My attacker – my sister – was two. We were on the rug in our living room, playing with wooden bricks. And something about my work on the castle we were building together must not have been to her liking. Because she suddenly picked up the biggest brick she could see and whacked me with it.

There was a little blood, lots of tears, and my sister was hauled away to a safe distance. And, thankfully, she never did it again. Instead, like most people, she steadily improved her ability to share, negotiate, resolve problems, and get her feelings across without resorting to violence.

There were blips along the way (and I'm sure I was no angel). But she learned to be creative with others in a much calmer and more collaborative way. Which was good for my health and safety and, as I’ve come to realize, an essential part of growing up.

Sadly, not everyone at work is quite there yet.

Workplaces at War

In her new book, "Sandbox Strategies for the New Workplace," Penny Tremblay imagines work as a place where we should be able to be creative with a wide range of people, explore what's possible, combine our talents, and have fun while we’re at it. Just like children playing in the sand (or on a living-room rug).

However, we're worse at it than ever, even with many of us now working remotely. In fact, research shows we’re experiencing more conflict than before the pandemic, not less.

So, whether it comes from a sense of unfairness about flexible work hours, personality clashes in virtual meetings, feelings of disconnection – and even exclusion – within a hybrid team, or any number of other potential triggers, Tremblay says that we need to be better at handling conflict than ever before.

And her solution is to look back to childhood – to see the skills that worked well in the sandbox.

Sandbox Strategies for Conflict

These aren't skills for avoiding conflict altogether. After all, great collaboration involves working through conflicting situations and embracing different viewpoints. As well as sometimes confronting unappealing topics to find healthy, creative solutions.

My sister and I would likely have built a better castle if we'd explored our different ideas and pooled our talents. Confrontation doesn't have to mean beating others over the head, figuratively or literally.

Instead, Tremblay's "sandbox strategies" are ways to benefit from the energy created by the “right kind of conflict.” They also bid to protect everyone involved. She paints a glossy picture of children at play, engrossed in a shared activity, experimenting, negotiating, working through any problems as they emerge. All the while constantly improving their coworking skills. And she outlines eight steps to success in her idealized sandbox – brought together in the acronym, "PLAY NICE."

Play Nice!

P, for example, is "position yourself for success." You have to be in the right mental and emotional state to cope with conflict. And preparing for new challenges often means dealing with unresolved conflicts first, or you might bring lots of negative ideas along with you.

As a parent, and especially during a decade working in schools, I often saw children struggling with situations before they'd even started. They'd be worrying about a play date or stressed about a group activity, because of negative experiences in the past.

L is for "lighten your load." Deal with the emotions that are creating conflict for you, or are stopping you from engaging with conflict bravely and positively.

The A in PLAY NICE is "actively listen." How often do kids – and adults – fall out because they don't or won't listen properly to what other people think or need?

And so, step by step, the PLAY NICE approach supports enjoyable, effective coworking, where conflict can be confronted, not dodged. And it leads to what the author calls "assertive play." Not brick-on-skull assertive, or even domineering or aggressive. But self-confident engagement, where people know they have things to contribute, and stake their claim to be fully involved.

The N is particularly important for that: "nurture relationships." However old we are, it's hard to suddenly start being collaborative and creative. You need to build trusting bonds over time. Looking back, I could have done more to make my little sister feel included in our castle-building game.

Conflict: Who's Being Left Out?

So I was particularly drawn to Tremblay's theme of inclusion. Again, parenting and teaching have both taught me that conflict often arises when people feel left out.

So, as we get to grips with virtual and hybrid working, we need to see when people aren’t being involved. Where they're being are left out of decision making, or are excluded from social events. Think of the child left to look on as others play a game, or not invited to that big party.

At work, conflicts that stem from inclusion – creating negative feelings and maybe even challenging behavior – can seriously damage the performance of individuals and teams.

In contrast, getting everyone to "play nice" gives you access to a range of experiences. It also promotes a rich diversity of ideas, and keeps everyone involved in tackling conflicts together. Then moving on.

Time to Grow Up?

The sandbox analogy only goes so far, of course. Different rules apply to children and adults – along with different consequences when things go wrong. Usually, when a child's playtime is over, someone else cleans up the mess.

What's more, as the book makes clear, serious conflict – like harassment or bullying – is anything but a childish matter, and needs to be dealt with way beyond the realm of "play."

However, it feels like we can learn much about dealing with conflicts now by considering the things we learned as kids. Like how to go into challenges with curiosity; include everyone in our games; compromise when necessary. And how we can achieve great things through creative differences and keep on developing our conflict skills – even when we got knocked back (by a brick to the head or otherwise).

It may feel like a stretch to compare adult workplaces with childhood sandboxes. And, I'll be honest, at times Tremblay's analogy comes close to falling apart.

But maybe that's the point. Because, now more than ever, we all need to practice balancing difficult ideas, making sense of differences, combining several viewpoints: "digging in" to conflict, and building great things together.

A few years have gone by, but maybe I'll give my sister a call and see if we can have another go at that castle.

Listen to Our "Sandbox Strategies" Book Insight

We review the best new business books and the tested classics in our monthly Book Insights, available as text or as 15-minute audio recordings.

So, if you're a Mind Tools Individual or Enterprise member, listen to the "Sandbox Strategies" Book Insight now!

If you haven't already signed up, join the Mind Tools Club and gain access to our 2,400+ resources, including 390+ Book Insights. For corporate licensing, ask for a demo with one of our team.

About the Author

Jonathan Hancock is a Senior Editor/Writer at Mind Tools. In his own right he's published 13 books about learning, written a memory column for Reader's Digest magazine, and acted as a consultant to a number of TV shows including "Child Genius."

Before joining Mind Tools, Jonathan spent a decade in education, as a teacher and eventually a headteacher. He's also an experienced broadcaster and event host, following 15 years working as a presenter and producer for the BBC.

The post Digging Into Conflict: How to "Play Nice" at Work appeared first on Mind Tools.

Recently, it occurred to me that there's a lot of advice out there on how to give praise and positive feedback to a hard worker, but very little advice on how to receive these morale-boosting messages.

Accepting praise can make many people feel shy and uncomfortable – often because, even when we feel proud of our achievements, we don't want to appear egotistical.

Rather than accepting praise with polite grace, we'll often sheepishly reject the compliment, or even deny it entirely, changing the conversation as quickly as possible. After all, no one likes a bragger.

Responding With Denial and Deflection

This is exactly how I felt at my dad’s 50^th birthday party, just a few days after I had received my university results.

