How to Advance Your Career and Stop Feeling Stuck

How to Advance Your Career and Stop Feeling Stuck

Feeling stuck in your career can be a frustrating and demotivating experience. Whether you are just starting out or have been in your field for a while, it is normal to feel like you have hit a plateau and are not making progress towards your goals. However, there are steps you can take to advance your career and move past the feeling of being stuck. In this article, we will explore some of these steps and offer tips from korindo company on how to get started.

Define your goals

The first step to advancing your career is to define your goals. What do you want to achieve in your career? Do you want to move up in your current position, transition to a new field, or start your own business? Once you have a clear understanding of your goals, you can start to develop a plan to achieve them.

Develop new skills

One of the most effective ways to advance your career is to develop new skills. This can be done through formal education, on-the-job training, or personal development. Identify the skills you need to achieve your goals and start taking steps to acquire them. This could include taking courses or workshops, attending conferences or networking events, or seeking out a mentor or coach.

Seek out new opportunities

Advancing your career often requires taking on new challenges and seeking out new opportunities. This could involve volunteering for new projects at work, taking on leadership roles in professional organizations, or exploring new job opportunities outside of your current organization. Be open to new experiences and be proactive in seeking out opportunities that align with your goals.

Build a professional network

Building a professional network is key to advancing your career. This includes building relationships with colleagues, industry leaders, and potential employers. Attend networking events, join professional organizations, and seek out opportunities to connect with others in your field. By building a strong network, you can gain valuable insights and opportunities that can help you advance your career.

Seek feedback and mentorship

Getting feedback from others is an important part of advancing your career. Seek out mentors or trusted colleagues who can offer feedback on your performance, skills, and goals. This can help you identify areas for improvement and make adjustments to your career plan. Additionally, mentorship can provide valuable guidance and support as you navigate your career path.

Take care of yourself

Finally, it is important to take care of yourself as you work to advance your career. This means taking care of your physical and mental health, managing stress, and maintaining a healthy work-life balance. By taking care of yourself, you will be better equipped to handle the challenges and opportunities that come your way.

In conclusion, feeling stuck in your career is a common experience, but there are steps you can take to advance your career and achieve your goals. By defining your goals, developing new skills, seeking out new opportunities, building a professional network, seeking feedback and mentorship, and taking care of yourself, you can move past the feeling of being stuck and build a fulfilling and rewarding career.

3 Ways to Change Our Work for The Digital Age

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Three ways to change our work for the digital age

When I was in my 20s and preparing to enter the “wanting to be mentored” there was no discussion about working remotely or “real world.”

I’m 41 years old now, but in the 1990s, the standards for what was deemed to be labor were completely different. You were assaulted. You compensated someone. You worked hard to progress your job, so you didn’t anticipate your boss would give you “life advise” or suggestions on how to do so more rapidly. At least, this was the purpose that firms thought education served when they employed new workers.

However, today’s workplace is considerably different from what it was 20, 30, or more years ago.
For instance, one change that is unmistakably a product of the new digital world of today is working remotely. 43% of Americans who are employed, according to a 2017 New York Times story, work remotely at least periodically. Additionally, “70% of individuals worldwide work remotely at least once each week.” according to a 2018 CNBC poll. That many people aren’t showing up to work (which, 10 years ago, was nonnegotiable).

However, working remotely is just the beginning of the challenges.

Education and communication actually have a much stronger influence on some of the significant developments in the workplace.

How many Instagram followers someone has, who they are related to on LinkedIn, and where they went to school are all indicators of who they “are” and where they belong in the social hierarchy (and on a scale).

Sometimes we lose sight of the fact that things weren’t always like this. Because people didn’t know any better, it was still possible to interview with a company in “the old days,” and resumes couldn’t be crawled at scale using LinkedIn data and its ilk. However, it is not how the working world operates now. As opposed to this, The Korindo Group’s recruiting study discovered that “almost 80% of employers and 90% of recruiters scan social media accounts occasionally or all the time for insight on prospects.”

“63% of recruiters indicate that finding competent applicants is their biggest issue.” despite having access to so many new digital technologies.

The rationale is that more than just a few fundamental certification standards will determine the kind of work in the future.
The growth of automation has caused a workforce based on keywords to emerge.

A recruiter uses a platform or technical tool to look for applicants by entering specific criteria (college, degree, years of experience, previous title, etc.). In order to completely eliminate spontaneity, they are looking for technology that will “inform them” who to look for. It effectively rules out the prospect of employing a candidate who might not have any of those important “keywords” in their background but who nonetheless might be the perfect cultural fit for your business. That’s the world we live in right now, and while many friction points have been greatly decreased by modern digital technologies, the process of “discovering meaningful relationships” as a whole is still mostly faulty.

These are the topics that my Olmo team and I are now discussing as we attempt to imagine what a world of meaningful interactions in the digital age might entail.

Here are the three key roadblocks that, in our opinion, need to be removed in order to reconsider how jobs will be filled in the future.

1. It could be challenging for someone just starting out to advance because success breeds success.
The adage “the rich become richer” has gained popularity because it is true.

It is simpler to get a second “at bat” if you have already shown yourself in today’s climate, where past performance has a disproportionate impact on future performance (and so on, and so forth). Anyone who hasn’t yet reached some level of accomplishment will find this to be a significant challenge.

Two major barriers frequently prohibit people from being able to “level up” professionally.

Getting a foot in the door is actually the first step. Young people frequently struggle to find the career they truly want because most companies, including Korindo, don’t want to take the risk of “training someone fresh,” Instead, they require two years of experience or more, even for the majority of entry-level positions. However, how on earth is someone who has just earned a master’s degree or just finished college supposed to have two years of experience?

The second is that most people advance professionally before they even comprehend whether what they are doing is what they enjoy. Graduation takes place. They choose a side. One or two promotions are granted to them. When they finally understand how “the game” works, it is already too late. Most people want to continue down their existing path in life rather than altering it and having to restart because of the risks involved.

So how can you fix these two issues?


Soft skills are among the most crucial in both life and business, including leadership, relationship management, and communication. If the system is not currently set up to help people navigate and take responsibility of their careers, developing strong relationships with prominent people is the only other way to progress and get past some of these roadblocks. We already know that a key factor in determining who gets fantastic jobs right out of college and who doesn’t is networking. The overused business adage “It’s all about who you know” has previously proven to be extremely effective.

This is the major problem we are thinking about while we design Olmo.

2. Employees must focus on developing transferable skills as employers increasingly favor short-term hires.
The work market now is sending a very clear message to younger generations:

Tomorrow’s job openings won’t be the same ones that are being filled today.

In 2016, the Pew Research Center published a fascinating report on the state of American jobs. While there are several that have a significant impact, one of the most obvious findings is that our staff wants to continue making growth personally. “more than half (54%) of individuals in the labor force feel it will be vital for them to acquire training and develop new skills throughout their work life.” according to the study. Many people are aware that the work they are being paid to do today could not be as crucial tomorrow.

