Appearing confident (even if one isn’t) is very much about body language and to exude confidence we must present a “total package.”
First, steady eye contact is a must. Looking around, looking to a digital device, to the side or to the ground is a no-no. Eye contact makes people feel important and engaged.
There are a lot of opinions about handshakes and while a lot of people dislike “firm” handshakes, that is because many people over do it. Don’t crush someone’s hand but do be firm. Also, don’t play the game of trying to be the last to let go, this is more likely to lead to awkwardness than make one look confident.
Another way to create a persona of confidence is to engage someone by very lightly touching their shoulder. President Obama is famous for doing this. It can signal leadership, confidence and put the other person at ease.
When speaking to a group keep your feet firmly planted on the ground. Shifting your weight or crossing and uncrossing your legs makes you look nervous and fidgety. Take up space with your hands. Don’t be afraid to fill the empty space physical with your presence. Gesturing while speaking and filling the space with your presence with controlled and calculated movements will make you seem more confident, however be careful not to do it too much or too quickly, this can look chaotic.
While it is improbable to think one will go through life without ever offending someone, here are some faux-paus to actively avoid and the reasons why one should avoid them.
Don’t every tell a peer that they “look tired”. The imagery evoked by this comment is not flattering. Tired persons have darkened rings about the eyes, unkempt hair and maybe disheveled clothes. They cannot concentrate and are probably grumpy. If you are concerned about a peer just ask if they are OK. While asking if someone looks tired is usually meant to be helpful, it can often be misunderstood as a slight. Likewise, saying someone has lost a ton of weight implies they were fat to begin with, instead just tell your peer the look good without commenting on their previous appearance.
Sometimes slight rephrasings of comments meant in support of a colleague can totally change the interpreted meaning. If someone ends a romantic relationship, don’t ever tell your peer they were to good for them. This may be misconstrued as meaning the peer has poor taste in romantic partners. “Their loss” implies no criticism.
If you do need to criticize someone—hopefully in a helpful way—don’t ever tell a person that they “always” or “never” do something. In the real-world absolutes aren’t really factual. No person always or never does something. Often or frequently or another synonym implies a habit and habits can be changed where as absolutes feel written in stone.
Hopefully these tips will get you thinking about other common sayings and phrasings that might get misinterpreted.
At the point when team members aren’t just drawn in, but are roused and full of energy, that is when organizations see genuine leaps forward. Roused workers are themselves unquestionably beneficial and, thus, motivate people around them to take a stab at more difficult achievements.
A few people concur that their leaders were moving towards or were creating inspiration in workers. Indeed, even less felt that their leaders encouraged commitment or responsibility and displayed the way of life and values of the organization.
Things being what they are, motivation alone isn’t sufficient. Similarly, as pioneers who convey just execution may do as such at a cost that the association is reluctant to manage, the individuals who center just around motivation may find that they inspire the troops yet are undermined by fair results. Rather, moving pioneers are the individuals who utilize their one of a kind mix of qualities to spur people and groups to go up against strong missions – and consider them responsible for results. What’s more, they open higher execution through strengthening, not order and control.
If you want people on your “team”—whatever that means to you: in business, as a partner, an employee or even just a reference thanking them more than once might be the strategy to win them over to your side as one to call upon.
It is as simple as it sounds. You simply find occasion on which to thank them more than once. Obviously, the gesture needs to be sincere to work. You’ll want to thank them for any time or resources they lend to your cause. This is essential if you want them to help you again and again. While it may sound unfair, a single thank you, while being plenty of a verbal return on their investment in you on a singular occasion, will not stick in most people’s minds. Find ways to so sincere gratitude clearly and often. You should try to go beyond words if you can. Something like flowers, a bottle of wine or some other similar gesture is a great way to go for the second or third “thank you”.
For example, if you were offered a graduate assistantship because of a recommendation from someone in your network an immediate thank you is expected and needed immediately. Very few people would find occasion to thank the person again. After you start that assistantship find a way to say thank again and give them some context about how much the assistantship has helped your career.
After a year into the assistantship, perhaps on the anniversary of its beginning, it is time for another “thank you.” Share your results with them, show this person how much you have learned and grown and thank them again for the opportunity they helped you achieve.
Now, this person in your network will have a clear memory of how appreciative you are and would likely help you again if asked. Really the message here is sincere gratitude. Everyone says “thank you” once. Demonstrate the strength of your conviction by showing this person over a period of time that you are still grateful for their service to you.
A Stanford University Study suggests that people who work more than 50 hours a week get the same amount done as people who work more (up to 70 hours a week). Don’t leave the office with homework. Smart individuals know the significance of changing gears at the end of the week. If you don’t wind down and relax, your team members can’t either.
Disconnecting is the most imperative end of the week task. If you haven’t disconnected electronically you haven’t really left your work at the office. If it isn’t possible to disconnect completely set some clear boundaries. Let your teammates know where and when you will check messages and emails. Also, be clear about the times during which you won’t engage, for any reason outside an emergency, with your work. Plan special activities during which your phone and computer are turned off.
Reflect on the past week. Reflection is a key activity for personal development. Spend some time each weekend thinking about the most successful people in your industry, your own organization and what it is you are doing to be more like them. Being away from the hustle and bustle should allow you to see clearly and objectively where you are going right and where you need adjustment. Bring your reflections with you to the office the next week and let it guide your work.
Find a passion outside your work. Let yourself get lost in something you love. This could include creative pursuits like playing an instrument or painting. It could even be something as simple as playing catch with your kids. You’ll be surprised how clearing your mind will reveal a clearer path to your goals.
Leaders look for devotion and commitment from their team members, however here and there leaders sometimes tend neglect to hold up their half of the relationship, leaving team members feeling deserted and unsupported. Proficient leadership relationships are based on trust and responsibility and working for a leader that supports you is crucial to your achievement.
Team members who trust their organization think well of them and support them perform better. What kind of support does an organization put on you as a representative?
Is it accurate to say that they are there to take care of business and go home? It is safe to say that they are rewarded with something genuine? Are they prepared and positive about their professionalism? Do they work under great conditions? Do they get helpful input, or do they feel belittled or invisible?
At the point when team members feel bolstered by their leader, their joy for the work takes off — then the organization is able to achieve its goals. Building a sound relationship requires the endeavors of both sides — leader and team member — and the outcome of a healthy relationship enhances the organization’s ability to achieve. If there is mutual support they team will come up with more successful strategies to achieve its goals, the team will have better communication and the culture of the organization will be more positive.