My parents were so proud of me that, on arrival, every single guest already knew my grades. As the party went on, dozens of people I didn’t know greeted me with warm, heartfelt congratulations. It was as if they were there to celebrate me!

I was baffled and a little overwhelmed by so much unexpected praise – especially from strangers!

Concerned about stealing my dad’s spotlight, and also starting to wilt under the sustained praise, I tried to deflect the kind compliments and blend into the background. I joked that the examiner must have been in a very generous mood when she marked my paper, and that I was just "lucky."

To say anything else would be narcissistic, I thought. My impressive grades had absolutely nothing to do with my three years’ hard work and dedication, I assured everyone. Pure coincidence.

There seems to be an unwritten rule (particularly in British culture) that the moment you accept praise is the moment you stop deserving it. It’s better to appear overly modest than overly self-confident… right?

Why Do We Reject Praise?

Praise can tap into many of our insecurities and worries.

Few of us wish to appear vain and immodest. We may worry that our accolade will provoke envy in others. Or, we might feel that the achievement has been exaggerated or overblown – OK, I did well, but it wasn’t that special or important!

In the workplace, there’s the fear that with praise might come extra work and higher expectations. Now that your boss has seen how competent you are, they’re going to pile on the pressure!

Praise might also reinforce the sense of being an impostor. Many people feel like they’re a fraud and live in fear that one day they'll be "found out."

Balancing Pride and Vanity

But, whatever our reasons, deflecting praise can also be perceived as arrogant, and even make our modesty seem little more than a pretense.

Imagine that your co-worker just completed an ultra-triathlon. Their family, friends and colleagues applaud them, but they just shrug it off like it was a walk in the park. Does this attitude seem to undermine the efforts and strain of the other participants, or imply that your co-worker believes that they possess the stamina of a comic-book superhero?

Finding the right balance between pride and vanity is the key to accepting praise gracefully. We needn’t fear what comes after praise: quite often, praise is simply its own reward, and respect is the only thing that follows.

Typically, it’s not the flattery itself that makes us feel bashful, but our own overthinking. If we dare to permit ourselves to enjoy a compliment, we may find it’s not so challenging after all!

Creating a Praise Culture

A major contributor to our inhibitions around accepting praise is the culture of "constructive criticism."

In every one-on-one meeting or annual appraisal, we’ve all come to expect the dreaded "but" after hearing what we’ve done well. We’re more accustomed to hearing what we need to improve, rather than unqualified praise.

How comfortable we feel when receiving recognition is also dependent on how it’s given – an announcement in front of 40-something co-workers (or party guests!) is enough to make any introvert shiver!

I’ve experienced the difficulties of celebrating achievement in many of my jobs. Having an "Employee of the Month," for example, can help to normalize praise in the workplace and generate motivation, but I’ve also seen how it can spark envy and competition.

A more relaxed approach to praise is having a "kudos" channel on a messaging platform. This allows everyone to share their gratitude toward other members with a little more intimacy and discretion.

But, ultimately, methods like these lack the impact of face-to-face praise. So, how can we accept praise in the right way?

Responding With Grace

Looking back, the affection I received at the party was humbling – people I hardly knew were showering me in admiration because they were genuinely impressed and pleased for me.

My degree hadn’t helped them in any way so there was no obligation to comment, but they still cared enough to say "well done." It was the sincerity that really touched me and made me feel like I had accomplished something spectacular.

Instead of dismissing the praise, I should have commented on how kind they were for noticing, or how pleased I was with my achievement.

Another good option is to "forward" praise – perhaps other people played a part in your success and deserve to share the attention. If you’re still lost for words, a simple "thank you" is the best way to go.

Own Your Strengths

There is absolutely no shame in accepting praise. Genuine messages of admiration are only voiced to those who have earned them.

Someone saying, "You did really well," or, "We couldn’t have done it without you," has the power to boost your self-esteem and make you feel an inch taller.

Not only do the words carry a message of gratitude and recognition, but the thought behind them shows that your efforts are appreciated and not going unnoticed.

So, the next time you get the recognition you deserve, don't hide your pride – own your strengths and try to enjoy the moment. You deserve it!

If you liked this blog, you may be interested in the following resources:

How Do You Take Pride at Work?
Getting Feedback
Celebrating Achievement
Self-Sabotage
How Self-Confident Are You?
Boost Your Self-Esteem Video

About the Author:

Alice Gledhill commissions, plans and writes many of our blogs. An Assistant Content Editor, she also makes videos and infographics, as well as handling the many requests we get to reuse our content. A restless learner, Alice is currently doing a master’s degree in media, ethics and social change. Away from work, she’s happiest when she’s spending time with friends, roller-skating, or playing Lady Gaga at top volume.

The post Accepting Praise – How to Own Your Achievements appeared first on Mind Tools.

In her book, “Breaking Through,” Pfizer Executive Vice-President and Chief Corporate Affairs Officer Sally Susman shares her experiences as the public face of the pharmaceutical giant during the pandemic. 

In our latest Expert Interview, she told me how that felt and what she learned from it. 

Here's an excerpt. (You can stream the audio clip below or read a transcript here.)

But “Breaking Through” isn’t just about Pfizer’s vaccine innovations. Subtitled “Communicating to Open Minds, Move Hearts, and Change the World,” Susman’s book sets out 10 principles that lead to “breakthrough communication.” 

They’re based on what she has observed during her own stellar career, which spans jobs on Capitol Hill and senior communications roles at Estée Lauder Companies and American Express. 

Susman says, “The key point is that the best leaders, the ones who make the most change, know that communications is not a soft skill but a rock-hard competency and they respect it as such. It's as important to them as finance, sales, quality, manufacturing, etc.” 

Each of her 10 principles has its own chapter, which “starts usually with something that went wrong,” Susman explains. This opens into a discussion of why the principle is important to effective leadership communication, with real-life examples of situations and people who demonstrate it well. 

Inspired By the Movie, "The Intern"

For instance, in the chapter titled, “Am I Boring You? Stay Curious, Be Creative,” we learn what happened when Susman hired a senior intern one summer.  

“This is an idea I borrowed from the movie ‘The Intern’,” she recalls. “An elderly gentleman who has recently retired is bored with his retirement and feeling somewhat on the margins, so he signs up to be an intern at a small company run by the actress Anne Hathaway – she plays the role of the boss.”  

“I watched this movie while flying to New York on a business trip and, halfway through the movie, tears were rolling down my face because who wouldn’t love to have this kind of a person in the office?” 

