationships when the world clips along at megabyte speed and coworkers occupy a private office or separate cubicle. Prior forms of face-to-face communication are rapidly becoming obsolete. The computer age allows people to participate in a vast network of electronic communication and our escalating dependence upon electronic communications will foster rapid e opened doors to mass communication at depersonalization in the workplace. Some people will be frozen out of regular social interactions and no longer enjoy an uplifting one-on-one working relationship that people instinctively crave.

In the workplace of the past, leaders tended to be authoritarian, aggrandizing, and arrogant. Future leaders will need to communicate in ways that inspire others to learn more about themselves and serve others.

Turning her attention to the workplace, Turkle finds young employees who retreat to email because the thought of an unstructured conversation terrifies them, and unnecessary office tensions that fester when communication shifts from nuanced conversation to ambiguous connection.

Some people specialize in initiating things. These are the good-idea people, and every workplace should have some of them. But in high-level management positions, these people can get so many things going that they cannot follow through on them all, and some initiatives die for lack of attention. A manager who comes up with lots of new ideas for improvements and changes might get people excited at first, but without using the other three types of conversation to sustain the initiative, people lose interest. After the fiftieth great idea of the month, people will roll their eyes when the fifty-first is proposed. Too many initiatives can lead people to question the credibility of the initiator, lose confidence in the initiative, and disengage from their own work. When people are not sure about what is serious work and what it just hot air, they tend to ignore all new ideas and withdraw, concentrating on what is immediately in front of them. Use your Initiative Conversations to launch the work you are committed to seeing come to fruition.

Most people have a style in the workplace that overshoots in one direction—too aggressive or too passive, too talkative or too shy. In that first deal, I said too much. This was not a shock to anyone who knows me. Once I identified this weakness, I sought help to correct it. I turned to Maureen Taylor, a communications coach, who gave me an assignment. She told me that for one week I couldn’t give my opinion unless asked. It was one of the longest weeks of my life.

A low-context culture is a place where little is left to assumption so things are spelled out explicitly. In contrast, high-context cultures are places where people have significant history together and so a great deal of understanding can be assumed. Things operate in high-context cultures as if everyone there is an insider and knows how to behave. Written instructions and explicit directions are minimal because most people know what to do and how to think. Our families are probably the most tangible examples we have of high-context environments. After years of being together, we know what the unspoken rules are of what to eat, how to celebrate holidays, and how to communicate with each other. Many of our workplaces are the same. We know when to submit check requests, how to publicize an event, and how to dress on “casual” Fridays. New employees joining these kinds of organizations can really feel lost without adequate orientation. And many religious services are also very high context. People routinely stand, bow, or recite creeds that appear very foreign and confusing to someone just joining a religious community for the first time. Discerning whether a culture provides direct and explicit communication versus one that assumes a high degree of shared understanding is a strategic point of knowledge. And leaders need to bear in mind the areas of their own organizational and national culture that are high context and how that affects outsiders when they enter. Table

7. Energy. Your degree of personal energy and enthusiasm has a great deal to do with whether or not someone will want to hear the message you are trying to communicate. Believing in what you have to say also helps you to overcome interactive inhibition. If you care passionately about something, your life force will flow naturally, energizing you, and you will be able to focus better on getting the message out to others. Before entering an interactive situation, try “turning yourself on.” Put yourself in a peak state of enthusiasm. This might involve playing a piece of music that makes you feel great or thinking back to a time when you felt absolutely unstoppable. By accessing memories of a time when you felt energetic, you can induce the same state again. 8. Pitch and tone of voice. Speaking in a monotone is a quick way to turn off any audience. Practice using a variety of vocal qualities in your speech. Try using a tape recorder to make sure your voice is pleasant to listen to, and that your message matches your tone of voice. People pick up more from the voice tone than from the actual words you use. 9. Animation and gestures. Don’t be afraid to use your body, especially your hands, to use moderate gestures during conversation. Gestures send signals of enthusiasm and energy. Whenever you speak, you are essentially on stage, and appropriate gesturing helps you to communicate. 10. Ability to hold interest of others. In an interview, be prepared to discuss a variety of topics—not just the job you are applying for. And be sure to ask questions (prepare some in advance if necessary). 11. Commitment. This attribute has to do with caring passionately—about yourself, the other person, and the message you are trying to convey. If you convey that you can make a positive difference in the prospective workplace, you are much more likely to influence the interviewer and leave him or her with a lasting positive impression of you. 12. Ability to make others feel comfortable. In order to make others comfortable, you must first appear comfortable yourself. Practice looking more comfortable and relaxed by watching yourself in the mirror. Encouraging others to speak openly and freely also helps them to feel more comfortable and at ease with you. Dominating a conversation makes others feel uncomfortable very quickly. Asking others for their opinions, feelings, and values opens them up to you equally quickly. In an interview situation, it is usually a good idea to let the interviewer do most of the talking. Again, prepare some questions to get a two-way conversation going. All twelve elements are essential for good communication. They should work together in harmony, and each element should support the overall message you are communicating.

