How can we all draw from some of the latest (and some of the oldest) leadership thinking to increase our own happiness and success at work, and the happiness and success of the people we work with, whether or not we have formal leadership written into our job descriptions?
This week’s post draws from and deliberately considers some of the latest and most influential ideas about leadership alongside our thinking about happiness at work.
And, because we know that our happiness is hugely affected by our own thinking and behaviour, we take this same principle through into accepting the contemporary challenge for us all to be able to bring leadership capabilities and intelligence to our work now, whether or not our job title explicitly recognises this to be part of our role.
All of these articles are collected with many others in this week’s new Happiness At Work edition #107.
Do you wish senior leaders would make some changes in your organization?
Instead of waiting and wishing for someone from above to provide leadership, you can make a significant impact no matter what your role is.
“Most people think of leadership as a position and therefore don’t see themselves as leaders.” (Steven Covey)
The assumption that organizational change has to start at the top is wrong.
Peter Senge says to “give up traditional notions that visions are always announced from ‘on high’ or come from an organization’s institutionalized planning process.”
Michael Beer of Harvard Business School agrees. “Managers don’t have to wait for senior management to start a process of organizational revitalization.”
You might be wondering, “How can I change my organization when my boss and senior managers can’t?” The truth is, you have more power and influence than you might think.
Make your own world better.
The place to start is in your own backyard. What is your sphere of influence? Consider not only your position, but your sources of influence.
You have the greatest opportunity to provide leadership with your own team. Focus your leadership efforts on:
- Helping your team identify a clear purpose and the practices to achieve it.
- Providing access to resources, removing roadblocks, representing your team in the larger organization and protecting them from demands from on-high that will derail them.
Don’t try to do it alone.
If you just announce the changes you think need to be made, chances are they won’t be implemented well. Provide leadership by focusing your team’s attention on the right questions and involving them in finding the answers.
As a team, discuss these questions:
1. What is our purpose? What is the value of the service we provide?
2. What would we look like if we were magnificent at fulfilling our purpose? What would we accomplish? What results would we see?
3. What could our relationships look like? -with each other on the team and with other departments?
4. How would we be working together? What would be happening and not be happening?
Once you are in agreement on the vision, you can begin to look at changes you need to make that will help you get there. Start with changes that are within your control as a team – internal communications, coordinating efforts, decision-making. Consider creating a Team Charter.
The Ripple Effect
As your team changes and begins to thrive in new ways, others will notice, and like the ripple effect, it just might begin to spread to other areas of the organization.
from the book, Followership: What Is It and Why Do People Follow? by Laurent M. Lapierre and Melissa K. Carsten
…Followers are essential to any organization. Without followers there are no leaders and without proactively engaged followers there is little room for company growth. Proactive followers are not ‘yes people’. They support their leaders by questioning their assumptions and offering competing views on how to overcome important challenges. In the current climate, a lack of proactive followership may lead to company-wide failure. There is however, a fine line between constructive and destructive behavior.
Excluding situations where a boss continues to make decisions to the detriment of the organization and its people, it’s important to balance the line between a passive and proactive follower. A passive follower is one which is strictly obedient and refrains from questioning their leader’s decisions or ideas even if they disagree. Conversely, a proactive follower is one that contributes to decisions which affect the group and displays independent thinking. As such, this style of followership is more of a partnership.
So, if you are given the opportunity to actively influence your leader, how do you do so constructively?
Offer Your Expertise, Not Your Inexperience
Evaluate the worth of your advice before you give it– where does this come from? Can you support your advice with experience? Have you thought about the potential implications? By holding back on weakly grounded ideas, or by exaggerating their worth, you could be hindering the decision process. Play devil’s advocate. Ask yourself whether the information is significant to the manager’s decision, and whether the decision is based on solid evidence or facts. If not then it may be advisable to keep quiet and let another colleague have the opportunity to voice their experience in this situation.
A proactive follower is one that contributes to decisions which affect the group and displays independent thinking. As such, this style of followership is more of a partnership.
Be a Trusted Contributor
Regardless of whether you are largely a passive or proactive follower, if there is no trust you cannot influence, and it is a key factor on the leader / follower partnership. A passive follower has to be trusted to do their job to the best of their ability and a proactive follower needs to give trustworthy advice.
If a proactive follower gives their advice in a manager relationship where there is no trust, the leader may see the guidance and involvement in decisions as a threat to their position. In this occasion it may be wiser to display passive behaviour. The more that the subordinate shows that they have earned the manager’s trust; it is more likely that the proactive followership will be well received.