Inspired, Susman approached Paul Critchlow, recently retired former head of communications at Merrill Lynch, and he readily agreed to be one of her summer interns. He insisted on the same pay as the other, much younger interns, and sat with them in the open-plan office.  

This arrangement worked well for everyone involved. The other interns benefited from Critchlow’s vast experience, Susman had a valuable “sounding board” on hand, and for Critchlow himself, it beat the often slow pace of retired life. 

She said, “To my amazement this became a viral thing and we were on the cover of Fast Company magazine, we were invited to speak at the South by Southwest conference. It was a wonderful example of letting your creativity and your curiosity about things lead you. It led to great outcomes for Paul, for me, for Pfizer.” 

Leaders Taking the Stage

I’ve never encountered a senior intern, but I have seen the benefits of other leadership tips laid out in “Breaking Through.” 

In fact, I was involved in one project that modeled several of them at once: an internal leadership event at a large multinational company. I’d been hired to produce content that captured the event, to be disseminated to all employees. 

In select countries where the company operated, senior leaders were asked to deliver a personal TED-style talk, without a script, to a live audience of their colleagues.  

As an external observer, I was fascinated to see how the two U.K. leaders approached this challenge. One chose to speak about their childhood. The other picked a difficult ethical dilemma from their days as a rookie executive. Neither of them found it easy. They'd rehearsed tirelessly, honing their private stories with the help of a specialist coach, and tried hard to get comfortable with their vulnerability. 

When the day of the event arrived, the stakes felt high. Respect and reputations were at risk. The ornate hired hall was packed with expectant colleagues, who listened intently as their bosses stood alone in the spotlight, sharing their mistakes and learning from previously hidden aspects of their lives.  

Each 15-minute talk was followed by a Q&A with the audience. It was remarkable to see how the sincerity and authenticity of these “TED Talks” encouraged others to open up, express empathy, and make new connections.

Principles for Breaking Through By Communicating 

By my calculations, these brave leaders were demonstrating at least six of Susman’s 10 principles for “breaking through.” 

They channeled their intention – the first principle in the book – spending time and effort on figuring out exactly what they wanted to say to that audience, and why. 

They mustered the courage for candor – the second principle – pushing through discomfort to share true stories that could help other people in the telling. 

They took time to pause and prepare, to perfect their pitch (“the tone and the quality that we bring to our human interaction,” as Susman puts it), and they did it with splashes of humor – three more principles from the book. 

Perhaps above all, they reflected on and honored their own past experiences, which is principle number nine.  

“I think there’s a lot to learn about the future by looking in the rearview mirror and remembering what you learned, how you did it, why it mattered, and what it meant to you,” Susman says. 

When I reflect on that event now, several years later, I can see the value it brought, stretching the skills of these leaders, and building trust up and down the global organization. 

Not all companies have the budget for such experimental events, or can spare senior executives to be so involved. But Susman’s 10 principles can be practiced at all levels, in all types of workplaces. The only requirement is the desire to break through. 

Listen to the Full Story

You can listen to or read my full 30-minute interview with Sally Susman if you're a Mind Tools member or if your employer is a Mind Tools for Business licensee.

If you're not already a member, join Mind Tools now to gain unlimited access to 2,400+ resources, including our back catalog of 200+ Expert Interviews. Or you can find out more about Mind Tools for whole organizations, big or small, by contacting our enterprise team.

Meanwhile, catch more excerpts and insights from my guests by searching our Expert Interview blog topic and by signing up free to the Mind Tools Expert Voices podcast.

The post Communicating and Making Change: My Expert Interview With Sally Susman  appeared first on Mind Tools.

In one place I worked, there was a guy called Nick. Nick is his real name. I doubt anyone will recognize him from my description now, and why should I spare his blushes? Anyway, Nick was a knowledgeable guy. As the product of an expensive education, he should have been. And he knew it.

None of which would be a problem, except that Nick didn't wear his knowledge lightly. In meetings, he'd correct people, interrupt for "clarification," and dispute petty points. He'd also just talk over people, including me. And my reaction was not me at my best. I neither confronted him, nor rose above him. I just sat there in a passive-aggressive huff.

Recognizing Triggers

I'd been triggered. Triggers are actions that provoke a negative emotional response. That response might be anger, resignation or fear, to name but three. We're perhaps used to hearing about triggers in connection with racist or sexist microaggression. But triggers are everywhere, and they're often delivered unintentionally. They can still do huge harm.

Sally Helgesen's book "Rising Together" is largely devoted to a study of triggers, and how to overcome them – so that everyone in an organization can be heard, can be valued, and can thrive. And some of her observations are surprising.

Reframing Your Thinking

Can you be too authentic, for example? Surely not. Projecting authenticity is a vital skill in building trust, particularly for managers. But what if your determination to be true to yourself damages your relationships with others, and marks you out as inflexible? Maybe that's too authentic.

That's not to say that we should just sit back and accept overt bad behavior. But it's worth thinking about what else you can do when you're triggered, other than sit there with steam coming out of your ears.

Maybe you could reframe what you're experiencing. In my case, perhaps Nick was actually a decent guy whose anxiety to make a good impression made him overkeen, for example. I could have met him halfway, perhaps supporting some of his points while quietly making a few of my own.

Insincere? Perhaps, a little. But also, it would have been more effective in establishing my own right to speak. And that's good old assertiveness. I'm already feeling calmer and more in control, albeit 20 years too late.

Confidence Isn't Everything

If that's a fresh take on authenticity, then wait until you hear what Helgesen has to say about confidence. Recruiters love confidence. They want executives who can deliver a vision and carry a room. Never mind whether they actually understand the market they're in.

But news just in: in winning people over, confidence is actually far less important than boring old competence. Take the new Ford CEO who freely admitted that he didn't know much about the car industry. You can imagine a room full of car industry execs inhaling sharply together. How could he get away with saying such a thing?

Well, by pointing out that everyone else in the room had that knowledge, and that he was prepared to work as hard as required to acquire it. Which he did.

Admitting his lack of knowledge became a strength, not a weakness.

Triggers Build Barriers, We Need to Pull Them Down

The main point of "Rising Together" is about inclusivity. Most of us want to belong to organizations that encourage a culture of belonging. We want everyone to be valued and heard. And we want to be able to communicate freely.

Triggers help to build barriers between people. To overcome them, we need to admit our own failings and be a little more understanding of the failings of others. It can be a tough ask. It can require us to examine quite a lot of what we thought we knew. But the rewards, as Helgesen lays them out, are worth the effort many times over.

