The following suggestions about how to build trust were provided by Carthage Buckley, a stress and performance coach.

How to Build Trust: 12 General Tips

The point of building trust is for others to believe what you say. Keep in mind, however, that building trust requires not only keeping the promises you make but also not making promises you’re unable to keep.Keeping your word shows others what you expect from them, and in turn, they’ll be more likely to treat you with respect, developing further trust in the process.

1. Be true to your word and follow through with your actions

Poor communication is a major reason why relationships break down. Good communication includes being clear about what you have or have not committed to and what has been agreed upon.Building trust is not without risk. It involves allowing both you and others taking risks to prove trustworthiness. To navigate this, effective communication is key. Without it, you may find the messages you’ve intended to send aren’t the messages that are received.

2. Learn how to communicate effectively with others

Building trust is a daily commitment. Don’t make the mistake of expecting too much too soon. In order to build trust, first take small steps and take on small commitments and then, as trust grows, you will be more at ease with making and accepting bigger commitments. Put trust in, and you will generally get trust in return.

3. Remind yourself that it takes time to build and earn trust

Only make commitments that you are happy to agree to. Have the courage to say “no,” even when it disappoints someone. If you agree to something and can’t follow through, everyone involved is worse off.Be clear about what you have on your plate, and keep track of your commitments. Being organized is a necessary part of building trust with family, friends, and colleagues. It enables you to make a clear decision as to whether to agree to requests of your time and energy.

4. Take time to make decisions and think before acting too quickly

Trust often results from consistency. We tend to have the most trust in people who are there for us consistently through good times and bad. Regularly showing someone that you’re there for them is an effective way to build trust.

5. Value the relationships that you have—and don’t take them for granted

When you take an active role in a team and make contributions, people are more likely to respect and trust you. It’s also imperative when building trust in a team to show your willingness to trust others.Being open and willing to make contributions and to engage demonstrates this. In other words, take what others say into consideration, show that you are listening actively, suggest your thoughts and feedback in a respectful way, and demonstrate that you are willing to be part of the team.

6. Develop your team skills and participate openly

The message you convey should always, always be the truth. If you are caught telling a lie, no matter how small, your trustworthiness will be diminished.

7. Always be honest

Helping another person, even if it provides no benefit to you, builds trust. Authentic kindness helps to build trust.

8. Help people whenever you can

Being open about your emotions is often an effective way to build trust. Furthermore, if people know that you care, they are more likely to trust you.Emotional intelligence plays a role in building trust. Acknowledging your feelings, learning the lessons that prevail, and taking productive action means that you won’t deny reality—this is the key to building trust.

9. Don’t hide your feelings

Acknowledgment and appreciation play an important role in building trust and maintaining good relationships. Recognizing and appreciating the efforts of others shows your talent for leadership and teamwork and increases the trust others have in you.On the other hand, if people don’t demonstrate appreciation for a good deed, they appear selfish. Selfishness destroys trust.

10. Don’t always self-promote

Doing something purely for approval means sacrificing your own values and beliefs. This decreases trust in yourself, your values, and your beliefs. Always doing what you believe is right, even when others disagree, will lead others to respect your honesty.Interestingly, when building trust, you must be willing to upset others on occasion. People tend not to trust those who simply say whatever they think others want to hear.

11. Always do what you believe to be right

When you attempt to hide your mistakes, people know that you are being dishonest. By being open, you show your vulnerable side, and this helps build trust with other people.This is because they perceive you to be more like them—everyone makes mistakes. If you pretend that you never make mistakes, you’ll make it difficult for others to trust you because you have created an unnecessary difference between the two of you. When all that a person sees is the “perfection” you project, they likely won’t trust you.

12. Admit your mistakes

“To be trusted is a greater compliment than being loved.”-George MacDonald “Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships.”-Stephen Covey

Quotes on Trust

This article explains how to build trust and the importance of trust in relationships as the keystone of successful and healthy relationships.

personaldevelopment

Personal Development

communication

Communication

loveandrelationships

Love & Relationships

teamwork

Teamwork

leadershipandmanagement

Leadership & Management

10 Ways To Build Trust in a Relationship

Change efforts begin with knowing who you are and what unconscious factors drive your decisions, then linking that Self with the greater world. The one element in the change management process that you completely govern is yourself.

