As human beings, we are meaning-making beings and one of the ways we make meaning is by "story making." How do we do that? We experience many moments and events, and we "make stories" by connecting the dots between the events.

Most of us have asked someone, "Have you heard the story of (the good wolf and the bad wolf)?" Or, when wanting to relate something more personal, we ask something like, "Have I told you the story of the time... I missed my flight because I was head-over-heels in love?" (True story, by the way!)

If you had a funny or special experience you might ask the people you were with, "Do you remember the day we...?" Then you retell the story to one another, filling in one another's blanks, reminding each other of nuances and detail that might have been forgotten. And you laugh or shake your head in disbelief over it again.

In retelling one another the story, you work together to acknowledge and witness the bond that the shared experience created.

We name things that have some importance – and we name our stories too. Sometimes it reflects characters in a tale, a lesson, place, or a process or journey. Think of names like "Tuesdays with Morrie" or "The Midnight Library."

Often, we don't consciously name our life stories or even parts of them, but they become part of our identity – and may even become a dominant narrative in our life. My story with Mind Tools forms an important part of mine and has shaped me in many wonderful ways.

What's My Story With Mind Tools?

One evening in July 2007, I was searching for material on the internet to help me deal with a difficult situation with an employee. One of the sites I was directed to was Mind Tools. I was immediately excited about the wealth of information on the site, and about what was then known as the Forums. And I was so happy to have found a place where I could ask questions in a safe space that I became a subscriber that instant.

I regularly participated in the Forums and almost exactly a year later, the then Forum Manager asked me if I'd like to become part of the Forums team. Funny, I still remember exactly where I was when I read the email: in a very remote part of South Africa where, by some fluke, I happened to get a mobile phone signal for a few minutes.

I was about to embark on a seven-day safari and knew I had to respond before going off into the bush. So, I sent a very eloquent email from my Blackberry (remember those?) saying, "Yes, please! About to lose signal for the next seven days, chat next week."

Comfort Arrived in the Midst of Chaos

So started a long and cherished relationship with Mind Tools, its founders, James and Rachel Manktelow, and many other leaders and colleagues.

From the first day, there was a trust relationship. Even though we'd never met in person at the time, and I was in South Africa and they were in the U.K., they trusted that I'd worked the hours that I billed. And I trusted that they'd pay me! (That trust relationship always remained intact, even though the organization changed hands more than once during my tenure.)

The year 2009 was a chaotic one for me. I got divorced, moved to another city, lost my dogs, and had to move house twice. I also had to find a way to support myself after moving, all while I was in the second year of my studies.

It was also the first time that I really experienced how the Mind Tools team supported one of their own. Even though I was the smallest cog in the machine and lived thousands of miles away. My then manager, Dianna Podmoroff, even offered to have virtual "water cooler chats" (I didn't even know what that meant, it wasn't a thing in South Africa) to give me a safe space to talk.

Even though my role was small at the time, Mind Tools was the one stable element in my life, and it gave me purpose. Even though it was "work," it was also a place where I could be, and breathe, witness others' stories, and help them write new endings.

And Then I Met Them!

In July 2014, after Dianna's departure, I became the Community Manager. I remarried in 2015 and we went to Paris and London for our honeymoon. Seeing that London wasn't far from the Mind Tools HQ at the time, we made a trip to Horsham to finally meet all my wonderful colleagues in person. It was literally one of the highlights of our honeymoon.

Two years later, I was invited to join the celebrations when Mind Tools won the Queen's Award for Enterprise. Once again, I got to meet some colleagues whom I'd not yet seen in person. It was yet another experience and occasion that I'll never forget.

Over the years, I've been privileged to have wonderful team members who gave their all – even though they were all contractors, who worked part-time as Mind Tools coaches. They taught me many things, challenged me, supported me, and helped me to grow as a person and as a leader.

Earlier this year, I reached a point in my life when I desperately needed a six-week break from work. It wasn't a break planned months in advance, but rather weeks. However, as always, the team, with the help of our managing editor, pulled together. They simply made things work; sometimes by the skin of their teeth, but quitting was never an option.

If it sounds like we only had good times, don't be fooled. Over the years we've had sad times, challenging personalities, major health scares, difficult situations, and loads of change to deal with. However, the good times far outweigh anything else. As a team, we always found productive ways to deal with the challenges.

Celebrate the Life

An ending like this cannot arrive without bringing a huge sense of loss. And even though I feel grief, I also celebrate the years I spent with Mind Tools.

I gained experience and learned skills that I wouldn't have learned otherwise. And I was forced to grow, learn and be self-reliant. To find ways of making things work and learn how to work in a virtual team.

I celebrate the people in my team, the leaders who guided me. And, of course, and the colleagues who supported me through thick and thin.

If I didn't already know it, the year that wasn't (2020) revealed who my colleagues were as human beings, and the heart of the company. I received so much love, care and support from everybody and even had the most joyous virtual birthday celebration!

Naming the Story

I was wondering what I'd call it if I had to name my Mind Tools story. While writing this blog, I thought a fitting name would be "Lessons in Love and Leadership."

Lessons in Leadership

The leaders I worked with at Mind Tools always lead by example. I was given room to make decisions, make mistakes, and be me while being taught and guided gently.

They raised the bar and supported me, changed things, and helped me navigate. They listened to me, allowed me to do new things and asked, "What do you need from us?" That's how the #MTtalk Twitter chat came about.

Lessons in Love

I know it feels weird to talk about "love" when talking about a workplace. However, let's treat this as a "mathematical" equation:

Acceptance + kindness + care + support + grace + gentle correction + guidance + connection = love. How can it not be love? It's not the type of love that is shouted from the rooftops yet never actioned. It's rather the type of love that isn't spoken of but demonstrated daily in a thousand different ways.

Human beings are meaning-making beings, and this story of leadership and love helped me make meaning of me.

