Travis Bradberry
Travis Bradberry
Travis Bradberry is an American author on the subject of emotional intelligence...
NationalityAmerican
ProfessionAuthor
CountryUnited States of America
certain executives hopefully leadership pay reach referring senior talk
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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More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.
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Confidence is a crucial building block in a successful career, and embracing it fully will take you places you never thought possible. With proper guidance and hard work, anyone can become more confident. Once you pass a certain point, you'll feel it from the inside.
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Being a good leader requires remembering that you're there for a reason, and the reason certainly isn't to have your way. High-integrity leaders not only welcome questioning and criticism - they insist on it.
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The best way to find a balance between doing your best and showing that you're ready for more is by developing other people. As tempting as it is to hoard knowledge, don't. Instead, make certain that there are others who know how to do important aspects of your job.
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Effective listening is something that can absolutely be learned and mastered. Even if you find attentive listening difficult and, in certain situations, boring or unpleasant, that doesn't mean you can't do it. You just have to know what to work on.
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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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While exceptional employees don't seek conflict, they don't run away from it either. They're able to maintain their composure while presenting their positions calmly and logically. They're able to withstand personal attacks in pursuit of the greater goal and never use that tactic themselves.
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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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Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.
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Kindness is weak when you use it in a self-serving manner. Self-serving kindness is thin - people can see right through it when a kind leader has an agenda.
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Most hiring managers interview a lot of people. So many that they generally have to go back to their notes to remember candidates - the exception being candidates with a strong hook. Sometimes these hooks are how people dress or their personality, but the best hook is a strong story that's work-related.