Wednesday, November 7, 2018
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Change!
Monday, October 8, 2018
The social side of EQ
Too many people succumb
to the mistaken belief that being likeable comes from natural,
unteachable traits that belong only to a lucky few—the good
looking, the fiercely social, and the incredibly talented. It’s
easy to fall prey to this misconception. In reality, being likeable
is under your control, and it’s a matter of emotional intelligence
(EQ). In a study conducted at UCLA, subjects rated over 500
adjectives based on their perceived significance to likeability. The
top-rated adjectives had nothing to do with being gregarious,
intelligent, or attractive (innate characteristics). Instead, the top
adjectives were sincerity, transparency, and capacity for
understanding (another person). These adjectives, and others like
them, describe people who are skilled in the social side of emotional
intelligence.
Here are 13 of the
best:
1. They Ask Questions
The biggest mistake people make when it comes to listening is they’re
so focused on what they’re going to say next or how what the other
person is saying is going to affect them that they fail to hear
what’s being said. The words come through loud and clear, but the
meaning is lost. A simple way to avoid this is to ask a lot of
questions. People like to know you’re listening, and something as
simple as a clarification question shows that not only are you
listening, you also care about what they’re saying. You’ll be
surprised how much respect and appreciation you gain just by asking
questions.
2. They Put Away Their
Phones Nothing will turn someone off to you like a mid-conversation
text message or even a quick glance at your phone. When you commit to
a conversation, focus all of your energy on the conversation. You
will find that conversations are more enjoyable and effective when
you immerse yourself in them.
3. They Are Genuine #
1/4 Being genuine and honest is essential to being likeable. No one
likes a fake. People gravitate toward those who are genuine because
they know they can trust them. It is difficult to like someone when
you don’t know who they really are and how they really feel.
Likeable people know who they are. They are confident enough to be
comfortable in their own skin. By concentrating on what drives you
and makes you happy as an individual, you become a much more
interesting person than if you attempt to win people over by making
choices that you think will make them like you.
4. They Don’t Pass
Judgment If you want to be likeable you must be open-minded. Being
open-minded makes you approachable and interesting to others. No one
wants to have a conversation with someone who has already formed an
opinion and is not willing to listen. Having an open mind is crucial
in the workplace where approachability means access to new ideas and
help. To eliminate preconceived notions and judgment, you need to see
the world through other people’s eyes. This doesn’t require you
believe what they believe or condone their behavior, it simply means
you quit passing judgment long enough to truly understand what makes
them tick. Only then can you let them be who they are.
5. They Don’t Seek
Attention People are averse to those who are desperate for attention.
You don’t need to develop a big, extroverted personality to be
likeable. Simply being friendly and considerate is all you need to
win people over. When you speak in a friendly, confident, and concise
manner, you will notice that people are much more attentive and
persuadable than if you try to show them you’re important. People
catch on to your attitude quickly and are more attracted to the right
attitude than what—or how many people—you know. When you’re
being given attention, such as when you’re being recognized for an
accomplishment, shift the focus to all the people who worked hard to
help you get there. This may sound cliché, but if it’s genuine,
the fact that you pay attention to others and appreciate their help
will show that you’re appreciative and humble—two adjectives that
are closely tied to likeability.
6. They Are Consistent
Few things make you more unlikeable than when you’re all over the
place. When people approach you, they like to know whom they’re
dealing with and what sort of response they can expect. To be
consistent you must be reliable, and you must ensure that even when
your mood goes up and down it doesn’t affect how you treat other
people.
7. They Use Positive
Body Language Becoming cognizant of your gestures, expressions, and
tone of voice (and making certain they’re positive) will draw
people to you like ants to a picnic. Using an enthusiastic tone,
uncrossing your arms, maintaining eye contact, and leaning towards
the person who’s speaking are all forms of positive body language
that high-EQ people use to draw others in. Positive body language can
make all the difference in a conversation. 2/4 It’s true that
howyou say something can be more important thanwhatyou say.
8. They Leave a Strong
First Impression Research shows most people decide whether or not
they like you within the first seven seconds of meeting you. They
then spend the rest of the conversation internally justifying their
initial reaction. This may sound terrifying, but by knowing this you
can take advantage of it to make huge gains in your likeability.
First impressions are tied intimately to positive body language.
Strong posture, a firm handshake, smiling, and opening your shoulders
to the person you are talking to will help ensure that your first
impression is a good one.
9. They Greet People by
Name Your name is an essential part of your identity, and it feels
terrific when people use it. Likeable people make certain they use
others’ names every time they see them. You shouldn’t use
someone’s name only when you greet him. Research shows that people
feel validated when the person they’re speaking with refers to them
by name during a conversation. If you’re great with faces but have
trouble with names, have some fun with it and make remembering
people’s names a brain exercise. When you meet someone, don’t be
afraid to ask her name a second time if you forget it right after you
hear it. You’ll need to keep her name handy if you’re going to
remember it the next time you see her.
10. They Smile People
naturally (and unconsciously) mirror the body language of the person
they’re talking to. If you want people to like you, smile at them
during a conversation and they will unconsciously return the favor
and feel good as a result.
11. They Know When To
Open Up Be careful to avoid sharing personal problems and confessions
too quickly, as this will get you labeled a complainer. Likeable
people let the other person guide when it’s the right time for them
to open up.
12. They Know Who To
Touch (and They Touch Them) When you touch someone during a
conversation, you release oxytocin in their brain, a neurotransmitter
that makes their brain associate you with trust and a slew of other
positive feelings. A simple touch on the shoulder, a hug, or a
friendly handshake is all it takes to release oxytocin. Of course,
you have to touch the right person in the right way to release
oxytocin, as unwanted or inappropriate touching has the opposite
effect. Just remember, relationships are built not just from words,
but also from general feelings about each other. Touching someone
appropriately is a great way to show you care.
13. They Balance
Passion and Fun People gravitate toward those who are passionate.
That said, it’s easy for passionate people to come across as too
serious or uninterested because they tend to get absorbed in their
work. Likeable people balance their passion with the ability to have
fun. At work they 3/4 are serious, yet friendly. They still get
things done because they are socially effective in short amounts of
time and they capitalize on valuable social moments. They minimize
small talk and gossip and instead focus on having meaningful
interactions with their coworkers. They remember what you said to
them yesterday or last week, which shows that you’re just as
important to them as their work. Bringing It All Together Likeable
people are invaluable and unique. They network with ease, promote
harmony in the workplace, bring out the best in everyone around them,
and generally seem to have the most fun. Add these skills to your
repertoire and watch your likeability soar!
