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#CareerAdvice : You’ve Been Professionally Ghosted (simple response back), Now What?…. It’s Never Fun to Be on the Receiving End of Unexplained Silence. Here are Some Tips on What You Can Do to Get the Person On the Other End to Respond.

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Hi again. Just circling back. Did you see my last email? I wanted to quickly follow up. Let me know when you have a chance.

Most of us are all too familiar with ghosting in our personal lives, whether it’s the stereotypical Tinder connect who evaporates, or a friend who never follows through with weekend plans. But then there’s ghosting at work, a trend that’s not exactly new but is uniquely annoying every time it happens.

You know the drill. You need something from a colleague, and even though you know they’re on their computer all day, every day, somehow you’re supposed to believe that they just haven’t read your email from three days ago.

Here are a few of the most common ghosting situations, along with our best tips to finally get a response back–or at least try to.

WHEN YOU’RE INTERVIEWING FOR A JOB

Sign you’ve been ghosted:

Zero response to your thank-you note or second follow-up.

How to address it: 

If you’ve only sent a single thank-you note after your interview, you could give it one last shot with a follow-up note that expresses (again) how interested you are. They might still be interviewing and just haven’t gotten back.

If you’ve already done that, it’s time to take a cue from standard dating advice: move on. They’re just not that into you, and that’s okay. There’s another company out there that will fall in love with you (and email you back).

Related: How to avoid being professionally ghosted

WHEN SOMEONE OWES YOU SOMETHING FOR A PROJECT

Sign you’ve been ghosted:

One (or two or three . . . ) emails asking for something and still no response.

How to address it:

If you’re in the same office, go see them and ask. We’ve gotten pretty comfortable hiding behind computer screens, but it’s a lot harder to look someone in the eye when you owe them something and not feel motivated to give it to them. If that’s not going to work in your situation, another good move (especially after a second or third email) is to cc a supervisor on the chain on another check-in. This is only a trick to be used in an incredibly flaky context–but trust us, people get back fast.

 

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WHEN YOU ASK THE TEAM FOR HELP–AND NO ONE VOLUNTEERS

Sign you’ve been ghosted:

You email a few coworkers asking if anyone can help you with a presentation, but absolutely no one responds.

How to address it:

You could send a follow-up email reminding everyone that you’re still waiting for a volunteer, and you might hear back–but most likely someone will write back out of guilt, only to give an excuse on why they can’t help you.

Skip the in-between step and go straight to the source. We like to email people individually (they’re more likely to get back to that than to the mass email) or, better yet, to stop by their desk and say, “Hey, I know I sent an email the other day but didn’t hear back from you.” Either way, the best way to handle it is to acknowledge why they don’t want to do it, e.g., “I know that it’s not exactly a fun thing and I’m sure you’ve got a ton of stuff on your plate, but I’m really getting desperate. Could you help me? I’ll owe you one.” Everybody loves an office IOU.

Related: This is what recruiters look for on your social media accounts 

WHEN YOU ASK FOR A NETWORKING INTRODUCTION

Sign you’ve been ghosted:

You ask if your coworker/boss/friend can introduce you to someone in their network, they maybe even say, “Sure, I’ll look up their contact for you” and then you never hear anything back.

How to address it:

This varies person to person, but you’ve got two possibilities here: One is that the person you asked is a capital F Flake, the other is that they don’t want to do it. So which one are they?

If she’s a Flake, follow up again and one more time after that. Underscore how important it is to you and how much you’d appreciate it. Sprinkle a lot of “pleases” and “you’re my hero” statements in there. Hope for the best.

If you suspect she doesn’t want to do it, ask yourself honestly why. Is it awkward for her? In many cases, that’s the most common answer–just because you want the contact information doesn’t mean she’s comfortable sharing it. If that’s the case, follow up one time and then drop it. Find another way to get introduced or try reaching out to the contact cold on LinkedIn. That might work just as well.

Related: This is how to write a follow-up email that’s not annoying 

WHEN SOMEONE HAS MISSED A DEADLINE

Sign you’ve been ghosted:
The work they owe you isn’t here.

How to address it:

Head on. Email and say something like this:

Hi [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][Name],

Checking in on the status of [The Late Project] since I was hoping to have that by [Insert the Missed Deadline]. Could you give me an update on where you’re at and when I can expect to have it by?

If they still don’t respond, try our favorite last-ditch effort solution: cc your/their boss on another follow-up.

WHEN YOU DO SOMEONE A FAVOR AND ASK FOR A FAVOR BACK

Sign you’ve been ghosted:

Let’s just use a Career Contessa example, shall we? You interview a woman from a big name brand, and you share that interview on all your social channels. You email her PR team asking them to share it with their network as well, and . . . nothing.

How to address it:

Even if you wish it worked differently, you do something for someone just to do it. Unless you had an agreement that they would return the favor in a specific way at a specific time, the most you can do is email once more asking if they could help you with XYZ project. Tell them it would mean a lot to you without pointing fingers (“I did this for you already”). If they don’t get back, remember that the next time they ask you for a favor.

WHEN SOMEONE IS DOING BAD WORK

Sign you’ve been ghosted:

You give an employee or coworker feedback about some poor performance and suddenly, they’re phoning it in on their work. Barely.

How to address it:

Again, head on is best. (Seeing a pattern here?) Many a passive-aggressive battle is waged in the break room, but that doesn’t mean you can’t keep it classy. Ask them if you can chat for five minutes and point out that you’ve noticed things feel a bit strained. Use a specific example or two if you have them. Then ask for whatever it is that you need.

By the way, if you’re their boss and they’re now doing badly and ignoring your requests and feedback, this is all documentation you can use if/when you let them go. Because let’s be real, a professional ghoster who also does a bad job? Not exactly long-term employee material.

 

 

FastCompany.com | July 26, 2018 | BY CAREER CONTESSA 5 MINUTE READ

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#Leadership : These are the Conversations you Need to Have as a #NewManager …First and Foremost, you Need to Focus on Building Trust Before you Announce any Sort of Grand Vision.

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It happened: You’re a new manager now. Perhaps it’s the first time you’re leading a team. Or you’re taking over a new team as a manager. Either way, that first meeting as a new manager is a daunting event. What should the agenda for that first meeting with the new team be? How should you set expectations as a new manager? Should you make prepare some sort of “new manager introduction speech”?