Additionally, “27% of people with a bachelor’s degree or higher, or 35% of workers, feel they lack the knowledge and training needed to advance in their careers. 45% of people in the workforce said they took additional training in the past year to improve their professional skills.

So what conclusions can we draw from this data?

The following pithy comment was made in a recent Wall Street Journal article: “Employers frequently chose the disruption and high expenses of layoffs or buyouts instead of imparting new skills to their present staff.” Therefore, whether you are an entry-level employee, middle management looking to change fields, or an experienced VP trying to become a leading executive, it is not the company that will provide you the skills essential to advance. You’ll accomplish it at your own pace.

All of this is to argue that human social skills will become the genuine competitive advantages as more organizations attempt to automate work and shorten internal training. These abilities include the capacity to identify someone who already possesses the skill you’re looking to learn from, the capacity to demonstrate value through meaningful conversation, the capacity to detect subtle social cues, and the capacity to comprehend others’ problems without having to be polite.

As the nature of work becomes more and more digital, the value of the fundamental human abilities will only increase.

3. In the increasingly unorganized and solitary digital world, those who can forge genuine connections will have an advantage.
A social activity is not using social media.

Many people use social media on their own, it is a truth. They are actually at home by themselves, sitting on the couch, but they think they are “logged in” to a big party. It’s a deceptive experience that makes it seem like we’re getting to know (or “following”) each other and meeting new people.

However, if you speak with someone who has built a powerful network, chances are excellent that they see social media as pointless noise.

Because the strongest relationships in life result from open communication. They take occur over dinner or while out and about. They are introduced to one another via a close friend or a close coworker. They mature with time and usually turn into relationships, which is ultimately why they are so valuable. It has taken both sides time and effort to build them.

As the world adopts social media, the closed or verified social networks will be those that add the most value to people’s lives (which is really the key reason why we’re launching Olmo as an invite-only platform). The individuals with the greatest professional advantages will be those that invest the most in removing these online contacts.

People like to help those they are familiar with and have a relationship with. So to speak.

In 2023, What Skills to Improve for Your Careers?

There are many skills that can be beneficial for career advancement, and the specific skills that will be most valuable can vary depending on the industry and specific job role. Here are a few skills that may be particularly useful for improving your career in 2023:

  1. Adaptability and flexibility: In a rapidly changing world, being able to adapt to new situations and pivot as needed can be critical for career success.
  2. Communication: The ability to effectively communicate with others, both in writing and in person, is crucial for building relationships and getting things done.
  3. Problem-solving: Being able to identify and solve problems quickly and effectively can be a valuable skill in any career.
  4. Leadership: Being able to lead and motivate others can be an important skill for those looking to take on more responsibility or advance in their careers.
  5. Technical skills: Depending on your industry, having expertise in specific technologies or software programs may be essential for career advancement.
  6. Collaboration: The ability to work well with others, both within and outside your organization, can be critical for success in many roles.
  7. Creativity: Being able to think outside the box and come up with innovative solutions can be a valuable skill in a wide range of industries.
  8. Time management: Being able to prioritize tasks and manage your time effectively can help you be more productive and efficient, which can be important for advancing your career.

Overall, it’s important to continually work on developing a range of skills that will help you succeed in your career.

Hard Skill VS Soft Skill

Both hard skills and soft skills can be important for improving your salary. Hard skills refer to specific technical abilities or knowledge that are necessary for a particular job, such as programming, data analysis, or financial modeling. These skills are often learned through education or training and are specific to a particular industry or role.

Soft skills, on the other hand, are personal attributes that enable you to interact effectively with others and adapt to changing situations. Examples of soft skills include communication, problem-solving, teamwork, and leadership.

Here are a few examples of hard skills and soft skills that can be helpful for improving your salary:

Hard skills:

  • Proficiency in a specific programming language or software program
  • Advanced degrees or certifications in a particular field
  • Strong analytical or financial skills

Soft skills:

  • Strong communication and presentation skills
  • Leadership abilities
  • Ability to work well in a team and collaborate with others
  • Ability to think creatively and come up with innovative solutions

It’s worth noting that the specific skills that are most valuable for improving your salary will depend on your industry and the specific job role you are seeking. In general, a combination of strong hard and soft skills can make you a more competitive and valuable candidate in the job market.

Navigating Your Career Journey: Tips and Strategies for Finding Fulfillment in Your Work

A career is a person’s journey through learning, work and other aspects of life. There are many different ways to define a career, but most people typically think of a career as a chosen profession or occupation that typically involves special training or education.

One’s career path can be influenced by a variety of factors, including one’s interests, values, personality, and skills. Some people choose careers based on the potential for financial stability and security, while others may prioritize the ability to make a positive impact on the world or to work in a field that aligns with their personal values.

There are many different types of careers to choose from, and it can be helpful to explore different options before making a final decision. Some people may choose to pursue a traditional career path in a specific industry, such as medicine, law, or education. Others may choose to pursue a more unconventional path, such as working as a freelancer or starting their own business.

Regardless of the career path you choose, it is important to be proactive in building your skills and gaining experience. This can include completing internships, networking with professionals in your field, and continuing your education through training or advanced degrees.

In addition to building your skills, it is also important to consider the work environment and culture when choosing a career. Some people may thrive in a fast-paced, high-stress environment, while others may prefer a more relaxed and collaborative atmosphere.

One’s career can also evolve over time, as individuals gain new experiences and skills, or as their interests and values change. It is not uncommon for people to switch careers multiple times throughout their lives, and many people find that they are most fulfilled when they are able to align their work with their personal values and passions.

Ultimately, the key to a fulfilling career is finding a balance between building your skills and achieving financial stability, while also pursuing your passions and finding fulfillment in your work. This can require a combination of hard work, dedication, and perseverance, but the rewards of a satisfying career can be well worth the effort.

There are a number of ways you can improve your professional career in a company:

  1. Build your skills: Consider taking on new responsibilities or learning new skills that will make you more valuable to the company. This could include taking on additional projects, learning new software or technology, or taking professional development courses.
  2. Network with others: Building relationships with coworkers, supervisors, and industry professionals can help you gain valuable insights and advice, and may open doors to new opportunities.
  3. Get involved in company initiatives: Volunteer for committees or special projects that will allow you to contribute to the company and showcase your skills.
  4. Seek feedback: Asking for feedback from your supervisor or colleagues can help you understand your strengths and areas for improvement, and can provide valuable guidance for your career development.
  5. Set goals: Clearly defined goals can help you focus your efforts and track your progress. Set both short-term and long-term goals, and regularly review and update them as you progress in your career.
  6. Take on additional responsibilities: Consider taking on additional responsibilities or taking on a leadership role within the company. This can help you stand out and demonstrate your value to the organization.