ABOUT THE AUTHOR:
Travis Bradberry, Ph.D.
Saturday, October 6, 2018
The Future Of Work
CEO'S can take a proactive approach to preparing the workforce for the tremendous technology-enabled changes required to compete in the years ahead.
Digital technology is having a profound effect on the human side of the enterprise, affecting where, when, and how employees get work done. The results of Deloitte’s recent Future of Work survey confirm that C-level executives view the ways in which new technologies will shape their organizations and their own roles as a topic of critical importance. Nearly two-thirds (65 percent) of those surveyed say it is a strategic objective to transform their organization’s culture with a focus on increasing connectivity, communication, and collaboration.
Even as more business functions are augmented by new technology capabilities, people remain the most critical asset of an organization. Going forward, those people will be working in a more networked, distributed, mobile, collaborative, and real-time fluid manner. Such significant shifts will demand not only increased adaptability on the part of employees, but deliberate forethought from executives introducing new systems and processes to make sure the transition goes smoothly.
Forward-thinking CEOs will ensure that work, increasingly done by human and
machine in concert, is coordinated to create maximum value for the company and its employees.
When approached with consideration to the impact on work and workers, digital technologies offer the opportunity to create a more engaging environment for employees and a more adaptive organization for the future. The survey offers a glimpse of what executives expect this future to look like as well as six lessons for business leaders who will usher in the technologies to enable new ways of working and also manage the changes within their own talent organizations.
Pay attention to culture. More than two-thirds (69 percent) of those surveyed believe company culture will be critically important to their organization’s ability to realize its vision in the future. The larger the company, the more important this issue becomes. Just 14 percent of those who responded say that culture has no, little, or neutral impact on their ability to realize their vision and mission—and the majority of respondents were from smaller companies.
Developing a common mission and a sense of belonging in a workforce that is increasingly dispersed will grow ever more important. Just 14 percent of leaders say they are completely satisfied with their organization’s current ability to communicate and collaborate. CEOs and other executives who want to achieve the full value of digital transformations will pay close attention to the development and dissemination of communication around workplace changes. Putting in place more efficient decision-making structures and tools (42 percent) and allocating more employee time and resources to innovation by making current processes more efficient (41 percent) are the two
most important changes respondents expect to make within the next two years.
Increase transparency. About three in five (59 percent) corporate leaders say transparency in communications is a critical priority for achieving their organization’s goals. Involving employees in technology-enabled changes will be more challenging than in the past. After all, 37 percent of the global workforce is mobile, 30 percent of full-time employees now do most of their work outside of their employers’ location, and 20 percent of the workforce comprises temporary workers, contractors, and freelancers, according to another Deloitte report. More clarity and openness around the exploration and introduction of digital technologies will help employees adapt to significant and more
frequent shifts in their roles.
Manage generational expectations. By 2020, millennials will make up half of the workforce. However, individuals are also more commonly working into their 70s and 80s. As leaders manage a workforce comprising up to four different cohorts, managing across generations will be more important than ever. Nearly four in five (78 percent) 1/3 executives say generational differences in employees’ expectations will drive an increased emphasis on devolved collaboration, whereby ownership of decisions is delegated down through the organization. The key will be building
an environment that supports flexibility and tools that enable all employees to collaborate and exchange ideas easily and transparently. Measure the business impact. The strategic importance of transforming collaboration and communication is based on the assumption that such advances will yield hard business results in an increasingly competitive, interconnected, and fast-moving world. The biggest benefits executives expect to derive from improved collaboration and communication include identifying and exploiting new business opportunities and increasing rates
of innovation C-level executives spearheading the digital transformation of work can identify the specific business benefits their organizations are targeting and regularly measure. They can then report on key indicators associated with those goals, making adjustments to strategy as required based on performance. Create context. The way we work in five years may look little like it does today. For example, 76 percent of executives surveyed predict their organizations will move away from email and toward more sophisticated 2/3 collaboration tools. Nearly three quarters (72 percent) expect a significant increase in cross-cultural virtual teaming technologies. And around 8 in 10 (78 percent) think mobile will be the dominant technology environment within five years.
But new tools alone are not enough. The time that workers spend today answering email (an average of 25 percent of the day) or checking their mobile phones (around 150 times a day) is not necessarily increasing productivity. As leaders sit on the cusp of potentially more sweeping technology-enabled changes, they can take this time to develop the right cultural context for these new tools and adapt their workplace processes and policies to make the most of digital capabilities on the way.
Build networks, not hierarchies. More than 40 percent of respondents expect to place more focus on facilitating the exchange of ideas, enabling the flow of conversations across the organization, and providing greater autonomy at team and individual levels going forward. This shift from a “top-down” to “side-by-side” organizational construct will be a critical component to the future of work. CEOs will play an important role, enabling an empowered network of employees capable of acting autonomously rather than waiting for direction.
—by Stephen Redwood and Mark Holmstrom, principals, Deloitte Consulting LLP; and Zach Vetter, managing director, Deloitte LLP
Digital technology is having a profound effect on the human side of the enterprise, affecting where, when, and how employees get work done. The results of Deloitte’s recent Future of Work survey confirm that C-level executives view the ways in which new technologies will shape their organizations and their own roles as a topic of critical importance. Nearly two-thirds (65 percent) of those surveyed say it is a strategic objective to transform their organization’s culture with a focus on increasing connectivity, communication, and collaboration.
Even as more business functions are augmented by new technology capabilities, people remain the most critical asset of an organization. Going forward, those people will be working in a more networked, distributed, mobile, collaborative, and real-time fluid manner. Such significant shifts will demand not only increased adaptability on the part of employees, but deliberate forethought from executives introducing new systems and processes to make sure the transition goes smoothly.
Forward-thinking CEOs will ensure that work, increasingly done by human and
machine in concert, is coordinated to create maximum value for the company and its employees.
When approached with consideration to the impact on work and workers, digital technologies offer the opportunity to create a more engaging environment for employees and a more adaptive organization for the future. The survey offers a glimpse of what executives expect this future to look like as well as six lessons for business leaders who will usher in the technologies to enable new ways of working and also manage the changes within their own talent organizations.