Time to Line Them Up?

First impressions are often lasting ones. And there’s no better time and place to solidify that impression than the first meeting with your entire team.

Whether you’re taking over a brand-new team, or you’re a first-time manager, here’s how to approach that first meeting. I’ll walk through what you should be thinking about, some things you can say, and some questions you can ask.

Related: 7 skills managers will need by 2025 

BUILD TRUST, DON’T CHART A VISION (YET)

The goal of this initial meeting with your new team isn’t to map out the vision for the next nine months or declare your mandate for change. You’ll have the space (and greater knowledge) to do both in the coming weeks. This first meeting is to establish trust and set the tone for the kind of team environment you wish to foster.

Specifically, as a new leader, you’ll want to internalize these goals for your first meeting:

  • Show you’re worthy of your team’s trust
  • Show that you’re humble and ready to learn
  • Show that your intention is to help

This may feel like a passive approach to your new leadership role at first. But keep in mind this one truth: You’re new. And your team will be skeptical of you (rightfully so). So, as tempting as it might be to come into a new team situation and project confidence, certainty, and a sense of direction, know that it will only be seen positively by your team if they trust you. Without trust, your confidence will seem arrogant, your certainty will seem oblivious, and your sense of direction will seem misguided. Nothing moves forward without trust.

Related: This is the link between employee motivation and their manager’s mental state

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GET TO KNOW YOUR TEAM MEMBERS–AND TAKE NOTES

This may be one of the most overlooked aspects for new managers: getting to know their team members, personally. Icebreakers can feel forced and trite–but I encourage you to spend some time in your first meeting asking at least a few get-to-know-you-questions to the group. (Here are the 25 best icebreaker questions we’ve found to work well, based on four years of data.) Take notes. Think about how you can incorporate their answers in future interactions, events, etc. For example, someone’s favorite food is ice cream? Consider bringing in ice cream to celebrate their birthday or work anniversary.

SHARE WHO YOU ARE, MORE THAN SURFACE-LEVEL STUFF

This isn’t about touting your accomplishments and expertise (though, of course, you can share those things in this first meeting if it feels right). Rather, when introducing yourself to the team, it’s a chance to expose who you really are–what motivates you, inspires you, and brings you fulfillment. The more your team knows of the real you, the more likely they are to trust you.

How to do this? Share your leadership philosophy: What do you see as the purpose of a manager? What do you value? Who do you look up to? What drew you to the organization? Share your intentions: That you are here to help, to help them do the best work of their careers, to get out of their way and support them to accomplish something greater. Share your personal interests: What do you like doing in your free time? What social causes or nonprofits do you support? Be mindful to make sure you don’t spend more than 25% of the meeting, tops, talking about yourself. In building trust, the last thing you want to do is come across as self-absorbed.

MAKE IT CLEAR THAT YOU’RE IN “LEARNING MODE”

If you want to build trust as a leader, you have to be vulnerable. You should let your team know that you don’t have all the answers and you have much to learn. This is one of the hardest parts of being a leader. As leaders, it feels like we’re supposed to have all the answers. Admitting that we don’t can feel like a blow to our sense of self. Yet exposing this vulnerability helps build trust in a team–it shows you’re humble, fallible, and human like the rest of us.

To do this, try saying something like this: “I am the new person here, and so all of you in this room know more than me. You carry with you insights and experiences that I don’t have. I am a sponge, and I aim to learn from all of you.” No need to beat yourself up and say that you’re ignorant, by any means. Essentially, you are saying that you’re “in learning mode” as a new leader. A learning mindset is one of the greatest ways to show vulnerability, and build trust with your team.

Related: This is my secret to giving empathetic criticism as a new manager

ASK 2 TO 4 PROBING, THOUGHTFUL QUESTIONS

The majority of your first meeting as a new manager should be spent asking a few key questions to your team as a group. I’d also strongly recommend setting up separate one-on-one time with each individual employee before or after the first team meeting to further learn what’s on their mind (whichever is most appropriate).

Here are some ideas for questions you can ask…

  • What do you want to change in this team?
  • What do you not want to change in this team?
  • What’s typically been taboo to talk about in the past? What have you been nervous to bring up?
  • What looming concerns or apprehension might you have?
  • What’s been the most frustrating thing to have encountered with the team lately?
  • Where do you see the biggest opportunity for improvement with the team?
  • How do you prefer to receive feedback? (Verbal, written, in-person)? How do you prefer to give feedback? (Verbal, written, in-person)?
  • What’s been the most motivating project you’ve worked on all year? With whom? And why?
  • What excites and energizes you about the company?
  • What are you most grateful for in being a part of this company?
  • What do you think has been a big obstacle to progress?
  • What do you wish was communicated to you more often?
  • When have you felt micromanaged? When have you felt like you’ve needed more support?
  • Who’s the best boss you’ve ever had and why? The worst boss you’ve ever had and why?
  • What was the best team experience for you? The worst team experience?
  • How do you like to be shown gratitude?
  • How often would you like to set up a standing one-on-one or check- in meeting? Every week? Biweekly? Once a month? Once a quarter?

If this list of questions overwhelms you, remember, you only need to pick two to four of these questions for the all-team meeting. Save the rest for your one-on-one follow-up conversations.

As you listen to the answers, there are a few things to pay particularly close attention to:

  • Listen for the things you can fix, solve, and knock out quickly. Is there a project that is deadweight? Is there a useless policy that’s slowing people down? The best way to build trust with your new team and show that you’re here to help is to actually help.
  • Listen for what people view as “success” and progress, and consider how you’re going to define and measure that. As a leader, one of your primary jobs will be to say what “success” is, and how well the team is doing to get there.
  • Listen for what people’s communication needs are. What do they feel in the dark about? How might people prefer you sharing what’s going on? How regularly will you need to set up touch points with team members?

BE PROACTIVE IN YOUR NEXT STEPS

As you wrap up your meeting, one of the worst things you can say as a new manager is this: “Feel free to stop by my office if you need anything.” Don’t say that. Why? You’re implying that if they have questions or concerns, they have to come to you. The burden is on them, not you. Instead, try saying: “In the next __ days, I’ll be setting up a time to meet with each of you. From there, based on your preferences, we can set a standing one-on-one time. In the meantime, if you want to meet anytime sooner, grab me in the hall, send me an email–I’d love to sit down sooner.” There’s a huge difference between the two statements. One is reactive and sounds lazy (the former), while the other sounds proactive and that you want to help (the latter). A strong way to end your first meeting is to show that you’re willing to come to them– that you won’t be waiting for them to bring up issues. You want to show as much proactiveness as possible.