The “Use-of-Self”

“A shared purpose captures early involvement and support for the change, reduces tensions and conflict and leads to better results.”

1. Be deliberate about your decisions and take accountability – check your biases and consider choices while make sure you’re aware of all the facets of your thinking.2. Foster “Use-of-Self as an instrument of change” – embrace and face people’s resistance to change.3. “Reframe” - when you reframe, you find new perspectives from which to view your experiences.

Six precepts of Leading Meaningful Change

4. Utilize “the dynamics of power” – there is always people/team with ‘power; formal/informal. Analyze, leverage and align the flow of ‘power’.5. Deliver and request feedback – continuous improvement only can be done with feedback6. Recognize and leverage diversity – see each person as there will be differences in each of us; be sensitive with it.

<ol><li>Build a common goal</li><li>Make people involved</li><li>Maintain interpersonal connection</li><li>Make your plan aligned with the goal</li><li>Build a culture that align with the change</li><li>Make all part is ready for change</li><li>Always do continues monitoring and adjustment</li></ol>

Seven principles of Leading Meaningful Change

Remember to do “Envisioning Success Exercise“; asks participants to project themselves into the future, visualizing the success of your change initiative, and retrace the steps that got them there. This will build a common shared purpose.

Envisioning Success Exercise

This plan should cover:<ol><li>Role models</li><li>Comprehension and commitment</li><li>Formal procedures</li><li>Enabling people, enhance their skill and knowledge</li></ol>Your change should cascade down through four levels – “corporate, project, supports and communications.” Factor in the structures and supports needed at each level to accomplish your change goals.

Make a Master Plan of Change

Acknowledge the current culture, deep dive to find its root concepts. Take this into account when you need to do a change. Change agents should look out for mismatches between intention and results, inside and outside influences, and risks. Remain nimble, receptive to feedback and willing to innovate.

Culture and Change

Anticipate that the four stages of a change will be in steady movement as you plan, convey and assess the arranged change. The stages are:<ol><li>Alignment – get all stakeholders into account and to get your common definition of successful change</li><li>Integration – you may start to find resistance to be addressed. Consider to have workshops, team sessions, etc.</li><li>Action – always look back your change Master Plan, adjust when necessary</li><li>Renewal – Evaluate everything, assess your change against your purpose</li></ol>

Four Stages of Change

Teamwork becomes the glue that bonds people together around the shared purpose and collectively engages their hearts and minds. The five main team dysfunctions to look out for are mistrust, conflict, poor commitment, avoiding accountability and inattention to results.

Beverley Patwell encourages people to embark on a “change journey”. She shared jargon “Use-of-Self” that focuses on the individual as the pivotal point for meaningful change. It also provided deeper explanations on four-stage process of align, integrate, carry out and renew your change process.

"Straightforward and practical, this book is a must-read for any leader or change practitioner."―Mark Porter, Executive Vice President People & Culture, WestJet Airlines Leading Meaningful Change is an essential guide for executives, leaders, managers, consultants, and other professionals who need to go beyond applying tactics in a change plan to truly capture the hearts, minds, and souls of the people they lead. Based on her research and 30 years of experience helping people lead and manage meaningful change, Beverley Patwell offers a new framework to guide and enhance the change journey. This approach is humanizing, engaging, and results in the belief in a higher purpose that permeates throughout the organization while at the same time achieves outcomes that are far greater than one person's single contribution. Patwell's framework is effective in: - creating a shared vision that compels people to be engaged and involved in the change journey; - developing internal leaders and strong, cohesive and aligned teams to lead, manage and support the changes; and - developing strategies to effectively lead, manage and evaluate the human side of change. At the core of the framework are the Use-of-Self principles applied to the change process as seen through interviews with 24 multi-generational emerging, current and long-service leaders who explain why Use-of-Self remains a key element in successfully leading and managing change. The book also includes practical tools to help leaders and managers across the globe address change leadership challenges. Of special note is a two-year case study of the Senior Leadership Team in the City of Ottawa who led a significant city-wide culture shift using the framework.

