Vinhomes English, 45 Joffre Street, Mowbray, Launceston (2026)

Name: Vinhomes English
Address: 45 Joffre Street, Mowbray, Launceston, TAS, 7248, AU
Telephone: +84909584007
Price range: $

WHAT ARE WE DOING? Empowering Global Uncompromising Integrity Menteeship via Unleashing Enablers & Facilitators via Mentorship.
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Mentorship is generally defined as an ever-lasting relationship that enables menteeship gritty mindset to gain linguistic mastery tools, tacit knowledge transfer facilitators, entrepreneurial risk governing insights to create multi-faceted values.

14/02/2026

Success comes from seizing or creating opportunities where you are, because even small chances can grow into great achievements if you act before they .

Here are 15 simple list of 15 key lessons from Think and Rich – Napoleon Hill: 📕

1. Have a clear goal ( ) – Know what you want and it .

2. Believe in yourself ( ) – Confidence helps turn into results.

3. Use positive self-talk (Autosuggestion) – your daily to program your mind.

4. specialized knowledge – Learn useful skills related to your goal.

5. Use – Create ideas and your success.

6. Make a clear – Turn your ideas into action.

7. Take now – Don’t wait for the perfect time. Start immediately.

8. quickly – Successful people make firm decisions.

9. Be persistent – Keep going despite failure or .

10. from failure – Every setback teaches a lesson.

11. a Mastermind – Surround yourself with and smart people.

12. Control your – Positive thinking attracts positive results.

13. Train your mind – your with goals and daily.

14. fear – Fear of poverty, failure, and blocks success.

15. Stay and – Consistent effort leads to long-term .💥💚✅

18/12/2025

Think Like A Farmer

NGƯỜI PHIÊN DỊCH

Think like a farmer and cultivate growth!

It's time to think like a farmer, here's why:

Employees who feel valued are 21% more productive.

Mismanagement and lack of understanding
can hinder team growth and productivity.

Without proper care and attention -

Teams may feel undervalued.

Which leads to dissatisfaction and low performance.

Here's some wisdom from farming

practices to nurture our teams effectively:

1. Don’t shout at the crops

➟ Understand your team's needs

➟ Open, supportive communication is key

2. Don’t blame the crop for not growing fast enough

➟ Appreciate individual growth paces.

3. Don’t uproot crops before they’ve had a chance to grow

➟ Encourage self-awareness and patience

➟ Recognizing potential in team members

4. Choose the best plants for the soil

➟ Ensure roles suit each person’s skills

➟ And the team's environment for productivity

5. Irrigate and fertilize

➟ Support team growth with resources

➟ Give what is needed to enhance productivity

6. Remove weeds

➟ Foster a harmonious team environment

➟ Be mindful of interpersonal dynamics, always

7. You will have good seasons and bad seasons

- you can't control the weather only be prepared for it

➟ Encourage curiosity and resilience

➟ Prepare for challenges and embrace growth

By applying these insights,

We nurture a thriving team that withstands any season.

Think like a farmer and cultivate growth!

Leadership without empathy—

Is just control. Here's why:

Empathy is not about being soft.

It’s about being strong enough to care.

It’s a daily choice.

Small moments of care build unstoppable trust.

Because empathy first isn’t just better leadership—

It’s the only leadership that lasts.

Bad leadership isn’t harmless—

It’s why good people leave:

The workplace suffers when

poor practices go unchecked.

🌟 Leadership means inspiring growth, empowering others, and building a legacy that lasts. 💡

True leaders make others better through their presence and ensure progress continues after they’re gone. 🌱

Lead with purpose, kindness, and vision to create positive change that stands the test of time. 💼✨

Together, we can shape a brighter future by lifting others and leaving the world better than we found it. 🌍💚

Plans are nothing, but planning is everything

Most of us spend too much time on what is urgent and not enough time on what is important.

The best way to lose top talent?

Take them for granted -

Your team’s performance depends on one thing:

Feeling valued = repeatedly.

Trust is built on transparency. 💬 To reach new levels of trust, we must embrace radical transparency. When we show up authentically, we pave the way for deeper connections and collaboration. 🌍 Let’s lead with honesty and create stronger bonds. 🔑

Job satisfaction is driven by management quality:

And 70% of employees’ motivation is influenced by their manager.

Your employees are your 💎 greatest asset!

Taking care of them boosts 😊 morale, 📈 productivity, and 💖 loyalty.

Invest in their well-being, and they’ll drive your success with 🌟 passion and 🎯 purpose.

A "Real CEO" makes all the difference. Working with a true leader—not just someone with the title—can transform the way you experience your career and your life.

Leadership is about guiding, inspiring, and uplifting others. 🚀

Authority demands, but leadership earns respect. A true leader leads by example, not just by giving orders. 💡

Empower your team, listen, and grow together. 🌱

Be the leader who motivates, not the boss who dictates. 🏆

Lead with vision, not fear!