Be Aware of your Manager’s Stress Levels
We have all been there, when a sudden deadline means you have to react swiftly. During these times your manager will be have a limited time to make a decision. Decision making delays such as challenging assumptions or even their logic can lengthen the process and this delay could actually be costlier than accepting the leader’s decision. Displaying proactive followership should only be done if the opinion or challenge will significantly improve the final decision. Otherwise the advice will be treated with contempt or manifest itself into distrust.
This post was written anonymously by a current Google and former Microsoft employee. It details the author’s perspective on her first-hand experience with Google’s performance review system.
“Confidence… thrives on honesty, on honor, on the sacredness of obligations, on faithful protection and on unselfish performance. Without them it cannot live.” –Franklin D. Roosevelt
Institutions are built on the trust and credibility of their members. This maxim holds true for employees and their employers just the same as it does for citizens and their government. Whereas the electoral process in modern democracies allows you and me to rate our government’s performance, performance rating systems make employees the subject of evaluation. In both cases, however, faith in the integrity of the process is the only thing that ensures order.
Managing a performance rating system that motivates, rewards, and retains talented employees across an organization tens of thousands large is a grueling, never-ending challenge. How does an organization balance values core to its DNA and its continued success — merit, openness, innovation, and loyalty — all while maintaining perceptions of fairness?
As someone who has lived through cycles of the ever-evolving performance evaluation and rating mechanisms at tech giants Microsoft and Google, a few observations emerge:
Forced curves undermine the spirit of collaboration and foster a mindset of hoarding pie instead of expanding it
There are particular specialized organizations that benefit from having a defined numerical goal. For example, a quarterly sales quota is a very clear measuring stick, as are portfolio returns, bugs resolved, or customers satisfied. But absent specific, level measures of productive output, large firms face the uphill battle of linking performance to rewards.
When you force fit a curve to the array of employee responsibilities, which vary in scope and complexity, it becomes virtually impossible for one lowly employee to pinpoint what distinguishes “good” from “poor” or “great”.
I’ve found myself asking, “Did I score well because I put in the hours or because I got an easy draw?” Or, “Is managing a profitable line of business more merit worthy than building a floor for a failing business?”
In my experience, people managers suffer through this ambiguity just the same. Despite the wealth of data they have about their direct reports, they’re unable to articulate the rationale (or broader context within the cohort) underlying the numerical scores they assign. And in the absence of transparency or an understanding of how individual contributions compare to team success, self-preservation rules supreme.
And even with the recent moves away from strict numerical curves, there remains a finite pool of awards to be distributed, which doesn’t reflect the mentality they’re trying to foster.
Celebrating performance through evaluation cycles (quarterly, semiannually, annually) creates a sense that every day work does not matter
The climb toward credible ratings grows steeper when you divorce an accomplishment from recognition with an annual or semiannual review. The emotional impact of a successful presentation or a new policy is nowhere to be found in a set of six month old notes. Worse still, seeing changes to compensation or a performance rating system in response to months old polling data address past concerns (and possibly the concerns of past employees).
Even data-rich, data-loving companies shy away from being transparent about how they arrive at individual ratings which produces a perception of arbitrary assessment and a false notion of precision
How do employees adapt and improve if they aren’t working at the trading desk or privy to examples of exceptional performance? They turn to Glassdoor, HR brochures, or worse of all, personal anecdotes to bolster their own assessment of whether they are receiving a “fair” deal. Unfortunately, not one of these third party sources has the nuanced understanding of an employee or his/her team necessary to provide context. What’s often left is a broken, trust-less relationship.
Performance rating systems are reactive and intended to buoy the ship against alarming trends in survey data and rates of attrition; improvements and tweaks are subject to lengthy implementation cycles
Employers seek to improve their performance rating systems and do so by soliciting regular feedback from their employees. The intention is that a system designed in collaboration will better serve all and engage employees. Where these good intentions run awry is at the implementation stage — it takes at least one quarter for to synthesize feedback and evaluation potential changes. The feedback loops for employee performance as well as the performance review system are out of sync with actual job performance and employee sentiment.