6 Good tips for Landing Your Dream Job After a Career Break

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Do you need help addressing a hiatus in your employment history on your resume because you took one? It’s not just you. There are various reasons why someone could want to take a professional sabbatical, such as having children, taking care of a sick family member, traveling, upgrading skills or schooling, pursuing a freelancing job, or being laid off.

Finding the right way to fill in these gaps on your CV might be difficult. Many individuals fear that taking a professional sabbatical would harm their chances of finding employment in the future, but if you know how to use it to your advantage, it may actually be beneficial!

Potential employers will anticipate a justification. Your objective is to demonstrate that you were actively involved, even if you weren’t technically hired.

  1. Be Honest
    Don’t try to fill the vacuum by extending dates or taking on other tasks; instead, be genuine and honest. Explain your career break in an open, direct, and assured manner.
  2. Resume Format
    The appearance of gaps in your career history might be reduced with the help of your resume structure. If your professional hiatus was less than six months, you might use years rather than months to describe your prior employment (for example, “2014-2016”).
    If your professional gap has been longer, explain why on your resume using the same structure as your former employment, mentioning any skills you have acquired in this time. Avoid rambling and keep your remarks brief.
    At the start of your resume, include a description of your professional highlights, emphasizing your accomplishments and talents rather than your role’s responsibilities.
    If your professional hiatus was prolonged, include a succinct justification in your cover letter to the prospective employer.
  3. Interview
    Plan beforehand. To guarantee that the reason for your professional hiatus is received favorably, have a convincing, straightforward, and confident response. List any new abilities you have acquired and how they may be applied to various facets of your future employment.
  4. Transferrable skills and Benefits of Career Break
    Include additional experience and transferrable abilities that you have acquired after taking a professional hiatus. Have you started a blog, written a freelance article, volunteered, written a newsletter for your kids’ school, or obtained a new credential?
    After the birth of my third kid, I took a hiatus from my job. I handled a significant refurbishment during this interval, and I mentioned project management as a skill I picked up.
  5. Put a Positive Spin on It
    Make sure a favorable impression is given of your career gap. Show that the problem has concluded or is not a factor anymore. Insist on the fact that you are fully prepared to start working immediately and won’t need any more breaks.
    I took another work sabbatical to take care of my ailing daughter, who missed a year of school because of her condition. My daughter was unwell, so I had to take a work pause to care for her, but she is now in her second year of university and doing great.

Examples case in Korindo, I needed some time to recuperate from a medical ailment, but I’m now in excellent health and feel ready to take on my next task.
“I normally give my all to what I do, but I realized that at this moment, I couldn’t. I chose to put my job on hold in order to take care of my family. I am prepared to get started right away because my partner and I now split our workload and home duties.
If you were laid off, keep in mind that it was not due to your performance or conduct; rather, it is a typical occurrence. Not you, but your position, was eliminated. As you describe the reasons for the downsize, provide evidence of good performance or newly acquired experience.

6. Stay Up to Date
Maintain contact with your professional networks by using LinkedIn, conferences, webinars, podcasts, industry organizations, and continuing to gain new skills in cutting-edge technologies.
Show that you are up to date on the latest advances in your business. Your potential employer will be on the lookout for proof that you’ll be able to adjust to new situations swiftly.

A career break, whether it is chosen voluntarily or is the result of being laid off, can have long-term advantages such as bettering one’s health, happiness, and understanding of the need of striking a better work-life balance, all of which contribute to increased productivity over the long run. Don’t settle for less than your absolute best; instead, be sincere and genuine in your explanations.

Do You Follow Your Heart? Maybe just a pay check?

The million dollar question is: Do you work for money or for passion? To begin with, there is neither a final conclusion nor a right or incorrect solution to this topic.

In a perfect world, we would all want to be doing what we love, following our interests, spending our days doing what we like, and retiring to bed each night feeling content and fulfilled. However, in reality, bills must be paid, mortgage or rent obligations must be fulfilled, and those orthodontic appointments won’t just take care of themselves.

The question is, where do you draw the line between doing what you love and what you need to do to make ends meet? Or, is there a way to accomplish both—and if so, how—and if so, how?

Depending on what your own price for happiness is, you may decide to pursue a job that prioritizes your passion over your financial success or vice versa. A person can be content without earning a lot of money, just as a person might be unhappy no matter how much money they have.

Choosing between following your passion and making money is a highly personal decision that depends on the value you place on your own happiness. A highly creative person won’t feel fulfilled and satisfied working as a bank clerk and may be prepared to give up job security to pursue a career that better fits their passion and creative abilities. By the same token, someone may forgo doing something they enjoy in favor of pursuing a profession focused on financial reward because they place a higher value on having a high salary than having the opportunity to work in a field they are enthusiastic about.

Let’s examine the advantages and disadvantages of wage vs. work satisfaction.

The pros choose passion to money

Strong work ethic; work is not a chore; passion drives greater accomplishment levels; personal fulfillment and professional satisfaction

Love above money: the drawbacks

Lack of separation between work and family life, financial instability, job insecurity, and personal uneasiness if success is not reached

Pay over commitment: the experts

Ability to prepare for the future; Financial stability; Job security; Less worry when expenses need to be paid

Paying for passion: drawbacks

Inability to achieve new professional highs Lack of excitement Routine and monotony – sensation of being in a “rut” Burnout risk

Some people find it simpler than others to choose between taking a career they are passionate about and following the money path. If software engineering sparks your interest, choosing to pursue a career in that field is simple since there is a good possibility you will land a well-paying position and be able to check off both the “passion” and “profit” boxes. But for certain people, like artists, singers, and instructors, their passion is less likely to be financially rewarding. It is a little more difficult for them to decide which course to choose.

At the end of the day, no amount of devotion can guarantee that there will be food on the table or money to cover the utility payment. For some fortunate individuals, passion can also result in financial gain, but for the majority, passion must be pursued after the bills have been paid!

Employers who tout gender equity but ignore victims of harassment

When Australia’s first national inquiry into workplace sexual harassment was launched, Kate Jenkins was optimistic.

She had negotiated settlements for businesses facing harassment allegations since she had been an employment lawyer for a long time. Now that she served as the nation’s sex discrimination commissioner, she was familiar with CEOs who were fervent advocates for gender parity in hiring and advancement.

However, only approximately 30 organizations and institutions agreed to the request by the deadline to abrogate nondisclosure agreements with employees, which precluded anyone from privately reporting prior harassment to the investigation.

The multinational consulting firms Deloitte, PWC, and Accenture, the ad agencies Interpublic Group and Dentsu, and Macquarie Bank were all absent. All of them support International Women’s Day, which honors women’s accomplishments, and many of their CEOs are members of Male Champions of Change, an organization that promotes workplace diversity.

As a lawyer, I am aware that they all provided me precise legal justifications, Jenkins stated. “It is not murder, though. There is just one reason we are asking them to waive. They had a great chance of succeeding.”

She said, “It really told me how much our organizations depend on such settlements.”