Sharing from the desk of Justin Mecham:

Many leaders are not going to like this, but it’s true:

What if everything you knew about leadership was false?

Leadership is full of myths that can hurt your team.

These misconceptions often sound like the truth.

BUT -

They don’t deliver the results you’re after.

Help me put a stop to these 9 leadership myths:

❌ Remote work means less accountability - Nope.

❌ More hours equal more productivity - Nah.

❌ Perfection equals success - Wrong.

❌ Free perks create employee satisfaction - Untrue.

❌ Employees who take breaks are less dedicated - Never.

❌ Feedback equals criticism - False.

❌ The best ideas only come from leadership - Ha, no.

❌ Introverts don’t make good leaders - BIG no.

❌ More meetings mean better communication - No.

What you think is true may be holding you back.

Rethink what leadership really means.

Success lies in breaking through myths.

P/S:
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79% of workers have experienced burnout.

We all feel anxious sometimes, but...

43% of adults report feeling more anxious than they did the previous year.

Future of IT Leadership: Top 3 Trends IT Leaders Should Watch

1️⃣ AI & Automation

2️⃣ Cybersecurity Advancements

3️⃣ Cloud Transformation

Everyone’s asking: 𝘄𝗶𝗹𝗹 𝗔𝗜 𝗸𝗶𝗹𝗹 𝗷𝗼𝗯𝘀 𝗼𝗿 𝗰𝗿𝗲𝗮𝘁𝗲 𝗻𝗲𝘄 𝗼𝗻𝗲𝘀?
The truth: both are happening — at the same time.

💥 𝗧𝗵𝗲 𝗖𝗼𝗹𝗹𝗮𝗽𝘀𝗲 (𝗰𝗿𝗲𝗱𝗶𝘁: 𝗗𝗮𝘃𝗶𝗱 𝗔𝗿𝗻𝗼𝘂𝘅 + 𝗺𝘆 𝗼𝘄𝗻 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵):
• Junior devs aren’t getting hired.
• Law firms paused first-year recruiting.
• Goldman replaced 30% of analysts with AI.
• Customer support productivity +14%… but wages dropped for top performers.
• AI doesn’t fire you. It ensures you never get the job in the first place.

This isn’t layoffs.
It’s a 𝗳𝗿𝗲𝗲𝘇𝗲 𝗮𝘁 𝘁𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺 𝗼𝗳 𝘁𝗵𝗲 𝗹𝗮𝗱𝗱𝗲𝗿. Entry-level pathways are collapsing.

🌱 𝗧𝗵𝗲 𝗕𝗼𝗼𝗺
• McKinsey: AI adds $4.4T annually to global GDP.
• MIT’s David Autor (who once warned against automation) now says AI will create brand new job types.
• Every tech revolution (telephone, internet, robotics) created more jobs than it destroyed.
• From 1980–2020, automation killed jobs but created 2.6x more in new categories.

🚀 Top 3 Skills Every CIO Needs for Leadership & Career Growth
As organizations increasingly rely on technology to drive growth, the role of the CIO (and senior IT leaders) has never been more critical. But here’s the truth: technical expertise alone is not enough to thrive in modern IT leadership.

To succeed, CIOs must master a balanced skill set across three domains:

🔹 1. Technical Skills – The Foundation

Strong understanding of IT infrastructure, networks, and systems
Staying current with emerging technologies and trends
Ability to bridge the gap between IT ex*****on and business objectives

🔹 2. Business Skills – The Growth Driver

Aligning IT initiatives with business strategy and ROI
Financial acumen to evaluate risks and investments
Translating technical solutions into strategic value for stakeholders

🔹 3. Human Skills – The Leadership Multiplier

Emotional intelligence and effective communication
Leading and inspiring diverse teams
Fostering collaboration across business units

✅ The takeaway: A modern CIO is not just a technologist — they are a strategic leader, business partner, and people leader.

💡 That’s why leadership development programs for CIOs emphasize all three: technical, business, and human skills.

By investing in continuous growth, IT leaders can future-proof their careers and position themselves as indispensable drivers of organizational success.

👉 What do you think — which of these three skills is the most challenging to develop as a CIO today?

✅ 𝟮𝟬𝟮𝟱 𝗶𝘀 𝘁𝗵𝗲 𝘆𝗲𝗮𝗿 𝗼𝗳 𝗔𝗜 𝗔𝗴𝗲𝗻𝘁𝘀 — and last week’s 𝗔𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 𝗦𝘂𝗺𝗺𝗶𝘁 𝗮𝘁 𝗨𝗖 𝗕𝗲𝗿𝗸𝗲𝗹𝗲𝘆 made that clearer than ever.