What's My Next Story?

What's my next story? I don't know. I see the void that invites possibilities, opportunities, and new ways of thinking and becoming. As much as I'm a human being, I'm also a human becoming – one in the process of writing a new story.

But the ending of this story is happening now. All I'm doing with it is sitting with how I feel. I also invite gratitude into this space, gratitude for the shared and sacred Story of Mind Tools. It's one that binds me to some of the most exceptional people I've ever met.

We part as colleagues; we continue as friends.

When Does a Story End?

When does a story start? "That's easy," I hear you say. "It starts at the beginning." But any story really starts long before its beginning.

And when does it end? I hear you say, "It ends at the end." But a story never ends because it changes who we are. It changes how we think, what we do, and some of it passes through us to other people. Its threads and impact continue to grow in ways we know, and don't know.

Two things can be true at once. This is the end of a story, and yet it continues forever.

Special Thanks

Thank you to leaders and colleagues past and present and a special thanks to:

James and Rachel Manktelow, Charlie Swift, Keith Jackson, Jaye O'Farrell-Stevens, Alice Gledhill, Danielle Ormshaw, Dianna Podmoroff, Sarah Kyle, Anne Evison, and John Yates. A special thank you, too, to all my current colleagues in the Content Team, and Mel Dowding.

Resources

You may like to take a look at the following Mind Tools resources, then join the coaches’ events to share your thoughts, ask questions and learn more. Note that you will need to be a Mind Tools Individual or Enterprise member to see all of the resources in full.

This Is My Story
Lead With a Story
What's in a Story?
The Story of Business Storytelling Video

You can read previous blogs by Yolandé and the coaching team here.

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 may mistake Yolandé for a city girl. But she's 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 she loves the kitchen and it gives her joy to "bake" people happy!

The post What's Your Story? appeared first on Mind Tools.

The Y2K glitch was a computer programming issue that would supposedly wreak havoc on computer systems at the turn of the millennium. The bug originated from the 1960s when, to save precious data storage space, engineers wrote the year as two-digit codes, only using the last two digits of the year instead of four digits. This eventually created a fear that when the date descended from '99 to '00, some infrastructures wouldn't be able to function. Folklore superstitions and religious omens ran rampant, adding to the paranoia and anxiety during the late 1990s. 

Some companies in the financial industry recognized the Y2K issue in the 1980s and developed strategies to prepare for the digital transition into the new millennium. Other industries were slower to decide and implement strategies. I remember the news reports with companies expressing relief once they became Y2K-ready or Y2K-compliant. 

Like many consumers, I worried about how I would access my bank funds in the new year. Unashamed, I withdrew most of my funds on New Year's Eve, just in case the ATMs weren't functioning properly during the transition. Cash is king, right? Thankfully, the Y2K glitch didn't bring the world to a standstill.

How to Face Transitions

But some changes are harder to embrace than others. I asked fellow Mind Tools coaches their advice and experiences of tacking transitions:

Transitioning in Small Bites, by Mike Barzacchini  

When going through a life or career change, the transition itself may be difficult. We may be dealing with unknowns, anxieties and insecurities. Often our minds and our emotions outpace us. We try to figure out everything at once. It may be more helpful if we think of change or transition as a big red apple. 

There's no way we can swallow that apple whole. But if we concentrate on one bite, then the next one, we may be able to find our way through the transition. I like to think of these as clarity bites. If I'm relocating to another town for a new job, I can't pack my current home, plan the move, and find a new place to live all at once! But I can begin by packing one box at a time or taking other small, meaningful actions. You may want to list the "bites" you need to take and check them off as you finish them. Try taking small "clarity bites" of your big transition apple to make a change, especially a big change, more palatable.

Transition Is About Perspective, by Yolandé Conradie 

Some gemstones are what's called "pleochroic," and in stones like emerald, tanzanite and tourmaline it can be spectacular! Pleochroism means that the gemstone has different colours when observed at different angles because of how it absorbs and reflects light at that angle. The gem is still what it was – a tanzanite or an emerald or whatever, but its positioning has changed. 

When we look at transitions, they might look a certain way from one side, but when you turn them over, shine a different light on them, or look at them from a different angle, they look different. 

I've experienced that from one side of a transition, it looks one way. Once you've started the process, it looks different. When you're on the other side of the transition it shows you the gem in a way that you couldn't have seen from the first perspective: the lessons, the opportunities, the possibilities – all through the lens of the experience of the journey. 

In the process of being taken from the earth to gracing a beautiful piece of jewelry, the appearance of the gemstone is transformed – and the process renders it more valuable than what it was before.

May all our transitions unearth our potential, polish us and make us shine in a way we never thought possible.

Transitions Are a Time to Grieve, by Midgie Thompson 

For me, transitions are changes in one’s life, be that jobs, relationships (in all forms) or activities. They might be voluntary or they might be imposed. Regardless of what type they are and how much control I have over the change, there's still an adjustment period just like the process of grieving any loss. 

I have experienced many transitions in my life. Many I have chosen, including moving cities (and even countries!), leaving relationships and changing hobbies. But there have been other transitions that have been "imposed" upon me too, such as when someone has broken up with me (as we were living together), friends who've moved away and even, dare I say, menopause. 

Yet in all the transitions, I recognize there is a "grieving period," a sense of loss and sadness. Just recently I had the experience of seeing an old friend from Canada for a few hours while we were coincidentally in the same country. It was great to spend time together after all these years, yet I was left with great sadness. It was a bittersweetness related to enjoying the connection we felt, and still feel, coupled with not having those opportunities as regularly as we might like.

I know that we all change, move onward and go in different directions, yet there is still that sense of loss. Loss of what is familiar and cherished, loss of being part of a valued community, and loss of that "ease" of routine, even. Yet with each loss, there is also the opportunity for new, better or even bigger things to come into your life... new growth, new learning, new adventures!

