When I was at uni and before making my way to a B-school, I studied linguistics. I then realised how powerful each and every word could have. How you could just convince, make a point or make a conflict go away ‘just’ by the appropriate use of well-chosen words. Words can make or break a relationship.

I remember my high school philosophy teacher once even said to the class that words were so powerful they could kill. She was referring to verbal abuse that could lead to depression and eventually death.

That wonderful teacher also  taught us the positive power of words that could put a big smile on the face of someone even a stranger, words that can heal through therapy, words that enable you to be a human connecting with another human. So fascinating when you think about it.

This morning while having breakfast, I just came across this great read about 10 powerful words that can get you what you want. Thought I’d share it with you. Happy reading 🙂 !

From Jayson Demers

The words we use every day shape our realities, whether we realize it or not. Our word choices can make a powerful impression on the people around us, whether they occur in a polite conversation at the grocery store or during a more formal exchange at a significant client meeting.

Different situations and different companions demand different levels of vocabulary and tone, but there are some words that hold power, no matter what the situation.

So, next time you’re pressing for something you want — whether it’s a salary increase or the last pineapple in the produce section — here are 10 words that can help you get it:
1. ‘Because’

“Because” is the conduit you will use to explain your motivations for every element of your request. In his book Influence, Robert Cialdini describes this as a “request + reason” and proves that this combination significantly increases the likelihood that your request will be obliged.

In one case study that I read in college (but, sadly, couldn’t find to link to here), one experiment had people ask if they could cut in line. The study found that people were far more likely to allow others to cut in line when the word “because” was used, as opposed to when it was not used (i.e., “May I cut in line?” vs. “May I cut in line, because I’m very late for an appointment?”). This was true even if the reason given was ridiculous (e.g., “May I please cut in line because I need to get to the front sooner?”). The word “because” seemed to trigger something in people that caused them to oblige the request.
2. ‘Thanks’

A simple thanks is an expression of immediate gratitude, and if you start your conversation with it, you’ll start everything off on a good note. You’ll show that you’re appreciative, which will make people more interested and willing to help you out. Something like “thanks for your time” at the beginning of a meeting (or at the end) is all it takes to establish that positive tone.
3. ‘You’

When extending requests, too many people make it all about themselves. They’ll say things like, “I want this because I need it,” explaining their personal motivations or the logical reasons why they want it. Instead, try framing the conversation in the perspective of the person you’re talking to.

How will your request affect them? For example, something like “I think you’ll see a rise in sales if you implement this,” makes your listener the center of the conversation, which makes for a more positive engagement.
4. ‘If’

“If” holds a ton of power because it gives you the opportunity to break a situation down to its most basic terms by exploring hypothetical outcomes. As long as you’ve done your research (or at least some brainstorming), you’ll come out in a good position. For example, consider: “If we go with option A, we’ll see increases in both cost and productivity, and if we go with option B, everything will remain the same.”

Related: Pastor Joel Osteen Reveals the 2 Words That Can Motivate You to Pursue Your Dreams
5. ‘Could’

Using the word “could” implies openness, unlike the word “won’t” or “never.” This keeps the conversation positive, and further allows you to explore your hypothetical future outcomes, which is especially handy when your conversational partner has a counterargument or request for you. For example, “I could take on the extra work, but I’d prefer it if I had more flexibility on the deadline.”
6. ‘We’

Like the word “you,” “we” takes some of the focus off your own self-interest. As a first-line effect, this makes you seem less ego-centric and more welcoming. As a second-line effect, it implies that the two of you are a single unit, and that any positive benefit for you will be a positive benefit for them.
7. ‘Together’

“Together” works much the same way that “we” does. It implies a degree of familiarity and cooperation, providing a kind of conversational lubricant to make your requests easier to swallow. Anything you can do to make your request (and hypothetical future) seem like a mutual opportunity is going to help you here.
8. ‘Fact’

The word “fact” can help you out significantly in your attempts at persuasion. There’s only one caveat — the facts you claim have to be actual facts, supportable with empirical evidence or research of some kind. Still, using more facts in your dialogue will help you strengthen your position, and secure a more persuasive angle for your discussion.
9. ‘Open’

During the conversation, you won’t agree with everything the other person tells you, and you won’t comply with every request. But shutting these requests down with a “no” or a “never” is negative and counterproductive. Instead, state that you’re “open” to the idea, but further negotiation will be required before you fully agree.
10. ‘Will’

“Will” is the word we use to switch to future tense, and it’s a powerful word because it implies what happens after the conversation is over with a degree of certainty. Stating that you “will” do something as a direct action provides a clear vision and mitigates the possibility of miscommunication.