philosophy

Philosophy

books

Books

"Straightforward and practical, this book is a must-read for any leader or change practitioner."―Mark Porter, Executive Vice President People & Culture, WestJet Airlines Leading Meaningful Change is an essential guide for executives, leaders, managers, consultants, and other professionals who need to go beyond applying tactics in a change plan to truly capture the hearts, minds, and souls of the people they lead. Based on her research and 30 years of experience helping people lead and manage meaningful change, Beverley Patwell offers a new framework to guide and enhance the change journey. This approach is humanizing, engaging, and results in the belief in a higher purpose that permeates throughout the organization while at the same time achieves outcomes that are far greater than one person's single contribution. Patwell's framework is effective in: - creating a shared vision that compels people to be engaged and involved in the change journey; - developing internal leaders and strong, cohesive and aligned teams to lead, manage and support the changes; and - developing strategies to effectively lead, manage and evaluate the human side of change. At the core of the framework are the Use-of-Self principles applied to the change process as seen through interviews with 24 multi-generational emerging, current and long-service leaders who explain why Use-of-Self remains a key element in successfully leading and managing change. The book also includes practical tools to help leaders and managers across the globe address change leadership challenges. Of special note is a two-year case study of the Senior Leadership Team in the City of Ottawa who led a significant city-wide culture shift using the framework.

Beverley Patwell

Leading Meaningful Change

This mediation process works between groups as well as individuals. “We don't get harmony when everybody sings the same note. Only notes that are different can harmonize. The same is true with people.”-Steve Goodier

The Five Steps to Conflict Resolution for Managers

The definition of conflict resolution is to resolve an issue or problem between two or more people, but is there a correct way to handle conflict? What are the effects of poor conflict management? Disagreements in the workplace are inevitable, as employees have different personalities, goals, and opinions.

Conflict Resolution Defined

The more information you have about the cause of the problem, the more easily you can help to resolve it. As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open-up to you.

Step 1: Define the source of the conflict.

Often, it is not the situation but the point of view of the situation that causes anger to fester and ultimately leads to a shouting match or other visible and disruptive result. The source of the conflict might be a minor issue that occurred months before, but the level of stress has grown to the point where the two parties have begun attacking each other personally instead of addressing the real problem. In the calm of your office, you can get them to look beyond the triggering incident to see the real cause.

Step 2: Look beyond the incident.

After getting each party’s viewpoint, the next step is to get them to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?” As mediator, you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language. You want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away from finger pointing and toward ways of resolving the conflict.

Step 3: Request solutions.

You are listening for the most acceptable course of action. Point out the merits of various ideas, not only from each other’s perspective, but in terms of the benefits to the organization. For instance, you might suggest the need for greater cooperation and collaboration to effectively address team issues and departmental problems.

Step 4: Identify solutions both disputants can support.

The mediator needs to get the two parties to shake hands and accept one of the alternatives identified in Step 4. The goal is to reach a negotiated agreement. Some mediators go as far as to write up a contract in which actions and time frames are specified. However, it might be sufficient to meet with the individuals and have them answer these questions: “What action plans will you both put in place to prevent conflicts from arising in the future?” and “What will you do if problems arise in the future?

Step 5: Agreement.

“Conflict can and should be handled constructively; when it is, relationships benefit. Conflict avoidance is *not* the hallmark of a good relationship. On the contrary, it is a symptom of serious problems and of poor communication.”-Harriet B. Braiker

Constructive Management Approach

Collaborative effort equals enhanced quality of life and work.

What is conflict resolution? The art of conflict management can be the key to professional growth. It all starts with our five-step conflict resolution process.

corporateculture

Corporate Culture

The Five Steps to Conflict Resolution

Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw.Acknowledge that meetings can cause a lot of frustration, and assess your meetings to seek improvements.Rather than getting rid of meetings, solve your problems with them by applying science.Critically evaluate your meeting facilitation skills: Are they as good as you think they are?Carefully craft meeting agendas. Make participants “directly responsible” owners of their agenda items.