Navigating Transitions for Success, by Sarah Harvey 

Whether at work or in life, dealing with transitions requires not only adaptability, but also resilience and a proactive approach. But we are all unique, and that means every transition is unique too. It's therefore important to develop our own individual strategies to fit our specific situations and personal needs.  

Some strategies to help navigate transitions successfully include: 

1. Developing a Positive Mindset

Although transition away from what we know and toward something new can be unsettling, try to cultivate a positive outlook toward change. Focus on the opportunities and growth that may come with the transition, rather than dwelling on potential negatives. 

2. Seeking Support and Guidance 

Lean on your support network of friends, family or colleagues. Discuss your concerns and seek advice from those who have experienced similar transitions. 

3. Upgrading Your Skills and Knowledge

Use the transition as an opportunity to enhance your skill set or knowledge base. Take courses, attend workshops, or engage in professional development. 

4. Communicating Effectively 

Open and honest communication with colleagues, managers or family members is essential. Ensure that everyone involved is well-informed and on the same page regarding the transition. 

5.  Reflecting, Learning and Celebrating! 

After the transition, take time to reflect on the experience. Understand what worked well for you and what didn't, and apply these insights to future transitions. And finally, don’t forget to acknowledge and celebrate your achievements and milestones during and after the transition. Recognizing your progress will boost your self-esteem and motivation. 

Transitions Resources

You may like to take a look at the following Mind Tools resources. Then join the coaches' events to share your thoughts, ask questions and learn more. 

Transitions (Expert Interview) 
Bridges' Transition Model
Coping With Change
How to Master Life Transitions

About the Author:

Sonia is an experienced meeting and events manager, with over 20 years experience in conferences, exhibits, and corporate social events. She also owns a visual branding company. Sonia joined the Mind Tools coaching team in 2021, and enjoys connecting people with resources to help them reach their goals. In her spare time, she is a photo enthusiast, who reviews products, completes store scavenger hunts, and explores nail art/design.

The post Transitions appeared first on Mind Tools.

Do you arrive at a straightforward answer, or is it tricky to come to a clear view?

I confess, I have been pondering this for some time and have come to the conclusion that assigning the responsibility of strategy is more complex than I first thought. I started by considering what strategic leadership involves.

What Is Strategic Leadership?

A strategic leader is an individual within an organization who possesses the vision, foresight, and capability to guide the organization toward its long-term goals. This type of leader not only focuses on the day-to-day operations, but also on the larger picture and future direction of the organization. They're responsible for shaping and implementing strategies that help the organization to adapt to change and to excel in a dynamic and competitive business environment.

If that wasn't enough, strategic leaders need a clear vision of where they want the organization to be in the future. They must anticipate market trends, technological advancements, and other relevant changes, enabling them to prepare the organization for the future. Effective strategic thinkers conduct thorough risk assessments, and then focus on long-term planning and are able to set realistic and achievable goals that align with the organization's mission and vision. However, these plans can’t be set in stone: strategic leaders are open to change and can adjust strategies and plans to respond to evolving circumstances, whether within the organization or in the external environment.

Considering all that’s involved with being a strategic leader, it is clear that they play a crucial role in setting direction, inspiring teams, and ensuring the organization remains relevant and competitive in a rapidly changing business environment.

Strategy as a Collaborative Journey

These days, good strategic leaders take people on a journey rather than telling them where to go. It's about fostering a shared understanding of an organization's vision and purpose. Leaders must communicate the "why" behind strategic decisions, making it easier for team members to align their efforts.

In today's fast-paced and ever-changing business landscape, the concept of "being strategic" has arguably gone through a bit of a make-over. The global pandemic forced organizations to re-evaluate their strategies, and as we emerge from this crisis, the question arises: whose job is strategy now?

Pre-Pandemic vs. Today: the Evolution of Strategy

Before the pandemic, many of us would have experienced strategy largely at the hands of top-level executives and managers. They would craft long-term plans and communicate them down the hierarchy. However, today's dynamic environment demands a more inclusive approach. Strategic leadership is no longer a top-down process but a collective effort involving individuals at all levels.

Empowered Team Members

To make strategy a collective effort, team members need to provide their input. They are the ones on the front lines, interacting with customers and experiencing market shifts first-hand. Their insights can be invaluable in shaping and refining strategies. To achieve this collective effort, creating an environment where ideas are welcomed and valued is absolutely crucial.

Influencing Strategy Without Being a Leader

Not everyone holds a formal leadership position, but everyone can influence strategy. Regardless of your role, you can contribute by staying informed and interested in where the company is heading, being proactive in problem-solving, and sharing your insights. Take the initiative to propose innovative solutions and collaborate with colleagues to implement them. Your contributions can make a significant impact on shaping the organization's direction.

So, Whose Job Is Strategy?

My conclusion is that strategy works best when it’s a shared responsibility. No longer confined to the boardroom, strategy happens at every level of the organization. It shouldn’t happen to you; it should happen with you. By empowering team members to provide input and encouraging a collaborative approach to strategy, organizations can adapt more effectively to the ever-changing challenges of our times. Whether you hold a leadership position or not, you have the power to influence and shape the strategic direction of your organization. Embrace this opportunity, and together, we can navigate the complexities of the post-pandemic world.

Strategy Resources

You may like to take a look at the following Mind Tools resources, then join the coaches’ events to share your thoughts, ask questions and learn more.

The Line Manager's Role in Strategy Video
What Is Strategy?
Strategic Leadership, With John Adair
Creating Successful Strategic Plans
Creating a Culture of Collaboration Infographic

About the Author:

Sarah is an experienced and qualified leadership, culture and conflict coach. An author, skilled trainer, facilitator, manager mentor, and workplace mediator, Sarah has over 30 years’ experience to draw on. Following a career as an HR leader and consultant, she now loves coaching leaders and teams to improve their results through developing better workplace relationships and creating savvy conversational cultures. Away from work, Sarah can be found in her garden or perhaps writing her next book.