Listen to Our "Rising Together" Book Insight

We review the best new business books and the tested classics in our monthly Book Insights, available as text or as 15-minute audio recordings.

So, if you're a Mind Tools Club member or corporate user, listen to the "Rising Together" Book Insight now!

If you haven't already signed up, join the Mind Tools Club and gain access to our 2,400+ resources, including 390+ Book Insights. For corporate licensing, ask for a demo with one of our team.

About the Author:

Simon has been researching, writing and editing non-fiction for over 30 years. In that time he's worked on educational courses, scientific journals, and mass-market trade books about everything from popular psychology to buying houses in Bulgaria. In the last 20 years he's specialized in simplifying complex subjects, and helping readers to learn new skills. Away from work he listens to good music, watches bad football, and is fascinated by medieval history.

The post Triggers: How to Stop Rising to the Bait appeared first on Mind Tools.

But then confusion struck. The presenter decided to say this: "So to get our SEO up higher, we really need some strong CTAs. Otherwise, our BR is going to stay high. What we need is some good CRO. So if we could all go back and add some really great CTAs by EOP today that would be great."

I looked around at my fellow colleagues. They were all nodding along.

"Why?" I thought to myself. "Why are they nodding, when what's been said is clearly some form of alien language? Do they understand it? Because I certainly don't. But I don't want to look stupid. Best to just keep quiet and nod along like I understand it all. No one will notice."

And they all lived utterly confused every after. The end.

(Not really. Let's continue... )

Acronyms and Abbreviations: Why Do We Use Them? Why?!

I cannot fully express just how much I hate abbreviations. When I'm reading a sentence and one appears suddenly, without warning (and with no explanation), I'll be honest, I just want to throw my computer out the window.

But, in reality – and because I'd then have to have a very complicated and uncomfortable discussion with my boss – I basically just ignore the sentence. I gloss over it and make up some phrase that I think the letters probably stand for. CTA? "Clever Thing Alright"?

Abbreviations are like hiccups in an article that otherwise would have been enjoyable to read. Really annoying hiccups that I wish would just go away. And, while most people use abbreviations to communicate things quickly, I'd argue that what they're actually doing is distorting meaning and alienating others. In fact, they often leave me feeling pretty stupid and excluded from the “aren't-we-so-clever" abbreviation club.

The History of Abbreviations

While writing this blog, I thought I'd try to understand what exactly lies at the heart of our apparent dependency on business acronyms and abbreviations. Interestingly, I discovered that they actually stretch back to ancient Rome. But abbreviations really took hold when publishers used them to try to save precious space on printed pages.

Spies have often used acronyms or abbreviated words to code their messages. (Trying to understand them is often like trying to decode some secret language!)

And abbreviations have become particularly popular for shortening lengthy technical or scientific terms. In fact, research published by elifesciences found that over one million acronyms and abbreviations have been introduced since 1950. Interestingly, many of these are exactly the same, but have different meanings. The abbreviation UA, for example, has 18 different meanings in medicine alone.

The research also revealed that our increasing use of acronyms and abbreviations, particularly in scientific papers, has led to a "knowledge-ignorance paradox." Essentially, the number of scientific papers being published has increased, but the knowledge being imparted has reduced. Because scientific papers are often written in an overly complex way that leaves the reader scratching their head.

And while it's true that some abbreviations are so well-known they could be considered words in themselves – DNA, for example, or CIA, FBI, LOL – these are rare. And new abbreviations (many of which I suspect people have just made up because they couldn't be bothered to type out a full phrase or are trying to sound clever) are way too common.

Acronyms and Abbreviations Vs. Accessibility

Accessibility is now a big buzzword for many organizations and content creators. And acronyms and abbreviations, while they do often have their uses, aren't particularly accessible. Screen readers can't read them – or read them incorrectly. And, for people who have neurodivergences that make reading challenging, they can be annoying at best, inscrutable at worst.

I've recently had the wonderful privilege of running a neurodiversity panel at work to learn more about neurodivergence and the challenges that people who are neurodivergent experience in the workplace. Among the panel are people with a range of neurodivergent conditions, including autism, dyslexia, and Attention Deficit Hyperactivity Disorder (or ADHD – sorry about the abbreviation there).

One comment that came from all of the participants on the panel – and I mean every single one – was this: STOP USING ACRONYMS AND ABBREVIATIONS!

So, I asked the panel to explain further. Why are abbreviations so annoying for people who are neurodivergent? Unsurprisingly, they had a lot to say...

Melanie Bell, Content Editor and Writer at Mind Tools

"Acronyms and abbreviations are part of office jargon that many organizations use more than they need to! It can be hard to figure out or remember what acronyms stand for. I think most employees would benefit if they were used a lot less – and were clearly explained if they absolutely needed to be used.

"I used to work for a think tank that used a ton of acronyms in papers. They had a few that were general knowledge in the field, so not spelled out. But most of them were explained in an abbreviation key, and also spelled out upon first use. I think sometimes abbreviations are useful for conveying complex information, especially when we're using the same long one(s) repeatedly. But we need to check for understanding. It's part of being clear and kind. It barely takes any extra time to say what an abbreviation stands for when you use it in a meeting or talk. Communication should be about making sure people understand what we're saying. Don't make it the listener's responsibility to say, 'I don't know – explain, please.'"

Jason Richardson, Talent Development Lead at Emerald Group

"I find them overwhelming and overused. Most of the time, they don't add to the conversation, and there are so many with the same letters... it's just unnecessary! Say the total words once so everyone knows the context, then crack on.

"I've found that I need to ignore them if I understand the context. Or if I'm lost, I ask what it means, which wastes time – which is ironic as they were meant to save time.

"Having an acronym or abbreviation key wouldn't work for me either, especially in publishing, as there are loads. For example, everything in my business starts with an E, as all the products begin with an E. They really need to ditch them, or at least do a one-month amnesty where we all see what happens when we don't use them. If they're missed, then bring them back, and I'll embrace them as much as I can."

Gabi Hart, Product Manager at Emerald Group

"I have dyslexia and I find acronyms and abbreviations are always a hurdle for me to overcome and I need time to decode them. Even if I've used them before, it can sometimes be hard to remember the actual meaning behind them rather than just seeing them as a string of letters.

"Using acronyms or abbreviations with no 'key' can make me feel that I don't understand something that someone else feels is so obvious it needs no explanation, which is disheartening. It makes the assumption everyone knows what you're talking about, which can be dividing to other staff, especially neurodivergent and newer staff.

"The first time an acronym or abbreviation is used in a piece of text, ensuring that the full phrase is used is useful. That way I can check what it stands for within that text, without having to google it or find an internal document to explain."