How to Do Better
So what can these firms do to win the war for credibility? Be transparent. Throw open the doors and share the notes. Make measurement and compensation public. Have peers drive the rating process. The power of transparency is well understood. There are already measures in place to build engagement among employees and alignment within teams:
• Empowering employees to reward one another
• Have everyone share in company profits (e.g. stock awards or profit sharing)
• Create awards for exceptional team performance (e.g. working across divisions or elevating the division through combined efforts)
• Pool risk vertically (e.g tying manager performance to team performance)
Increased context and knowledge builds comfort and trust for employees and managers alike. When employees know how they’re measured, there’s less room for suspicion. And when they know can connect the dots between individual performance and team success, there’s greater job satisfaction.
Ultimately, the goal of a performance rating system is to reward and retain capable employees by keeping them happy and feeling like they have a fair deal.
Transparency goes a far way toward lending credibility to the process and building commitment to the company, but it isn’t a silver bullet. Giving employees greater flexibility in what they take on and the efforts they lead also builds a sense of ownership and commitment. Opportunities such as 20% projects (wherein employees spends 20% of their time working on something about which they’re passionate) or cross organizational initiatives (e.g. building a volunteering program) are excellent examples of empowering employees through choice. But there’s room for this notion of self direction to go even further — a completely open allocation (e.g. 100% self directed time) or letting employees choose their manager are two programs I would certainly sign up for.
What it boils down to is that employees want to know how they are being evaluated and want to know that they’re making conscious choices. Because while you vote with a punch card at the election booth, in the workplace you vote with your feet.
Many people agree: a workplace culture of fear limits employee engagement, productivity, and retention—and by turns, the bottom line. But often, leaders aren’t cognizant that they’ve created that environment. However, Gallup surmises that lost productivity due to lack of employee engagement costs U.S. companies $300 billion annually. Other studies show that happier—and therefore more engaged—employees are more likely to be more “creative, productive, and committed.” In other words, good leadership doesn’t have to be with an iron fist—in fact, more often, it shouldn’t include iron or fists at all.
One way for leaders to ensure that they aren’t creating a culture of fear is to consciously do the exact opposite—create a culture of happiness and fun. Which can be daunting; after all, to some leaders, “fun” might seem frivolous, and other leaders might see “happiness” as the employee’s responsibility. However, just a few changes to the environment can make all the difference to an employee’s productivity.
To start, you can try something small, like improving consistency, timing, and relevancy of your performance feedback. It’s hard to capture everything an employee has done over a year in just one annual review; sending an email, writing a quick note of thanks, or even just a little face-to-face recognition once or twice a week can help your employee feel valued and therefore happier. To get into the habit, try choosing one day each week (Feedback Friday, perhaps) when you’ll focus on something each of your employees has accomplished in the previous week.
Once you’ve mastered regular, timely feedback, try creating a culture of celebration—the wins, the triumphs, the key learnings your team experienced are all worth public note. Gather your group together (whether for a quick conference-room meeting or even an after-work happy hour) and let everyone know what their teammates have been up to. You’ll show your employees their worth, and you could be starting to create a stronger, more supportive and reciprocal team atmosphere.
To continue creating a fun workplace, allow your staff to actually have fun. Let them bring their personalities into the office. It doesn’t have to be extensive, and you can certainly set limits, but remember that employees often like to feel comfortable in their work-spaces, and that can start with a little decoration. You can lead the parade in your own work-space, by adding hints or bursts of decoration, and you can even go a step further by adding a level of relaxed enjoyment through daily banter. Once your employees see you acting that way, they’ll likely follow suit.
By Douglas Karr,
Here are 4 Surefire Ways to Foster Creativity in Your Organization
- Pet Projects. Institute time and resources for employees to fund and work on pet projects. This is time spent away from teams and leadership who can stifle creativity simply because of their natural influence on the employee. A simple remark from a manager can redirect an employee’s focus, and potentially move them away from creative solutions. This doesn’t have to be uncontrolled free time; you can develop timelines and budgets to ensure productivity and output expectations are in place.
- Coach. Some organizations, such as Chipotle, have begun rewarding staff based on their ability to produce and promote successful team members, rather than their skill at boosting the bottom line. Managers manage, leaders lead — but coaches develop their employees, identify their strengths, and push them away from failure and towards success.
- Upend Reviews. The typical review process ensures that an employee’s goals align with the organization and provides the employee with constructive criticism on how they can improve their performance. It could be argued that an employee’s performance isn’t the responsibility of the employee, but instead, of the leaders they work under. Upend your reviews, and have your employees review the leadership of the company to garner feedback on what type of environment they require to increase creativity. Then, make the necessary changes.