Emotional instability for whatever reason can infect the workplace and lower productivity as surely as malfunctioning equipment.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Communication Skills and Career Success Many people with social anxiety make the unfortunate mistake of assuming that if they communicate very little, they will be less likely to meet with failure. Exactly the opposite is usually the case. Often, people with significant social anxiety give very little of themselves and are therefore not a part of the effective chemistry necessary for overall productivity and fulfillment. Usually, their reticence is the result of an effort to blend in, but rightly or wrongly, such people are perceived by others as uninteresting and unimportant—the equivalent of death in the workplace. Instead of creating the desired safety net, the persona incognito provides the surest way to be ignored on the job and considered generally ineffective.

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

•​Communicating your purpose and values. Employees are inspired when they work in organizations whose purpose and values resonate with them. •​Providing meaningful work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. •​Focusing your leadership team on people. How leaders relate to their employees plays a major role in how everyone feels about their workplace. •​Building meaningful relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. •​Creating peak performing teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own.

Communication frequency among coworkers also led to psychological safety. In other words, the more we talk to each other, the more comfortable we become doing so.

Emphasizing interdependence lets people know that they're responsible for understanding how their tasks interact with other people's tasks. Interdependence encourages frequent conversations to figure out the impact their work is having on others and to convey in turn the impact others' work has on them. Interdependent work requires communication. In other words, when leaders frame the work they are emphasizing the need for taking interpersonal risks like sharing ideas and concerns.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

The Protocol Principle Designing rules that optimize when and how coordination occurs in the workplace is a pain in the short term but can result in significantly more productive operation in the long term.

The ways we communicate convey meaning. To the extent that a boss sees a woman subordinate’s actions as indicative of nurturance and kindness but not of assertiveness and leadership capability, he is likely to treat her ideas as not deserving of attention and fail to seriously consider her for promotion as well. If his misinterpretation of her communication style is not brought to his attention, she is denied access to senior levels.

In 1983 Eugene Koprowski turned to mythology for his Organizational Dynamics article prediction that there would be considerable “foot-dragging and resistance on the part of the male power structure” in the quest for female social equity at work.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

Women derived significant benefits from the lessons in Betty Lehan Harragan’s Games Mother Never Taught You and Margaret Hennig and Anne Jardim’s The Managerial Woman. These books, published in 1977 and 1976, respectively, launched a paradigm shift in female thinking. They and other such writings encouraged women to acquire political savvy, learn the ropes, and beat men at their own games. There is much to be said for political savvy and learning the ropes, but it gets you only so far -- approximately as far as women have gotten.

In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived.

Vector Medical Marijuana specialist in Canada employers to effectively and precisely communicate the employee's obligations regards to using, or being under the influence of, medical marijuana at workplace.

Not all men go about boasting, but most understand how to let it be known that they are awfully good at something important. They can make the mundane sound important and their role seem pivotal. For a woman to boast like a man, she must act in ways counter to her socialization. Women who accomplish this usually find that men are uncomfortable with boastful women. So boasting like a man often brings women no greater reward than not boasting at all. Women are left to prove themselves without promoting themselves in environments where skillful self-promotion often brings impressive rewards.

no longer cute-and-little, they are threatening. Men aren’t as accepting of them. They’ve never learned to comfortably accommodate female peers, especially ones who might disagree with them or even tell them what to do.

As one female Executive MBA student said to me, “The cases we study are almost all selected by male professors.