Related: Your Words Have Impact, So Think Before You Speak

These ten words aren’t magical, nor do they affect listeners at the level of mind control. But, used in the proper context, they can help you open the door to a meaningful and mutual negotiation. You’ll come across as more open, intelligent and persuasive, which means you’ll have an edge when you make your request.

Source : https://www.entrepreneur.com/article/276892

Poor leadership is often magnified in TV shows and comic strips, showing inadequate leaders who take all the credit and are driven entirely by power. Though we recognize that these leaders are entirely fictional, we can also recognize some of those characteristics in thousands of bosses around the world.

It’s true that some people are born leaders and others don’t have that natural talent. But it’s false to believe that people can’t develop the habits of highly effective leaders. With a thorough understanding of the six C’s of effective leadership and a little practice, anyone can learn what it takes to be a leader worth trusting.

 
1. Critical thinking

This skill is defined by an ability to look past the first tidbit of information you receive, verify assumptions and use triangulated research and reasoning to find the best possible solution to a problem.

If it sounds complicated, that’s because it can be very complicated. Critical thinking takes practice, but it’s one of the most important aspects of being a leader. Those who are able to develop this skill can discern between decent ideas and great ideas, delegate tasks to the best participant, set an example for problem solving and achieve the desired outcome.

Everybody can improve their critical thinking skills to some measure. It involves going back to the main goal, gathering evidence, seeking out all possible sources, listening to team insights, pooling resources and getting creative on occasion. Mastering this skill set will get you on your way to effective team building and relationships.

 
2. Communication

As one of the most important aspects of leadership, sound communication is the difference between an effective leader and a tyrant. You may know exactly what you want to have accomplished in your mind, but you must remind yourself that your team can’t read your mind. Likewise, if you try to explain your vision and your team doesn’t seem to be getting it, the fault does not lie with them but you.

To improve your leadership, work from the beginning to establish healthy lines of communication. Explain what your preferred method of communication is, and then establish an open-door policy in which you let your team know that they can ask for clarification on anything without ridicule.

 
3. Collaboration

Collaboration is defined as a business process that requires individuals to work together to achieve a common goal. For team members, this means taking full responsibility for their designated tasks and working effectively with their teammates. For leaders, it means learning how to delegate properly.

As you use effective delegation, you’ll be able to create a close-knit team that’s happy and willing to work together to achieve the end goal. This requires placing significant trust in your team and working closely with each member to create a vision that everyone can agree upon.

The key to successful collaboration is taking stock of your team and their skills. Consider their strengths and capitalize on them to build a team that can work well together and face challenges head on as they come.

 
4. Creativity

The difference between a leader who goes entirely by the textbook and a leader who takes a few creative liberties is the difference between someone who stays stagnant in her position and someone who moves up the corporate ladder. Businesses are run on new and creative ideas that draw in more consumers and set you apart from competitors, and your team can easily be behind some of those creative liberties.

Thinking creatively is largely about considering every possible option and using those that make the most sense. Think outside the box to find actionable solutions when your team might not have the necessary resources to complete a task. Sometimes that means going by the book but other times, it may lead to a change in current business processes that will revolutionize your company.

 
5. Commitment

Leaders can expect their teammates to work hard and produce top notch content if they aren’t willing to work hard themselves. Being a strong leader means leading by example, especially when it comes to committing to the end goal. Team members are incredibly motivated by a leader who spends long hours working alongside exhausted teammates, rather than someone who only does only the bare minimum.

To prove that you’re truly committed to the mission you should lead by example. If you ask your team to work overtime, you better be there too — working twice as hard. People will respect your dedication, which will create a unified team committed to producing a fantastic end product.

 
6. Compassion

Compassion is one of the most important strengths that will garner respect and encourage your team to seek your counsel. Sometimes life throws a curveball and your employees need you to give them a break and not expect perfection from them. Likewise, when they fail, yelling at them and threatening their job will not help. Treating team members like human beings is what a real leader does.

Now, it’s important to note that there’s a big difference between having compassion and being a pushover. If you project is down to the wire and your team member calls in sick because of a light sniffle or call in sick for three days in a row without a doctor’s note, it’s best to call them out.