The post Whose Job Is Strategy? appeared first on Mind Tools.

Instead, I binge on chocolate, hoping sugar will compensate for my lack of sleep. But my chocolate binge only makes me hungrier. My body craves substance and protein.

"If you get tired, learn to rest, not to quit."

Graffiti artist, Banksy

And something else happens. Binging sugar ramps up my stress. I'm frustrated and quickly shut myself away from my team members before I snap at one of them. Now I'm isolated, fatigued, hungry, and stressed. Ah, it appears that I've been caught in a HALT spiral.

What Are the HALT Risk States?

Originally designed to help addicts prevent relapses, HALT stands for Hungry, Angry, Lonely, and Tired. These risk states are our bodies' way of warning us that our wellbeing is at risk, and we need to take a step back to focus on ourselves.

It may be tempting to push these feelings aside and muddle through. Perhaps you stay up late or skip lunch to meet a tight deadline.

Beware the Pitfalls of HALT

But fail to heed these warnings and you could face much more serious consequences than simply feeling a little peckish. You'll likely damage both your mental and physical health, the quality of your work will suffer, and your reputation will be tarnished.

Now, no matter how bad my week may have felt at the start, I've managed to make it even worse. But with positive actions I can stop myself from spiralling any further.

How to Stop HALT in its Tracks

Each of the HALT risk states can be damaging – but not nearly as daunting – on their own. So, let's tackle them one by one.

Hungry

When and what did I last eat? Coffee and sugary snacks probably aren't going to cut it for a full day's work. A healthy breakfast and lunch is more like it. And if I get hungry in between? Chocolate clearly isn't my friend but fruit, vegetables and nuts will give me the boost I need without feeling sluggish later.

Angry

If I'm stressed and feel my anxiety or anger surfacing, can I reverse this negative flow? A walk, deep breathing, or a few meditative minutes might help to calm myself. Or, simply acknowledging my symptoms and admitting, “I’m not my best self right now,” may help me to avoid negative behavior that could harm myself or others. 

Lonely

If I feel the urge to isolate, can I instead make connections with colleagues who may be able to help with my deadlines or just listen to my challenges? A fresh perspective can do wonders to get you out of your head and calm your anxiety.

Tired

If I’m tired, can I take a break? My workplace may not allow an afternoon nap, but can I get up from my desk and walk outside? Sometimes simply planting my feet and taking three deep breaths is all I need to recenter and refresh.

Useful Resources About Wellbeing at Work

You may like to take a look at the following Mind Tools resources, then join the coaches' events to share your thoughts, ask questions, and learn more.

What Are the HALT Risk States?
8 Ways to Beat Loneliness in the Workplace Video
How to Handle a Stressful Job
How Good Is Your Anger Management?

HALT can help you to identify threats to your wellbeing before they spiral out of control. By being mindful of how you feel, and how this affects you and your colleagues, you can develop a plan of action to rest, reset, reconnect, and replenish.

About the Author

Mike has over 20 years experience in the education sector, and is passionate about helping people and organizations to achieve their strategic objectives by improving communication. 

The post How to Avoid the HALT Spiral appeared first on Mind Tools.

As an "ISTJ introvert" I found it easy to transition into social distancing. I enjoyed having a mandated six-foot radius of personal space!

Unlike the overwhelming majority of people, my primary struggle during the early part of the pandemic was not that I missed a routine of sharing an office with colleagues. It was getting my hands on enough effective personal protection equipment and sanitizer, and getting enough groceries and home goods before supplies ran out.

For many people, a basic pre-pandemic routine was eat, work, sleep, repeat! They were caught in a rat race, and their employers didn't really care. The goal was to produce, produce, produce!

Some organizations didn't demonstrate an "employee-first" environment. They seemed to value their employees less before the pandemic. Staff had to get to work the best way they could, do their hours, go home, and do it again the next day. The employer's attitude seemed to be, "You came to work, so everything else in your life must be OK."

With social-distancing mandates, the hospitality and service industries took massive blows as in-person and face-to-face events and gatherings had to cease. Extroverts, and those who loved their daily routines, had a harder time adjusting to staying home.

From Face-to-Face to Remote Working

Remote working became a more popular term, and many companies had to embrace or expand this option to all employees in the name of safety.

What were some of the challenges and threats of social distancing? Here are just a few problems faced by people and organizations:

• Isolation. Level Three of Maslow's Hierarchy of Needs discusses our need to belong and connect with other human beings. The separation took a heavy toll on many people's mental health.
• Technological pitfalls. Being physically apart meant that communication methods had to evolve, or businesses (and relationships) would fail. People without access to appropriate technology experienced additional challenges.
• Financial loss. Without people in place and working, there's no production! And without foot traffic, there's no one to serve, and revenue collapses.
• Miscommunication and misinterpretation. People had to make extra effort to communicate clearly and effectively, as virtual meetings replaced face-to-face ones, and body language and non-verbal cues were lost.

"Life isn't about waiting for the storm to pass. It's about learning how to dance in the rain."

U.S. author and speaker, Vivian Greene

The Opportunities of Social Distancing

But on the flip side, there were opportunities during social distancing:

• Creativity. We had to develop clever ways to maintain friendships and business relationships. For example, teams and organizations created interesting and fun virtual activities, such as quizzes and virtual dining.
• Empowerment. Many of us learned new skills as we got to grips with new tech and software.
• Rest and free time. Removing the need to commute to work freed up more time for people. They developed new skills, explored more hobbies, or enjoyed more time with their family.

Since the focus on the pandemic has greatly decreased, governments have cleared workers to return to work in person. That time away from the office may not have been a vacation, but it has reminded or taught us that life is short and we only have 24 hours in a day.