Meetings Are Inevitable Even If We Don't Like Them

<ul><li>Holding a meeting for 48 minutes will catch your colleagues’ attention.</li><li>Invite fewer participants to reduce “social loafing”; encourage input before and after from “secondary stakeholders.”</li><li>Walking and standing meetings add variety to your meeting culture and ensure that people “don’t get too comfortable in that chair.”</li><li>“Deflate negative energy from the start” and create technology-free meeting zones.</li><li>Encourage silence to bring out every team member’s input.</li><li>Pay special attention to audio-only telephone conferences.</li></ul>

Scientific Meetings: Key Takeaways

Everyone needs to meet for team discussions, inter-department alignment and group decision-making. But everyone needs to meet effectively. Meetings can cause frustration, especially when they waste time and energy due to a bad meeting culture.Bad meetings should never be accepted as an organizational norm.

Seek To Improve Meetings

While you’re stuck with your colleagues in a meeting, you all could be spending time doing real work. When your company manages meetings effectively, meetings add to productivity and organizational cohesion. And when it doesn’t, they add to the cost. In 2014, meetings cost the United States economy about $1.4 trillion – roughly 8% of the nation’s GDP that year.

The Opportunity Costs Of A Meeting

Employees have no lack of cynicism when it comes to meetings. Yet getting rid of all meetings is not feasible. Without meetings, you would lose contact with your colleagues, disconnect from other departments and become single-minded about difficult problems. Rather than eliminating meetings, improve them.

Don't Reject Meetings, Just Be Smart

Rather than overestimating your skills, accept that you might have room for improvement, and strategically seek out opportunities to improve. You can, for example, gain input by asking meeting participants for feedback. If you feel that approaching them in person would bias the results, consider sending around a short, anonymous survey. Collecting data and being open to that information will increase your awareness of issues, which is the first step to improvement.

Evaluate Your Meeting Facilitating Skills

Look for the following signals when assessing your meeting effectiveness:<ul><li>Are participants on their phones or other devices, attempting to multitask?</li><li>Are a few participants talking all the time, while others aren’t speaking at all?</li><li>Are you, as the leader, dominating the meeting?</li></ul>

Meeting Effectiveness: The Signals

What differentiates successful meeting leaders from unsuccessful ones is the willingness to pick the right tool for the job at hand.

Adopt a “servant leadership” mindset and buy into an idea by Adam Grant, a professor at Wharton, that you should be a “giver” who actively assists others and disseminates knowledge without expecting anything in return. Companies with strong servant leadership and giving cultures perform better across all business indicators.

Servant Leadership

Collect meeting feedback through different instruments, including your annual employee engagement survey. You could also make meetings part of any 360-degree feedback instrument that applies to leaders in your company.

Get Meeting Feedback

A meeting will fill in the time you allot it. When you schedule a meeting for 60 minutes, it will most likely take 60 minutes. Your tasks as a meeting leader include making a conscious choice about the meeting length. Consider your objectives, agenda items and the number of participants to determine the best length for a meeting. Once you have an accurate estimate, reduce that estimate by 5% to 10% to add the extra time pressure that makes meetings more effective. Going forward, hold meetings that last 25 minutes instead of 30 minutes, or 50 minutes instead of 60.

Make The Meeting An Odd Number OF Minutes

Research shows that merely having an agenda doesn’t yield more effective meetings. Instead, be intentional in the process of creating a meeting agenda, including customizing it to meet team needs and approaching team members to ask them to add their agenda items in advance. The rule of thumb is to prepare for an internal meeting as carefully as you would prepare for an external client meeting.

Craft The Meeting Agendas

Place important discussion items near the top of your agenda. The same holds true for items that participants have generated. Even if you convene the meeting, you don’t have to own every item. Increase accountability by assigning agenda items to participant-owners up front. Present the most salient and demanding items early.  These topics usually will require a more intensive exchange and alignment time. It’s most functional if you kick them off no later than 10% to 15% into the meeting time.

Prioritizing The Discussion Points

Research shows that seven participants per meeting hits the sweet spot. With more participants, decision-making effectiveness decreases by roughly 10% per additional participant above seven. Reasons for this decrease include logistics, coordination and social issues.How do you keep the number of participants low, while not offending colleagues by not inviting them? To strike this balance, revisit your meeting goals and determine who among your potential participants is absolutely indispensable to achieving those goals.