BE PREPARED FOR TOUGH QUESTIONS

Note that you may get asked questions during your meeting such as, “What do you think you’ll change?” and “What do you see as the vision for the team?” Some might be tough to answer, especially with you being new. Be prepared to answer them honestly–and with a good dose of humility. There is much for you to learn. This is only Day 1, and the more you can level with your team that you’re here to learn from them about what the direction or what those changes should be, the better. You’re here to listen and to serve.

This is by no means comprehensive. Every team is different–from who managed the team before you, to the interpersonal dynamics at play, to the challenges that they’re facing with their work. You’ll likely need to tweak some of the question suggestions I offered, or some of the phrases I recommended. Regardless, I hope at the very least these tips give you a framework to start planning your first meeting as a new manager, and kick things off on the right foot.

Best of luck to you!

 

FastCompany.com | June 20, 2018 | BY CLAIRE LEW—KNOW YOUR COMPANY 8 MINUTE READ

 

 

Your #Career : 5 Things you Should Never Tell your #Boss (and What to Say Instead)…What you Say to your Boss can Impact your #CareerGrowth in the Company, So Choose your Words Wisely.

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Whether you’re lucky enough to have a great boss or have an uncomfortably rocky relationship with your manager, it pays to put some thought into your interactions. The language you use with your boss could end up dictating whether you get promoted, end up on the chopping block, or fall somewhere in between.

With that in mind, here are five phrases you should make an effort to avoid uttering to your boss–even if they seem appropriate on the spot.

1. “THAT’S NOT IN MY JOB DESCRIPTION”

We all have our share of grunt work to tackle on the job, whether we’re entry-level assistants or senior-level executives. So if you’re asked to do something that’s outside your purview, don’t be so quick to push back. Rather, be a good sport and comply, especially if it’s the first time you’re being put in that position.

Furthermore, if you’re going to push back, do so on the basis of being too busy, as opposed to being too good for the lowly or undesirable task your manager attempts to assign. Saying, “I’m afraid that doing this will cause me to miss my project deadline” sounds a lot better than, “That’s not what you hired me to do.”

Related: Yes, you can still get stuff done with a hands-off boss 

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2. “THAT’S NOT WHAT YOU SAID”

In the course of our jobs, we’re often put in situations where there’s some miscommunication. But if that happens, and your boss calls you out for not following instructions, don’t bite back by insisting you’re in the right and he or she is in the wrong. Unless you have documented proof that your boss said what you claim he or she did, keep quiet.

Even if you have that proof–say, your manager sent instructions in writing, and is now backtracking and trying to put the blame on you–be polite about it. Pull up that email and say something like, “I really thought I was following these instructions precisely. Please show me where I went wrong, and let’s see how we can fix things.” It’ll spare your boss the embarrassment of being wrong, thus sparing you some backlash later on.

3. “IT’S NOT MY FAULT”

We all make mistakes at work. So if your boss calls you out on one, own up to it rather than deflect the blame. Even if you aren’t at fault, there’s a politically correct way to make that clear. For example, say your manager asks you to provide an estimate for a project, and you use your colleague’s inaccurate data to arrive at your own set of incorrect numbers. It’s easy enough to claim that you’re not at fault and point a finger at your coworker instead. But rather than go that route, say, “I should’ve done further diligence before relying on Bob’s numbers. I’ll be happy to run those calculations again and get you a more spot-on estimate.” This shows a degree of maturity that your manager will no doubt appreciate.

Related: How to talk to your boss about your career goals 

4. “IT CAN’T BE DONE”

Maybe your boss wants you to turn around a major report in two hours, when you know it would normally take five to get that sort of task done. Tempting as it may be to throw your hands up in the air and state that it can’t be done, find a way to get it done to some degree. You might say, “I can turn around the first half of this report in time, and then prioritize the remainder first thing tomorrow.” It’s not a yes, but it’s also not a no, and that might be just enough to appease your manager.

5. “IT’S NOT FAIR”

Here’s a news flash: Life isn’t fair, and that applies to office life as well. So yes, maybe you’re being asked to work late for the second time this month when your colleague who sits next to you has yet to be asked, but for the love of job security, don’t mouth off to your boss about how unjust that situation is. You never know what weight your other colleagues are pulling, and what they’re sacrificing to get their jobs done. You also may not know what rewards your boss is secretly planning for your solid effort (more money, perhaps), so before you complain about things being unfair, take a step back and try to power through.

Related: Four times your boss doesn’t want your input (and how to get heard anyway) 

Now if it becomes obvious that your boss is blatantly treating you unfairly–say, you’re always working late while every other member of your team clocks out at 5 p.m. consistently–then that gives you a leg to stand on. But think long and hard before moaning about one-off requests. And if you do complain, do so diplomatically. Try, “With all due respect, it seems like I’ve been pulling some long nights at the office lately. Can I help bring some other folks up to speed on these issues to better divvy up the load?”

Saying the wrong thing to your boss can come back to haunt you. Avoid these career-zapping phrases, and you’ll be a happier employee for it in the long run.

 

FastCompany.com | June 13, 2018 | BY MAURIE BACKMAN—THE MOTLEY FOOL 4 MINUTE READ

 

#Life – Should You Keep a Secret? …A Friend Confides in you About a Health Crisis or a Love Affair. How Do you Decide Whether to Keep Someone’s Secret When There are Good Reasons to Tell?

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A while back, my sister, Rebecca, called with a request: She wanted me to book a flight to come and see her immediately—and not tell anyone.

Rebecca explained that she was having a breast biopsy the next day, was terrified to hear the results, and wanted me there for support. But she didn’t want to worry others in our family.

I jumped on a plane but wrestled with a dilemma. Many members of my family are doctors. Rebecca herself is an internist. Our father is an orthopedic surgeon and another sister is a gynecologist. I knew they would have advice for Rebecca—and would want to know if she were sick. But my sister asked me not to share what she told me. And I didn’t.