What Must We Relearn, Face-to-Face?

What are some skills, practices or tactics we need to relearn or implement for success in a post-pandemic, face-to-face workplace?

• Acceptance. Recognize that some colleagues may need an alternate work schedule to maintain work-life balance.
• Grace and patience. Show kindness while adjusting to a faster or slower pace in the office than at home. We should not penalize ourselves if we don't immediately jump back into the fast lane at work.
• Assertiveness. Build self-esteem by courageously and effectively saying "No" to a request.
• Understanding. "Self-care is not selfish."
• Clear direct communication. State what you mean concisely to ensure "message encoded equals message decoded."
• Gratitude. Thank people when you see them.

Useful Resources About New Ways of Working

You may like to take a look at the following Mind Tools resources, then join the coaches' events to share your thoughts, ask questions, and learn more.

How to Run Effective Virtual Meetings (Article)
Written Communication (Skillbook)
Virtual Team-Building Exercises (Article)

Working face-to-face is more than a physical presence. Listening, showing appreciation, and being open-minded improves our awareness of others so we won't take them for granted.

About the Author

Sonia is an experienced meeting and events manager, with over 20 years' experience in conferences, exhibits, and corporate social events. She also owns a visual branding company.

Sonia joined the Mind Tools coaching team in 2021, and enjoys connecting people with resources to help them reach their goals. In her spare time, she's a photo enthusiast, reviews products, completes store scavenger hunts, and explores nail art/design.

The post Relearning Face-to-Face Skills appeared first on Mind Tools.

In the story, he joins Dorothy, the Scarecrow, and the Tin Woodman in the hope of receiving the gift of courage from the Wizard, believing that it will help him overcome his fears and become a true king of the beasts.

Throughout the journey, the Cowardly Lion displays moments of bravery and loyalty, even though he frequently doubts his own courage.

What Is Courage?

As the story progresses, the companions encounter various challenges and obstacles, and the Cowardly Lion's journey involves facing his fears and doubts head-on.

Ultimately, when they reach the Emerald City and meet the Wizard, they discover that the qualities they sought were already present within themselves.

Importantly, the character of the Cowardly Lion represents the idea that courage is not the absence of fear, but the ability to face one's fears despite them.

The lion's transformation throughout the story highlights themes of self-discovery, personal growth, and the realization that inner strength is often more powerful than external appearance.

In essence, courage involves acting with conviction, integrity, and a sense of purpose.

Courage in the Workplace

In business, courage is a quality that often separates the ordinary from the extraordinary. It is the driving force that propels individuals to embrace risks, challenge norms, and drive through change.

In the workplace, courage is not just a virtue: it is a powerful tool that can shape careers, foster innovation, and elevate the overall organizational culture. However, like any tool, courage must be used wisely. While there are times when displaying courage is essential, there may be instances where "blind courage" is not the best course of action.

The Benefits of Courage

Before we explore the potential downsides of courage, here are a few of the benefits of courage in the workplace.

Innovation

In a rapidly evolving business landscape, innovation is crucial for survival. Those who dare to challenge the status quo and bring fresh ideas to the table often lead the way. It takes courage to step out of your comfort zone and propose unconventional solutions that may lead to significant breakthroughs.

Speaking Up

Courageous employees aren't afraid to voice their opinions – even when they go against the majority. When an employee points out potential flaws in a project or strategy, they demonstrate courage that benefits the entire team.

Courage also means standing up for colleagues who might be facing challenges or injustices. Organizational, cultural, and social change would simply not be possible without people being courageous enough to stand up to injustices.

Calculated Risks

Every successful venture involves an element of risk. Employees who possess the courage to take well-considered risks might luck out with boosted career growth, and even financial gains.

Championing Change

Change can be daunting but is essential for growth. Employees who show courage in advocating for change such as new processes, new technology, or cultural shifts, become valuable change agents within the organization.

Addressing Conflicts

Courageous individuals are willing to address conflicts or issues that arise in the workplace. They do so constructively, aiming to resolve conflicts rather than allowing them to fester and harm team dynamics.

Admitting Mistakes

Displaying vulnerability by admitting mistakes takes courage. Such openness fosters a culture of learning and growth within the team.

The Dangers of Courage

There is a fine line between bravery and stupidity. Despite the positives that can come from demonstrating courage in the right way, at the right time, it is worth reflecting on the situations where courage may not serve us so well.

Reckless Decision-Making

While courage can drive positive change, it can also lead to recklessness if not tempered with thoughtful analysis. Acting on impulse without proper research or planning can result in costly mistakes.

Ignoring Feedback

Courageous individuals may become so invested in their own ideas that they shut out constructive criticism. This can hinder personal growth, as well as impact the success of projects. So it is important to listen to input from colleagues.

Conflict Escalation

Courageous conversations are important, but they must be approached with diplomacy and respect. Unchecked courage can turn discussions into confrontations, which can damage relationships and teamwork.

Overstepping Boundaries

Misplaced courage can sometimes lead employees to overstep their roles and responsibilities, causing friction and misunderstandings within the team. It is essential to have a clear understanding of our role and consider our courageous actions in context.

How to Be More Courageous at Work

Courage is undeniably a valuable trait in the workplace, driving innovation, change, and growth. It can empower individuals to take risks, speak up, and challenge norms. However, while it can lead to remarkable things, courageousness should always be balanced with critical thinking, open-mindedness, and a respect for others' perspectives.

In essence, courage involves acting with conviction, integrity, and a sense of purpose. It involves creating an environment that supports and rewards courageous behavior and a culture of increased innovation, better problem-solving, and a more engaged and motivated workforce.

Like the Cowardly Lion, finding our own courage at work can be a winding path. Sometimes we will display moments of bravery and loyalty, even though we may be wracked with doubt and uncertainty. But, as The Wizard of Oz taught us, all we really have to do to act with courage is to remember that courage is already present within ourselves.