Invite Fewer Participants 

Change the seating arrangement – Actively ask participants to sit in a different seat, change the table set-up or switch to another venue.Conduct a “walking meeting” – Take the meeting agenda and your participants outdoors or on a circular walk through your building.Hold your meeting standing – Participants in “standing meetings” gain health benefits and appreciate the efficiency of this shorter meeting format (15 to 20 minutes maximum).

Don't Let People Get Too Comfortable

Meetings enlivened with humour and laughter lead to more supportive team members, more constructive group dynamics and higher team performance. Negative comments lead to “mood contagion” that lowers performance. Paying attention to the emotions in your meetings is part of successful meeting leadership.Greet participants, offer refreshments or snacks, and play an upbeat song as they enter the room. Discourage multitasking. Some companies also create “technology-free zones,” banning personal laptops, phones and smart devices from meetings.

Avoid The Negative: Mood Travel Quickly

“Brainwriting” – Ask meeting participants to be silent and jot down their ideas before sharing them with others. Your objective is to generate unique ideas and avoid “groupthink.”“Silent reading” – Assign 10 to 30 minutes of silent reading for a new proposal and conceptual piece rather than having a person present the idea. This ensures participants evaluate a proposal on its merits and not on the eloquence of the presenter.

Idea Generating Technique

Because audio-only meetings are tricky to lead, pay special attention to your format. The absence of social controls tempts participants to perform other tasks or embrace distractions while on the call – reducing meeting efficiency immensely. To counteract those shortcomings, ban the mute button at audio-only meetings and increase engagement by actively addressing participants by their names.

Audio Conference Calls

A how-to guide those that lead or participate in meetings

productivity

Productivity

How to Run an Effective Meeting

Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw. The author challenges this assumption with ideas on how to stop wasting time and energy by facilitating better meetings.

Preface -- Setting the meeting stage -- So many meetings and so much frustration -- Get rid of meetings? no, solve meetings through science -- Evidence-based strategies for leaders -- The image in the mirror is likely wrong -- Meet for 48 minutes -- Agendas are a hollow crutch -- The bigger, the badder -- Don't get too comfortable in that chair -- Deflate negative energy from the start -- No more talking! -- The folly of the remote call-in meeting -- Putting it all together -- Epilogue: trying to get ahead of the science' using science -- Tool: meeting quality self-assessment -- Tool: sample engagement survey and 360 feedback questions on meetings -- Tool: good meeting facilitation checklist -- Tool: huddle implementation checklist -- Tool: agenda template -- Tool: guide to taking good meeting minutes/notes -- Tool: expectations assessment -- Acknowledgments -- References -- Index

business

Business

A recent estimate suggests that employees endure a staggering 55 million meetings a day in the United States. This tremendous time investment yields only modest returns. No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, those that inadvertently encourage participants to tune out, and those that blatantly disregard participants' time. Most companies and leaders view poor meetings as an inevitable cost of doing business. But managers can take heart: researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant to some of the world's most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings. For those who lead and participate in meetings, Rogelberg provides immediate direction, guidance, and relief, offering a how-to guide to change your working life starting today.

Steven G. Rogelberg

The Surprising Science of Meetings

Leaders are often imagined to always be in control and an expert in almost everything.  They are idealised by the media, educational system and social media. Since infallibility is not possible, it makes sense that we resist admitting mistakes and are ready to protect an image of ourselves. This idea of leadership is bad for leaders and businesses as it limits an organisation's ability to be successful.

Outdated leadership ideas still persist

The likelihood of having perfect answers or solutions to all the challenges we face is very low. Leaders who strive to have all the answers will prevent team creativity and stay stuck in outdated thinking models. Inquiry-driven leadership is one method of dealing with uncertainty. Ask questions that are productive such as "what" and "how" to help frame problems and move toward positive outcomes.

Focus on questions, not answers

Being vulnerable and authentic as a leader means admitting errors instead of sweeping them aside to protect your image. But putting on a show actively discredits them. Instead, declare the mistake as soon as possible to everyone involved. While it can be challenging, state the nature of the error succinctly and apologize if relevant. Then, spend your time finding the cause of the mistake.

Own mistakes publicly

Failure can be a great learning experience. The key is to make "smart" failures by fostering two conditions among the team.<ol><li>Crean an environment of psychological safety. The team should know that smart risks that end in below-average outcomes won't hurt them. Publicly applaud the effort and focus on the learning and growth phase of the loss.</li><li>Leaders must conduct after-action reviews focused on learning from any major project or initiative.</li></ol>

Embrace smart failures

Being an infallible leader is bad for business.  