- Reward Risk. Many of the most monumental failures both educate and drive change in an organization. You don’t want to risk your company, but it’s time to eliminate the “Employee of the Month” politics and, instead, develop a program where creativity and risk are rewarded. Don’t single out one employee — identify a positive result attained from each employee, and recognize them for their creativity. Then, sit back and watch the inspiration and genius blossom!
We Are in the Age of Creativity
In his book Linchpin, Seth Godin says it best:
“The job is what you do when you are told what to do. The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. The job might be difficult, it might require skill, but it’s a job. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people. I call the process of doing your art ‘the work.’ It’s possible to have a job and do the work, too. In fact, that’s how you become a linchpin. The job is not the work.”
If we’re to overcome the stagnation we’ve institutionalized within our national education and management systems, it’s going to require dramatic change. I hope each of us will embrace the change needed to foster creativity within our organizations.
by Diana Mackie
Here are the top 7 secrets of happiness from everyday small business owners that we can all learn from…
1) Associate with a Good Cause
When things get hectic or frustrating around the office, it will help your mental state to remember you are also working to make the world a better place. To feel the most fulfillment, do more than just donate money. Participate in charitable events, lunches or meetings. You’ll meet great people, become more connected to the cause, and experience increased levels of happiness. The human brain releases a pleasure inducing chemical after altruistic actions — it’s that simple!
2) Work & Life Balance
However much you may love your job or business, it can’t truly replace the psychological fulfillment of family, friends or fun! It may sound cliche, but having a work and life balance will make you a happier worker. The happiest small business owners make ample time for family and entertainment, even if it’s just on the weekend. Not only will your family dynamic be improved by your presence, spending time with family is proven to lower stress levels and increase one’s overall happiness. The trick to making quality family and friend time work, however, is to avoid talking about your job or business! For those without families, you can experience the same effects from pursuing a hobby that interests you, even if it’s as simple as reading a book!
3) Disconnect & Recharge
Similar to maintaining a healthy work-life balance, small business owners who describe themselves as “happy” agree that taking time to disconnect and recharge every day greatly contributes to their sense of well being. You should take a midday break, and disconnect in the evenings. Walking around (hopefully outside) at lunch actually helps get your creative juices flowing. Once you get home, giving yourself a break from emails and app alerts in the evenings will lower your stress levels and improve the quality of your sleep. After all, you’re the brains behind your small business operation, don’t you want to give the ole’ cerebrum a chance to rest?
4) Get to Know Your Team
Water cooler chit chat may seem like an unproductive use of time, but getting to know your employees well will dramatically increase the quality of your work life. Not only will you be able to decipher who your most trusted and valuable assets are, but when you have a good relationship with your employees, you’ll find that you derive pleasure and happiness from their individual successes right along with them.
5) Be Your Own Biggest Fan
There’s no way around it: words of encouragement make you feel better. While it’s important to remain grounded in reality, don’t hesitate to give yourself a pat on the back when you deserve one. Being cheered on makes you feel great, but there might not be someone around to give you kudos for many of your accomplishments. It may seem a bit silly at first, but trust us, you’ll experience the positive mental boost even if you’re congratulating yourself.
6) Open Communication
Don’t let frustrations or innovative ideas build up — that sort of stress can take years off your life and dramatically impact your day-to-day happiness. Instead, develop workplace strategies to clear the air, and open up the communication channels amongst your team. Small business owners rate “good intra-team communication” as one of the key factors to an improved quality of work life. So long as you’re respectful and constructive, there is no reason to keep your thoughts and feelings hidden. Try holding weekly retrospective meetings, or giving the Kaizen philosophy a try! It’s a great idea to not only express your constructive criticisms, but also your hopes and dreams for the company. Being heard and understood simply feels great!
7) Focus on Accomplishing Small Tasks
It can feel daunting and overwhelming to work for months on end to accomplish a major business goal. Instead, visualize longer-term objectives as a series of individual tasks that you must accomplish. This way, you’ll get to enjoy the encouraging sense of achievement more often. Accomplishing tasks (and then giving yourself kudos for it!) more frequently will help you stay motivated and increase your overall feeling of job satisfaction.