It was an incredible experience hearing directly from 𝗮𝗰𝗮𝗱𝗲𝗺𝗶𝗮, 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵𝗲𝗿𝘀, 𝗽𝗿𝗮𝗰𝘁𝗶𝘁𝗶𝗼𝗻𝗲𝗿𝘀, 𝗮𝗻𝗱 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗽𝗶𝗼𝗻𝗲𝗲𝗿𝘀 shaping the future of AI.

Here are 𝗺𝘆 𝘁𝗵𝗿𝗲𝗲 𝗸𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀:

1️⃣ 𝗧𝗵𝗲 𝗜𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗳𝗼𝗿 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲

The future of AI isn’t only about bigger and smarter models—it’s about the 𝗵𝗮𝗿𝗱𝘄𝗮𝗿𝗲 𝗮𝗻𝗱 𝗱𝗮𝘁𝗮 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗽𝗼𝘄𝗲𝗿 𝘁𝗵𝗲𝗺.

As 𝗕𝗶𝗹𝗹 𝗗𝗮𝗹𝗹𝘆 (𝗡𝗩𝗜𝗗𝗜𝗔) emphasized, we need to completely rethink how we store, process, and move data to support the massive parallelism agentic AI will demand.
It’s not just faster chips—𝗶𝘁’𝘀 𝗮 𝗻𝗲𝘄 𝗽𝗮𝗿𝗮𝗱𝗶𝗴𝗺 𝗶𝗻 𝗱𝗮𝘁𝗮 𝗮𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝘂𝗿𝗲.

2️⃣ 𝗙𝗿𝗼𝗺 𝗔𝗻𝘀𝘄𝗲𝗿𝗶𝗻𝗴 𝘁𝗼 𝗗𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝗶𝗻𝗴

We’re shifting from AI that finds answers → to 𝗔𝗜 𝘁𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗻𝗲𝘄 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝗶𝗲𝘀.

𝗝𝗮𝗸𝘂𝗯 𝗣𝗮𝗰𝗵𝗼𝗰𝗸𝗶 (𝗢𝗽𝗲𝗻𝗔𝗜) shared exciting work on reasoning models—systems that can autonomously conduct 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵, 𝘀𝘆𝗻𝘁𝗵𝗲𝘀𝗶𝘇𝗲 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲, 𝗮𝗻𝗱 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗲 𝗻𝗼𝘃𝗲𝗹 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀.
This leap has the potential to transform 𝘀𝗰𝗶𝗲𝗻𝗰𝗲, 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗮𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲 in every sector.

3️⃣ 𝗗𝗲𝗺𝗼𝗰𝗿𝗮𝘁𝗶𝘇𝗶𝗻𝗴 𝗔𝗜 𝗶𝗻 𝘁𝗵𝗲 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲

AI won’t just sit in the hands of data scientists—it’s coming to 𝗲𝘃𝗲𝗿𝘆 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲.

𝗔𝗿𝘃𝗶𝗻𝗱 𝗝𝗮𝗶𝗻 (𝗚𝗹𝗲𝗮𝗻) demonstrated how natural language tools now allow anyone to create and deploy their own AI agents.
This means employees can 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗲 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀, build custom “AI colleagues,” and innovate at a scale we’ve never seen before.

💡 𝗧𝗵𝗲 𝗮𝗴𝗲 𝗼𝗳 𝗔𝗜 𝗮𝗴𝗲𝗻𝘁𝘀 𝗶𝘀 𝗵𝗲𝗿𝗲. They will change how we think, work, and lead.

The question for leaders now isn’t if—it’s:

𝗛𝗼𝘄 𝘄𝗶𝗹𝗹 𝘆𝗼𝘂 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲 𝗮𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 𝗶𝗻𝘁𝗼 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀, 𝗮𝗻𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀 𝗱𝗼?

What’s your perspective on the future of Agentic AI?

🔐 AI, cybersecurity, and digital transformation are now boardroom priorities!

Fast-Track Your Leadership Potential

Why wait to achieve your dream role? Join Future CIO Club and gain the mentorship, resources, and training to lead with impact.

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Do you like eating chocolate?

Did you give chocolate to someone as a gift?

Did you like chocolate when you were a child?

When was the first time you ate chocolate?

Why do you think it’s so popular?

Do you think people use chocolate differently now than in the past?
Is chocolate good for our health?

Dưới đây là câu hỏi, ý tưởng và câu trả lời mẫu cho chủ đề

CHOCOLATE trong IELTS Speaking Part 1 mà bạn có thể tham khảo.

Bạn đọc có thể tham khảo bài mẫu phù hợp với bản thân mình nhé.

IELTS Speaking Part 1 Chocolate Sample

1. Do you like eating chocolate?

Well, I do have a sweet tooth, so chocolate has been something I fancy eating. Besides, be it dark or milk chocolate, there is always a certain level of bitterness, making it very appetizing to me.