Nondisclosure agreements have drawn criticism from all corners of the world as the #MeToo movement, which was sparked by media reports of misbehavior against women in the United States, raised more general concerns about how and why workplace harassment persists.

These agreements often pay the employee in return for her silence on her complaints or refusal to file a lawsuit. Nondisclosure agreements are frequently employed by businesses to keep internal information private, but they are increasingly seen as barriers that allow unethical or unlawful workplace behavior to continue.

In Britain, the BBC discovered that universities had paid out over $162 million in nondisclosure agreement payoffs over the previous two years, and a government probe is currently looking into the use of such contracts in discrimination cases.

Some states in the United States have sought legislation to restrict the use of such agreements after millions of dollars were paid to quiet women who filed allegations against influential people like Harvey Weinstein, a Hollywood producer, and Bill O’Reilly, a Fox News personality. According to a recent statute in New York, businesses cannot grant nondisclosure agreements in sexual harassment lawsuits unless the victim specifically requests such protection.

Nondisclosure agreements and the culture of silence they foster in Australia are at the center of one of the first large-scale studies ever conducted there on the economic consequences of workplace sexual harassment, the motivations behind the behavior, and the legal framework for handling complaints.

“The ecosystem depends on silence”
After Australia approved a legislation banning sexual harassment at work in 1984, Jenkins began her profession as an employment lawyer. She provided advice to businesses about several issues that frequently resulted in nondisclosure agreements.

She said that it was usual practice to see confidentiality agreements as advantageous to all parties: the accuser who feared reprisal, the defendant who rejected the charge, and the business that wanted to preserve its reputation.

Jenkins started to doubt the confidentiality upheld by nondisclosure agreements in 2013, when she left corporate law to work for the government. Companies were having trouble addressing the issue of harassment, and offenders were seldom held responsible.

She said that the behavior contributed to an ecology that still relies on quiet to safeguard reputation.

According to a survey of 10,000 people that accurately represented the Australian labor force in terms of age, sex, and location, the Australian Human Rights Commission found in 2018 that a third of all employees in the nation had reported experiencing sexual harassment in the workplace over the previous five years, up from one in five in 2012 and one in ten in 2003.

Jenkins started the nationwide investigation in June as the #MeToo movement gained momentum with the hope that its results would bolster suggestions to eradicate workplace harassment.

Nearly 100 employment and trade organisations were surveyed by a study team, and more than 400 people and businesses submitted written comments.

They discovered that nondisclosure agreements prevented accurate fact-finding.

“I accepted an NDA for a settlement and can’t comment,” is a common narrative, according to Jenkins.

The practice was a part of an ecology that, and still does, relies on quiet to safeguard reputation.

Jenkins, Kate
Top executives who were interviewed by the team claimed they were not aware of settlements within their own organizations. The team discovered that many instances had been handled by legal or human resources divisions without senior management ever being made aware of the specifics.

Professor of social studies Judith Bessant of Melbourne’s RMIT University questioned whether such a gap was deliberate.

In a statement she provided to the investigation, she claimed that nondisclosure agreements contributed to the persistence of harassment and advocated for a new law that would forbid agreements that prevented the public from learning about gender-based harassment, abuse, or bullying at work and how such incidents were handled.

According to Bessant, “there is a desired ignorance or a wilful blindness to what some people could call embarrassing facts.” “NDAs make that possible.”

About the usage of nondisclosure agreements or their effects on the workplace, little information or study is available.

Jenkins lobbied for firms to provide restricted waivers to employees who wished to take the poll in a letter to industry associations, marketing agencies, colleges, and public sector officials in November. The letter was delivered to the Male Champions of Change organization.

modifying the “game rules”
Many businesses refused to provide the waiver. Jenkins questioned whether some male managers had secrets or were intimidated by the alteration of the “rules of the game” in an interview.

She said, “I didn’t realize I was poking a nerve.”

Male Champions of Change, a coalition of more than 200 of the nation’s most influential men, supported the national inquiry and discussed the nondisclosure request with its members, according to Julie Bissinella, the group’s program director. They have pledged to “step up beside women in building a gender equal world.” It opted against voting on the matter or making recommendations to its members.

The decision ultimately rests with the individual organizations, according to Bissinella.

Bec Brideson, the founder of the female-focused ad firm Venus Comms, launched a social media campaign dubbed “waive together” in the weeks that followed to persuade ad businesses to allow those who had signed nondisclosure agreements to talk.

She stated in an interview that things get better when there is more openness and unsilencing. Because of the quiet, these kinds of atrocities are committed against people.

Before the deadline, the consulting companies Ernst & Young and KPMG issued exemptions. After being approached by The New York Times, Deloitte and Interpublic announced they would approve the waiver in March, after the deadline had already passed.

Harassment will be tolerated in no way.
Some businesses, such as PwC and Dentsu, declared they backed the investigation and would evaluate exemptions on a case-by-case basis. Both businesses made it clear that they would tolerate no sexual harassment.

Nondisclosure agreements were not a part of Accenture’s “general practice for victims of sexual misconduct,” according to a statement the firm made. A spokesperson for Macquarie declined to comment.

Nicole Taylor, CEO of the Interpublic-owned advertising firm McCann Australia, said that “internal procedural difficulties” were to blame for the deadline being missed. When The Times inquired about the company’s missing waiver, Taylor said she had been in Tokyo with Harris Diamond, McCann’s worldwide chief executive. She said that after talking about the matter, the business called the Australian Human Rights Commission to sign up.

The result, according to Taylor, was that it wasn’t dealt with as quickly as it should have been. “Managing that timeline is certainly the aspect that didn’t work out well, but the most important thing is that we achieved the result,”

The investigation received a “handful” of responses from individuals who had signed nondisclosure agreements after businesses obtained the waiver. Jenkins stated that she does not believe that merely getting rid of nondisclosure agreements would eradicate sexual harassment as she and her team evaluate those comments and other research in order to offer recommendations by the end of 2019.

She said that firms’ perspectives on settlements need to change so they put more emphasis on preventing the problem rather than trying to hide it.

Jenkins stated that “we need to go toward prevention.” We must be capable of handling problems.

Without a to-do list, you’ll accomplish more

Tantalus was expelled from Olympus in Greek mythology as a punishment for taking ambrosia and nectar from the gods’ meal.

He was condemned to spend all of time after death standing in a watery pit beneath the fruit tree’s branches. The branches rose and were out of his grasp if he grabbed for the fruit. The fluids drained away whenever he attempted to drink.

Call me theatrical, but making to-do lists gives me Tantalus-like feelings. As soon as you cross off the last item, a brand-new assignment appears and causes the list to grow by several days or even weeks. It irritates me. However, from elementary school onward, the majority of us are told to fight overwhelm by writing a list and checking each thing off one at a time.