Aurelius, the ruler of the Roman Empire for almost two decades, was also the author of the immortal Meditations…
“The questions that Meditations tries to answer are metaphysical and ethical ones,” Hays writes. These are timeless questions that we are still asking. Why are we here? How can I cope with the stresses and pressures of daily life? How can I do what is right? How can I cope with loss and pain? How can I handle misfortune? How do we live when we know that one day we won’t?…
From his adopted father, Aurelius learned:
Compassion. Unwavering adherence to decisions, once he’d reached them. Indifference to superficial honors. Hard work. Persistence. Listening to anyone who could contribute to the public good. His dogged determination to treat people as they deserved. A sense of when to push and when to back off. … His searching questions at meetings. A kind of single-mindedness, almost, never content with first impressions, or breaking off the discussion prematurely. His consistency to friends-never getting fed up with them or playing favorites. Self-reliance, always. And cheerfulness. And his advanced planning (well in advance) and his discreet attention to even minor things. His restrictions on acclamations-and all attempts to flatter him. … His stewardship of the treasury. His willingness to take responsibility—and blame—for both. … And his attitude to men: no demagoguery, no currying favor, no pandering. Always sober, always steady, and never vulgar or a prey to fads.
Here are some words for the wise on high performance leadership:
1. Take care of yourself
If you aren’t displaying high performance leadership, it affects your clients, your employees and your family. Are you working out? Do you get enough sleep? How’s your nutrition? What changes do you have to make to be able to stay in top form not just today — but for the long-haul?
2. Keep short accounts
When issues come up between people it takes time and energy to resolve them. That’s time and energy that you could be using to get work done! Most days it feels so much more rewarding to get that work done than to have some dramatic conversation resolving things with a co-worker. But over the long-haul those unresolved conversations become like weights dragging down the performance of your whole team. Take a minute to apologize when you blow up, or resolve issues when you become aware of them. Not only will you be free from that weight, but dealing with those issues in the moment will mean more productivity in the long run.
3. Be brave…
Your team is there to support you. If you have the right team they wantyou to succeed. So let them know what you need from them. Be clear.
You need things from them. Be clear, and ask for what you need.
4. …and kind.
Catch some people doing something good — let them know how much you appreciate their support. When we are paying their salaries it can be easy to think, “Why do I have to thank them, I’m paying them!” Even when you are being paid, it feels good to be thanked, to have your efforts recognized. And, for some people, that “thank you” means more than the paycheck.
by Art Kleiner, editor-in-chief of strategy+business
Warren Gamaliel Bennis passed away on July 31. For those of us who personally knew this influential writer and commentator on leadership and organizations, one of his most notable attributes was his understanding of the paradox of human nature: our ability to simultaneously drag ourselves down and rise to great heights. His famous aphorism—that while managers know how to do things right, leaders know how to do the right thing —is one of his many legacies; it’s a guiding principle for anyone with influence. Risk-averse decision makers, Warren said, don’t become effective leaders, because excessive caution keeps them from doing anything important.
While managers know how to do things right, leaders know how to do the right thing.
Of course, doing the right thing is far harder than many leaders want to admit. Warren set impossibly high standards for himself, but he also forgave himself (and everyone else) full-heartedly for not meeting them. This forgiveness was one reason, I think, so many people were drawn to him. He never let us forget our potential, or feel limited by our failure to realize it.
He was a living symbol of pragmatic humanism: the ability of people to make a better world by mustering the efforts of our imperfect selves toward perfect ends. And he was an uncommonly prescient observer of the political and social milieu of his time. He foresaw the collapse of Russian communism (in the 1960s), the dangers of total transparency (people need a little secrecy to collaborate across boundaries), and the cultural colloquy between young and old (articulated in his terrific book Geeks and Geezers, coauthored with Robert J. Thomas and published in 2002, when Warren was 77 years old.)
Warren’s personality, which was visible in everything he did, was one of erudite conviviality and perceptive generosity. He was an incorrigible, but discreet gossip—interested not in spreading the worst about other people, but in sharing insights about their essential selves.
…another classic Bennis idea, “the unconscious conspiracy,” which proposed that, unless leaders are careful and skilled, the realities of everyday life will always combine to drag them away from their true purpose.
1. There is no Eureka moment
Everyone tells you to “follow your dream.” But few of us in our twenties actually know what that is. At this point in our lives, we’re still exploring. In her bookThe Defining Decade: Why Your Twenties Matter, psychologist Meg Jay describes the twenties as a “developmental sweet spot that comes only once.”