Resources

You may like to take a look at the following Mind Tools resources, then join the coaches' events to share your thoughts, ask questions and learn more.

Choosing Courage: The Everyday Guide to Being Brave at Work (Book Insight)

Brave Leadership (Book Insight)

Assertiveness (Skillbook)

About the Author

Sarah is an experienced and qualified leadership, culture and conflict coach. An author, skilled trainer, facilitator, manager mentor, and workplace mediator, Sarah has over 30 years of experience to draw on. Following a career as an HR leader and consultant, she now loves coaching leaders and teams to improve their results through developing better workplace relationships and creating savvy conversational cultures. Away from work, Sarah can be found in her garden or perhaps writing her next book.

The post Courage in the Workplace 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.

How Not to Apologize

In the leadership module that I teach at university, we place much emphasis on the ability to apologize, because people simply don't trust leaders who can't apologize. Also, they need to apologize correctly. That implies that there's a right and a wrong way to apologize.

And in private practice, when working with couples, I've often heard one of the gripes being the way the other person apologizes. The almost standard tagline is: "If she/he says it like this, they don't mean it." (The language is usually slightly more colorful.) Or, "If they say it like that, it's not an apology."

At work, and in our personal relationships, apologies can go wrong because our tone of voice or body language conveys reluctance to apologize. Not to even mention how wrong it can go in an email! The problem with the latter is that you can't see the person or hear them – all you can go by is the words and the tone of the email. (Yes, emails do have a tone of voice.)

Apology No-Nos and Do-Overs

While a sincere apology can repair damage to your relationships and reputation, a bad or false apology can fan the flames and do even more harm than the very thing you're apologizing for! So, here are some common apology mistakes, and how to avoid them:

Mistake 1: An apology with a "but" is not an apology – it's a justification or an explanation, and you're not likely to learn from the experience. "I'm sorry, but I was in a bad space," might sound like an apology, but it's a justification.

Instead, say, "I'm sorry for what I said/did. I was in a bad space, but that didn’t make it OK for me to put you on the receiving end. How can I make it up to you?"

Mistake 2: An apology that begins well but ends poorly is not an apology – it's often argumentative. "I'm sorry I did it. It happened because of how you spoke to me…" Can you hear the toxic cycle of a new argument being born here? I certainly can!

Instead, try: "I'm sorry I said that. Even though I didn't like your tone of voice, it wasn't necessary for me to react to it. How can we do it differently in future?" (We need to understand that it is a two-way street at times, without apportioning blame.)

Mistake 3: Then there's the old intent issue… "I'm sorry, it was never my intent to hurt you." I'm not sure what you're apologizing for if you say this. It wasn't your intent that hurt me – it was your action, and that's what you should be apologizing for. No one argued your intent.

It's more effective to say, "I'm sorry for what I did and that I caused you hurt. What can I do to make it better?"

Mistake 4: The passive–aggressive apology is particularly cruel. It may sound like this: "I'm sorry you feel that way." Here's the problem: you can't be sorry for how another person feels – it's a way of using the words "I'm sorry," but without any investment in the apology.

If you're truly sorry, say, "I'm sorry my words/actions had such an effect on you. I will be more aware of what I say and how I say it in future."

An apology needs to be sincere. It needs to show that the person apologizing is taking responsibility for what they did or said, showing remorse, and sharing how they intend to make amends going forward.

After the Apology

This might shock you: an apology is not enough. An apology is but the first step. After the apology, it's necessary to show, by how you speak and behave, that you're putting in the work to change.

An apology without change is lip service. I call it window-dressing. You want to make it look right without actually fixing it – that's a time-consuming and pointless exercise.

Being able to apologize sincerely, without getting defensive or huffy, is a sign of maturity and strength. It shows that you're not too big or important to be vulnerable, too.

So, just apologize – it'll take the sting out of it. (Thanks, Mom!)

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

How to Apologize
Mutual Respect
Toxic: A Guide to Rebuilding Respect and Tolerance in a Hostile Workplace
Keeping Your Word at Work
8 Keys to Eliminating Passive-Aggressiveness
Authenticity

About the Author:

Yolandé has been part of the Mind Tools team since 2008 and she 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, 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 The Anatomy of Apologies appeared first on Mind Tools.

Getting a new job can be exciting, confidence-building and a little bit nerve-wracking. It means you performed well at your interview and showed your potential new employer that you have the drive, talent, qualifications, and values that they want and need. And now they want you to be a part of their team.

But, let's rewind a bit to that moment when you're waiting with bated breath to hear whether or not you've made it through...

Before the Job Offer 

Before you receive that job offer, you've had at least one successful interview and there could be a subsequent one for final candidates. Keep interviewing until you receive an offer that you like. If you haven't already, send a thank-you note to the recruiter for your interview. 

When an organization is considering you seriously for a position, it may request or require that you complete or have a successful background check, credit report, driving record, toxicology screening, immigration status, and/or security clearance. 

At this point, getting that job is becoming more of a real possibility, so this is a prime opportunity to revisit your goals and values. Be honest with yourself. How do your personal goals align with the role? Will this position fulfill what you want and need? How well do the company's values align with yours? 

Either they fit or they do not. There's no need to force them. A "forced fit" will likely make you unhappy and result in you moving on much faster than if you went for a role that really suits you. If you discover that your values don't align with the company or position, feel empowered to officially withdraw from consideration.

Otherwise, continue!

Negotiating a Job Offer

Since you know what the salary range should be and what you want, you'll recognize it when you hear or see it in a job offer. If you get to the stage of salary negotiation, don't be afraid to push back to get what you want and deserve, but be reasonable.