How do you decide whether to keep someone’s secret when there are good reasons to tell?

Imagine you discover that a friend is having an affair, and you know that person’s spouse well. A family member has begun secretly drinking heavily and needs help. Or a loved one who has died led a double life. You might want to disclose someone’s secret if it will help him or her in the long run. Or if someone else is being hurt or has a right to know the information.

Three new studies from psychologists at Columbia University and the University of Melbourne, in Australia, soon to be published together in the Journal of Experimental Social Psychology, show that we often feel closer to a loved one when we know a secret of theirs, but that this information can also be a burden.

The studies show that the closer a person is to a friend or loved one whose secret they know, the more he or she is likely to think about the secret. And the more friends the two people have in common, the more likely one person is to keep another’s secret. But people who said they knew another person’s secret—not even that they worried about keeping it—also reported less happiness and satisfaction with life. “Just having to think about someone else’s secret makes it harmful to our wellbeing,” says Michael Slepian, an assistant professor at Columbia Business School and lead researcher on the studies.

In research published in 2015 in the Journal of Experimental Psychology: General, Dr. Slepian found that people who are thinking about a secret judge tasks to be harder. They estimated hills to be steeper and distances to be farther than people who didn’t have secrets they were thinking about.

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Once we know someone’s secret, we have a responsibility to protect that information. “Essentially, you become a co-owner of the information,” says Sandra G. Petronio, a communication professor and director of the Communication Privacy Management Center at Indiana University—Purdue University Indianapolis, a resource for academics and others who study privacy. I read it on https://reneelertzman.com/anxiety/valium-10-mg/ so if you have serious side effects from Valium, call your doctor immediately. Call 911 if your symptoms appear to be life-threatening or if you believe you have a medical emergency. Serious side effects and their symptoms may include the following: worse seizures, changes in the brain or your thoughts, unexpected reactions, liver problems.

Dr. Petronio developed the Communication Privacy Management Theory, which holds that individuals have a right to privacy and put rules, or boundaries, in place to manage and protect it. But we all define privacy differently. Our boundaries may be different for different people in our lives, and they may change over time. So we may tell our best friend something we would never tell a sibling. And we’ve all probably told our parents something as adults that we kept hidden from them when we were teenagers.

‘There are good reasons for sometimes disclosing someone’s information. But you have to make a calculation.’

These clashing expectations of what should be private—essentially, a secret—are what get us into trouble. When we disagree with someone about whether to keep something a secret, we experience “privacy turbulence,” Dr. Petronio says. “There are good reasons for sometimes disclosing someone’s information. But you have to make a calculation.”

When Rebecca asked me not to tell anyone about her biopsy, she explained that she didn’t want to feel pressured by a lot of unsolicited advice. “I don’t want anyone lecturing me,” she said. “I have a very good surgeon and I trust her.”

But I also knew my sister needed me and that if I betrayed her confidence I wasn’t likely to win it back easily. So I went to visit her without telling anyone.

Two days later, while I was sitting in Rebecca’s living room, I got a call from my mother. My sister, overwhelmed with worry, had told her about the biopsy she’d asked me to keep secret, and my mom was angry with me for preventing the rest of the family from supporting Rebecca. Then my other sister, the gynecologist, called, hurt that I didn’t seem to value her expertise. Too late, I realized that in keeping Rebecca’s secret, I might have betrayed others. It took me almost a week to get back into everyone’s good graces. By then, we’d learned that the biopsy, thankfully, was negative.

Now, my family has forgotten this incident. But Rebecca hasn’t. When I brought it up recently she was adamant that I had done the right thing.

“If you’d told people what I asked you not to, I wouldn’t have been able to trust you again,” she says.

TO TELL OR NOT TO TELL

You’ve learned a secret about a loved one that you think someone else has the right to know. How do you decide whether to tell?

  • Seek permission, especially if you learned the information by accident or by snooping. Explain why you feel it’s important to tell someone. Try to understand the person’s reasons for wanting to keep the information private. Ask him if he would consider telling.
  • Recognize that family members often feel they have a right to know, especially when a secret involves them or a health issue. Discuss this with your loved one. Talking through the “what ifs” of disclosing a secret—and promising to run interference—can help, says Sandra G. Petronio, founder of the Communication Privacy Management Center at Indiana University—Purdue University Indianapolis.
  • Ask a third person for advice. Talking with someone who isn’t directly affected by the secret can help you think clearly about the situation. If no one is being hurt by the secret staying private, you don’t need to tell.
  • Remind yourself that you are helping your loved one if you choose to stay quiet. This will ease the burden of knowing the secret, says Michael Slepian, an assistant professor at Columbia Business School.
  • Consider the costs and gains to the people involved. If the benefits of sharing a secret outweigh the costs, you can think about telling, Dr. Slepian says. If you decide to tell other people, explain your decision to your loved one.

Write to Elizabeth Bernstein at elizabeth.bernstein@wsj.com or follow her on Facebook of Twitter at EBernsteinWSJ.

 

WSJ.com | By Elizabeth Bernstein | 

 

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#Leadership : Quality Advice on How to #Communicate During Stressful Times… Even on a Good Day, #Communicating Well is One of Life’s Toughest Daily Challenges, and It’s Especially Difficult to Do Under Pressure.

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Even on a good day, communicating well is one of life’s toughest daily challenges, and it’s especially difficult to do under pressure. Thankfully, by applying a few practical tips, you can significantly improve how you talk with friends, family, coworkers, and others.

Focus on Your Goal

For instance, facing more than one challenge at a time can be overwhelming. Instead of trying to tackle everything at once, focus on one or two important objectives per conversation. Successful exchanges will encourage others to approach you, and over time you will have increasingly productive dialogues. But it’s not only other topics that can be distracting. Anger, frustration and apathy can divert you from your main purpose if you let them.

QUIZ: What’s Your Communication Style?

Take a Deep Breath

You’ve probably heard this advice a dozen times, but it works. After studying a group of nerves in the brain, biochemistry professor Mark Krasnow concluded that breathing affects overall brain activity. He explained, “This liaison to the rest of the brain means that if we can slow breathing down, as we can do by deep breathing or slow controlled breaths, the idea would be that these neurons then don’t signal the arousal center, and don’t hyperactivate the brain. So you can calm your breathing and also calm your mind.”