Emily Vaz, Business Partner at Mind Tools

"I have a mixed relationship with acronyms and abbreviations – sometimes they're great, and sometimes they're really challenging. I can often mistake one I'm not familiar with for an actual word which has, on occasion, made me look a little silly. I've found that I've become very accustomed to not being familiar with a word or a word looking odd, so sometimes an abbreviation doesn't obviously stand out as being an abbreviation.

"I also struggle with abbreviations where the letters don't reflect the full name. For example, LWOP (leave without pay). The extra O throws me off. And in ETA (estimated time of arrival) not having the O also throws me off. That being said, abbreviations I use regularly and am very familiar with, I prefer to use – such as FTE (full-time equivalent). I use that one a lot, and would struggle to spell 'equivalent' – so it definitely helps me out.

"They can be tricky, especially if it's a particularly niche abbreviation that can't be easily googled. I'm never usually afraid to ask, but I do worry that I'm asking what a word means rather than an abbreviation. As I mentioned, I sometimes struggle to know whether an abbreviation is an actual word or not. If I don't feel comfortable asking, I tend to ignore it or just try and guess what it might mean. I appreciate if people put what it means in brackets at least once, so that, if it's referred to again, I can go back and check what it means.

"An acronym or abbreviation key is great, or having acronyms in a separate color or underlined, so I can identify that it's not a word."

Jaye O'Farrell-Stevens, Customer Support Manager at Mind Tools

"I hate acronyms and abbreviations with a passion, and I hate them despite my dyslexia, although my dyslexia certainly makes it worse. When I started my engineering studies, if we used an abbreviation, we would be 'hit over the head,' and it was drilled into us that they are the reserve of people who wish to sound intelligent without being intelligent. They are exclusionary and presumptive and, by forcing you to say, "Sorry, what does that stand for?" or just having to pretend you know, make you feel silly, and the other person mighty.

"When I first joined Mind Tools, I think every second utterance was an abbreviation, and I felt completely 'at sea' – but didn't want to make a fool of myself by asking what it stood for. Because presumably, if everyone knows, surely I should. I felt so stupid and a complete impostor. I genuinely came to fear one-on-one meetings when I couldn't discreetly look up what SEO stood for!

"I think the use of acronyms and abbreviations is a way to show you're 'in the club,' part of the team – that you really get it. It's a way for people to express themselves and assert their knowledge or position in a team. I think they're really exclusionary and I try and avoid using them as much as possible."

How to Use Acronyms and Abbreviations the Right Way

As much as I'd like to say, "Acronyms: please bogoff forever" (and I don't mean buy-one-get-one-free), unfortunately they're here, and here to stay, at least in some cases. I mean, I'm hardly going to say deoxyribonucleic acid in full every time I talk about DNA (not that I talk about DNA a lot, but you get the picture). Nonetheless, there are some simple things that we can all do to use acronyms and abbreviations appropriately and in a way that isn't exclusionary or presumptive:

1. Know your audience. Don't make assumptions about what acronyms and abbreviations people know and don't know, especially if you're giving a presentation or are in a team meeting.

2. Spell it out. It's polite to say or spell out the phrase in its entirety, at least in the first instance. That way people can refer back to it as they read through the text.

3. Avoid making up acronyms or abbreviations. There are already too many, so avoid making more up! It's fine to use common acronyms or abbreviations that are widely used in society or in your particular industry. But even then, try to limit yourself to three or fewer per document.

4. Use periods or spaces between letters if creating content for the web. This is best practice for accessibility because screen readers will read the letters individually, rather than as one word. It also signals to readers that this is an acronym or abbreviation that you're using, not a word.

5. Provide an acronym and abbreviation "key" or set up an acronym expander. If you use acronyms and abbreviations regularly, consider providing a glossary that your audience can refer back to, if necessary. If you have time on your hands, you can even set up your own acronym expander using autocorrect.

6. Underline acronyms and abbreviations in the text so people can identify them. This can help people to identify which words are acronyms or abbreviations and which aren't, as the distinction isn't always clear. This can be particularly helpful to people who have dyslexia and struggle to read some words.

About the Author:

Senior editor Lucy has over 10 years' experience writing, editing and commissioning content. She regularly contributes to the Mind Tools blog, heads up Mind Tools' video learning series, hosts our Neurodiversity Panel, and particularly enjoys exploring and experimenting with new video formats. When she's not producing fantastic new learning content, she can be found enjoying nature with her two kids and delving into the latest book on her very long reading list!

The post Acronyms and Abbreviations: a Shortcut to Suffering If You're Neurodivergent appeared first on Mind Tools.

When you drive, and the windscreen gets fogged, you switch on the demister, wipe the windscreen with your hand, and you'll even pull off to the side of the road and wait for it to clear. You know it's dangerous to drive if you can't see what's going on around you because you might not have enough time to react in a potentially unsafe situation.

Transparency at Home

In a committed relationship between two people, transparency is of the utmost importance. Such a relationship simply cannot thrive if each person lives in a bubble of secrecy and opacity. It might work OK initially, but it won't thrive – and eventually it won't survive.

Although it's normal and natural for a child to lie sometimes, we teach them the importance of being honest with their parents for the sake of their own safety and wellbeing.

On the other hand, parents who outright lie to their children send a message that their word can't be trusted. It has a negative impact on the child's developing view of the world – and it makes them feel insecure.

One of my friends who got divorced chose not to tell her children about the financial arrangements between her and her husband. The children felt insecure and, in an effort to find out what was happening, eavesdropped on a conversation between my friend and her own parents one afternoon.

Later that evening, the daughter called her dad in a panic. She wanted to know if it was true that she, her brother and her mother wouldn't have a place to live.

It wasn't true. The children couldn't hear everything while eavesdropping and they didn't know the meaning of certain things, or the context in which they were said.

It's not always wise or appropriate to tell a child everything. They might be too young to fully understand, and they might not yet have the necessary coping skills. That's when you need to be transparent and provide age-appropriate information, but not burden them with detail that they don't know how to process.

"Transparency doesn't mean sharing every detail. Transparency means providing the context for the decisions we make."

Simon Sinek, author

During that same divorce, I observed how the word transparency was weaponized in an attempt to hurt the father. The mom decided to share every detail of the father's perceived wrongdoing (from her point of view), and she actually used the words, "For the sake of transparency, I'm going to tell the children everything he did to protect them against finding out later."