2. Did you give chocolate to someone as a gift?

I certainly did. You know, I feel that chocolate can be a perfect gift for many occasions, such as Mother’s Day, Valentine’s Day, or Christmas. That’s why there were several times when I gave assorted boxes of delectable chocolate to my loved ones on such special days.

3. Did you like chocolate when you were a child?

I can’t say for sure because my childhood memories seem vague. However, as a rule, most kids enjoy sweets like chocolate, so I’d assume that I was not an exception. Also, I guess that since I’m very keen on chocolate as an adult, I must have liked it when I was just a little boy too.

4. When was the first time you ate chocolate?

Honestly speaking, I haven’t the faintest idea when I first had a bite of chocolate. That said, I can vividly recall the last time I did, which was last December. A close friend of mine came back from the U.S. and he gave me a box of splendid Hershey’s chocolate.

5. Why do you think it’s so popular?

Well, I suppose it’s mainly because of its bittersweet taste, which satisfies people’s taste buds. That’s why chocolate is used as an ingredient in various foods or drinks like cheesecakes, ice creams, lattes, or bubble tea. Apart from that, chocolate can serve as meaningful presents for your nearest and dearest on special occasions or anniversaries.

6. Do you think people use chocolate differently now than in the past?

To be honest, I’m not sure as I haven’t done any research on this matter. Having said that, I guess chocolate was mainly seen as a treat in the past, whereas it can also be used as a health supplement today. You see, it has been scientifically proven that chocolate contains antioxidants that can benefit your cardiovascular health.

7. Is chocolate good for our health?

To the best of my knowledge, there are several benefits of eating it. You know, chocolate helps increase the level of feel-good hormones like endorphins, which boost our moods and keep our minds sharp. What’s more, it can provide our bodies with essential minerals such as copper, iron, and magnesium.

Highlight Vocabulary – Từ vựng nổi bật

have a sweet tooth (idiom): thích ăn đồ ngọt

appetizing (a.): ngon miệng

assorted (a.): có nhiều loại

delectable (a.): ngon lành

can’t say for sure (idiom): không chắc lắm

vague (a.): mơ hồ

as a rule (idiom): theo thường lệ

not the faintest idea (phrase) (C2): không biết gì hết trơn

splendid (a.): ngon tuyệt

bittersweet (a.): vừa đắng vừa ngọt

satisfy one’s taste buds (phrase): làm thoả mãn vị giác

your nearest and dearest (idiom): những người thân yêu nhất

health supplement (n.): thực phẩm bảo vệ sức khoẻ

antioxidant (n.): chất chống oxi hoá

cardiovascular (a.): liên quan đến tim mạch

sharp (a.): nhạy bén, sắc sảo

mineral (n.): khoáng chất

Ai Cũng Có Thể Thông Thạo Tiếng Anh

www.onelifeenglish.edu.vn

16/10/2025

A cost driver is a factor or activity that directly causes a change in the cost of a product, service, or process, such as the number of units produced or the complexity of a product design.

By identifying cost drivers, businesses can manage expenses, allocate costs accurately, calculate production costs, determine product pricing, and ultimately improve profitability.

Key Characteristics

Causation: A cost driver is the direct cause of an expense.

Activity-Based: Drivers are often activities that trigger costs, like setting up a machine or processing a customer order.

Measurable: Cost drivers are quantifiable factors that can be tracked and monitored.
How They Work

Identification: Businesses identify the activities that cause costs to increase or decrease.
Measurement: They then measure the level of these activities.

Allocation: The measured cost driver is used as a base to allocate costs to specific products or services.

For instance, if a product requires many machine setups, the number of setups becomes a driver for the associated setup costs.

Examples of Cost Drivers

Volume-Based: Production volume, number of units.

Activity-Based: Number of customer orders, number of product returns, machine setup time, hours spent on product inspection.

Product-Based: Complexity of a product design or features.

Why They Are Important

Cost Management: Helps companies

understand where and why costs are incurred, allowing for targeted cost-reduction efforts.

Accurate Costing: Improves the accuracy of product and service cost calculations.

Profitability: Enables better pricing decisions and helps ensure that costs do not exceed revenue.

Operational Efficiency: Provides insights into operational processes, helping to optimize resource consumption.

Boosting personal effectiveness is vital for professional growth and organisational success.

By enhancing skills such as time management, task prioritisation, and relationship-building skills, etc, individuals can significantly increase their productivity and reduce stress.

Achieving personal effectiveness offers numerous benefits:

Increase Productivity: Achieve more with effective time management and task prioritisation strategies, leading to better performance and outcomes.

Career Growth: Advance professionally by honing their personal skills and leadership capabilities.

Better Work-Life Balance: Reduce stress and find greater fulfillment, boosting job satisfaction and retention.

Stronger Collaboration: Improve teamwork, communication, and relationships, fostering a high-performing, high-trust organisational culture.