Pay attention to culture. More than two-thirds (69 percent) of those surveyed believe company culture will be critically important to their organization’s ability to realize its vision in the future. The larger the company, the more important this issue becomes. Just 14 percent of those who responded say that culture has no, little, or neutral impact on their ability to realize their vision and mission—and the majority of respondents were from smaller companies.
Developing a common mission and a sense of belonging in a workforce that is increasingly dispersed will grow ever more important. Just 14 percent of leaders say they are completely satisfied with their organization’s current ability to communicate and collaborate. CEOs and other executives who want to achieve the full value of digital transformations will pay close attention to the development and dissemination of communication around workplace changes. Putting in place more efficient decision-making structures and tools (42 percent) and allocating more employee time and resources to innovation by making current processes more efficient (41 percent) are the two
most important changes respondents expect to make within the next two years.
Increase transparency. About three in five (59 percent) corporate leaders say transparency in communications is a critical priority for achieving their organization’s goals. Involving employees in technology-enabled changes will be more challenging than in the past. After all, 37 percent of the global workforce is mobile, 30 percent of full-time employees now do most of their work outside of their employers’ location, and 20 percent of the workforce comprises temporary workers, contractors, and freelancers, according to another Deloitte report. More clarity and openness around the exploration and introduction of digital technologies will help employees adapt to significant and more
frequent shifts in their roles.
Manage generational expectations. By 2020, millennials will make up half of the workforce. However, individuals are also more commonly working into their 70s and 80s. As leaders manage a workforce comprising up to four different cohorts, managing across generations will be more important than ever. Nearly four in five (78 percent) 1/3 executives say generational differences in employees’ expectations will drive an increased emphasis on devolved collaboration, whereby ownership of decisions is delegated down through the organization. The key will be building
an environment that supports flexibility and tools that enable all employees to collaborate and exchange ideas easily and transparently. Measure the business impact. The strategic importance of transforming collaboration and communication is based on the assumption that such advances will yield hard business results in an increasingly competitive, interconnected, and fast-moving world. The biggest benefits executives expect to derive from improved collaboration and communication include identifying and exploiting new business opportunities and increasing rates
of innovation C-level executives spearheading the digital transformation of work can identify the specific business benefits their organizations are targeting and regularly measure. They can then report on key indicators associated with those goals, making adjustments to strategy as required based on performance. Create context. The way we work in five years may look little like it does today. For example, 76 percent of executives surveyed predict their organizations will move away from email and toward more sophisticated 2/3 collaboration tools. Nearly three quarters (72 percent) expect a significant increase in cross-cultural virtual teaming technologies. And around 8 in 10 (78 percent) think mobile will be the dominant technology environment within five years.
But new tools alone are not enough. The time that workers spend today answering email (an average of 25 percent of the day) or checking their mobile phones (around 150 times a day) is not necessarily increasing productivity. As leaders sit on the cusp of potentially more sweeping technology-enabled changes, they can take this time to develop the right cultural context for these new tools and adapt their workplace processes and policies to make the most of digital capabilities on the way.
Build networks, not hierarchies. More than 40 percent of respondents expect to place more focus on facilitating the exchange of ideas, enabling the flow of conversations across the organization, and providing greater autonomy at team and individual levels going forward. This shift from a “top-down” to “side-by-side” organizational construct will be a critical component to the future of work. CEOs will play an important role, enabling an empowered network of employees capable of acting autonomously rather than waiting for direction.
—by Stephen Redwood and Mark Holmstrom, principals, Deloitte Consulting LLP; and Zach Vetter, managing director, Deloitte LLP
Friday, August 24, 2018
Ten Habits Of Incredibly Happy People - Travis Bradberry
There are a lot of "influential thinkers" out there - Travis is the real deal!
Here is a good piece😊
We’re always chasing something—be it a promotion, a new car, or a significant other. This leads to the belief that, “When (blank) happens, I’ll finally be happy.” The mistaken notion that major life events dictate your happiness and sadness is so prevalent that psychologists have a name for it: impact bias. The reality is, event-based happiness is fleeting. Happiness is synthetic—you either create it, or you don’t. Happiness that lasts is earned through your habits. Supremely happy people have honed habits that maintain their happiness day in, day out. Try out their habits, and see what they do for you:
1. They slow down to appreciate life’s little pleasures. By nature, we fall into routines. In some ways, this is a good thing. It saves precious brainpower and creates comfort. However, sometimes you get so caught up in your routine that you fail to appreciate the little things in life. Happy people know how important it is to savor the taste of their meal, revel in the amazing conversation they just had, or even just step outside to take a deep breath of fresh air.
2. They exercise. Getting your body moving for as little as 10 minutes releases GABA, a neurotransmitter that makes your brain feel soothed and keeps you in control of your impulses. Happy people schedule regular exercise and follow through on it because they know it pays huge dividends for their mood.
3. They spend money on other people. Research shows that spending money on other people makes you much happier than spending it on yourself. This is especially true of small things that demonstrate effort, such as going out of your way to buy your friend a book that you know they will like.
4. They surround themselves with the right people. Happiness spreads through people. Surrounding yourself with happy people builds confidence, stimulates creativity, and it’s flat-out fun. Hanging around negative people has the opposite effect. They want people to join their pity party so that they can feel better about themselves. Think of it this way: If a person were smoking, would you sit there all afternoon inhaling the second-hand smoke? You’d distance yourself, and you should do the same with negative people.
5. They stay positive. Bad things happen to everyone, including happy people. Instead of complaining about how things could have been or should have been, happy people reflect on everything they’re grateful for. Then they find the best solution available to the problem, tackle it, and move on. Nothing fuels unhappiness quite like pessimism. The problem with a pessimistic attitude, apart from the damage it does to your mood, is that it becomes a self-fulfilling prophecy: if you expect bad things, you’re more likely to experience negative events. Pessimistic thoughts are hard to shake off until you recognize how illogical they are. Force yourself to look at the facts, and you’ll see that things are not nearly as bad as they seem. Subscribe To The Forbes Careers Newsletter Sign up here to get top career advice delivered straight to your inbox every week.
