The power of bloopers

The power of bloopers

If hours of youtube bloopers and blunders videos are to be believed, it appears that humans love to take great delight in others’ misfortune. We love a good laugh at someone else’s expense; usually secretly glad it’s not us. Most people try to avoid mistakes and looking silly, particularly in a professional setting, as they fear it will detract from their reputation and, on a deeper level, cause shame and embarrassment.

How to gently shock people into getting what you want

How to gently shock people into getting what you want

In negotiation there is a technique called ‘anchoring’. Anchoring is where the first offer you make becomes the anchor around which all other offers are considered. Anchoring allows you to set the boundaries of the negotiation, no matter how wild or unrealistic they may be. 

The real reason men don't feel biased and women don't feel disadvantaged.

The real reason men don't feel biased and women don't feel disadvantaged.

The issue with gender equality in workforces today is primarily the result of what researchers call ‘second- generation bias’. It is not overt or malicious, but it is why men don’t feel they are being biased, and why women may not feel explicitly or deliberately disadvantaged ... even if both are true on some level. 

How to take credit for your work when it feels boastful to do so

How to take credit for your work when it feels boastful to do so

Imagine you are suffering from a lack of visibility at work. Your boss tells you that you need to let people know the value you are adding. You need to “raise your profile and build a brand” with other stakeholders. The problem is, in order to do that, you need to draw attention to the good work you are doing. And this makes you feel icky. No one likes a braggart, and you don't like to boast. Tough situation. And you are not alone. 

Do you play favourites in your team? (Hint: the answer is probably YES)

Do you play favourites in your team? (Hint: the answer is probably YES)

Playing favourites may not be your intention, but with perception steering the ship, it could be the reality. As leaders, we need to make a conscious effort to include all our people. We need to spend time equally, engage with those we may not get along with, and ensure all our people feel heard, valued and included. It’s easy enough to do, once we realise we need to do it.