Admitting what you don’t know is key to effective leadership

Perseverance refers to our ability to pursue a goal or passion over time, and stick with it if we encounter obstacles or setbacks.Perseverance is closely related to a range of other concepts including resilience, motivation, drive, determination, grit, passion, and conscientiousness.

4 Activities to Improve Perseverance

Various studies have shown that perseverance is an essential quality for success in life (Duckworth, 2016). It often tops aptitude and raw talent and is a more accurate predictor of achievement.Our ability to stick with our tasks, goals, and passions is vital. Persevering entails effort and practice. It also involves our ability to learn from failure and try again.

Importance of Perseverance

We can understand perseverance as a continuous drive to reach our goals and improve our skills and performance through persistent effort. It is a form of purposefulness and goal-orientation, which requires long-term commitment and discipline. It is fueled by passion.Our potential is one thing. What we do with it is quite another. While aptitude, skills, and a basic degree of talent are important as determiners of success, they are not as significant as hard work and trying, again and again, to improve what we do.

What Is Perseverance in Psychology?

Perseverance and resilience are also closely related to our ability to learn from our failures. Perseverant and resilient people deal more productively with failure.Perseverance and Resilience can be learned. In other words, we can all practice becoming grittier and work on our ability to persevere.

The Link Between Perseverance and Resilience

1.     Interest2.     Practice3.     Purpose4.     Hope

4 Ways to Improve Perseverance (Angela Duckworth)

We must, first of all, follow our passion. That entails discovering what our core passions are. This process involves curiosity, trying new things, experimenting, and actively seeking to develop and stay with our interests.

1. Interest

Then, we have to practice. But we must practice deliberately, by honing in on our weaknesses and Achilles heels, setting challenging stretch goals, and incorporating feedback.

2. Practice

Purpose refers to our desire to contribute to making the world a better place and to helping others. It can be a core driving force for passion.

3. Purpose

Hope, the fourth and final ingredient, is related to the belief that our efforts matter and that they can improve our future.

4. Hope

“It’s your reaction to adversity, not adversity itself that determines how your life’s story will develop.”― Dieter F. Uchtdorf

Persevering Through Adversity

Perseverance is an essential quality for success in life. This ancient virtue of fortitude explicitly combines perseverance with courage.

motivationandinspiration

Motivation & Inspiration

problemsolving

Problem Solving

Perseverance in Psychology: 4 Activities To Improve Perseverance

Done is better than perfect.

We live in a very interesting moment in which women have the highest level of expression in history, mostly thanks to the feminist movements of the 60s and 70s.On the other hand, because it seems like the fight for equality has been won, progress has been taking place, and things have been evolving, however at a low pace. Inequality of genders still exists in various spheres of society, mainly when it comes to careers and work.

Much Yet To Conquer

<ul><li>Despite significant progress, it is important to be aware that gender inequality still exists.</li><li>Women are still discriminated against, and many aren’t aware of the ongoing bias.</li><li>Women are noticeably absent from leadership positions.</li><li>Whether it’s due to childhood learned bias or motherhood, many women tend to be less committed to pursuing leadership positions.</li></ul>Example: Only 4% of Fortune 500 company CEOs are women even though women outperform men in pre-professional academic settings.

The Truth About Gender Equality In The Modern Age

What would you do if you weren't afraid?

<ul><li>Talk openly with others about inequality to work together towards a solution</li><li>Discussing gender inequality often identifies opportunities to help close the gap.</li></ul>Example: Professors who know that women are less likely to raise their hand in class may call on an equal number of males and females in order to level the imbalance.  <ul><li>Fake confidence until you build it naturally</li><li>Many women are plagued by the “imposter syndrome,” where they believe their skills are inferior and thus hold back in areas where career progression requires confidence.</li></ul>

Inequality At Work And The Self Confidence Of A Woman

There's a special place in hell for women who don't help other women.

In the future, there will be no female leaders. There will just be leaders.