6. They get enough sleep. I’ve beaten this one to death over the years and can’t say enough about the importance of sleep to improving your mood, focus, and self-control. When you sleep, your brain literally recharges, removing toxic proteins that accumulate during the day as byproducts of normal neuronal activity. This ensures that you wake up alert and clear-headed. Your energy, attention, and memory are all reduced when you don’t get enough quality sleep. Sleep deprivation also raises stress hormone levels on its own, even without a stressor present. Happy people make sleep a priority, because it makes them feel great and they know how lousy they feel when they’re sleep deprived.
7. They have deep conversations. Happy people know that happiness and substance go hand-in-hand. They avoid gossip, small talk, and judging others. Instead they focus on meaningful interactions. They engage with other people on a deeper level, because they know that doing so feels good, builds an emotional connection, and is an interesting way to learn.
8. They help others. Taking the time to help people not only makes them happy, but it also makes you happy. Helping other people gives you a surge of oxytocin, serotonin, and dopamine, all of which create good feelings. In a Harvard study, employees who helped others were 10 times more likely to be focused at work and 40% more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you make certain that you aren’t overcommitting yourself, helping others is sure to have a positive influence on your mood.
9. They make an effort to be happy. No one wakes up feeling happy every day and supremely happy people are no exception. They just work at it harder than everyone else. They know how easy it is to get sucked into a routine where you don’t monitor your emotions or actively try to be happy and positive. Happy people constantly evaluate their moods and make decisions with their happiness in mind.
10. They have a growth mindset. 2/3 People’s core attitudes fall into one of two categories: a fixed mindset or a growth mindset. With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you’re challenged, because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed. People with a growth mindset believe that they can improve with effort. This makes them happier because they are better at handling difficulties. They also outperform those with a fixed mindset because they embrace challenges, treating them as opportunities to learn something new.
Bringing It All Together Happiness can be tough to maintain, but investing in the right habits pays off. Adopting even a few of the habits from this list will make a big difference in your mood.
Here is a good piece😊
We’re always chasing something—be it a promotion, a new car, or a significant other. This leads to the belief that, “When (blank) happens, I’ll finally be happy.” The mistaken notion that major life events dictate your happiness and sadness is so prevalent that psychologists have a name for it: impact bias. The reality is, event-based happiness is fleeting. Happiness is synthetic—you either create it, or you don’t. Happiness that lasts is earned through your habits. Supremely happy people have honed habits that maintain their happiness day in, day out. Try out their habits, and see what they do for you:
1. They slow down to appreciate life’s little pleasures. By nature, we fall into routines. In some ways, this is a good thing. It saves precious brainpower and creates comfort. However, sometimes you get so caught up in your routine that you fail to appreciate the little things in life. Happy people know how important it is to savor the taste of their meal, revel in the amazing conversation they just had, or even just step outside to take a deep breath of fresh air.
2. They exercise. Getting your body moving for as little as 10 minutes releases GABA, a neurotransmitter that makes your brain feel soothed and keeps you in control of your impulses. Happy people schedule regular exercise and follow through on it because they know it pays huge dividends for their mood.
3. They spend money on other people. Research shows that spending money on other people makes you much happier than spending it on yourself. This is especially true of small things that demonstrate effort, such as going out of your way to buy your friend a book that you know they will like.
4. They surround themselves with the right people. Happiness spreads through people. Surrounding yourself with happy people builds confidence, stimulates creativity, and it’s flat-out fun. Hanging around negative people has the opposite effect. They want people to join their pity party so that they can feel better about themselves. Think of it this way: If a person were smoking, would you sit there all afternoon inhaling the second-hand smoke? You’d distance yourself, and you should do the same with negative people.
5. They stay positive. Bad things happen to everyone, including happy people. Instead of complaining about how things could have been or should have been, happy people reflect on everything they’re grateful for. Then they find the best solution available to the problem, tackle it, and move on. Nothing fuels unhappiness quite like pessimism. The problem with a pessimistic attitude, apart from the damage it does to your mood, is that it becomes a self-fulfilling prophecy: if you expect bad things, you’re more likely to experience negative events. Pessimistic thoughts are hard to shake off until you recognize how illogical they are. Force yourself to look at the facts, and you’ll see that things are not nearly as bad as they seem. Subscribe To The Forbes Careers Newsletter Sign up here to get top career advice delivered straight to your inbox every week.
6. They get enough sleep. I’ve beaten this one to death over the years and can’t say enough about the importance of sleep to improving your mood, focus, and self-control. When you sleep, your brain literally recharges, removing toxic proteins that accumulate during the day as byproducts of normal neuronal activity. This ensures that you wake up alert and clear-headed. Your energy, attention, and memory are all reduced when you don’t get enough quality sleep. Sleep deprivation also raises stress hormone levels on its own, even without a stressor present. Happy people make sleep a priority, because it makes them feel great and they know how lousy they feel when they’re sleep deprived.
7. They have deep conversations. Happy people know that happiness and substance go hand-in-hand. They avoid gossip, small talk, and judging others. Instead they focus on meaningful interactions. They engage with other people on a deeper level, because they know that doing so feels good, builds an emotional connection, and is an interesting way to learn.
8. They help others. Taking the time to help people not only makes them happy, but it also makes you happy. Helping other people gives you a surge of oxytocin, serotonin, and dopamine, all of which create good feelings. In a Harvard study, employees who helped others were 10 times more likely to be focused at work and 40% more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you make certain that you aren’t overcommitting yourself, helping others is sure to have a positive influence on your mood.
9. They make an effort to be happy. No one wakes up feeling happy every day and supremely happy people are no exception. They just work at it harder than everyone else. They know how easy it is to get sucked into a routine where you don’t monitor your emotions or actively try to be happy and positive. Happy people constantly evaluate their moods and make decisions with their happiness in mind.
10. They have a growth mindset. 2/3 People’s core attitudes fall into one of two categories: a fixed mindset or a growth mindset. With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you’re challenged, because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed. People with a growth mindset believe that they can improve with effort. This makes them happier because they are better at handling difficulties. They also outperform those with a fixed mindset because they embrace challenges, treating them as opportunities to learn something new.
Bringing It All Together Happiness can be tough to maintain, but investing in the right habits pays off. Adopting even a few of the habits from this list will make a big difference in your mood.
Wednesday, August 22, 2018
Monday, August 13, 2018
Getting A Promotion! Easy?
I cannot agree with everything here, but certainly one of the better articles I have come across recently.