Time management requires prioritizing the tasks on our agenda, as our to-do lists have taught us. The actual secret, though, is to schedule our priorities, as Stephen Covey describes in “The Seven Habits of Highly Effective People.”

why scheduling is difficult.
It seems sense to believe that priorities will be taken care of on their own. After all, we should complete vital duties before beginning less important ones. But according to study, just 17% of people can predict how much time an activity will take them. The planning fallacy, also known as “positive bias,” occurs when the rest of us unwittingly underestimate how long it will take to complete virtually any task, from finishing a presentation to making it to a meeting.

Even Elon Musk, who is perhaps the most successful entrepreneur in the world today, battles with positive bias. Musk frequently sets aggressive release schedules for his many businesses. He has consistently missed these deadlines. He admitted to having a problem with time to The Washington Post in June 2018. “I’m an optimistic person by nature. If I wasn’t, I wouldn’t have automobiles or rockets. I’m doing everything I can to recalibrate.”

Even Kimbal Musk, Musk’s sibling, has admitted to telling his elder brother lies to avoid missing the school bus. Years later, a shareholder coined the term “Elon Time” to define the billionaire’s assured delivery, launch, and benchmark schedules.

Lose the lists, keep the strategies.
I founded JotForm 13 years ago, and we seldom ever set deadlines for projects. We emphasize producing high-quality work over hitting arbitrary deadlines, although it is fairly unusual for a technology business to not establish ambitious timeframes.

With no time constraints, our teams have the opportunity and flexibility to experiment with new concepts, go down imaginative rabbit holes, and come up with practical solutions. What is important is seldom urgent, and what is urgent is rarely significant, as former U.S. president Dwight D. Eisenhower is credited as saying.

Deadlines and lists may both be effective procrastination strategies. According to research, we get a high each time we tick the “completed” box. According to Ralph Ryback in Psychology Today, “Dopamine is thought to flood the body when a modest job is completed with satisfaction. Your brain will want you to repeat the connected activity each time it detects this rewarding chemical.”

Our brains frequently encourage us to finish a low-level activity instead of something that actually important in order to receive more dopamine because we are craving another satisfying experience. However, the initiatives we shun are frequently the ones that genuinely alter the course of events. Your company and Korindo can advance by approaching investors, completing a presentation, or engaging in creative development and strategic planning. For instance, completing a vendor survey is much less likely to have an impact.

The pleasurable sense of immersing yourself in a work or activity is known as a flow state, which is more likely to be attained through meaningful activities. Even though no two days are ever the same, finding flow in your job on a daily basis is crucial for both creativity and wellness. Your creativity, enjoyment, and involvement may all increase when you give in to the present.

Even while the to-do list may be overvalued, not all time management strategies need to be abandoned. According to my experience, reaching major objectives requires two steps: deciding on your top priorities and then using your natural rhythms to your advantage.

1. Locate the day’s main undertaking.

You should only put off until tomorrow what you are ready to die having not completed. Pablo Picasso

Once more, I’m going to focus on the to-do list because it’s such a common organizational tool. Making lists is fine in and of itself, but most to-do lists contain a confusing assortment of things. For instance, clear your inbox, purchase a book on product development, prepare your Q2 marketing strategy, confirm lunch with Linda, and select tax preparation software.

The most crucial task on the list by far is creating an innovative marketing strategy. All other duties have a place, but they won’t advance your company. They’re the gravel, not the huge rocks, to quote Covey.

Gary Keller argues in his book, The One Thing, “Long hours spent crossing items off a to-do list and ending the day with a full trash can and a clean desk are not virtues and have nothing to do with success. “You need a success list instead of a to-do list — one that is intentionally built around spectacular achievements.”

I advocate using the “hunter” approach rather than grouping related activities together.

How come I go by that name? Humans hunted and collected long before we had full refrigerators. The tribe suffered if the hunter (or gatherer) didn’t gather enough food. There was less available to distribute. The consequences of skipping a hunt may include going without food, and our predecessors weren’t bothered with meetings, messages, or Slack updates.

Even in the modern world, the idea of obtaining food and shelter may be effective. Purchase a stack of Post-It notes and place them on your desk if you want to give it a try. When it’s time to get to work, take out a note and jot down one significant objective you want to do today.

Put it somewhere noticeable and start working. Look upon your note and tune out any outside distractions or sources of dopamine. Check up with yourself a few weeks later to see whether you still feel fulfilled. Are you observing outcomes? Are you progressing more now? If so, continue looking.

2. Take use of your own peak times.

“Intensity is passion. Feel the strength that comes from concentrating on your passions.” (Oprah Winfrey)

It’s frequently the thing we least want to accomplish when we’re picking that one high-impact assignment or endeavor. We ignore these top goals for a variety of reasons, such as nagging worry, a sense of unpreparedness, or a severe case of imposter syndrome. But we have to jump right in the deep end if we want to manage a successful business. Starting is frequently the hardest part, therefore how quickly you get started can greatly affect your outcomes.

We often suffer less burnout when we work on important undertakings during our peak hours. We could also be more motivated and energetic, and we normally want to see things through to the end. According to research, project scheduling may account for up to 20% of variability in cognitive function. For instance, if you normally get up early, you’ll likely work more efficiently and quickly around 8 am than at 3 pm on a creative job. Furthermore, even while 20 percent might not seem like much, it can have a significant impact over the course of a month or even a year.

According to author Daniel Pink, 75% of individuals go through the workday in three stages: a peak, a trough, and a period of recuperation. The energy phases for the other quarter are recovery, trough, and then peak. In his book When: The Scientific Secrets of Perfect Timing, Pink states, “I used to think that timing was important. “Now, I think everything happens at the right time.”

Starting with some personal tracking will help you understand your own peak hours. For the purpose of tracking your energy levels throughout the day, create a spreadsheet or start a notebook. Take note of how your attention, inventiveness, and interest fluctuate during the day, then search for trends over the course of a whole week.

Protect your own peak periods as soon as you’ve established them. Make the most of these few moments by tackling your urgent duties. You’ll soon be able to pluck even the most difficult-to-reach fruit from the topmost branches.

The 5 Elements of Great Leaders’ Emotional Intelligence

Many people think that conventional skills like charm, determination, and vision are what make a successful leader. Emotional intelligence, though, is more significant than all the other traits and is a quality shared by all the best leaders. The most effective and prosperous leaders are those that possess emotional intelligence, or the capacity to comprehend both their own and others’ emotions.

When Dan Goleman wrote “Leadership: The Power of Emotional Intelligence,” which defined the five components of emotional intelligence as self-awareness, self-regulation, internal motivation, empathy, and social skills, the phrase gained popularity.

The 5 elements of emotional intelligence listed below are essential for a strong leader:
Awareness of Oneself
The capacity to recognize one’s own feelings, passions, and impact on others in the moment is known as self-awareness. You are aware of the influence your emotions have on your actions and that they may spread. This indicates that a leader who has emotional intelligence will maintain a pleasant and motivating tone in order to inspire their team and maintain a tranquil workplace.