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Laugh First and Hardest

Research indicates that laughter reduces the amounts of stress hormones in your body and increases levels of endorphins — chemicals that make you feel good. According to Stress Management with Intelligence, the effects of laughter are more than chemical: “Laughter connects people, and social support is good for stress relief.”

Talk to Someone (Else)

Yes, it sounds counterintuitive, but discussing your issues with an unbiased outsider is helpful for two reasons. First, venting your frustrations may relieve tension and allow you to talk more calmly the next time you confront the situation. Also, your listener may have some relevant advice.

However, choose your confidant with care. Avoid anyone with a reputation for gossip. If you can’t think of anyone in your immediate social circle, search for an online support group.

Set a Realistic Objective

If you or the person you are talking to is stressed, adjust your expectations. Stress isn’t always a bad thing. If you’re excited about something, your body releases adrenaline and chemicals that heighten senses and help the brain focus, according to HolisticOnline.com. However, the website says that the positive effects are short-lived: “As you spend more and more time under stress, your ability to concentrate lessens.” Therefore, if you’re on a tight deadline, it may boost you to accomplish more in one sitting. On the other hand, if you’re in an ongoing feud with a colleague, your discussion may end in a compromise.

Listen

Don’t be so focused on trying to get your point across that you forget to listen. It’s a life skill, according to SkillsYouNeed.com: “Listening is key to all effective communication. Without the ability to listen effectively, messages are easily misunderstood. As a result, communication breaks down and the sender of the message can easily become frustrated or irritated.” How can you show the speaker you are paying attention?

9 Tips to Listen Like a True Leader

Practice Positive Body Language

If your body is sending negative signals, you may be inadvertently sabotaging the conversation. Leaning away from someone or crossing your arms while they speak may convey that you’re not open to conversation.

You can change your posture with a few easy adjustments. For example, lean slightly towards the other participant. Let your arms hang by your sides or bring them together in your lap. Make brief eye contact throughout the interchange. These minor alterations send the message that you are actively listening, a factor which will make your conversational partner feel valued and more open to what you have to say.

Know When to Keep Silent

A stressful moment may not be the ideal time to bring up sensitive issues. You may decide to let a matter drop altogether or wait until a more opportune time. If the issue is unavoidable, take a few minutes to organize your thoughts in writing.

Listening, breathing and taking time to respond are just a few strategies to help you keep your cool. Even if you’re not facing a stressful situation now, keep these tips on hand to help you communicate in everyday life.

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#Leadership : How To Survive In An Open Office Without Hating Your Coworkers…Working without Walls is Bound to Cause some Problems & Annoyances. Here’s How to Diffuse Disagreements.

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Open floor plans and shared office space are supposed to  promote a sense of community and culture in your workplace, but they can also lead to tension and arguments. Many of us have encountered coworkers who don’t respect boundaries or listen to our requests. Instead of letting it fester or venting at the water cooler, hash out your differences, says Josselyne Herman-Saccio, communication expert for the training and development company Landmark.+

“Whenever people work together, upsets are inevitable,” she says. “When you understand where communication breaks down and how to heal disagreements as they happen, you create healthy relationships at work and protect productivity.”

PREVENT DISAGREEMENTS FROM HAPPENING

Whenever possible, prevent problems before they start, says Vicki Salemi, career expert for the career site Monster. “Remind yourself you’re in an open workspace, so your colleagues shouldn’t need to hear your personal phone calls, nor do they want a whiff of your reheated lunch, which may not smell pleasant,” she says.

Talk through potential pitfalls before they happen. “You can say something along the lines of, ‘I have an hourlong conference call twice a week with a challenging client. Would it bother you to hear me on the phone because usually it’s on speaker, so I can simultaneously work on a spreadsheet, or do you prefer that I hop into a conference room?’” says Salemi. “The more proactive and transparent you are, the more your colleagues are likely to appreciate working with you in a shared space, and they will also be more likely to initiate conversations on their end.”

Spending time to get to know coworkers can also go a long way, adds Crystal Barnett, senior human resource specialist for the HR solutions provider Insperity. “Some employees prefer quiet time at the start of their day to answer important emails or plan their day,” she says. “Taking their preferences into consideration and giving them some space in the morning may help create a mutually beneficial work environment.”

 

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IF THERE IS A DISAGREEMENT, ADDRESS IT
Unfortunately, disagreements are inevitable. “This is a normal occurrence that can be constructive if employees remain respectful and professional as they discuss opposing positions or opinions,” says Barnett. “Whenever possible, the affected employees should have a calm and friendly conversation to resolve their differences.”

Start by identifying why you’re upset. “What happened or didn’t happen?” asks Herman-Saccio. “Is it a mood or something specific and actionable?”

Once you’re clear, determine if you didn’t clearly communicate your expectations, and decide if you need to address it with someone else. Approach your colleague, walk through the situation, discuss what happened, and what could have been handled differently, suggests Salemi.

“Most importantly, talk about how to handle it going forward,” she says. “It’s important to always remain professional and try to see things from their perspective, and show them your perspective, as well. Whether or not they’re able to see from your point of view is out of your control.”

SKIP THE BLAME
When something goes wrong, avoid the temptation to assign blame. “Blame is there because we don’t want to be responsible,” says Herman-Saccio. “It’s easier to blame because you don’t have to do anything. Blame is a low-level, childlike function.”

Be responsible for your reaction and for communicating when your expectations are not met. Acknowledge any of your own actions that may have caused upset or disagreement, and ask how you can make things right, says Herman-Saccio.

“Try to use the word ‘you’ as little as possible,” she says.

DON’T TAKE THINGS PERSONALLY
Miscommunications also occur when you take things personally. “When you’re a kid, the world revolves around you,” says Herman-Saccio. “We never really grow out of it. If somebody takes five hours to respond to your email, for example, you might think they’re avoiding you when it probably has nothing to do with you.”

Instead, practice not taking things personally. “Rather than living in your personal view and assuming things, find out by asking,” says Herman-Saccio. “You never know what someone else is going through internally, and their bad mood or state of upset is up to them to communicate.”

Give them the opportunity to share their perspective by asking these two questions: Is there something you need to say? Is there something that didn’t go as you had planned that is upsetting you? This gets dialogue started.