Source : https://www.entrepreneur.com/article/246680

Why a better understanding of the multigenerational workplace is a no-brainer.

The co-existence of different generations in the workplace is the reality of today’s workplace and has been a topic of interest and debates for several decades. A significant amount of research has been conducted by academics, researchers, practitioners and consultants to analyze this phenomenon. Much attention has been received on this particular topic as a multigenerational workplace is not only inevitable but comes with its many challenges and opportunities. In most Western economies, four generations are working side by side. Soon, there will be five generations sharing the workspace with a fifth generation entering the workforce in the near future. Various generations working together have created numerous conflicts but also new opportunities have emerged.

Different generations appear to have unique characteristics, sets of unique values and beliefs, different expectations and those differences impact every aspect of the workplace as a result of shared events and experiences. Hence it is key to first understand the essence of each generation: who they are, what their needs and wants are, and what motivates them. Getting a deep insight into each specific generation will allow managers to overcome issues related to a multigenerational workforce and seize opportunities to create a better, happier and sustainable workplace.

The impact of a multigenerational workforce is tremendous as it can impact on the performance and success of organizations. Failing to understand generational differences may affect an organization on many levels: lower performance, decreased motivation and job satisfaction, higher turnover rates or intentions to leave the company, loss of key human capital and the negative effects of conflicts. The task for Human Resources management will be increasingly complex as they will need to implement appropriate policies to attract, retain, motivate, and reward staff ensuring that they select the right incentives to target and interest the workers from each different generation.Generational differences may cause misunderstandings which can lead to conflicts among employees or with managers which may result in impacting the performance, productivity and job satisfaction of the workforce, as well as the performance of the organization.

However, different generations in a workforce can also bring new ideas and perspectives to an organization. This diversity has the potential to infuse creativity and result in the generation of innovative solutions to organizational issues and decision situations. Generational differences in the workplace can thus bring positives and negatives depending on how organizations acknowledge, understand and integrate these generational differences into their corporate policies and practices to bridge apparent generation gaps and create a workforce which enables the organization to perform successfully. A better understanding of each generation, its workplace needs and how each generation can effectively interact in the workplace can minimize some of the negative impacts on organizational performance. Whilst generational diversity in an organization presents management challenges, it can also equip the organisation with the capacity to address the generational diversity and range of preferences for each generation present in the organization’s customers and clients.

Finding ways that assist employees to understand and effectively communicate with other employees from different generations within the organization can provide benefits such as workplace commitment, harmony and loyalty.

This topic has gained further interest recently as the “war for talent” encourages companies to nurture their human capital by better understanding their workforce’s desires, needs, motivators, and expectations to make sure they don’t lose their human assets to competition and to ensure they continuously manage to attract and retain the best talents. As Tulgan (2004, p4) put it, as the workforce will shrink “every skilled worker of every age will be needed”. In addition, with declining birth rates and longer life expectancy in most industrialized nations, employees are remaining in the workplace longer: more generations are and will be sharing the workspace in the future. This is not a short-term phenomenon (Yu and Miller, 2005). Hence, the importance of examining thoroughly the multigenerational workplace, its characteristics and implications for employees and their interactions and its possible impact on organizational performance. This view is also supported by Mc Guire et al. (2007).

Although there has been discussion in the management literature on the general topic of the multigenerational workforce, its management challenges and its expected effect on organizational performance, the relationship between generational values and work related outcomes has not been fully established. The focus of existing literature is on describing the differences in values, beliefs and meanings for each generation in society and assuming that such differences with have similar effects when encountered in the workplace.

In order to effectively and strategically manage the performance of organizations there needs to be increased understanding of the differences in values, beliefs and meanings for each generation in an organizational workplace. A detailed understanding of the differences in values, beliefs and meanings for each generation in an organizational workplace through research and analysis should then provide a sound basis for the formulation of multigenerational management strategies and initiatives that address the needs of each generation in the workplace and contribute to organizational performance.

By Elodie Destruel

Bibliography :

Mc Guire, D., By, R., and Hutchings, K. (2007). Towards a Model of Human Resources Solutions for Achieving Intergenerational Interaction in Organisations, Journal of European Industrial Training, 31, 8, 592-608.

Tulgan, B. (2004). Trends point to a dramatic generational shift in the future workforce, Employment Relations Today, 30, 4, 23-31.