Many times, we think that a masculine world discriminates women, but in reality, women also sabotage themselves.Both sexes have a perception of less value for the female sex, and we need to be attentive to these matters since this valid sexism exists and affects our lives.This hidden inequality also exists in the family environment and in relationships, where many times you expect the woman stalls her career to take care of the children.

Hidden Inequality

Gender stereotypes also act in veiled sexism. Society does not expect women to prioritize their careers or be ambitious, and it labels those who do it as bossy, among other things.These stereotypes are reinforced throughout life for the whole society, from childhood, ultimately limiting the perspectives of each gender.

Gender Stereotyping

It is necessary that the subject of gender inequality is increasingly addressed so that it is recognized, and eventually reduced. It is not a matter of demanding special treatment for women, but rather of engaging people in the cause and seeking solutions.When the conversation occurs, more women are inspired to lead change and more men who understand the problem want to become part of the solution to this inequality.Getting people to know and understand the problem helps us channel changes, albeit small ones, day in and day out.

Equality Has To Be The Agenda

Women often do not support each other, and to achieve a less inequitable scenario, we must change that.An example: if a woman manages to reach a leadership position in a mostly male company, she begins to feel threatened by other women and thus hinders their promotions. That is a type of behaviour that reinforces the current status of inequality.Another example: mothers who stay at home and do not have jobs constantly emotionally discourage working mothers, leaving them insecure about their careers.

The Women Is An Enemy Of Other Women

The shortage of females in the highest levels of leadership puts the couple of women who get to positions of power under in-depth examination, transforming them into representatives for their whole gender, regardless of whether they want to play that part or not.Example: The firestorm of negative feedback aimed at the president and CEO of Yahoo, Marissa Mayer after she declared that she would do her job all throughout her maternity leave.

The Few Women On Top Are Scrutinized

Stereotypes do exist and still affect the way our brain processes information.Even today, society expects men to be decisive and direct and women sensitive. A successful woman breaks with her gender stereotype, and this causes her to face unnecessary resistance from society.Competent and ambitious men are praised while these women are described pejoratively. To further complicate things, trying to fit into an expected gender role can also limit a woman’s career.

Men Are From Mars And Women Are From Venus

Honest and transparent communication is essential to developing a promising career. It strengthens relationships, allows for challenging unsubstantiated decisions, and helps tackle complicated issues.Many women are afraid to talk about what they think about work, thinking that it causes them to be denied or criticized.It is the leader’s role to encourage authenticity by asking for feedback and suggestions, as well as publicly thanking those who have given their opinions and cared about an issue.

Express Yourself With Clarity And Transparency

There is no absolute truth, so to communicate effectively, you must first try to see things as the other.A good phrase to put yourself in the other’s position would be: “I understood that you are concerned about this because you feel …” Another tip of communication is to use the “I” to show your opinions and disagreements: “I think that we should do this another way … “, and never” You’re wrong.”

Be Politely Honest, Not Brutally Honest

You will not be able to do everything. Women may have a greater concern and feel that they are leaving things “on hold”, but it is important to have balance and focus.Even if you are an executive at a large company, you need to set boundaries and work within them.There is pressure on mothers to spend more time with their children, and this can create a sense of guilt in mothers who have a job.

Focus On What Matters

<ul><li>Find time to go to your children’s school, but do not worry about making the beds to perfection.</li><li>Find solutions that are sustainable in the long run, both at home and at work.</li><li>There is no recipe for balancing a meaningful personal life and a career in success, find out what works for you.</li></ul>

Finding The Balance

Self-made limits women put in front of themselves. Even the author was liable for similar conduct.Women are not in possession of enough self-confidence and are inclined to underestimate themselves. They are less decisive, as well, and feel more hesitant to self-promote and negotiate for themselves as opposed to their male partners.Alos, they want people to like them, which, as the author clarifies, can hamper their power.

Blocking Your Own Progress

Sheryl Sandberg's balanced and honest take on gender inequality.

The #1 international best seller In Lean In, Sheryl Sandberg reignited the conversation around women in the workplace. Sandberg is chief operating officer of Facebook and coauthor of Option B with Adam Grant. In 2010, she gave an electrifying TED talk in which she described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than six million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home. Written with humor and wisdom, Lean In is a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential.

Lean In

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Admitting what you don’t know is key to effective leadership

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