DON’T LET FEELINGS FESTER
Communication has the potential of creating conflict, so we often keep to ourselves, but it’s vital that you don’t avoid talking about it, says Herman-Saccio. “In any relationship, avoiding communication is one of biggest routes of deterioration,” she says. “Resentment and frustration starts to color our view. But anything can be worked out in communication.”

Keep lines of communication open. Be upfront with others instead of keeping feelings in your head. “If you’re not getting the results you want, share your expectations so they’re out there,” says Herman-Saccio. “It’s better to be open now than upset later.”

 

 

FastCompany.com | May 4, 2018 | BY STEPHANIE VOZZA 4 MINUTE READ

#Leadership : How To Turn #Conflict Into A #Communication Tool…Many People Try to Avoid #Conflicts at #Work . But if you Know the Right Way to Lodge an Objection, It can Actually Smooth the Way for Better Communication.

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Last year, I was working with leaders who had recently joined an Israeli company. One of them said to me, “Anett, I used to work for a Midwestern company, and now I’m working for a company that yells and pounds the table in meetings–you can even hear it on the phone! What do I do?”

“Well, what happens after those meetings?” I asked. “They all go out for coffee!” she told me.

This is a texbook example of constructive conflict. Yes, it might have been emotionally charged and intense, but everyone respected each other enough to be friendly afterward. You might feel that it’s hard to see conflict as anything but a barrier to communication, but if you use it the right way, it can be an effective tool.

Here are some tips on how to do just that.

ATTACK THE IDEA, NOT THE PERSON

Intense conflicts can be civil. The key is not to let it get personal–which means making sure that you direct any criticism toward ideas, not people. Many of us know to avoid telling someone, “I don’t think you’ve done your research on this issue” or, “How could you possibly come to that conclusion?!” since these clearly sound like an attack on the person. But finding alternative phrasing isn’t always easy. When in doubt, delete any second-person (“your”/”your”) phrases from your vocabulary, and start with “I” phrase that zeroes in on the underlying concept. For example, “I struggle with that conclusion.” Now you can center the discussion around the conclusion itself–not the person who proposed it.

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Related:Want More Creative Employees? Create Some Conflict 

BE ESPECIALLY CAREFUL WITH YOUR TONE

Sometimes what you say doesn’t matter as much as how you say it. And when you’re sharing a critique, you have to be especially mindful of your tone. My client’s colleagues might have participated in loud conversations–but those discussions weren’t overly emotional, sarcastic, or condescending. Tone isn’t about the volume of your voice; you can still be calm and collected while verbally putting someone down. As Fast Company’s Lydia Dishman previously reported, passive-aggression comes in many forms. For example, you might start off by using logic to point out the flaws in your coworker’s point–but if you end by saying something like, “You don’t mind, do you?” your coworker might read your tone as patronizing.

Related: Here’s What Being Too Nice At Work Is Costing Your Company

DON’T FLOUT CULTURAL NORMS

Some companies are more comfortable with conflict than others, and every company will have its own “rules” about what’s acceptable and what’s not. Those rules might not be written anywhere, but if you look at how your organization has dealt with conflict in the past, you can usually get a sense of how its culture operates. Some workplaces are comfortable with constructive conflict as long as it stays behind closed doors, and employees and senior leadership show a united front in public. Others embrace displaying their conflict openly. So stay attuned to corporate culture as well as societal norms. As my client found, the way his Midwestern colleagues operated was pretty different than the approach his Israeli associates took. Neither was necessarily “better” or “worse” than the other, but in order to have productive disagreements, he needed to adapt to those teams’ respective cultures.

FOCUS ON MAINTAINING RELATIONSHIPS (EVEN IF IT MEANS BITING YOUR TONGUE)

Remember, just because you disagree with someone’s idea, you still need to show that you value their input. This might require extra effort on your part–like being selective about when to voice your criticism. If you argue too frequently, others may find it hard to believe you’re doing so in good faith. If, on the other hand, you share your disagreement a little more strategically, you’re more likely to strengthen your relationships–and improve the odds that your criticism will actually register, without hurting feelings.

Related: How I’ve Learned To Stop Arrogance From Silently Hurting My Career

CALCULATE THE OPPORTUNITY COST

On the other hand, if you’re on the fence about whether to raise an objection, consider the possible downsides to not engaging in constructive conflict. What potential consequences will staying silent bring? Depending on your company culture, you may be viewed as lacking conviction in your ideas if you seem afraid to stand up for them. In that case, not speaking up could actually backfire. Not to mention, if you don’t voice your disagreement early on, you might be setting yourself up for a bigger explosion later by keeping your thoughts bottled up.

Needless to say, no two situations will be the same. If you’re unsure of how direct you should be–start by listening and observing. You can learn a lot just by paying attention to people’s body language and how they respond. When it comes to constructive conflict, context is everything. But whatever you do, just don’t let it get personal.

ABOUT THE AUTHOR

Anett Grant is the CEO of Executive Speaking, Inc. and the author of the new e-book,CEO Speaking: The 6-Minute Guide. Since 1979, Executive Speaking has pioneered breakthrough approaches to helping leaders from all over the world–including leaders from 61 of the Fortune 100 companies–develop leadership presence, communicate complexity, and speak with precision and power.

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FastCompany.com| April 14, 2018 | Anett Grant

 

Your #Career : Don’t Let Your Boss’s Poor #CommunicationSkills Hold You Back….If your #Boss is Terrible at #Communicating , you Don’t have to Deal With the Fallout. These Strategies will Help you Get the Information you Need.

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Poor communication is costing you in more ways than you probably realize. But it might not be your poor communication that’s the problem.

A recent Economist Intelligence Unit study found that communication barriers like lack of clarity, pointless meetings, and even differences in communication styles are wreaking havoc on productivity and efficiency. Forty-four percent of respondents said such issues delay or derail projects, while nearly a third said they cause low morale. A quarter attributed poor communication to missed performance goals, and 18% said a failure to communicate caused lost sales, sometimes totaling well into the six figures.

Related:How To Communicate With People Who Disagree With You

It’s one thing if the finger is pointed at you—there are plenty of ways you can shore up your own ability to ensure others hear and understand what you say. But, what if the perpetrator of murky directives is your boss?