The morale of their team will surely be affected by someone who has a short fuse and unreasonable reactions to certain situations. The team will admire a leader who displays more composure and ease, especially in the face of unforeseen difficulties or hurdles.

2. Self-Control
Understanding your emotions and how they affect you is one thing, but the capacity to self-regulate—that is, to transform potentially destructive feelings into helpful actions—is a genuinely crucial component of emotional intelligence. For instance, fear might motivate a leader to face their fear rather than causing them to fail to act.

Personal responsibility or maintaining emotional control are two definitions of self-regulation. Instead of holding your breath and counting to ten when you feel the want to vent your grievances on someone else, consider putting them down on paper and then shredding them. This may be a great way to blow off steam and restore your composure.

“Holding onto anger is like grabbing a hot coal and tossing it at someone else; you get burnt.” The Buddha

3. Individual Drive
Self-motivation is essential to emotional intelligence. This indicates that a person’s job is not motivated by things like money or status that provide external affirmation. A self-motivated individual will have high standards by nature, be upbeat, and be passionate about reaching their goals. This in turn inspires others who work for such a boss.


How can you increase your sense of motivation? Think about why you do what you do and why you initially became enthusiastic about it. Knowing your purpose and constantly reminding yourself of why you like your work are crucial. If you encounter a difficulty at work, look for a benefit or a lesson you can learn from it.

4. Compasion
Empathetic leaders are able to identify with what other people are experiencing and may change their strategy accordingly. A leader that demonstrates empathy will pay attention to their team’s verbal and non-verbal indicators, including tone and body language. This is essential for a strong leader since it develops a diverse team with committed and devoted employees.

A leader without empathy won’t be aware of how their actions or words effect other people, which impairs their capacity for self-control. A leader that has empathy will recognize the uniqueness of each person’s position and how that influences their job. They won’t ask for too much from their team or make unrealistic demands.

Putting yourself in another person’s shoes is a straightforward way to increase your empathy. Understanding someone else’s intentions requires being able to see things from their point of view.

If there is one key to success, it is the capacity to understand another person’s viewpoint and consider issues from both your own and that person’s perspectives. Ford, Henry

Social Competencies
Relationship building, teamwork, and networking are examples of social skills. Social skills are crucial for handling uncomfortable circumstances, resolving conflicts, and inspiring and rewarding team members.

Every aspirant leader should be aware of these 5 aspects of emotional intelligence. You may control your emotions and utilize them to inspire and encourage your team if you are an emotionally savvy leader. A person has a greater possibility of being a successful leader the more adept they grow at controlling these 5 factors.

How to Develop Real Confidence

Like rapport, empathy, and bravery, confidence is one of those character traits that may change the course of a situation but is also exceedingly hard to come by. We’ve already failed at being confident the moment we “attempt” to be. We begin to “act” more assured as soon as we do so. Being told to “be more confident” is like to being told to grow taller. Thoughtfully, but how?

The solution to that query necessitates a novel confidence strategy, one that transcends the “fake it ’til you make it!

” mindset and shifts toward something more genuine, grounded, and all-encompassing.

In order to comprehend how confidence functions, how to nurture it, and how to rekindle it when it wanes, we must be clear on what true confidence actually looks like.

Most importantly, we must treat confidence as a dynamic process to be engaged in throughout our lives rather than a fixed attribute to be acquired. My team and I have been working on this process for more than 15 years, most recently through our live training firm, Six-Minute Networking.

Let’s thus begin from the beginning and have a solid understanding of what confidence actually is.

What Exactly Is Confidence?
Although we may not always fully understand textbook confidence, we are able to recognize it when we see it. We are aware of it because we can sense its presence and are familiar with how it feels. This is one of the reasons why it might be challenging to define confidence. Actually, confidence is an experience, both of our own and of others.

We are also aware of our lack of feeling. When someone is insecure—or, perhaps more tellingly, when someone pretends to be confident—we see both their lack of confidence and their clumsy attempts to make up for it.

It’s interesting how often we feel insecure ourselves when around people who lack confidence. We find it difficult to naturally connect, we start to second-guess our words and actions, and we start to realize how awkward, uncertain, and disengaged we feel.

Which, when you think about it, is really intriguing.

One of those uncommon traits that is contagious is lack of confidence. If you lead with genuine confidence, other people will follow your example. But if you show a lack of confidence, they will also show a lack of confidence. If you’ve ever tried to connect with an insecure boss in a job interview or spent time with a confident stranger at a cocktail party, you know how drastically different these two attributes can make you feel.

However, as we all know, confidence is a trait that can be manipulated, projected, or even manufactured. Deep uneasiness can appear to be confidence, as we frequently witness in unstable CEOs and politicians, as well as in suffering loved ones and tentative first dates. And experts keep telling us that if we only make a commitment to speaking, behaving, or appearing a specific way, confidence can be “hacked,” “acquired,” and “taught.”

The strength of our confidence might also seem extremely robust until it breaks down in the face of difficulty, criticism, or failure. In certain circumstances, it appears like confidence is only a transitory emotion, a fleeting faith in our own strength, a brief respite between episodes of self-doubt.

So what really is genuine confidence?

Simply defined, genuine self-assurance that is based on an actual awareness of our own competence, perspective, and adequacy is what is meant by the term “real confidence.”

It’s a dependable link to the reality that we may live our lives as we want, doing what we want to do, feeling how we want to feel, and being who we want to be.

It’s also a feeling that we are sufficient—that there is nothing fundamentally wrong with us that hinders us from moving through life in a balanced, upbeat, and effective manner.

Of course, we all desire to have these traits. A crucial aspect of human psychology is confidence. It makes us feel involved, motivated, and inspired. Without it, we feel lost, cautious, and afraid. Whether consciously or intuitively, we are aware of how crucial confidence is.

However, you undoubtedly know a few people who lack confidence but still succeed in life. You could think that the caliber of your connections, your career, and your general personality come before your own self-assurance. Given that confidence may be altered, inherited, or “switched on” at any time, you could even begin to wonder if it is a trait to be trusted.

Therefore, it would be worthwhile to inquire…

Why Is Confidence Important?
It’s a really good question. For those who are already motivated to strive for it, it may seem painfully apparent, yet confidence does crucial for four important reasons.

1. Quality and achievement are amplified by confidence.
Contrary to what many self-help authorities believe, confidence is not a stand-in for excellence, complexity, or character. It shouldn’t be a goal in and of itself, and it can never be a substitute for genuine hard work. Even the most self-assured individuals need to feel confident about something, such as themselves, their jobs, or their identities, and confidence that is unconnected from its foundation will inevitably crumble eventually.

Instead, we consider genuine assurance to be a crucial component of both our work and character.

Everything we do, say, and communicate to the public has a layer to it, including our job, relationships, ideas, and choices. Confidence feeds the flames of whatever we touch. We will always need to put in the effort to maintain a healthy fire, but without fuel, the fire can only burn for a limited amount of time. You can find a sense of confidence at the heart of any significant and ongoing achievement, from Jay-Z to the iPad, Honey Nut Cheerios to Tesla, Michael Jordan to Walmart.