Looking for a promotion? Here are the 7
simple steps to getting there.
GETTING A PROMOTION in work is no mean
feat – the competition is fierce, and the ladder is a tough climb.
There can often be ‘rules’ around getting promoted that will
never appear on paper, and office politics can play a role, too.
Clara Whitaker, a ‘Career Doctor’ specialising in bringing a
spark back to burned-out executives, says that there are two main
factors that hold people back from promotion. Firstly, “a
misalignment with their managers and/or the company”. And secondly,
“lack of trust in [a person’s] own ability to pull it off.”
Misalignment is difficult to get around – your job may only promote
after a certain amount of time in a role, or not at all. But a lack
of trust in yourself can be even trickier to manage. If you’re
ready for that extra responsibility, though, these tips will help to
get the spotlight on you.
1. Know exactly what you want “When I
work with my clients, I always use a set of tests and questionnaires
to clearly map out what they want out of their careers and lives, why
they want it and how they’re going to get there,” says Clara. “So
they can have a clear vision of what success looks like for them,
instead of for other people.” This helps them understand where they
can fit themselves into a new role, as well as the promotion market
at their company and beyond. It is, in Clara’s words, being “smart
about your career”. Kieran O’Connell, an executive with DIT
Hothouse, also recommends having a clear roadmap for yourself. “You
have to have a permanent campaign for career progression,” he says.
2. Decide whether you need to upskill
“Investing in education, learning and development is one of the
single biggest factors influencing both employability and the ability
to progress,” says Dr Ronan Carberry, Senior Lecturer in Management
at UCC and the Irish Management Institute. It may not seem like the
most obvious thing to do, but going back to education can have a real
impact on your job aspirations. Kieran O’Connell recently completed
a Masters in Business in order to keep up with the demands of the
market. “When everyone has a degree, no one does,” he says. “So
one of the best ways to differentiate yourself is to upskill.” Not
only does it differentiate you, but letting your boss know that
you’re working on something new shows initiative and drive. “The
ability to articulate what specific skills and competencies have been
developed as a result of completing a course or programme is hugely
important [to career progression],” says Dr Carberry. If you can’t
take on a degree – and let’s face it, many of us can’t – you
might have a think about night or online courses too.
3. Prepare, prepare, prepare Once you
decide you want a promotion, it’s best to set the wheels in motion
– so that by the time a position crops up, you have everything
ready to go as if the interview were tomorrow. “For starters,
assess your current skill set, check out what the new position would
entail, and prepare, prepare, prepare for the role,” says Clara
Whitaker. “Look beyond your current position to see where else you
can add value: what opportunities or threats can you perceive?”
4. Find a mentor Another tactic is to
ask for help within the organisation. Dr Carberry recommends “seeking
out mentoring or sponsorship opportunities.” Having a powerful
employee on your side can make all the difference, he says. “Here
the sponsor acts as an advocate for an employee when it comes to
career opportunities, promotions, and who has the power to effect
change.”
5. Help your manager succeed “If you
want to get ahead, you have to start thinking and acting like you’re
ahead.” says Clara. “That means understanding the differences in
scope, responsibility, skills and vision that will be necessary to
the new role, and preparing accordingly.” In other words: start
acting like you’re already in the role you’re coveting. Taking on
extra responsibilities and working as hard as you can get you noticed
by a superior – in all the right ways. “You are more likely to be
noticed as someone deserving if you consistently help your boss
succeed, and rally the troops to help you help her succeed,”
according to Clara. Dr Carberry recommends preparing “a concise
document that clearly outlines your proven track record and provides
concrete details on the impact you’ve had on the business”.
Aligning this with the company’s objectives, where possible, is a
sure-fire way to stand out.
6. Know where the company is going
“What helps [with self-promotion] is to think about the position
you want and then build a compelling argument as to how it aligns
with the objectives of your boss and the organisation,” says Dr
Carberry. Many companies have a long-term strategic plan or vision
for the company, as well as for the staff – it’s worth finding
and studying this, as more often than not it’s a bible to
management. Knowing it inside out not only impresses in an interview
setting, but it can help you build a coherent strategy for your new
role. Clara stresses the importance of doing your homework too. “Know
what the company’s short and long term goals are and how you can
add value to them. And research the market to find out what it pays
someone with your experience and qualifications.”
7. Have a plan B (and be ready to look
elsewhere) Much as the idea of being told ‘No’ may turn your
stomach, Clara says it’s important to be ready for rejection –
without expecting it. “Always have a plan B” she advises.
“Companies are not always able or willing to promote employees at
certain times. It happens. So what would your next steps be if your
request for a promotion was met with a ‘No’?” If you’re
knocked back, try not to take it personally – it really is just
business. At the very least, your boss knows that you’re willing,
ready and able to up-skill – and it also might be a good time to
shop around, says Dr Carberry. “Research shows that one of the best
ways to get a pay raise is to switch organisations between three and
five years after you started there. Less than three years may be too
little time to develop the most marketable skills and after five
years people become tied to the organisation.” So maybe if your
time is up, and you’re not getting that promotion, it’s best to
take your newly sharpened skills elsewhere.
Sunday, July 29, 2018
Thursday, July 19, 2018
How To Reduce Human Errors
How To Reduce Human Errors
The Culture Perspective by Karen
Zimmermann on Tuesday the 10th of July, 2018.
How To Reduce Human Errors ; The
Culture Perspective
“Mistakes are always forgivable, if
someone has the courage to admit them.” - Bruce Lee
People make mistakes. We always have
and we always will. To be able to answer the question “How To
Reduce Human Errors?”, you’ll first need to know WHY we are
making mistakes.
Why are we making mistakes?
1. Physiology You may be
fatigued, have a low physical condition, feel stressed, have issues
at home or you are used to certain routines.
2. Environment Many people
require your attention (distraction), the systems are outdated, there
is not enough light, the temperature is too high or too low or you
are afraid to honestly report issues due to the organizational
culture.
3. Task You may have
insufficient experience, received incomplete information, are
responsible but not authorized to make decisions, or there is a
mismatch between the person and the task. The reason why we are
making mistakes is that….. we are human beings. You don’t go to
work thinking “Today, I feel like making a mistake”. Instead, you
go to work, and many different issues require your attention. When
trying to solve human errors, we tend to look at the “easy to
solve” reasons. You update the procedure, train personnel.