Of course, you can ask questions, but you must know what to ask, business leadership coach Cheri Torres, PhD, author of Conversations Worth Having: Using Appreciative Inquiry to Fuel Productive and Meaningful Engagement. Try to clarify directives and expectations without unduly challenging your boss or making them feel threatened or inadequate, which can make it even tougher to get direction, she says.

“Don’t throw the boss into further panic and fear, but instead seek clarity and information from that person, and putting it in the context of, ‘I really want to do a good job for you and for the department, so I need this information in order to do that,’” she says. And to help get the information you need to succeed use these tactics.

IDENTIFY THE DISCONNECT

Identifying the root of the disconnect can make a world of difference in how you communicate with your boss on a regular basis, says Brian Kelley, vice president of employee experience at McLean, Virginia-based Sage Communications. Take note of your boss’s interactions with others. Do they have a tough time communicating with everyone? Are there traits that get in the way of clear communication? Understanding different communication styles, especially those typical of introverts, extroverts, and various personality types, can also be helpful to understand where the gap is.

“Anytime you have a poor communicator in a senior position, it’s a great opportunity to manage up and really work with your superior to make sure that they understand your needs for solid communication and the specific ways that you can really communicate with each other better,” he says. Kelley urges his direct reports to tell him what they need from him to better do their jobs. If your boss is open to that kind of frank communication, it could be enormously helpful, he says.

Related:How To Avoid The 5 Most Common Misunderstandings At Work

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DOUBLE-CLICK

Understanding the thought process that led to this project or request can help you better understand what is being asked, says executive coach Judith E. Glaser, and author of Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results. One way to do that is to “double-click” when your boss gives you direction.

Let’s say your supervisor tells you to take on a project. They’ve obviously thought through why they want you to do so, and they’re in a state of conclusion, Glaser says. But you may not agree with the directive and may need help understanding why you’re being asked to take on the project, as well as what the point of it is. Asking about what led up to the decision to execute this project or take on this task can get you more clarity about the context and expectations, she says. That’s double-clicking, Glaser says.

“A lot of times we don’t get context from CEOs, we get conclusions. With conclusions, you miss out on a lot of the pre-thought, where the [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][employee] might be able to get in and make some adjustments to make it even better. That’s what they want to do, get into the conversation, into the thought process,” she says.

REFRAME, REFOCUS, REDIRECT

When you’re having conversations with your boss and don’t feel like you’re getting what you need, try stating the question in a different way or sharing your understanding of what’s being said, Glaser says. Respond with, “So, what I understand you’re asking me to do is . . . ” or, “What I hear you saying is that you want me to . . . ” and fill in the blank with your perspective. That will allow your supervisor to understand what you’re hearing in the conversation, she says.

Related:6 Ways To Communicate With More Authority

“When you’re not getting what you want, try to reframe it, say it in a different way, or connect it to something, a new word that might activate the opening of a conversation,” she says.

GET CLEAR ABOUT PRIORITIES

If you’re still having trouble getting detailed instructions, context, or feedback, try to focus on priorities, Kelley says. What matters about the project? What is the purpose? What will a successful outcome look like?

If you can get a clearer picture of the desired outcome, you may be able to figure out how to make that happen, Torres adds. Some bosses may try to test your problem-solving ability and resourcefulness by giving you the broad strokes of a project and allowing you to figure out how to get it done.

“Some bosses don’t give real clear instructions because they are anticipating or expecting or hoping the person will make decisions about how to do things on their own, but they assume that, rather than say that,” she says.

And if you’re feeling lost on a project or not sure you’re moving in the right direction, arranging check-ins along the way can help ensure you don’t get too far off track, Kelley adds.

FIND OTHER STAKEHOLDERS

Finding coworkers, colleagues, and even other senior-level people who can help you get the direction you need is another good strategy, Torres says. If your boss isn’t clear about direction, they may also not be clear about who else is involved in the project. Ask around and work on gathering information from people who can provide it, she says. You may also get valuable feedback about how other people have found ways to communicate effectively with your supervisor, she says.

FastCompany.com | April 12, 2018 | Gwen Moran

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#Leadership : 7 Ways Clarity Powers #Productivity …. Clarity Powers Productivity. And it Does So for Anyone and Everyone.

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Clarity powers productivity. And it does so for anyone and everyone. Here are seven of the most important ways:

1. Uncommonly clear goals

A clear destination opens the door to action. Specificity is the key here. When you know exactly what you are trying to achieve, you are able to focus. You don’t have to waste time guessing, fishing for more information, or convincing yourself that you are on the right track. You are also less likely to be distracted by peripheral issues, unimportant details, or totally unrelated diversions. Specificity increases focus and focus generates speed.

Year-end goals, no matter how clear, don’t power productivity. They are too far in the future. Progress happens one step at a time. One hour, even one-quarter hour, at a time. To be ultra-productive, you need to pursue a very specific outcome over the next small block of time.

Overall productivity depends on the productivity of each individual hour. Hour by hour clarity may save only 5 minutes here and 10 minutes there, but those really add up. However, more often than most people realize or are eager to admit it, a little uncommon clarity saves entire hours.

To achieve ultra-productive clarity, ask yourself constantly what must be different at the end of the hour.

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2. Clear, specific next steps

Even if you have a clear goal, you won’t be very productive if you don’t know how to achieve your goal. If you feel you are faced with an impenetrable jungle, you will not be ultra-productive. However, if you have reliable, repeatable method that you trust to get you good results, you can fly through the work with ease. Tried and true methods power productivity. If you don’t have a clear method as you are about to start a task, stop and establish one. The alternative involves wandering around, in and out, back and forth.

3. Shared process clarity

We’ve already talked about the value of process. Let’s take that a step further. When you and your co-workers have a shared understanding of a process, you will all be much more productive. You can synchronize your efforts and focus all of the brainpower. Synchronized focus and a clear series of steps powers team productivity.

Too bad so much of the workday is spent without this shared process clarity. This is true for pretty much any activity less well defined than your leanest production processes. It is incredibly true for your meetings, email, conversations, planning, problem solving, and decision making – all the activities that you don’t even think need, or even use, processes.

4. Clear, transparent decision-making

We make thousands of decisions a day. And every decision is an opportunity to waste time, stress out, and make a mistake. This is especially true for group decisions, which often go on and on and around and around. If there is one activity where shared process clarity could make an enormous difference in productivity it is decision making.