============

Our programmes empower individuals with the skills and mindset needed to excel, driving overall performance and success.

Contact us today to discuss how our training programmes can drive sustainable success for your organisation.

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Tips for practising Active listening skills

1. Paying attention – giving the speaker individual attention and acknowledging the message.

You can do this by looking at the speaker directly, putting aside distracting thoughts, avoiding getting distracted by environmental factors, and listening to speakers’ body language.

This also includes making eye contact where you should aim for an eye contact of about 60% to 70%.

2. Defer judgment – interrupting frustrates the speaker and limits the full understanding of the message.

You can do this by allowing the speaker to finish each point before asking any question or not interrupting with counterarguments.

3. Using the verbal and non-verbal sign of listening – in this you can use your body language and gestures to show that you are engaged for ex- nodding occasionally, encouraging speakers with small verbal comments, making sure that your posture is open, and interesting, etc.

4. Feedback – being a listener your role is to understand what is being said. This can require you to reflect on what is said.

Some of the great ways to reflect are “what I am hearing is …….” and “Sounds like you are saying ……….”

5. Questioning – it is one of the ways to show that you are listening to the speaker.

You can ask questions to clarify certain points that are said by the speaker. You can use “what do you mean when you say…..” or “Is this what you mean?” while questioning.

6. Summarizing – you can summarize the speaker’s comment periodically

7. Avoiding abruptly changing the subject – this will reflect your inattentiveness towards the conversation

8. Body language – lean a little towards the other person and nod your head occasionally this shows that you are interested in the conversation.

Try to avoid folding arms as this will signal that you are not listening.

9. Avoid daydreaming – one cannot focus or listen to someone else and their internal voice at the same time.

10. Learn to recognize active listening

– you can do this when you are having a conversation with someone or you can watch telephone interviews and observe the interviewer whether he /she is practicing the active listening skills.

You can learn from the mistakes of others.

Verbal Active Listening Techniques

1. Paraphrase – summarizing the message the speaker shared will allow the speaker to clarify the information or expand their message it will also help you to fully understand their meaning.

2. ASK open-ended Questions – these questions show that you have gathered the essence of what they’ve shared and can guide them in sharing more information with you.

These questions should not be answered with a simple yes, or no.

For example –”you’re right- the onboarding needs some updating. What are the changes you would like to make to this process over the next six months”?

3. Ask specific probing questions – these are often called direct questions.

It guides the reader so that he/she can provide more details about the information that they have shared.

Example- “Tell me about your workload. Which of these projects are more time-consuming?”

4. Using short verbal affirmations – is used to make the speaker feel more comfortable and show that you’re engaged and can process the information that he is delivering.

These affirmations are Short and positive. This will help you to continue the conversation without interrupting or disrupting their flow. Example – “I Understand.”, “I agree”, “OH! I See “, etc.

5. Displaying empathy – showing compassion rather than just feeling it will connect you with the speaker and will help you in establishing a sense of mutual trust.

Make sure that the speaker can understand that you’re able to recognize their emotions and share their feelings.

Example -“I am sorry you’re dealing with this problem, let’s figure out some ways I can help.”

6. Share similar Experiences – this will show the speaker that you have successfully interpreted their message.

This can also help you in building relationships. For example – The speaker has shared with you the XYZ problem and you provided input on how to solve a similar problem you were facing

7. Recalling previously shared information

– try to remember the important points, concepts, and ideas that the speaker has shared with you in the past.

This will make the speaker understand that you are not only listening but are also able to retain the information and recall the specific details.

Also Read: What are transferable skills?

Non-Verbal active listening skills

1. Nods – during the conversation a few simple nods will show the speaker that you understand what they are saying and encourage them to share the information further.

This shows that you can process the meaning of their message.

2. Smile– like a nod, smile also encourages the speaker to continue.

This can often signify that you are happy about what they have to say.

In some cases, it can be assumed that you agree with their message or thought.

This can also take place in short verbal affirmation so that the speaker feels comfortable.

3. Avoid distracting Movements- you can do this by trying to avoid movements like glancing at the watch or the cell phone, doodling, or tapping a pen.

Try to avoid an exchange of verbal and non-verbal communication as this will make the speaker feel frustrated and uncomfortable.

4. Maintain eye contact – try to avoid looking at objects and other people in the room.

Keep an eye on the speaker just be sure that you don’t stare and keep the gaze natural, using nods and a smile to ensure you are encouraging them rather than making them uncomfortable or uneasy.

By following these verbal and non-verbal techniques you can develop strong relationships and retain more information.

Although Active listening can only be developed by practicing the techniques.

The more likely you are trying to use these techniques the more natural they will feel.

Purpose of Active listening

Active listening has the purpose of earning the trust of others and understanding their situation and perspective.