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one’s customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral

The purpose of setting communication principles is to build an effective digital workplace where collaboration and sharing are the norms.

It can't be taught to all, but people who deliver exceptional work, merely by relaying their passion through what they say and do in the workplace, are priceless.

A smart way of using your hands to make you look more interesting, thoughtful, and self-assured is to steeple your hands and fingers. Try using it strategically in formal environments or workplaces to show confidence and consideration.

When you are fully present and engaged in your workplace, you will demonstrate that you care about the success of your organization, are a team player, have a can-do attitude, and will go the extra mile to fulfill and exceed expectations.

Sam sniffed the sea air. He had years of experience dealing with prickly personalities. I’ll get them on board and get it done!

Once you open your home to nursing, you essentially become the employer of a small staff, even if you aren’t signing the paychecks. As in any workplace, the staff needs to know the rules and expectations, and it is your job to set them and communicate them well. This is your new job; you’ve been promoted to Home Care CEO.

When these people come to the church expecting to find support and encouragement as they face the struggles of their workplace, too often they find that the church is suspicious of them. And worse, if they have come to accept some of the tenets of the scientific consensus that the church has traditionally disparaged, they are also marginalized in the church. The message is loud and clear: leave your scientific conclusions at the door. We are not doing a good job of ministering to these brothers and sisters. We have communicated that their commitment to Christ is subverted, their service to the church is unwanted and their very salvation is suspect. We have to do better in providing safe contexts for people in the sciences, and we would do well to learn from them. At times, however, they are confused, and it would be appropriate for the church to help them work through these difficult issues—not by making them choose (Bible or science) but by charting a path of convergence and compatibility.

By denying feelings of anger, withdrawing from direct communication, casting themselves in the role of victim, and sabotaging others’ success, passive aggressive persons create feelings in others of being on an emotional roller coaster. ...exacting hidden revenge, the passive aggressive individual gets others to act out their hidden anger for them. This ability to control someone else’s emotional response makes the passive aggressive person feel powerful. He/she becomes the puppeteer—the master of someone else’s universe and the controller of their behavior.

By denying feelings of anger, withdrawing from direct communication, casting themselves in the role of victim, and sabotaging others’ success, passive aggressive persons create feelings in others of being on an emotional roller coaster...This ability to control someone else’s emotional response makes the passive aggressive person feel powerful.

I have gone through Let’s Talk, Mukta Mahajani’s book on negotiations and communications at the workplace, with curiosity. Although the book essentially aims at equipping young executives with techniques and skills to deal with difficult workplace situations, it is an interesting and useful read for public servants like me, who have been groomed in an era when negotiation and communication skills were considered an art and one either had the skills or did not have them. We never believed that these skills could be acquired and then honed with right training. Of course, I firmly believe that negotiations have to be built on the foundation of trust and ethics. They should not lead to lose–lose or win– lose situations but should culminate in win–win situations. The modern-day workplace is a highly complex, multidimensional and multi-layered system manned by a diverse workforce. Human behaviour is the most important factor that makes the workplace complex and dynamic. Hundreds of Ankitas, Ketans, Rams and Vidyas struggle to achieve their desired goals at the workplace. I am certain that Mukta’s book will be of great value to them. Congratulations Mukta! Mr Sharad Pawar

When you feel good about the value you offer the organization, communicating and demonstrating your value to others is much easier.

You can want your employees to be better or expect them to perform at a certain level, but if you don’t genuinely believe in their potential to achieve results, it’s likely they know it. It’s unfortunately very easy to subconsciously, subtly, or overtly communicate and create an employee’s personal possibility ceiling.

in order to craft meaningful posts, we actually need to get offline—to disconnect in order to reconnect. I urged readers to find more time for offline pursuits, to dive deeply into life’s offerings and fully digest them, and to then come back to technology enriched and fulfilled.

If a task is worth doing, it means there is valuable contribution context waiting to be communicated. What greater success is your employee contributing toward that makes it worth doing in the first place?

When you practice Possibility Thinking, which is built into the upcoming Results Model, you’ll move quickly from “what’s in the way” to “what’s possible,” and you can retrain your brain to problem solve instead of panic. When you no longer need to rely on frustration or agitation to communicate the weight of a problem, you will inherently give permission and create safety for your employees to stop panicking and start problem-solving.