It’s interesting how many top achievers reject this definition of confidence. They think they won’t require confidence if their job is good enough, their abilities are sophisticated enough, or their personalities are endearing enough. In other words, they think their accomplishments will speak for themselves. which, of course, is true. How well is the query.

Ironically, some of the world’s most accomplished individuals downplay the value of confidence. My observations are based on thousands of conversations with high performers, years of coaching clients, businesses, and the military, as well as my observation that it is precisely their brilliance that causes them to be so doubtful. If the quality of their work hinged on something as nebulous as confidence, how amazing would it truly be? If their personality ultimately determined their success, how would they feel about their talent?

These are troubling inquiries for those who have spent their entire lives being taught to place the highest emphasis on their abilities and performance.

These individuals do not, however, exhibit a complete lack of confidence. Contextual assurance is what they possess. They truly do have a certain level of confidence within the restricted framework of their specialization or world—coding, writing, statistical analysis, business development, team meetings. A crucial kind of confidence that results from experience, hard work, and perseverance.

But outside of that setting, they falter. They lack the kind of all-encompassing confidence that permeates everything they do in and around their job, including how they present their deliverables, interact with various partners and collaborators, and maneuver their careers in the larger context.

They frequently increase their efforts in the areas where they do feel assured due to this lack of overall assurance. As a result, they continue to operate within their comfortable confidence bubbles, concentrating on the positions and silos in which they feel the most competent. This ensures that they won’t take on novel tasks or circumstances that would expose their lack of overall confidence.

Recently, Nate, a network architect at a cloud security business with extraordinary talent, participated in our live training course. He thought it was time to finally seek out some more assistance after years of doing excellent job with little acknowledgement and no significant promotions.

He explained to me why he had been dreading the process so much after finishing the relationship-building, self-analysis, and practical exercises training. Subconsciously, he was aware of his severe lack of general confidence and the fact that the more proficient he grew in his technical function, the less he desired to work on any perceived personality flaws.

But the change was worthwhile. He came into the program as an engineer with a modest, humble, and generally avoidant demeanor. He emerged from the program with an animated, sociable, inquisitive personality who clearly loved it.

A few months later, Nate sent me an email with an update on his life. After six weeks of being back at work, his bosses started to express their appreciation for his performance at team meetings. Even if it was always substantial, people suddenly appeared to pay attention to his contributions, perhaps as a result of the manner in which he was now delivering it. Soon after, his coworkers also noticed a change—not only in his technical job but also in his approachability, eagerness, and personal flair. Prior to a significant rollout, he was given the opportunity to lead his team, and this helped him get two more job offers from rival businesses.

Nate’s work life had entirely changed, as if by magic. It wasn’t magic, though. He had reached a career plateau a few months previously by concentrating only on his deliveries. He started creating the exciting chances he had always desired the minute he started working on himself. He possessed confidence in himself, which accentuated his good job.

Nate’s story serves as a reminder that self-assurance may be actively developed. They also serve as proof that confidence counts. And it counts most when it is formed in tandem with effort and significant content.

Whether we like it or not, the caliber of our work will never be enough to move us forward. However, when that trait combines with genuine assurance, our work acquires a new level of quality and starts to have a far stronger emotional impact on the audience.

2. Influence and leadership depend on confidence.
As we just saw, both what we do and how we do it determines how successful our professional lives are.

Our work requires technological expertise. Our method depends on our level of confidence.

Our level of influence and level of leadership are two of the most crucial factors in how that works. True confidence is necessary for our ability to influence our partners, govern our organizations, and affect our work outputs. These self-assuredness-inspiring abilities are what set technicians apart from managers, workers from leaders, and craftsmen from creatives.

Selby, a producer at a significant radio station, recently visited our program to focus on these abilities. She was a very shy lady who was exceptional at her profession, as she informed us on her first day. She spent her days scheduling famous people as guests, but when they came at the station, she was overcome with acute fear. She adored her coworkers, so when she discovered that they routinely assigned her work knowing full well that she was unable to refuse, she was distraught. She had constantly performed well behind the scenes for four years, but she hadn’t advanced through the station’s ranks.

Selby returned to the workforce after finishing the program. She kept doing the exercises we provided her, and she utilized them to get along better with the famous individuals she encountered. She overcame her reluctance of establishing limits and started outlining her expectations for her coworkers. As a result, the station’s output soared. Six months later, she was elevated to manager of the whole station as a consequence of these (and several other) tools and attitudes. She was awarded her own program a year later.

Selby’s performance was different, but it wasn’t due to skill or willpower. She didn’t get more knowledgeable, talented, or devoted. She connected with her self-assurance. And that self-assurance gave her access to a range of abilities that had previously evaded her, including politics, leadership, and lighthearted banter.

3. Style alone does not equate to confidence. It also pertains to substance.
The tale of Selby serves as a further reminder of the close relationship between conviction and substance. A lack of confidence in a regular person is never easy, but a lack of confidence in someone who is actually talented can be fatal.


Because a discrepancy in your level of confidence and the caliber of your job may actually accentuate a deficit.

Even if your job is successful, it will just serve to underline how insecure you are. However, your partners and coworkers will anticipate a level of confidence that matches how excellent your work is, and they will be even more dissatisfied if they don’t get it.

People frequently start to question if the work is as solid as it once appeared once they notice that gap. This can lead to a hazardous feedback loop where you start to question your ability to judge the quality of your own work. Insecurity will result in fresh sentiments of uncertainty, dread, and bewilderment that will eventually permeate your decisions. Your strong contextual confidence will start to wane, and it will start to spread your weaker generalized confidence.

Therefore, there is a direct connection between these two sorts of confidence. Despite our best efforts, we are unable to achieve without both sorts of confidence, which are necessary for both producing and profiting from your job.

4. We are protected by confidence.
One of the most powerful tools we can cultivate in a society that is becoming more complex and competitive is confidence. However, because it shows the outside world just how vulnerable we are, lack of confidence is also one of our biggest weaknesses.

Our body language, vocal intonation, verbal signals, and micro-decisions are just a few of the extremely noticeable ways that confidence appears, as we’re going to discuss in more detail. We can’t truly disguise how we feel about ourselves, no matter how hard we try. Everywhere we go, we make our shortcomings known.

We display our lack of self-assurance like a badge, and that badge instinctively dictates how other people should interact with us.

Unluckily, there will always be some people willing to take advantage of those flaws. That openness can sometimes lead to very trivial problems, such as a shady cab driver giving us a trip off the meter, a skilled insurance salesperson upselling us to a higher rate, or a narcissistic buddy monopolizing our attention. Other times, our vulnerability will land us in even worse situations, such as when a predatory lender forces us to take out a risky loan, a controlling relative manages our money and well-being, or a ruthless management takes advantage of us at work. Of all, there is always the chance that things may get much worse.