She made it sound like she was doing it for the children and that she was just being "transparent." However, her motive had nothing to do with transparency, and everything to do with triangulation. (Explained simply, triangulation in psychology is the dynamic that happens when two people disagree – in this case, the mother and father – and a third person gets drawn into the disagreement – in this case, the children – in an effort to manipulate the situation.)

What Happens at Work?

We see triangulation in the workplace, too. Two people have a disagreement, and instead of talking it out directly and honestly, one of them draws a third, uninvolved person into the situation, not to mediate or help, but to take the side of the one who involves them. The words honesty and transparency often surface in this toxic mixture. "For the sake of honesty... " or, "To be completely transparent... " It's an example of good words being made bad.

I've also seen "transparency" used as a tool of revenge. "For the sake of transparency I'm going to tell everybody in the meeting here... " when everybody in the meeting has no business knowing, and they don't have the power to do anything about the situation.

It's a passive-aggressive way of "throwing the person under the bus," and it's no less nasty than being outright aggressive. It must be clear that this isn't transparency – it's brutality with words. It also displays a lack of judgment and emotional maturity.

What About Privacy?

At work, we need to be as transparent as we can in all situations. That does not mean that we always have to let people know every single detail – especially if it involves people's right to privacy.

Being transparent is my manager delegating some of my work to my colleagues and telling them that I'll be on leave for three weeks due to an unexpected health challenge.

Infringing on my right to privacy is delegating some of my work to my colleagues and telling them that I'll be on leave for three weeks because I have major depression and I'm struggling with suicidal thoughts.

In the first example, my manager told everybody what they needed to know and why he'd delegated some of my tasks. He was adequately transparent. In the second example, he told them more than they needed to know and potentially created a difficult situation for me when I returned to work.

The Danger of Opacity

Recently, I read up on a few of the major oil spills, like the March 1989 Exxon Valdez spill in Prince William Sound, Alaska, and the Deepwater Horizon disaster that happened in the Gulf of Mexico in April 2010, and what caused them.

Reading about the court cases made my head hurt: there was so much blame shifting going on in each case, and so many trials and appeals, that it became one big, murky mess. Yes, murky says it! There was very little transparency into what went on inside the organizations whose actions were responsible for these major disasters.

There are many examples of the lack of transparency in big organizations leading to serious consequences to people's health and wellness, such as the Flint water crisis. At first, people who had the power to change things didn't see what was happening. And when they did see, they chose to be willfully blind – because they could.

And herein lies the danger: a lack of transparency means that there isn't enough light shone on an issue to make clear what's going on and what the potential consequences are. That's why we clean our glasses and demist our windscreens: so that we can see exactly what's going on and what our next action should be.

Resources

In the meantime, have a look at the following Mind Tools resources, then join the coaches' events to share your thoughts, ask questions, and learn more!

Ethical Leadership

Reidenbach and Robin's Five Stages of Corporate Ethical Development

Jennings' Seven Signs of Ethical Collapse Video

About the Author

Yolandé uses her 20+ years of experience as a therapist, coach, facilitator, and business school lecturer to help people develop their careers and live up to their potential. She thrives on facilitating conversations designed to build bridges between people by using creative questioning and thinking techniques.

You might mistake her for a city girl, but Yolandé is an honorary game ranger who loves birding, archaeology, and spending time in the African bush. Early morning runs with her rottweiler and reading (a lot) are her favorite activities. And her neighbors will tell you that she loves the kitchen and it gives her joy to "bake" people happy.

The post Transparency: Tool or Weapon? appeared first on Mind Tools.

But emotions have their place at work, much as many of us like to pretend that our jobs are all business. Liz Fosslien and Mollie West Duffy have written two excellent books on the topic. "No Hard Feelings" describes the need and value of bringing your emotions to work in a balanced way, while "Big Feelings" discusses how to deal with the difficult feelings we all face at times.

Sometimes we're dealing with big feelings in our personal lives. We might need support. And acknowledging and addressing our emotional needs can help us to get our work done.

Feelings Too Big to Hide at Work

Last year, I struggled with my big feelings around major life transitions. I hadn't mentioned these personal events to any colleagues. Then I attended a team-building event where the whole company got together.

It started with an ice-breaker exercise and I found myself face-to-face with the head of the whole company. We had a question to discuss that looked innocent on the surface, but it also got a bit personal. As I started answering the question, I began to cry, right in front of him.

He didn't know the context for my breakdown, as it wasn't really contained in the question or my answer. But I'm grateful for his kind and even-handed response. It was a wake-up call for me that I needed support during this tough time. My feelings were too big to keep to myself – and too overwhelming to successfully fence off from my working life.

Finding Support

Ultimately, work is what helped me navigate these big feelings. I spoke to supportive colleagues about my life changes. I also attended a program called "Tea and Talk," offered by my company's Mental Health First Aid initiative. One colleague led these monthly sessions, facilitating laid-back discussions around a mental health topic while we all chatted over coffee or tea.

Sometimes we need to take time off to navigate big feelings. For me, it was the opposite – I found that my work provided a necessary distraction from getting too overwhelmed by emotions.

Having something useful to do helped me feel productive during a difficult time. And when I needed to take small breaks during the day to process emotions by doing things like taking a walk or grabbing a cup of tea, my flexible working schedule allowed me to take them.

Feeling and Connecting

Bringing my feelings to work, like I'm doing right now in this blog, helps me connect with others, whether it's through the content I write or my relationships with colleagues. I've realized that knowing how to handle my emotions in a healthy way makes me better at my job.

So, don't leave your big feelings behind when you start your workday. They won't stay there. Learn how to bring them gracefully into your professional life, and they'll enrich the work you do!

Listen to Our "Big Feelings and No Hard Feelings" Book Insight

We review the best new business books and the tested classics in our monthly Book Insights, available as text or as 15-minute audio recordings.

So, if you're a Mind Tools Club member or corporate user, listen to the "Big Feelings and No Hard Feelings" Book Insight now!

If you haven't already signed up, join the Mind Tools Club and gain access to our 2,400+ resources, including 390+ Book Insights. For corporate licensing, ask for a demo with one of our team.

About the Author

Melanie has worked as a writer, freelance and in-house editor, university writing instructor, and language teacher. She is the author of a short story collection, "Dream Signs," and a non-fiction book, "The Modern Enneagram." Melanie has written for several publications including Huffington Post, Cicada, and Contrary Magazine. And she is a certified teacher of the Enneagram, a personality typology that illuminates people's core motivations.

The post When Big Feelings Come to Work  appeared first on Mind Tools.