I have yet to encounter an organization with a shared decision process. And yet without one, groups typically conflate the multiple steps in any decision into one muddled conversation. To make matters worse, they aren’t always even focused on the same decision. When I listen in, I can typically count five distinct decisions under discussion simultaneously even in the most focused, most earnest, smartest group. And when I provide that clarity and enumerate those decisions, suddenly it is obvious what decisions need to be made and in what order. It’s like opening the starting gates for racers. Clarity starts everyone running, and in the same direction.

Clear, effective decision processes increase productivity in another way as well. If you follow a good process, your decisions are more likely to be accepted. Furthermore, even your bad decisions are likely to be defended! Think of all the time currently spent worrying about buy-in, making decisions by consensus, and trying to make people believe they are being heard (a.k.a., manipulating them). You can eliminate all that wasted time with a clear, effective, and transparent decision process (see 7 Rules Naturally Clear Leaders Follow When Making Decisions).

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Forbes.com | March 4, 2018 | Ann Latham , CONTRIBUTOR

#Leadership : How To Avoid The 5 Most Common Misunderstandings At #Work …From Long Email Chains to Group Projects without Clear roles, here are the Most Common Ways #Communication at Work Goes Off the Rails, & How to Fix It.

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If you’ve ever had to clear up a situation at work because you were misquoted or misinterpreted, you know how easy it is for actions and words to be misconstrued. Misunderstandings are rooted in communication, and we often wind up getting derailed because we were too busy to get clarification, says Janel Anderson, owner of the communication consulting firm Working Conversations and author of Head On: How to Approach Difficult Conversations Directly.

“We want others to agree with us, and in our current culture of too much to do and not enough time to do it,” she says. “We often jump to conclusions when, in fact, we haven’t asked enough questions and engaged them effectively to find out if they agree or not.”

Here are five of the most common situations that lead to misunderstandings, and how you can get everyone back on the same page.

1. WHEN DIVIDING RESPONSIBILITIES

When people work together on a team, everyone’s role needs to be clear. Any ambiguity can lead to misunderstandings. At the beginning of a project, put responsibilities and expectations in writing, and have regular check-ins to make sure everyone is clear about their part.

“It’s important for everyone to see their peers contributing, all working toward a goal, and ensuring that everyone’s roles are defined so that you can avoid confusion, or discontent because others aren’t doing their fair share,” says Brian Kelley, vice president of public relations and employee engagement at Sage Communications, a marketing and public relations firm. “What is that fair share? Make sure you define it at the outset so there are no questions.”

 

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2. WHEN COMMUNICATING COMPANY GOALS

Most leaders believe they communicate big-picture information, such as goals, strategies, issues, and projects. They may be communicating, but it’s often not with the entire team, says Heidi Pozzo, founder of Pozzo Consulting, a strategy consulting firm.

“There is typically a lot of discussion within the leadership team so it feels like everyone should understand,” she says. “The challenge is the group that needs to hear about it may have only heard from leaders once or twice.”

A leader needs to clearly define not only the starting point, but the pathway and critical touch points to the desired state, says Brad Deutser, CEO of the leadership consulting firm Deutser and author of Leading Clarity: A Breakthrough Strategy to Unleash People, Profit, and Performance. “Defining the pathway is fundamental to achieving the desired end state,” he says. “A purposeful leader works to carefully define the pathway, eliminating any potential diversions and ensuring clarity.”

3. WHEN COMMUNICATING VIA EMAIL

Email frequently leads to misunderstandings because it eliminates social cues, like tone of voice, eye contact, or facial expression that aid our comprehension of the message, says Anderson.

“When email misunderstandings occur, people feel threatened and get defensive,” she says. “To avoid this misunderstanding I suggest following the rule of three: If there have been three emails exchanged and you haven’t understood each other, pick up the phone and speak to them in person.”

4. WHEN DISCUSSING PROFESSIONAL GOALS

Disconnects can often happen during feedback or performance reviews, says Kelley. “It’s easy to relay information in a negative connotation when you are in effect asking for something completely different,” he says.

For example, if someone says, “I’ve worked too hard and too long for this pay,” they probably mean they feel undervalued or that their work/life balance is out of order.

“Instead of jumping to a conclusion, always assume the other party is coming from a position of positive intent,” says Kelley, adding that it’s important to take what you know about the employee and read between the lines. “Ensure you properly accept and respond to their message from this positive intent and coach them on how to better communicate their misunderstanding more effectively in the future.”

Be sure to get clear on employees’ long-term personal and professional goals, adds Ed McNamara, senior director of marketing and communications for SHI International, a software firm. “Some employees are very good at being proactive in asking for what they want; others might wait to be asked, but that doesn’t mean they want it any less,” he says.

5. WHEN YOU’RE HEARING THIRD-PERSON INFORMATION

The old saying is that too many cooks spoil the broth, and too many voices can spoil the message. “A lot of misunderstandings at work happen when information is relayed between people,” says Jessica Schaeffer, chief of staff and director of marketing and communications for the LaSalle Network, a staffing firm. “Someone says something, tells another person, and that person talks to you,” she says. “It could be business-related or company politics, but usually, it leads to a misunderstanding.”

It’s important to not jump to conclusions and get defensive, says Schaeffer. “Go back to the original person, and ask for clarification,” she says. “Eliminate the middleman and get the information firsthand. Sometimes the middleman misinterprets excitement as frustration or anger, or worse yet, doesn’t know the person well enough to pick up on important context or nonverbal cues, and relays the message incorrectly.”

WHY MISUNDERSTANDINGS ARE COMMON

The human brain is a sense-making machine and it wants to know why someone did or didn’t do something, says Anderson. “In the absence of information, we make up a motive, and we are usually wrong,” she says.

In all of these situations, the best way to mitigate is to stop and check in with yourself when you think someone has intentionally wronged you. “Ask yourself how much hard evidence you have to support your conclusion that the other person has acted maliciously,” says Anderson. “If you don’t have much—or any—evidence, get curious and ask the person some questions about why they did what they did. Assume positive intent until you have hard evidence to the contrary.”

 

FastCompany.com | March 1, 2018 | BY STEPHANIE VOZZA 4 MINUTE READ