Thankfully, this is no longer accepted by the regulatory authorities.
But how do you do proper Human Error
Reduction?
The complexity of Human Errors
I would like you to meet Brian (not his real name). Brian is a line
operator. With his salary and bonus, he provides for his wife and
children. Last week, he had a tough conversation with his supervisor.
He was disappointed in Brian’s output. Overwhelmed by this
pressure, John’s team had missed a blue capsule during line
clearance. He noticed this tablet during manufacturing of the next
batch; Isotretinoin red/orange colored soft capsules. In a split
second, he picked up the capsule and placed it aside. He continued
manufacturing without reporting the incident. Of course, this is not
acceptable. Brian should have informed his supervisor, a deviation
report should have been initiated and followed by a thorough
investigation. Yet, his choice is understandable. Reporting this line
clearance issue would have resulted in a deviation on Brian’s name,
less output and financial consequences affecting his family. The
story of Brian is illustrating the complexity of human error
reduction. Brian has indicated several times that the old machines
are very difficult to clean. It is impossible to guarantee that no
tablets or capsules have been overlooked. Yet, no real preventive
action has been taken other than additional training and long
painstaking checklists. Insufficient torches and mirrors to properly
inspect the machines, result in losing time searching for materials.
And on that specific day, he also had a massive headache, and not
feeling at ease due to his supervisor’s warnings. Conclusion?
Brian’s story is not unique. At PCS, this is what we see happening
in most organizations: updating procedures hoping it solves the
problem. But human error reduction is complex and challenging, it is
part of the organizational culture. It requires leadership and an
atmosphere of openness and honesty. And as Brian said later on “I
do understand that not all issues can be solved at once. But being
part of improving the process and getting support makes me feel
responsible.” How to continue? You may wish to answer the following
questions about your organization: How do we look at human errors? As
a symptom, or as errors that should be removed as soon as possible?
Are human errors openly discussed and welcomed as opportunities to
improve the system? Are managers and supervisors trained on human
psychology?
Kind regards, Karen Zimmermann
Sunday, July 15, 2018
Tuesday, June 19, 2018
Unlimited Holidays!
Most organisations not only track how much of their annual leave employees use, they track their daily hours.
Individuals who work a five-day workweek are obligated to receive 28-days off per year
.
However, that is less than 10 percent of the days in the year and is likely not enough time for holidays, doctor appointments, obligations to children and family members, and simply time to relax, when needed.
Many employees end up saving their annual leave for emergencies, ending up with unclaimed paid holiday days.
Others simply don’t want to ask their manager for a day off, believing it will reflect poorly on their commitment to work.
About one percent of companies, according to Bloomberg, started offering unlimited time off to their employees.
This includes Netflix, Groupon, HubSpot, and, most recently, The Virgin Group. Sir Richard Branson, founder and chairman of The Virgin Group, announced that he will implement this “non-policy” for employees in his U.K. and NYC offices, and, if it goes well, he will want his subsidiaries to follow this example, as well.
Most managers would balk at giving their staff the power to decide when to take time off, but is it possible that this policy can provide benefits to your firm?
In this article, we will argue that unlimited holidays can benefit your organisation in the following ways:
Less Stress
Feeling as if you are unable to take a day off when you need to is very stressful.
This lack of balance between one’s personal and professional lives leads to marital and relationship problems and guilt about missing out in children’s lives.
These issues cause anxiety for employees, which increases more and more with time.
Stressed employees underperform at work because they are too overwhelmed and tired to concentrate and complete their tasks.
When a company offers an unlimited holiday policy, employees are free to take a day off when they need it.
Whether it is for a doctor’s appointment, a quick out-of-town holiday, or simply a day to relax after a hard project, the freedom to pick their own time off reduces employees’ stress and promotes their well being.
When employees are less stressed, they are more creative, more energetic, and more happy at work!
Increased Loyalty
Offering an unlimited holiday policy will make your employees much more loyal to you.
After all, since only one percent of companies worldwide are offering this perk, your staff will think twice before leaving your firm for a competitor.
While the main reason that people switch jobs is a better salary package, it will be hard to go back to having to ask for approval on a total of 28 days off per year after being able to decide when and how much holiday leave to take.
More Responsibility
When you allow your staff to decide for themselves when and for how long to take their annual leave, they have to prove that they are responsible enough to do it.
They must either complete their tasks before their holiday, after they come back or come to some sort of arrangement with their colleagues.
Your employees will need to become more responsible over their own workload, and how to manage it.
Instead of having a manager check in with them daily and assign their tasks, they will need to be on top of their own projects, work in teams with others, and keep track of their own schedules to make sure nothing falls through the cracks.
This will benefit the company by creative responsible, engaged and self-motivated employees!
To your success!
Sean
Sean McPheat
Saturday, May 26, 2018
Monday, May 21, 2018
Breaking the Interview Rules!

The
interviewer is likely to ask another question in that silence, and
the candidate will answer, and so on.
I
encourage you to make your interviews more natural and conversational
by doing these three things:
1.
Don't wait for the interviewer to ask you a question before speaking
(examples below).
2.
Answer some of the interviewer's questions with a tag (a question
inside your answer) to gently nudge your interviewer off the script.
Here's an example: "I did a mix of customer support and sales
support things in my last job. Is this job more involved with
customer support, or sales support?"
3.
Take every opportunity you can (for instance, when you are asked an
open-ended question like "Tell me about yourself!") to get
off the script and into a human conversation. Ask a question about
the role, or ask your interviewer to tell you more about the
organization and its culture.
The
more free-wheeling and relaxed the interview conversation is, the
more comfortable you and your interviewer will be. You will be more
memorable. You will be in your power. Go ahead and break the old rule
that says you must sit silently and wait for your interviewer to
speak first!
Here
are three ways to start a conversation with your interviewer as you
sit down in the interview room (rather than waiting for him or her to
start the interview):
Thanks for inviting me. I'd love to hear about your history with the company! (Almost everyone likes to talk about themselves, and doing so will also make your interviewer more relaxed)."
"You must be busy with [a project you read about on the company's website, or a recent news item]."
"I'm glad to meet you! I'm interested to hear about your role, if you've got a moment to share."