What people don’t tell you is that your calling develops over time. It doesn’t come to you in an epiphany. In How to Find Fulfilling Work, Roman Krsnaric writes: “I regularly hear people lament that they are ‘still searching for their vocation’ or envying others who have ‘found their ultimate calling.’ […] Their search, however, is almost certain to be unsuccessful. Not because vocations do not exist. But because we have to realize a vocation is not something we find, its something we grow – and grow into.”
Dan Pink offered a similar perspective in his Weinberg College commencement speech: “The smartest, most interesting, most dynamic, most impactful people … lived to figure it out…. Sometimes, the only way to discover who you are or what life you should lead is to do less planning and more living— to burst the double bubble of comfort and convention and just do stuff, even if you don’t know precisely where it’s going to lead.”
2. 100 percent is easier than 98 percent
It’s not news that winning at life requires good execution. But why do we still have such a hard time actually getting things done? In his book The Happiness Hypothesis, Jonathan Haidt writes: “The mind is divided in many ways, but the division that really matters is between conscious/reasoned processes and automatic/implicit processes. These two parts are like a rider on the back of an elephant. […] Learning how to train the elephant is the secret of self-improvement.”
One way to train the elephant is to form habits. By forming a habit, you train your brain to go into autopilot. Which is why, to steal the line from Clayton Christensen, “100 percent of the time is easier than 98 percent of the time.” By making it a rule, you are removing the decision-making part of deciding to do an activity. This is especially critical for activities we don’t want to do. Exercise, diet, studying for the GRE, paying bills, you name it. If you skip it just once, you are sending a signal to your brain that you can skip it. From there, it’s a slippery slope. You are back to having to decide whether to exercise or watch TV. And very rarely will exercise win that battle.
Turning long-term goals into habits is especially critical. Malcolm Gladwell has reminded us in Outliers: The Story of Success that to become an expert you need to put in 10,000 hours. That’s about equal to 5 years! Putting in that kind of time requires discipline. But if you don’t actively take control of what you spend your time on, your expertise could easily become Facebook or Candy Crush. And no one wants that. Shane Parrish in Farnam Street elaborates on how procrastination can engulf you. If you don’t control your own mind, your mind will control you.
David Foster Wallace addressed this brilliantly in his Kenyon commencement speech in 2005: “[L]earning how to think really means learning how to exercise some control over how and what you think. It means being conscious and aware enough to choose what you pay attention to and to choose how you construct meaning from experience.”
Psychologically, many of us find it easier to say we never tried than to say we tried and failed. Don’t be that person. Be the doer, not the dreamer, no matter how hard.
3. Networking: Become the buyer, not the seller
The problem with networking today is that most people see themselves as the seller and the person they are networking with as the buyer. People are so uptight that it isn’t fun for anyone. Reframe the situation: you are now the buyer. You will have much more fun and it will lead to a much more fruitful meeting.
The good news is once people start actively “networking,” they actually likedoing it. Dr. David Hamilton explains that “doing good deeds triggers an increased level of dopamine in the brain. The good feeling associated with this is commonly known as Helper’s High.” This principle is also documented in the Ben Franklin effect. You are more likely to do a favor for someone that you have previously also helped.
It’s important because it has been shown that how you get your future jobs or salary raises is often not through your immediate circle of friend, but your acquaintances. The economist James Montgomery studied the concept of “weak ties” and explains “that weak ties are positively related to higher wages and higher aggregate employment rates.”
Networking might seem like a high investment in time. But the reward (both for your work and your happiness) will be well worth it. Most people know who they want to get coffee chats with or who they can connect with for the benefit both parties. The difference is that the best networkers actually act on it.
4. Trust yourself: no one has the right answer
Recent graduates often wait for the moment when they will be 100 percent in control — the moment when they will have graduated to be a full-blown “grown up.” The truth is that that moment never comes. Everyone is fudging it. “You’ll meet a lot of people who, to put it simply, don’t know what they’re talking about. … Develop your own compass, and trust it.” says Aaron Sorkin.
Ultimately you have to trust your gut. Steve Jobs still said it best, “Believing that the dots will connect down the road will give you the confidence to follow your heart even when it leads you off the well-worn path.”
People often conflate success with salary and job title. But life is composed of so many variables. It is subject to change at any given moment. Real success is a long-term game. The only thing you can control is yourself: your will, your desire, your perseverance. Success will follow whoever wants it most.
See more articles about leadership and learning, creativity and happiness at work in this week’s new collection