It comprises both the desire to comprehend and to offer empathy and support to the speaker though it differs from critical listening because in this you are not evaluating the message of the other person to be heard by the other person and perhaps to solve their problem.

Active listening means not trying to engage in unhelpful listening habits like not showing respect for the speaker, interrupting, not making eye contact, becoming distracted, etc.

BSC = Balanced & Balancing Mindset

Key Performance Indicators (KPIs)

What it is: Specific, quantifiable metrics used to evaluate how effectively a company is achieving key business objectives.

Mindset: Continuous monitoring and performance-oriented.

KPIs are the "how well" you are doing and can be embedded within a BSC or OKR to track progress against goals.

Objectives and Key Results (OKRs)

What it is: A goal-setting framework where an "Objective" is a clear, inspiring, and qualitative goal, and "Key Results" are 2-5 measurable, quantifiable outcomes that track progress toward that objective.

Mindset: Ambitious, agile, and action-oriented. OKRs are typically set quarterly and emphasize stretch goals to drive innovation and rapid ex*****on.

How they work together

BSC provides the "why" and "what": It maps the entire strategy and provides the long-term vision.

KPIs provide the "how well": They are the constant, continuous measurements that show how a business is performing overall.

OKRs provide the "what next": They translate the long-term strategy and ongoing KPIs into short-term, actionable goals for teams and individuals to focus on for a set period, usually a quarter.

Growth-oriented:

A willingness to learn, adapt, and view setbacks as opportunities for growth is crucial for successful BSC implementation.

Strategic alignment:

The mindset should focus on linking daily work to the organization's overall strategy to ensure everyone is working towards common goals.

Accountability:

It involves taking ownership and being accountable for strategic objectives, and fostering this in others.

Collaborative:

The mindset should encourage teams to work together, communicate openly, and support each other in achieving strategic targets.

Data-driven:

This involves monitoring progress and making decisions based on data, rather than just intuition.

How they work together

OKRs provide the high-level strategy and objectives, while KPIs are the specific metrics used to measure progress towards those objectives.

A single OKR can incorporate several KPIs. For instance, in the "launch a new app" OKR, you could have KPIs like "Daily Active

Users," "App Store Rating," and "Download Volume" to track the Key Results.

By using both, organizations can set ambitious goals (OKRs) and then track the specific metrics (KPIs) that show whether they are on track to achieve them.

BSC EXAMPLE:

Financial: Increase revenue by 10%.

Customer: Achieve a 15% increase in customer retention.

Internal Process: Reduce production time by 5%.

Learning & Growth: Improve employee training on new software.

Fear can stem from various psychological, emotional, and situational factors, including past experiences, perceived threats, and specific triggers.

Common Causes of Fear

Failure: One of the most prevalent sources of fear is the fear of failure. This can manifest in various aspects of life, such as career, relationships, or personal goals, leading individuals to avoid taking risks or trying new things.

1

Specific Triggers: Certain objects or situations can trigger fear responses, such as spiders, heights, flying, or enclosed spaces.

These specific phobias can significantly impact daily life and activities.

2

Future Events: Anticipating negative outcomes or worrying about future events can create anxiety and fear. This often involves imagining worst-case scenarios that may never occur.

3

Past Trauma: Experiences of trauma can lead to lasting fear responses.

Individuals may develop fears related to the circumstances of their trauma, which can affect their behavior and emotional well-being.

4

Trust Issues: Fear can also arise from difficulties in trusting others, often rooted in past experiences of betrayal or disappointment. This can lead to anxiety in relationships and social situations.

5

The Unknown: Fear of the unknown is a common human experience. Uncertainty about future events or unfamiliar situations can trigger anxiety and fear responses.

6

Insecurities and Perfectionism: Personal insecurities and the desire for perfection can lead to fear of judgment or criticism from others. This can prevent individuals from expressing themselves or pursuing their goals.

7

Understanding these causes can help individuals address their fears and develop coping strategies to manage them effectively.

Recognizing the underlying reasons for fear is a crucial step in overcoming it and improving overall mental health.

P/S:
==

The formula of trust can be expressed in different ways, but a common representation is:

Trustworthiness = (Credibility + Reliability + Intimacy) / Self-Orientation.

This equation suggests that trust is built on three key components:

Credibility: The belief in someone's competence or expertise.

Reliability:

The consistency of actions and promises.

Intimacy: The level of emotional closeness and safety in the relationship.

Self-Orientation: The degree to which a person is focused on their own interests versus the interests of others.

Understanding these components can help in cultivating and sustaining trust in personal and professional relationships.

www.onelifeenglish.edu.vn

07/10/2025

LÒNG TIN & SỰ TIN TƯỞNG

Trust is a function of two things: Character and Competence.

Character includes your integrity, your motive, and your intent—as seen at the bottom of the model.

