Travis Bradberry
Travis Bradberry
Travis Bradberry is an American author on the subject of emotional intelligence...
NationalityAmerican
ProfessionAuthor
CountryUnited States of America
ignoring leave managers people tend
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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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.
channel crises effective manage people producing staying
Staying composed, focused, and effective under pressure are all about your mentality. People who successfully manage crises are able to channel their emotions into producing the behavior that they want.
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The ability to manage your emotions and remain calm under pressure has a direct link to your performance.
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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.
ability awareness emotional intelligence manage recognize understand
Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.
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Negative emotions will challenge your grit every step of the way. While it's impossible not to feel your emotions, it's completely under your power to manage them effectively and to keep yourself in a position of control. When you let your emotions overtake your ability to think clearly, it's easy to lose your resolve.
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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.
people thin
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.
family
You can be a leader in your workplace, your neighborhood, or your family, all without having a title.