You
are not trying to take over the conversation and control it, but
rather through your friendly and open manner to give the interviewer
social permission to put the script aside. Interviewers across the
U.S. and around the world tell me that they're dying to get off the
script but that most candidates are trained to followed the scripted
approach.
Most
candidates dare not disrupt the traditional interviewer/candidate
dynamic -- but I hope you will!
Of
course, there are other interviewers who would rather die than give
up their interview script. They love it. They swear by it. They write
to me to defend the stupidest interview questions you can imagine.
God
bless them. They are on their paths. Your job is to spot people like
that and steer clear of them. If you get a bad vibe from the people
you meet on a job interview, it's a signal from Mother Nature. Don't
take the job.
Here
are ten interviewing rules you can break now -- and you must, if you
want to get as much out of a job interview as you deserve to get.
1.
Break the rule that says you have to sit across the table from the
interviewer, hands folded and back straight, and crisply answer each
question before going quiet and waiting for the next question.
2.
Break the rule that says you have to wait for a predetermined spot in
the interview agenda -- typically near the end of the interview -- to
ask questions. If your question is organic to the conversation, ask
it when you think of it.
3.
Break the rule that says you have to keep your answers strictly on
point like an oral exam in school. You can always answer a question
with a quick story, even if it's not a story-type question like,
"Tell me about a time when..." If the interviewer asks you
how long you've been using Excel, for instance, you can tell a story
about how you used Excel to rock the house. Then you can ask the
interviewer, "How will the person in this job use Excel?"
The
interviewer may not know the answer! Their question "How long
have you used Excel?" was a dumb question because they were only
collecting data points like "One year," "Two years,"
and so on. That won't help them decide which candidates truly
understand Excel. Your story, by contrast, will stand out in the
interviewer's mind.
4.
Break the rule that says your interview demeanor should be
deferential and meek. If you are naturally meek, go ahead and meek
your brains out. If you are not meek and you feel stupid trying
to play a meek character, don't do it. Only the people who get you,
deserve you after all.
5.
Break the rule that tells you to keep quiet about an energetic
disturbance in the room. Sometimes a job seeker goes on an interview
and realizes that the job is a terrible fit for them. They'd hate the
job, but they don't say anything. They are trained to stick it out
through the whole interview, even if they are scheduled to meet three
or four different people.
You
don't have to do that. You can name the elephant in the room. It's a
great thing to do.
You
can tell the person you're with, "It's fantastic to meet you,
but it's obvious that this isn't the right role for me. I hate to
waste your time. What do you think we should do?"
They
might say, "Don't worry! If you are game, we'd love to keep
talking with you because we always have different job openings
becoming available. Does that sound okay?"
Speak
your truth. Don't stay silent if there's something that needs to be
said. You will open up the energy by speaking up, and you and
everybody around you will benefit.
6.
Break the rule that says you have to tell the interviewer whatever
they want to know. Don't give away personal information like your
current salary, your managers' contact info or your marital/parental
status just because the interviewer asks for it. Anyone who has taken
a mojo crushing job before will tell you that there are worse things
than other month of unemployment. Walk away from organizations that
don't respect your privacy.
7.
Break the rule that says you can't take a pause. If your conversation
goes on and on, go ahead and ask for a quick break. Get a drink of
water or a cup of tea or coffee. It is easy for interviewers to
forget that a candidate may have been sitting in dusty rooms for
hours.
8.
Break the rule that says you must wait around in windowless
conference rooms while people figure out what to do with you. Break
the rule that you must overlook any impoliteness on the part of your
interviewers, be infinitely patient with an organization's
incompetence and put up with bad treatment. You don't have to do any
of those things.
You
can get up and leave the interview if things get really bad.
When
you enter the interview facility, keep track of your location
relative to the exit, no matter how many twists and turns you take.
Also, do not hesitate to ask anyone you see, "Where is the exit,
please?" rather than wander around in a strange building trying
to escape.
9.
Break the rule that says you must try to be the applicant the
interviewer was expecting to meet. Sometimes, you'll be in an
interview conversation and see a flick of surprise mixed with
disappointment on the interviewer's face.
Sometimes
there is even a flash of irritation on the interviewer's face, as
though they are thinking, "How dare you walk in here not being
from the person I envisioned?"
You
may see the interviewer's face change when you answer a question
differently than they expected you to.
That's
fine. Don't make a course correction. There is nothing to correct.
Let your interviewer get the learning Mother Nature wants him or her
to have. You are already more memorable for not having been the
cookie-cutter candidate the interviewer pictured in their mind.
That's
a victory!
10.
Above all, break the rule that says the interview is a dog and pony
show during which you, the applicant, get to prove that you are
worthy of employment.
A
job interview is a two-way street. You are checking the organization
and its representatives out as much as they are checking you out. If
you feel insulted, dismissed or treated badly at the interview,
things will not get better once you get the job.
Take
heed of red flags, and take off!
A
job interview is nothing to dread. You have no one to impress.
You
are you, and you are awesome. The people who interview you may
appreciate your brand of jazz or they may not. Who cares what they
think? They are bit players in your movie.
The
right employer for you is out there. You will know when you meet
them.
In
the meantime, focus on the amazing path you have already followed and
the many people you have helped. It will be easier for everyone to
see your awesomeness when you feel it yourself!
Yours,
Liz
Liz Ryan is CEO/founder of Human
Workplace and author of Reinvention
Roadmap. Follow her on
Twitter
and read Forbes columns.
Liz's book Reinvention Roadmap
is
here.
11 Signs That You Lack Emotional Intelligence
When
emotional intelligence (EQ) first appeared to the masses, it served
as the missing link in a
peculiar
finding: people with average IQs outperform those with the highest
IQs 70% of the
time.
This anomaly threw a massive wrench into the broadly held assumption
that IQ was the
sole
source of success.
Decades
of research now point to emotional intelligence as being the critical
factor that sets star
performers
apart from the rest of the pack. The connection is so strong that 90%
of top
performers
have high emotional intelligence.
“No
doubt emotional intelligence is more rare than book smarts, but my
experience says it is
actually
more important in the making of a leader. You just can’t ignore
it.” – Jack Welch
Emotional
intelligence is the “something” in each of us that is a bit
intangible. It affects how we
manage
behaviour, navigate social complexities, and make personal decisions
to achieve positive
results.