Competence includes your capabilities, your skills, your results, and your track record—the top of the model. Leaders will discover how to use the 4 Cores of Credibility and the 13 Behaviours ® of High Trust to accelerate their team’s results.

Leading at the Speed of Trust® consists of three sessions and is available in multiple learning modalities, each includes reinforcement microlearning.

An optional fourth session is available Live In-Person or Live-Online for intact teams who have completed a Speed of Trust course.

The Case for Trust

“See” and measure the impact of trust on speed and cost of work to convert trust taxes into trust dividends.

Understand that credibility and behaviour are always connected to be a model of high trust.
Be a High-Trust Leader

Discover evidence of high and low personal trust through the Speed of Trust Leader Assessment.

Model personal credibility, demonstrate high-trust behaviours, and avoid counterfeit behaviours to generate trust dividends
Extend, Restore, and Develop Trust

Prepare for and structure conversations that extend, restore, and develop trust in relationships.

Be a High-Trust Team (optional for intact teams)

Discover evidence of high and low team trust through the Speed of Trust Team Assessment.

Model credibility and demonstrate high-trust behaviours as a collective team.

The highest levels of performance require the deepest levels of trust.

Trust is the driving force of exceptional teamwork and high performance.

Trust takes an organization to a level of performance that cannot be achieved without it.

Why? Because trust creates a personal and professional connection that allows an organization to operate with a speed and efficiency that organizations with lesser trust simply cannot match.

Keep in mind that talent cannot replace trust.

There is a long line of organizations full of talented people who fail to produce results equal to their talent.

Trust is earned. It cannot be declared, nor is it granted by a person’s position or title. Trust is earned by what people do.

It is a strong personal and professional bond that is forged in the crucible of working together to solve problems and get things done.

Deep trust is built over time as people demonstrate to colleagues that they can be counted on no matter the situation.

Trust is built by repeated experience over time. Everyone has a “trust account.”

Every day through their attitude and actions they make deposits into or withdrawals from their trust account with others.

Keep in mind that people do not experience your intentions; they experience your behavior.

Trust is three-dimensional.

You build trust with others by giving them repeated experience over time in three dimensions: character, competence, and connection.

Character. This is ethical trust. It is established when people have confidence in your integrity.

People trust your character when they have repeated experience of consistency between what you say and what you do.

What it looks like:

Have a team first attitude.

Live the culture.

Consistently seek to do the right thing.

Communicate openly and candidly. Do not avoid conflict or difficult issues.

Act with courage.

Bring positive energy.

Competence.

This is technical trust. It is established when people have confidence in your ability.

People trust your competence when they have repeated experience of your knowledge and skills, as well as your ability to achieve goals and solve problems. What it looks like:

Know the business and the work. Acknowledge when and what you don’t know.

Follow through on responsibilities.

Seek solutions. No BCD (blaming, complaining, defending).

Have a growth mindset. Relentless commitment to getting better every day.

Learn from mistakes.

Be coachable.

Connection.

This is personal trust.

It is established when people feel you are personally engaged and you care.

People trust you personally and feel connected when they have repeated experience of you listening, seeking to understand, and proactively engaging. What it looks like:

Invest the time to care, listen, and communicate.

Talk to people, not about people.

Embrace productive conflict.

Support each other. Ask for help, give help.

Appreciate the value of others. Respect and leverage differences.

Commit to mutual accountability.

When the three dimensions line up, then people will trust you and communicate openly and collaborate effectively.

It is important to note that trust is the combination of all three factors.

If any one of the factors is missing or neglected, trust as a whole is significantly diminished.

Remember: Colleagues do not experience your intentions; they experience your behavior.

If people are going to trust you, they must experience your character and competence, and they must experience a personal connection with you.

Repeatedly. Over time.

The 6 Dimensions of Trust

The foundational behaviour-set of any team or working group is safety and trust. Safety within the group + trust among my colleagues.

When safety is present and trust exists, we can redirect the substantial energy and effort that ordinarily goes into managing those high-stakes nonconscious concerns and use them in more productive ways.

A foundational base of safety and trust also gives us greater access to the collective knowledge, experience, skill and support of the team.

(Without safety and trust, I’m probably neither willing/able to ask for help, nor so-interested in the input of others, favouring instead to stay within the safe bounds of myself.)

🔸What makes it easier for you to build trust?

🔸What do you do to make it easier for others?

To answer these questions – and so, make a stronger contribution to your team – requires that we understand trust is based on multiple dimensions including:

Competency / Capability / Character / Integrity / Reliability / Vulnerability.

When I notice “I don’t trust this person” it’s important and useful for me to get more specific in my private enquiry.

For example: I may well trust my direct report 100% in terms of their character and integrity; but missed dates and deadlines has me doubting their reliability.

Perhaps I can acknowledge the willing support of a colleague, but my lack of trust comes from a skills gap (competency-based mistrust).