What's more, your own body language, as a leader, can either enhance or undermine how you are viewed. Positive body language can help leaders be more empathetic and establish better communication. It can strengthen the connection with employees and inspire trust.

To get some tips on effective non-verbal leadership communication, I spoke with Joe Navarro, ex-FBI special agent and one of the world's leading experts on non-verbal communication. Navarro is now an instructor and private consultant to major corporations. He is the best-selling author of over 14 books, including his latest, "Be Exceptional: Master the Five Traits That Set Extraordinary People Apart." I was just as thrilled to speak with Anne-Maartje Oud, CEO and Founder of The Behaviour Company and body language expert.

What Is Non-verbal Communication?

"Non-verbal communication," says Navarro, "is anything that communicates a message but is not a word." It's everything from our facial expressions and gestures, to what we wear, to how well we are groomed.

Even good manners constitute non-verbal body language, Navarro says. "So things such as:

• opening the door for others.
• using a good tone of voice. 
• smiling. 
• being kind. 

"These are all forms of non-verbals, and these are power to businesspeople. Never underestimate the power of being kind and liking others. Period."

You are always on display as a leader, whether in a one-on-one meeting or when virtually presenting to large groups. As Navarro explains, our body language constantly transmits information about our thoughts, feelings and intentions.

How to Improve Non-verbal Communication

Being conscious of the non-verbal messages we send is essential. For one thing, this awareness will help us ensure that our body language matches our words. It will also help us avoid negative body language that could make us appear unfriendly or lacking confidence.

To get you started on improving your non-verbal communication, try these tips from Navarro:

Take Your Time

"One of the things we understand universally," says Navarro, "is that a leader exercises control by how they enter a room, how they look around, and so forth. And, of course, how they dress and the manner in which they walk and carry themselves.

"Leaders don't do anything hurriedly. They don't have to. They're leaders. So, we say that they have temporal control.

"One of the things we see over and over in leadership," adds Navarro, "is this way you carry yourself where you don't have to hurry." 

Use Cadence

Navarro says another way leaders exercise temporal control is that "they take the time to meet and greet everybody, to make good solid eye contact with them. And then they deliver their message. They exercise what we call 'temporal control,' which is they use cadence."

I asked him to give an example of leaders using cadence. "Winston Churchill used this brilliantly," he replied. "Martin Luther King was also exceptional in using cadence. And we saw it also with Abraham Lincoln when he gave the Gettysburg Speech:

Four score and seven years ago, [pause]. 

Our forefathers brought forth upon this continent a new nation, [pause]. 

"Because you're speaking in cadence," explains Navarro, "you're taking up time and the person that controls time, in essence, controls." 

Navarro concludes by saying that "these are things that a leader can use and demonstrate, and in so doing, a leader is communicating that they're in charge because they're not in a hurry. Because they can take their time walking in, walking about, and dominating the conversation by speaking in tones that demonstrate that time is theirs. And, of course, speaking in cadence beautifully controls the attention and time." 

However, your body language shouldn't always be the same for every person you talk to in every conversation. Just like verbal communication, you should tailor your non-verbal communication to fit the context. Here are a couple of examples where some nuance is needed:

Body Language When Navigating a Difficult Conversation With an Employee

Conducting an effective difficult conversation with an employee is a critical leadership competence. You may need to give a negative performance review, deliver stern feedback, or reset an employee's expectations. 

So how can body language help you to handle these difficult conversations successfully?

"That's a great question. First of all," says Navarro, "you have to have boundaries. You have to demonstrate that you are, in fact, a leader, but you are willing to listen. And listen as long as it takes so that the person feels that their message is being received and that they have their say." 

Navarro emphasizes that it's essential to be direct, not fidgeting. "Just think about what you need to say in advance and then just say it. And if you have to tell someone they're being put on notice because they're failing in their task, then you just lay it out, just like that." 

I asked Oud to elaborate on any body language cues a leader should give when handling a difficult conversation with an employee. 

"It depends," replied Oud, "on if the conversation is difficult for you as a leader (maybe you are new to this kind of conversation on how to give constructive feedback) or if the difficulty is there for the employee." 

This is an important distinction. We explored how a leader can make an employee feel comfortable during a difficult conversation.

"Being a good listener helps. Listening is key," explains Oud. "Also, ensure that your posture, gestures and voice are not antagonistic. We can be empathetic with our gestures but also firm with boundaries." 

Our message must be plain and understandable, stresses Oud, "and supported by congruent behavior: a straight posture, a clear voice and good eye contact. Use your eyes to gaze as you listen but not stare with acrimony." 

According to Oud, it also helps to validate the fears and apprehensions of others. "In the end, the message must be conveyed as humanely as possible." 

Body Language When Communicating With a Neurodivergent Employee

Neurodivergent people have a brain that works differently from the average or "neurotypical" person. This includes differences in ways of learning, ways of communicating, or ways of perceiving the environment. 

Should leaders adapt their body language and communication style when talking to neurodivergent employees?

Oud says: "Adaptation is key for anyone who wants to communicate effectively. As a leader, you should observe and understand how you can create comfort during your conversation to help others, yourself and the company achieve the goals ahead." 

"Neurodiversity," she adds, "is such a broad category that may require standing further away or perhaps making less eye contact, slowing down how fast you speak, or changing the tone of voice. Observation is key to determining what will make the other person or team more psychologically comfortable and how to act accordingly."

Focusing on what makes a person more psychologically comfortable ties in with an important principle Joe Navarro talks about: the importance of observing people's signs of "comfort" and "discomfort."

Focusing on these two behavioral clues will give you the necessary information to help you adapt your approach accordingly. It will yield powerful insights that can make you a more effective communicator. Asking yourself, "Are people comfortable or uncomfortable?" is one of the top ways of becoming body-language smart.

Taking Control of Your Body Language

When we seek to learn about body language, many of us look for tips on detecting deception or projecting power. But the overarching message I have gotten from Joe Navarro and Anne-Maartje Oud is to focus instead on observing the signs of comfort or discomfort in others. Using these cues to modify your body language so that others feel at ease around you is a surefire way to become a better communicator and achieve greater success in your interaction.

Discover more about using body language to communicate more effectively, with our recommended resources:

Body Language
Adapting Your Communication Style Video
Body Language Battle Video
What Every BODY Is Saying
5 Moves to Master Body Language Infographic

About the Author:

Bruna is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post How to Use Body Language to Be a Better Leader – Tips From the Experts! appeared first on Mind Tools.

Unfortunately, there are many irritating people out there – from the story one-uppers and interrupters to the lazy good-for-nothings, know-it-alls, and lip-smackers. In fact, you may even work with a few of them.