Despite
the significance of EQ, its intangible nature makes it very difficult
to know how much
you
have and what you can do to improve if you’re lacking. You can
always take a scientifically
validated
test, such as the one that comes with the Emotional Intelligence 2.0
book.
Unfortunately,
quality (scientifically valid) EQ tests aren’t free. So, I’ve
analysed the data from the
million-plus
people Talent-smart has tested in order to identify the behaviours
that are the
hallmarks
of a low EQ. These are the behaviour that you want to eliminate from
your repertoire.
You
get stressed easily. When you stuff your feelings, they quickly build
into the
uncomfortable
sensations of tension, stress, and anxiety. Unaddressed emotions
strain the mind
and
body. Your emotional intelligence skills help make stress more
manageable by enabling you
to
spot and tackle tough situations before things escalate.
People
who fail to use their emotional intelligence skills are more likely
to turn to other, less
effective
means of managing their mood. They are twice as likely to experience
anxiety,
depression,
substance abuse, and even thoughts of suicide.
You
have difficulty asserting yourself.
People with high EQ s balance good manners, empathy,
and
kindness with the ability to assert themselves and establish
boundaries. This tactful
combination
is ideal for handling conflict. When most people are crossed, they
default to
passive
or aggressive behaviour. Emotionally intelligent people remain
balanced and assertive by
steering
themselves away from unfiltered emotional reactions. This enables
them to neutralize
difficult
and toxic people without creating enemies.
You
have a limited emotional vocabulary.
All people experience emotions, but it is a select
few
who can accurately identify them as they occur. Our research shows
that only 36% of people
can
do this, which is problematic because unlabelled emotions often go
misunderstood, which
leads
to irrational choices and counterproductive actions. People with high
EQ master their
emotions
because they understand them, and they use an extensive vocabulary of
feelings to do
so.
While many people might describe themselves as simply feeling “bad,”
emotionally
intelligent
people can pinpoint whether they feel “irritable,” “frustrated,”
“downtrodden,” or
“anxious.”
The more specific your word choice, the better insight you have into
exactly how you
are
feeling, what caused it, and what you should do about it.
You
make assumptions quickly and defend them vehemently.
People who lack EQ form an
opinion
quickly and then succumb to confirmation bias, meaning they gather
evidence that
supports
their opinion and ignore any evidence to the contrary. More often
than not,
they
argue, ad nauseam, to support it. This is especially dangerous for
leaders, as their under-thought.
out
ideas become the entire team’s strategy. Emotionally intelligent
people let their
thoughts
marinate, because they know that initial reactions are driven by
emotions. They give
their
thoughts time to develop and consider the possible consequences and
counter-arguments.
Then,
they communicate their developed idea in the most effective way
possible, taking into
account
the needs and opinions of their audience.
You
hold grudges.
The negative emotions that come with holding on to a grudge are
actually a
stress
response. Just thinking about the event sends your body into
fight-or-flight mode, a
survival
mechanism that forces you to stand up and fight or run for the hills
when faced with a
threat.
When a threat is imminent, this reaction is essential to your
survival, but when a threat is
ancient
history, holding on to that stress wreaks havoc on your body and can
have devastating
health
consequences over time. In fact, researchers at Emory University have
shown that holding
on
to stress contributes to high blood pressure and heart disease.
Holding on to a grudge
means
you’re holding on to stress, and emotionally intelligent people
know to avoid this at all
costs.
Letting go of a grudge not only makes you feel better now but can
also improve your
health.
You
don’t let go of mistakes.
Emotionally intelligent people distance themselves from their
mistakes,
but they do so without forgetting them. By keeping their mistakes at
a safe distance,
yet
still handy enough to refer to, they are able to adapt and adjust for
future success. It takes
refined
self-awareness to walk this tightrope between dwelling and
remembering. Dwelling too
long
on your mistakes makes you anxious and gun shy, while forgetting
about them completely
makes
you bound to repeat them. The key to balance lies in your ability to
transform failures
into
nuggets of improvement. This creates the tendency to get right back
up every time you fall
down.
You
often feel misunderstood.
When you lack emotional intelligence, it’s hard to understand
how
you come across to others. You feel misunderstood because you don’t
deliver your
message
in a way that people can understand. Even with practice, emotionally
intelligent people
know
that they don’t communicate every idea perfectly. They catch on
when people don’t
understand
what they are saying, adjust their approach, and re-communicate their
idea in a way
that
can be understood.
You
don’t know your triggers.
Everyone has triggers—situations and people that push their
buttons
and cause them to act impulsively. Emotionally intelligent people
study their triggers
and
use this knowledge to sidestep situations and people before they get
the best of them.
You
don’t get angry. Emotional intelligence is not about being nice;
it’s about managing your
emotions
to achieve the best possible outcomes. Sometimes this means showing
people that
you’re
upset, sad, or frustrated. Constantly masking your emotions with
happiness and positivity
isn’t
genuine or productive. Emotionally intelligent people employ negative
and positive
emotions
intentionally in the appropriate situations.
You
blame other people for how they make you feel. Emotions come from
within. It’s
tempting
to attribute how you feel to the actions of others, but you
must
take responsibility for
your
emotions. No one can make you feel anything that you don’t want to.
Thinking otherwise
only
holds you back.
You’re
easily offended.
If you have a firm grasp of who you are, it’s difficult for someone
to say
or
do something that gets your goat. Emotionally intelligent people are
self-confident and
open-minded,
which create a pretty thick skin. You may even poke fun at yourself
or let other
people
make jokes about you because you are able to mentally draw the line
between humor
and
degradation.
Bringing
It All Together
Unlike
your IQ, your EQ is highly malleable. As you train your brain by
repeatedly practising new
emotionally
intelligent behaviours, it builds the pathways needed to make them
into habits. As
your
brain reinforces the use of these new behaviours, the connections
supporting old,
destructive
behaviours die off. Before long, you begin responding to your
surroundings with
emotional
intelligence without even having to think about it.
ABOUT
THE AUTHOR:
Dr.
Travis Bradberry is the award-winning co-author of the #1 bestselling
book, Emotional
Intelligence
2.0,
and
the co-founder of Talent Smart, the world's leading provider of
emotional
intelligence
tests, emotional intelligence training, and emotional intelligence
certification,
serving
more than 75% of Fortune 500 companies. His bestselling books have
been translated
into
25 languages and are available in more than 150 countries.
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