Good communicators are attentive to detail. They understand that words matter and that we convey meaning not only through word choice but also through the time, place, and medium by which we deliver those words.

being stern or too serious will communicate this is more punitive than positive

Revisiting until the Desired Result is achieved is effective because it communicates that success is inevitable. It’s not a matter of if but when. Utilizing the Results Model leaves no wiggle room for the brain to fail. Any resistance or defensiveness eventually melts away because employees realize the Revisiting step will continue until their inevitable success.

the quality of our professional relationships and the culture of our organizations are influenced directly by the way we communicate in the workplace.

The art of live communication and relationship building remains critically important no matter what industry you work in. In today’s global economy, it’s typically not the smartest, hardest-working, or most technically savvy who succeed. Even those who have complete mastery over the technical aspects of their jobs need to communicate and relate to others effectively and strategically to earn the respect, trust, and admiration of their colleagues—indeed, in order to succeed. The ability to communicate well is often the most important precursor to success in the workplace.

Your Competition Has Network Effects, Too To figure out a response, it’s important to acknowledge a common myth about defensibility and moats: that somehow, network effects will magically help you fend off competition. This is a myth repeated again and again in startup pitch presentations to investors and entrepreneurs. It’s a lie that entrepreneurs tell to themselves. It isn’t true—simply having network effects is not enough, because if your product has them, it’s likely that your competitors have them, too. Whether you are a marketplace, social network, workplace collaboration tool, or app store, you are in a “networked category.” It’s intrinsic in these categories that every player is a multi-sided network that connects people, and is governed under the dynamics of Cold Start Theory. Effective competitive strategy is about who scales and leverages their network effects in the best way possible. No wonder we often see smaller players upend larger ones, in an apparent violation of Metcalfe’s Law. If every product in a category can rely on their network, then it’s not about who’s initially the largest. Instead, the question is, who is doing the best job amplifying and scaling their Acquisition, Engagement, and Economic effects. It’s what we see repeatedly over time: MySpace was the biggest social network in the mid-2000s and lost to Facebook, then a smaller, newer entrant with a focus on college networks with stronger product execution. HipChat was ahead in workplace communication, but was upended by Slack. Grubhub created a successful, profitable multibillion-dollar food-ordering company, but has rapidly lost ground to Uber Eats and DoorDash.

Confidence alone, of course, is not enough. Women also have to excel at the task at hand and be “pro-social,” acting in a way that communicates they care about others in the workplace.

Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important.

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you. What is it, that concern, that care, that irritation, that distraction? It is not the call to happiness. It is the call to the action and adventure that make up a real life.

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you.

Workplaces that devalue traits and skills like empathy, communication, and cooperation, which women are more likely to be socialized to have, almost always overvalue traits like hypercompetitiveness, aggression, and impulsiveness, which men are more likely to be socialized to have, even when those characteristics harm a work environment.

Why is social intelligence important in the workplace? There is a need to understand the consequences of your behavior on other employees. If you have to lead people, you need to understand what drives and inspires them.

Organizations need to decide which values they want to emphasize, and clearly communicate them to all members of the team. If you don't actively create the culture that you do want within your organization, a culture you don't want can develop organically.

The Mist of Mismanagement is similar to Clausewitz’s fog of war. Uncertainty impedes situational awareness, but unlike the fog of war, the mist is self-inflicted. It unnecessarily disrupts communication, engagement, and unity of action leading to organizational failures.

The best, most successful personal relationships are with those who routinely enjoy shared values, beautiful chemistry, and work through past and present differences. Vulnerability is very important for leaders in life and the workplace. There is game-changing power and strength in being openly vulnerable and transparent, allowing leaders to emotionally connect with family, teammates, and employees. In contrast, ineffective leadership is an inability to communicate and display vulnerability.

Also, given the overlap between Legal and HR, if your HR team isn’t organized, the legal team may find itself influencing/improving or even taking on HR practices.

In a football game and in the corporate workplace there is a huge difference between teams that achieve great success and teams that become dismal failures. The answer is effective communication- teams that can openly share ideas, focus on the task, and communicate proactively should not be surprised by their achievements.