What Is a Difficult Person – and Could It Be You?

Difficult behavior will look and impact everyone differently. Psychology professor and personality researcher, Joshua D Miller, Ph.D. identified seven traits of "disagreeableness" – callousness, grandiosity, aggressiveness, suspicion, manipulativeness, dominance, and risk-taking.

According to Miller, these seven traits help us to understand how antagonistic behavior can present in different people and strongly overlap with the three dark personality traits, otherwise known as the Dark Triad.

Miller even went on to use these traits to create a quiz for people to quantify their difficult personality as a percentage. I don't think I need to divulge what percentage I got, but let's just say it wasn't zero…

So, it turns out that everyone's at least a little bit difficult. But, according to Miller, as long as we are open and willing to change, our antagonism doesn't have to define us. So perhaps we shouldn't be too judgmental of other people's annoying qualities.

Three Tips for Working With Difficult People

Fine, we've admitted that we may not be the easiest to get along with. But that doesn't change the fact that we still have to work with difficult people. And while spending every day with them may feel like a never-ending nightmare, it's a reality that we all have to face.

So, if you want to keep your career and reputation intact, you'll need to learn to keep a cool head and deal with these situations respectfully and professionally.

Author of "Getting Along: How to Work With Anyone (Even Difficult People)," Amy Gallo, says that by modeling the behavior you want to see, you can "nudge" people into having more productive interactions. (You can hear from more experts about how to work with difficult people in our latest podcast episode.)

And while you may not be able to completely change other people's behavior, you can change how you react to it by following these simple rules:

1. Choose Your Battles

Consider if a person's difficult behavior is worth confronting. Does it get in the way of you doing your job? Have others complained? For example, a colleague chewing their lunch with their mouth open may be annoying, but it probably doesn't affect your work and may not warrant a discussion.

2. Take a Breather

Antagonistic actions can be tough to ignore and it's easy to allow them to cloud your judgment. Before you address the issue, take a moment to gather yourself. Deep breathing and slowly counting to 10 can help to lower your heart rate, restore calm, and look at the situation objectively.

3. Pick Your Words Carefully

If you do choose to approach the person about their behavior, be sure to do it privately. Be honest about how they have made you feel and assert your boundaries but always remain calm and polite. They may not even be aware of what they've been doing so be patient and allow them to explain themselves.

Getting along with your co-workers is an essential part of working life. But when antagonistic behavior threatens to disturb the peace, it's important not to let your emotions get the better of you. Gather yourself, be honest, and most importantly, treat others with kindness. After all, no one's perfect.

Have you ever worked with difficult people? To learn more about how to deal with difficult people, check out our supporting article.

About the Author

With a background in writing and illustration, Rosie uses her creative eye to produce eye-catching content. Specializing in videos, newsletters and articles, Rosie produces, writes, edits, and proofreads a wide range of resources. When she's not busy working, she'll likely be found whipping up cakes for her friends and family!

The post Am I a Difficult Person – or Is It Everyone Else? appeared first on Mind Tools.

One such time, when I was young (16 or 17), I saw a local shopkeeper getting harassed by a group of three young girls. I knew the shopkeeper... had often bought sweets from her shop on my way home from school. I didn't know what to do. The shopkeeper was trying to push these bullies out of the shop, and they were pushing and shoving the door right back. They were shouting and screaming at her. I was driving past in my car at the time. One voice in my head said "Get out and help her." The other (the winning voice as it turned out) said "What if you get hurt? Go find more help first."

So I raced home, got my mum and we went back to check on her together. Luckily, she was OK. But I distinctly remember the shopkeeper saying to me, "Why didn't you get out and help me?"

Truth be told, I should have. But I was scared and I panicked. I wish I'd been more brave, but my courage failed me. And I honestly still regret my decision to this day.

From Passive Bystander to Active Bystander

It can be hard to find the courage to intervene in situations like this. And, of course, if you do feel it's a situation that might be dangerous, the right decision is to go find extra help. But, I think the biggest learning I found from being a helpless (and as it turned out passive) bystander, was how I wished I could go back and be an active one... even if it did mean inserting myself into the fight. Why? Because it was the right thing to do.

What also would have been helpful to me back then was knowing how to intervene... what was the right way to approach a situation like this? What should I have done?

In our video, The 4Ds of Bystander Intervention, we talk about how to tackle tricky situations like these at work. Situations where you feel like you need to intervene to protect someone. It could be a colleague who keeps getting ignored in meetings, for example, being talked over, or even being bullied.

In the video, we describe four key ways you can intervene in situations like this and go from being a passive bystander to an active one.

Breaking the Glass Ceiling

Speaking out at work about the things you find systemically wrong can be really hard, and something that needs to be navigated carefully. Lack of progression for women, people who are disabled, or people who belong to a specific ethnic group, for example, is still a significant problem. Often, we might find ourselves feeling helpless to overcome these kinds of problems. But there are some things we can do to challenge things in a progressive and positive way.

We talk a lot about equality and equity in the workplace, and yet there are still glass ceilings imposed at work, for seemingly no other reason than "that's just the way things are." These barriers prevent marginalized people from getting the opportunities they deserve.

In our short video, Breaking the Glass Ceiling, we provide some great advice for employees and employers that can help them to tackle bias like this at work, and develop a culture that improves equity for all.

Avoiding Cognitive Bias

Finally, underpinning much of what we've talked about today is bias. Much has said been said in recent years about "unconscious bias," and whether it really is something we have or not. And, more importantly, whether there's anything we can really do about it. The truth is we do all have biases, whether they are unconscious or not – and they're often rooted in our values, our personal experiences, and our relationships.

They can cause us to miss or ignore certain things to get our own way, or to make snap decisions without really considering all points of view. Inevitably, this can cause us to make some pretty poor decisions. But there are some things we can do to test our biases and overcome them.

In our video on Cognitive Bias, we explore five different types of bias that we may experience, and discover what we can do to challenge and overcome them.

About the Author:

Lucy has over 10 years’ experience writing, editing and commissioning content. She has a keen interest in supporting inclusion and diversity, and facilitates Mind Tools' neurodiversity panel. Lucy also heads up Mind Tools’ video learning series, and particularly enjoys exploring and experimenting with new video formats. When she’s not producing fantastic new learning content, she can be found enjoying nature with her two kids and delving into the latest book on her very long reading list!

The post 3 Tools for Speaking Out at Work – All NEW Empowerment Videos appeared first on Mind Tools.