Alternatively, I might lack vulnerability-based trust (for example, being unguarded enough to share a difficult truth with my manager) for fear of judgement or lack of acceptance.

There are a number of good trust behaviours which will likely help in establishing trust across all its variant forms. For example:

Being genuine with others.

Owning our mistakes.

Being open about a weakness.

Assuming good intention.

Resisting jumping to conclusions.

Offering the benefit of the doubt.

Asking for input and help.

Reserving judgement.

Beyond these foundational habits, take some time to examine the types and levels of trust you share with your teammates.

What conversations, decisions and actions might be necessary for you to improve your sense of trust with your teammates?

And what (else) might your teammates be needing from you, given the likely trust-challenges they are battling with, also.

Trust is the foundation of business success. It relies on eight key elements: clarity, compassion, character, competence, commitment, connection, contribution, and consistency.

Mastering these principles strengthens relationships and enhances collaboration.

What can Mental Toughness tell us about Trust?

It’s a valid and useful line of thought but it can be one dimensional.

One definition of trust* – “reliance on the integrity, strength, ability, surety, etc of a person or thing” – certainly presents this idea. We can trust someone or something because ……

But what happens if these qualities are unknown (or have even been tested and to some extent found wanting). Does this mean that we cannot trust?

The Cambridge dictionary offers something slightly different. Trust is “the belief that you can trust someone or something”.

Usefully it goes on to provide an illustration in the form of “to take something on trust” is “to believe something is true although you have no proof”.

Now we can see that the focus of attention is on the person doing the trusting. Trust is a belief in the probability that what you expect from a person or persons is what you will actually see or get.

Trust is a mental attitude toward the notion that someone or something is reliable in the way described earlier.

So how can mental toughness, which describes our mental attitude towards situations, shed light on our approach to trusting others?

If we know someone or something is trustworthy, there may be less of an issue to consider.

But what happens if we don’t have enough information to know that someone or something is trustworthy?

Perhaps we have trusted some and they didn’t quite deliver. Can we trust them again?

This article looks at these questions and offers potential insights that can help to create a fuller picture of what trust means in practice. It needs a degree of testing.

Usefully, the development of the 8-factor concept of the 4Cs model has provided an opportunity to examine the topic of trust from a fresh perspective

If we look at the mental toughness factors, we may be able to see that our attitude towards others, and to risk in general, may influence significantly whether we trust or not.

It might be possible that we fail to trust someone who is entirely trustworthy simply because of our attitude to the situation. Perhaps some are predisposed to not trust others.

Risk Orientation might be significant. This describes the extent to which I am prepared to push boundaries, explore the unknown and whether I see the situation as carrying risk or opportunity.

If mentally sensitive, it might be that I am not so open to risk and will prefer to avoid trusting someone.

A more mentally tough individual may see this differently, accepting that things might not turn out as planned or promised, but they still want to explore the opportunity and so may trust someone even though that might carry some risk.

Learning Orientation, the other aspect of the Challenge construct may also inform here.

This describes the extent to which I will reflect on and learn from what happens to me and around me.

It is possible that the more that this is the case, the more I might think that I have the experience to deal with a situation where trust might be tested.

Indeed, I might trust another, knowing that, even it went wrong, it would still benefit me in some way.

It may have relevance in situations where a trusting relationship has not been as expected but has not been a complete disaster (perhaps for reasons not entirely in the individual’s control).

I might think that I have learned from that experience and am prepared to trust the individual another time aware that I have learned something helpful from the original experience.

If I have a significant degree of Confidence in my Abilities and in my Interpersonal Confidence, I could have the self-belief to think that I can deal with a situation however it turns out.

Its possible that this would increase the propensity to trust others, in the knowledge that you can deal with any negative outcome should that arise.

A significant degree of Interpersonal Confidence might also enable me to engage with others both to explore their trustworthiness and to deal with people issues that can arise.

The sense of Control, might also influence things.

With Life Control, the more that someone has a sense of self-worth and will “have a go”, perhaps the more likely they are to trust someone who is involved with something in which they have a keen interest?

With Emotional Control, there is always the capacity for us to respond emotionally to events and to people – perhaps more so when trust is involved.

Again, the capability to manage emotional responses and keep a cool head could be a factor in selecting whether to trust or not trust another.

Commitment, perhaps, explores what I would do in a trust relationship. Relevant perhaps if my input is a factor in its success.

In summary, if Trust is “the belief that you can trust someone or something” especially when we have little or no proof that another can be trusted, then our mental approach surely is a significant factor.

Perhaps when we are thinking about trusting another, it’s useful to start with me.

Our mental toughness, especially our self-awareness about our mental toughness matters.

The 4C - 8 factor concept and the associated measure – the MTQPlus – can contribute significantly to that understanding.

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