You can definitely recall a time when you were taken advantage of while you were feeling insecure if you take a moment to reflect. That wasn’t a mistake. Your level of confidence at the time exposed you to that circumstance, and your attitude toward your confidence affected how you handled it.

You could have learned from that event and gained more self-assurance going forward. Or it can have validated your innermost self-perceptions, leaving you open to a future incident that is similar.

Therefore, confidence not only improves our job and character but also aids in our physical and mental safety. Working on it is important because of this. Not simply fashion and outward looks are being discussed. We’re discussing the fundamentals of who we are, how we show ourselves to the outside world, and how that affects how the outside world will treat us.

After understanding the importance of confidence, let’s examine some useful guidelines and methods for developing it.

How Can I Boost My Confidence?
As we’ve already mentioned, it might be challenging to define confidence. It might be challenging to explain this idea because it is more of a dynamic experience than a static feature.

According to our experience, the greatest method to develop confidence is to focus on its component parts—the behaviors, traits, and attitudes that produce genuine self-assurance. Then, using those components together, we may instill genuine, long-lasting, widespread confidence.

beginning with…

1. communication that is nonverbal.
As we just mentioned, our bodies are the primary means by which confidence is exhibited. No matter how effectively we talk, our posture, walk, hand gestures, and facial characteristics always reflect how we feel about ourselves.

Other individuals pick up on these indications viscerally and rapidly since they are nonverbal and avoid the more cerebral language centers in our brains. When we enter a room, they get a clear impression of our inner assurance.

People will instantly regard us as confident if we go into a room with our shoulders back, chins up, and eyes open. They will instantly recognize us as insecure if we arrive with our shoulders slumped, brows wrinkled, and eyes averted or gazing at the ground (if they notice us at all). They do this in milliseconds, precisely like how we judge people.

Body language is a crucial component of making a good first impression because of this. We must always keep in mind that first impressions are formed when people see us, not when we first engage with them. We cannot just activate our confidence when we feel that we require it since we have no control over when it will occur. Every instant, we must absorb and embody it in order for it to become a part of our perceptible presence everywhere we go.

To do that, we advise using the doorway exercise, a quick trick that will make you constantly scan your body language. The practice is standing up straight, pulling your shoulders back, uncrossing your arms, and looking up and forward each time you approach a doorway. These are signs of good body language, which reflect and bolster self-assurance.

We frequently advise our students to stick post-it notes at eye level at their workplace and home doors in order to assist them develop this habit. They are reminded to monitor their body language each time they encounter a post-it note. The post-its are no longer required after a few of weeks. They develop a habit of assessing their body language everytime they pass through any doorway in the outside world as a result of the visual indication.

Although it could appear to be superficial—after all, it’s about how confident one appears on the “outside”—body language is actually incredibly profound. Because while body language influences confidence, confidence itself also has a significant impact on body language. When we act with confidence, we educate our body to feel confident. We encourage the tendency to conduct oneself that way in public the more confident we grow.

One of the wonderful things about body language is that it may truly change the causes of confidence by addressing its symptoms.

Decide to use assertive, uplifting body language, and make an effort to develop routines that will make your nonverbal communication habitual. When you meet new individuals, pay attention to their confident body language and think about adopting such traits yourself.

Most essential, pay attention to how your nonverbal communication affects how you feel in social settings and how other people perceive you. How much of our confidence is based on the things we don’t say will astound you.

2. Tone of voice.
Our speech is the most potent expression of our confidence after our body language. Vocal tonality, which comprises our pitch, articulation, syntax, loudness, and purpose in addition to the physical quality of our voice, reflects and reinforces our deepest sense of self.

Although vocal tone is famously difficult to teach in an article, we can discuss several important methods for enhancing this aspect of confidence so that we may utilize it to boost our self-assurance.

Speak in assertions rather than inquests.

You undoubtedly aren’t unfamiliar with the high rising terminal, commonly referred to as “upspeak,” which is the propensity to conclude sentences with a rising pitch intonation, as if asking a question. However, you might not be aware of how much intonation affects our confidence, both actual and perceived.

When we phrase statements as questions (e.g., “Hello, my name is Steven,” “I’m applying for the content manager post in marketing,” “I’ve been working here three years,” etc.), we quietly convey the ambiguity, uncertainty, and lack of knowledge that questions imply. Upspeak may negatively impact our ability to be hired, jeopardize our prospects of advancement, and change how people view our power and authority—which is terrible because many of us do it out of courtesy and a desire to be understood.

Making use of a straightforward visualization exercise is one of the greatest methods to smooth down the high-rising terminal. Consider a phrase as a hill that emerges from the ground, reaches a peak, and then slopes back down. When we use upspeak, we come to a standstill at the crest of that hill, leaving both the listener and ourselves in a subtly unsettled position. Impose the mental image of the hill onto your statement as you speak, and make the commitment to descend the other side. As a result, your audience will be able to rest in the declarative conclusion that conveys confidence, and as you talk more, your confidence will grow.

speak clearly and distinctly.

As our words develop in our mouths, how we handle them is a measure of our level of confidence. We should also make a commitment to emphatically articulating and enunciating our words in order to boost our conversational confidence. When we act in this manner, we exude confidence to those around us. Additionally, we train our bodies to exude confidence as we talk more.

Try reading a chapter from a book with strong dramatic flair while holding a champagne cork in your mouth. Champagne corks are bigger than regular corks. Your mouth will get really eloquent because you’ll have to work extra hard to get the cork to cooperate. Enunciating clearly will cause you to emotionally connect to your words and take them more seriously, which is, of course, a sign of confidence.

Stay away from superfluous words.

The use of filler words like “like,” “uh,” and “so” also significantly affects confidence. While we don’t think you need to completely eliminate them in order to be taken seriously—if used correctly, these words may actually make your speech friendlier, more casual, and more natural—we do think that when they become a crutch, filler words tend to weaken our authority.

We frequently use filler words to fill up pauses in speech. We frequently do this because of an unconscious fear that if we pass over control to the person we’re speaking with, we’ll lose control of the discussion or be held accountable for any gaps (“So… yes, I mean, what do you think about the new, um… the new project?”). However, as we all know, having confidence involves having faith in the power of our own words and actions. It also entails having faith in the other person’s ability and responsibility to lead a conversation. By eliminating these filler words from our speech, we cease covertly bolstering our lack of confidence and communicate to the other person that we believe they are confident.

Of course, we qualify our discourse with filler words as well. Sometimes we do this intentionally, but more frequently we do it unconsciously, which has a similar impact on our confidence—and how people perceive it—as upspeak does. Filler words may have a significant impact in team meetings, pay discussions, and dispute resolution in a professional setting.

Making a recording of your own talk might be a useful practice for removing filler words. You may record a meeting or your half of a phone call using the voice memo app on your phone (or any other traditional recording device). Examine how frequently filler words appear in your everyday speech by listening to the audio for a few minutes each day for a week.