But, it's not all about salary. There are other things to consider when nailing down that job offer too. For example:

• Expected attire, appearance, and frequency – are there any dress-down days?
• Daily work location – will you be located in-office full time, or are there hybrid or virtual working opportunities?
• What's the work/hour mix – will you be required to work standard hours? Or are their options for compressed working or part-time hours?
• Is there any relocation assistance (if necessary)? And, if you do need to relocate, will there by a timeframe allotted to adjust to your new city/country/time zone?

After the Job Offer 

Congratulations! You've finally made it! The company has offered you the job and you have the written confirmation.  When circumstances allow, it's usually a good idea to secure a new job before leaving your old one.   

If you don't already know, ask the recruiter to describe a typical week for your role to gain a clearer view of how your function fits into the department and organization's success. Each company is different. 

Also, ask them how much time you have time to consider the job offer, and to give your current employer notice of your departure.

When you do hand in your notice, remember to unsubscribe, update, or switch your work information with any outside suppliers and contacts while you still have access. 

Some organizations conduct an exit interviews, which are a great opportunity to reflect on your previous role, and identify what went well and what didn't. Also, be sure to follow your current employer's protocols for the clean and safe transfer of information and/or property for your replacement, to ensure a smooth handover.

Leave on good terms whenever possible, even if things have been difficult in the past – you want to be able to leave with your reputation intact, knowing you did your best.

I remember one job that I resigned from... I had been butting heads with my new, immediate manager but I was still on excellent terms with our department director (who had known me longer and better), so I had no worries when it came to references. 

Don't "slam the door" or "burn the bridge" as you exit, because you may need or want to return one day. One of my former recruiters was short-staffed during the holiday season and needed some experienced help. Since I was still on great terms with some employees there and was temporarily available, they asked if I'd be interested and I accepted the offer! It always helps to leave the door open, whenever possible.

Getting a New Job: The First 90 Days 

So, you've received the job offer, accepted it, and now have an official starting date. What's next? Documentation to read, many forms to complete, and 90 days to prove you belong at the company. 

Once you know where to report to on your first day, use the following tips to prepare yourself for your first day:

• Get enough sleep and eat a sensible meal the night before.
• Plan how you'll get there – what journey will you need to take and how long will it last?
• Wear comfortable shoes for a possible building tour. 
• Dress appropriately. (Unless told otherwise, remember what your recruiters were wearing in your interview.) 
• Explore what's in the area – where could you go to grab a coffee, go for a stroll or get something to eat?
• Identify the nearest drug store/pharmacy. 
• Bring pocket-sized snacks for your orientation meetings. (Food may or may not be available and you wouldn't want to get light-headed.) 

The Admin of Getting a New Job

While you may want to get stuck in straight away, getting a new job also often comes with a lot of paperwork, which can be overwhelming. Some offer letters will provide details of what to bring with you on your first day (for example, photo ID, previous employment records). If in doubt, "bring your life!" 

• Be "camera-ready" for your company photo identification badge and remember your angles. 
• Bring identity documents, such as your birth certificate, passport, citizenship documents, and immigration verification. 
• Have financial information to hand for electronic fund transfer of your paycheck. 
• Have spouse, household, or next-of-kin info, for insurance and retirement savings documents. 
• Bring medical letters confirming special needs and accommodations for seen or unseen disabilities. 

Depending on your new job, you'll likely need to sign specific legal and other "acknowledgment-of-understanding" documents such as: 

• NDAs (non-disclosure agreements).
• Branding guidelines and intellectual property.
• Company handbooks.
• Code of conduct.
• Ethics statements.

Your human resources or in-house general counsel can interpret and explain if there's something you don't understand. If you need to verify details with family members, don't be afraid to ask how long you have to complete certain documents, and if you can bring them back later. 

Living and Building the First 90 Days in Your New Job

Your experience, skills, and personality got the attention of the recruiter and eventually landed you the job, but now you are in a new environment. There will be a time and place to apply your capable skills, but first, you must show that you are open to listening, understanding, and learning all about the culture. 

Onboarding is the process companies use to "bring on board" newly hired talent, and introduce them to their policies, procedures, rules, resources, and team. This process may include specialized training unique to the company or position.

Organizations will expect their new team members to follow the procedures explained to them. If there is a work process you've encountered and you believe could be improved or made more efficient, try the organization's method several times first before making suggestions. And, if you do make a suggestion, make sure you can prove exactly how it will save time and money.

We have two ears, two eyes, and one mouth: so listen and observe twice as much as you speak. Use your first 90 days to become better acquainted with the organization. You are a passenger on this train, not the conductor (at least not yet). This isn't the time to "showboat," it's about laying the foundation for a strong and meaningful relationship going forward.

Even if you are a senior executive, you're still new. Learn and respect the current dynamics, and appreciate those who kept things moving and who are helping you to adjust. 

Explore More Resources at Mind Tools...

If you want to discover more about getting a new job, and how to go about settling into your new role, check out the following resources from Mind Tools. (Note that you'll need to be a Mind Tools Club or Corporate member to see all the resources in full.)

Starting a New Job

How to Pass Your Probationary Period

Taking Responsibility in a New Leadership Role

Making the Most of Your Induction

Gaining the Trust of Your New Team

The First 90 Days

About the Author

Sonia is an experienced meeting and events manager, with over 20 years experience in conferences, exhibits, and corporate social events. She also owns a visual branding company.

Sonia joined the Mind Tools coaching team in 2021, and enjoys connecting people with resources to help them reach their goals. In her spare time, she is a photo enthusiast, who reviews products, completes store scavenger hunts, and explores nail art/design.

The post Your Career Journey Part 3: Getting a New Job appeared first on Mind Tools.

Preparation, Preparation, PREPARATION!

So you've applied to a few positions of interest and have received a couple of invitations for job interviews. Congratulations! You have transitioned from a job applicant to a job candidate.

The next big event is preparing to meet face-to-face (in person or virtually) with your prospective employer. Here are tips to get you started:

• Get comfortable describing your experience as it relates to the vacant position.
• Know the specific interview questions or topics or that are illegal to ask and understand how to respond.
• Be able to identify the company outreach effort that resonates most with you and why.
• Be comfortable discussing how the company's philosophy aligns with your values.
• Review your references to check all contact details are up to date.
• Be ready to backup your résumé claims through recruitment tests (e.g. typing speed, website design, editing or writing tasks, etc.)
• Know the industry average salary and range for the position, so you don't undercut yourself at negotiation time.
• Bring hard copies of your résumé, references, clearances, test results, and presentation deck (every document you were requested to send, including a few extras). These will also act as handy references you can glance at if the nerves kick in.
• Have a flash drive for quick electronic access or sharing.

During Job Interviews: Are You the One?

We asked the Coaching Team to share some of their memorable job interview experiences, as either the interviewer or interviewee. Here's what each had to say.

Demonstrate How You "Match" the Organization

Coach Mike Barzacchini explains how illustrating how your unique skills and experience can solve problems for the organization can help you win over recruiters...

"When I interview for a job, I try to apply my experience to what I feel the company seeks. What can I bring that adds value? How can I serve and solve? I let this approach guide my answers and my questions. Sharing a case study – a real example of how your work made a difference for a former employer – is a great way to win over a potentially skeptical interview team. It's even better if you can relate how that type of work would make a difference for their organization. My favorite advice to job applicants is to make sure to communicate what makes them excited, uniquely interested in, and qualified for the position."

Listen Out for "Alarm Bells"

Not every interview, however, is a "bed of roses." Coach Zala Bricelj reveals how sometimes the interview can unearth hard truths or even raise "alarm bells" ...

"It's when it becomes apparent that there is a reason why the employer has a high turnover and/or is repeatedly searching for potential candidates. It's those times in the interviewing process when it's clear that leadership, HR and departments are off-synch or working in their own siloed workplaces, and it all comes out in the meeting with the interviewers.

"I have experienced a few situations like this. One time they said to my face that my résumé was too good and I should be searching for a job abroad and not waste time in my homeland. Another time, the interviewer told me that the job posting was just an "official need-to-do" and that the company already had a candidate lined up. And the cherry on top? I went in for an interview that became a promotion for an MLM pyramid scheme."

Show Empathy and Compassion

Coaching team leader Yolande Conradie reminds us to be empathetic and compassionate with others...

"I always appreciated interviewees who came prepared. To me, that's someone who's done some research about the company and is able to ask pertinent questions about it. I learned not to look at appearance too hard because I live in a country where many people are poor. However, I could always see when someone has tried to make a good impression – even if their clothes were old and their shoes worn. Another reality of South Africa is that many people who use English as their business language are third- or fourth-language English speakers. I had to learn to listen past language errors unless proficiency in English was a job requirement. (Ditto their résumés. Poverty often means that people don't have money to have their résumé produced professionally.)"

Are You the Good Cop or the Bad Cop?

Coach Sarah Harvey shares how she learned that sometimes the way we think we're presenting ourselves can be very different to how we're being perceived...

"The most memorable experience for me was when I was leading a whole set of interviews of internal candidates as part of a departmental restructuring. I chaired every interview and was joined by a range of managers who would work alongside me to recruit the roles within their teams.

"People thanked us for our professionalism, and many commented on the robustness of the process, describing it as a 'good cop, bad cop' experience. 'That’s nice,' I said to one interviewee, as this had by then become common feedback, 'I'm pleased I've been the warm and friendly face of a potentially difficult organizational process.' 

"'Oh no,' they told me, 'You’re the bad cop! You ask really challenging questions and won't let things go on face value.' I had no idea I'd come across that way. And it was really powerful learning for me which I've been mindful of in every interview since. It goes to show interviews can provide a positive learning experience not only for interviewees but for interviewers, too."

Job Interview Hacks

During a job interview, it can be hard to remember all the things you want to ask and say, so here are some handy hacks to help you get the most out of the experience:

• Bring a small list of questions about the position or company. The recruiter may answer them before you need to ask, but it's always good to have a reminder somewhere of the key questions you may have gathered during your job prep.
• Check your appearance – before you leave and before the interview begins.
• Top candidates often set themselves apart because they bring genuine enthusiasm and curiosity about the role. So be sure this comes across in your interview.
• Be honest about what you can deliver, and your expectations.
• Never lie in an interview. Irrespective of what people tell you, do not "fake it till you make it." Chances are that you'll be unmasked because faking often leads to mistakes – and mistakes cost money.
• At the end of the interview, remember to thank the recruiters and note down relevant decision dates and recruitment process methods that they need to adhere to. If the recruiter hasn't already mentioned these details, be sure to ask so you know what's likely to happen next.
• If you haven't heard back, send a follow up after two to three days. Be polite and remember to thank them for the opportunity.
• Most importantly... be truthful, be honest and be yourself!

Explore More Resources at Mind Tools...

If you want to discover more job interview tips and techniques, check out the following from Mind Tools. (Note that you will need to be a Mind Tools Club or Corporate member to see the resources in full).

How to Prep for a Job Interview
How to Answer Interview Questions
Interview Skills
How to Ace a Video Interview
Tricky Interview Questions: Tell Me About Yourself
Tricky Interview Questions: What Are Your Strengths and Weaknesses?
Tricky Interview Questions: Why Do You Want This Job?

About the Author:

Sonia is an experienced meeting & event manager with over 20 years in conferences, exhibits, and corporate social events. She also owns a visual branding company.

Sonia joined the Mind Tools coaching team in 2021, and enjoys connecting people with resources to help them reach their goals. In her spare time, she is a photo enthusiast who reviews products, completes store scavenger hunts, and explores nail art/design.

The post Your Career Journey Part 2: Job Interviews appeared first on Mind Tools.