WorldLink Communications

03/08/2016

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02/23/2016

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Market intelligently. Develop Intelligently. Coeus uses behavioral intelligence to drive marketing re

11/30/2015

HBR Tip of the Day: Change How You Think About Presentations - Many of us have to give presentations, and many of us feel anxious or stressed in the days leading up to them. Shifting the way you think about your presentation can help you feel less stressed about it. Here are some ways to change your mind-set:
• Bless, don't impress. Instead of worrying what people will think of you, focus on what they’ll get out of your talk.
• Rehearse, but don't obsess. Practice three times: Once you've prepared the talk, the day before you give it, and a few hours before you go on.
• Create rest stops. Presenting for 180 minutes is a huge task. Think of your talk as a series of 10-minute chunks instead.
• Breathe. There's nothing innately stressful about presenting – the stress comes from us. Breathe deeply and slowly and use a power pose to calm your last-minute jitters.

11/09/2015

HBR Tip of the Day: Don't Be Afraid of Managing People Who Are Smarter Than You - The best managers hire smart people to work for them. But what if your direct reports are smarter than you? How do you manage people who have more experience or knowledge?
• Consider whether your fears are based in reality. Insecurity can affect your interactions with your team, so don't ignore feelings of self-doubt.
• Reach out to other managers for advice. Share your concerns and ask how they've handled similar situations.
• Give, and take, feedback. Don't try to evaluate your direct reports on areas where you have no knowledge – stick to areas where you have authority. And tell your employees that you're comfortable receiving feedback from them.
• Empower your employees. Use your skills to support them in their goals, and give them room to do what they do best.
• Project confidence, but not too much. Be calm, respectful, and take yourself and others seriously.

Adapted from “How to Manage People Who Are Smarter than You,” by Rebecca Knight.

11/06/2015

HBR Tip of the Day: Get the Full Benefits of Walking Meetings -
Walking meetings are a growing trend, replacing a traditional sitting meeting in a coffee shop or boardroom with a little exercise. The benefits are plentiful: Research has found that walking leads to increases in creative thinking, and anecdotal evidence suggests that walking meetings spur more productive, honest conversations. Here are some tips to help your next walking meeting go well:
• Include an “extracurricular” destination. Passing a point of interest provides more rationale and incentive for the walk.
• Don’t add unneeded calories. A meeting that ends with a 400-calorie beverage undermines its health goal.
• Stick to small groups. Walking meetings work best with two or three people.
• Don’t surprise colleagues or clients with walking meetings. Notify people in advance so they can dress appropriately.
• Have fun. Enjoy the fresh air – research has also found that people who use walking meetings report being more satisfied at work.

11/03/2015

HBR Tip of the Day: Make Your Presentation a Conversation - When giving a presentation, structuring your talk around “the great unveil,” saving key findings for the end, is tempting. But the last-minute nature of the unveil means your audience doesn’t have time to fully understand the information, so they won’t be prepared to discuss it. An unveil can also create problems if you’re surprising people with a new idea – especially if it’s controversial. Instead, structure your presentation to invite discussion and participation. Draft your talk in partnership with important members of the audience. Getting people involved early helps identify problems that need solving and solutions that have been tried. Send out pre-reading materials so people aren’t absorbing your findings as you say them. And appoint facilitators to draw out questions and comments from the group after you’ve finished presenting.

Adapted from “Create a Conversation, Not a Presentation,” by John Coleman.

10/29/2015

HBR Tip of the Day: Get Yourself Out of a Rut at Work -Even exciting jobs have boring days. It’s inevitable when you work in the same office, with the same people, day after day. So how can you tell whether you’re just in a rut – or whether it’s time to leave your job? First, don’t wait for the rut to pass. Making even small changes to your daily work can prove transformative. Start keeping a list of all the things you accomplish each day, noting which kinds of work energize you and which leave you feeling drained. Next, think about how you might redesign your role around the tasks that interest you most. Talk to your boss about taking on new challenges that fit your talents and goals, or volunteer on a project outside your department. But if you still think your job is a grind after you’ve tried to take action, it may be time to move on.

Adapted from “How to Fall Back in Love with Your Job,” by Carolyn O’Hara.

10/28/2015

HBR Tip of the Day: A Good Summary Can Help Your Résumé Stand Out - The average recruiter spends just six seconds deciding whether to read your résumé or pass on it. How can you hook someone to keep reading in that short a time? Start with a brief but memorable summary of yourself at the top of the page – think 20 to 30 words. Highlight your areas of expertise that are relevant to the job, then focus on specific results you’ve achieved in those areas. Highlighting your accomplishments shows the hiring manager that you’ve solved the kinds of problems she’s dealing with. Next, note the types of organizations and industries you’ve worked in, and include your years of experience. Distinguish yourself from other candidates, making it immediately clear that you have what it takes to excel in the position. And be sure to avoid generic terms like “results-driven,” “a proven track record,” and “team player” that don’t really say anything.

Adapted from “Yes, Your Résumé Needs a Summary,” by Vanessa K. Bohns.

10/27/2015

HBR Tip of the Day: Stop Underestimating Your Own Influence -We persistently underestimate our influence. We don’t suggest ideas to our boss or ask coworkers for help because we fear rejection. So we wind up missing opportunities because we doubt our own powers of persuasion. Yet our bosses and peers are probably more receptive to requests than we realize. We don’t realize that it’s usually harder for people, even bosses, to say “no” than “yes.” So the next time you have a request, remember that you’re more persuasive than you think:
• Just ask. Don’t psyche yourself out.
• Be direct. Don’t drop hints. People respond more positively to direct requests.
• Go back and ask again. Don&Rsquo;t assume you shouldn’t approach someone because they’ve previously said “no.” People might be more likely to say “yes” later – especially if they feel guilty about having said no in the past.

Adapted from “You’re Already More Persuasive than You Think,” by Vanessa K. Bohns.

10/26/2015

HBR Tip of the Day: Know When to Ignore Someone’s Feedback - Feedback helps us learn and grow. But it’s important to remember that not every opinion is useful. It’s okay to ignore feedback when it’s vague. Many people will want to share maddeningly non-specific feedback with you (“I didn’t think it was as strong as it could have been” or “There was just something off”). But if they can’t tell you exactly what the issue is, it’s not your job to figure it out (unless, of course, they sign your paycheck). It’s also okay to ignore feedback when it’s only one person’s opinion. It’s easy to fixate on critiques, but one person’s take (no matter how influential they might be) isn’t always reliable. Their feedback might not even be about you – it could be the result of having a bad day or personal bias. So be wary of such advice until you get confirmation from other people.

Adapted from “When It’s OK to Ignore Feedback,” by Dorie Clark.

10/23/2015

HBR Tip of the Day: What Cross-Functional Teams Need to Succeed - Cross-functional teams have become ubiquitous because companies need to speed innovations to market, and they’re essential for connecting the right people across an organization. But too many teams fail to meet planned budgets, stay on schedule, or meet customer expectations – and this is largely because the organization lacks a systemic approach. There’s no clear governance, accountability, or specificity when it comes to goals and how to measure success. To make these cross-functional efforts successful, executives need to assign an accountable leader to every project. This person will make key decisions, keep the team aligned, and coordinate with senior management. Each project should also have clearly established goals, resources, and deadlines. There should be an approved budget and a charter defining priorities, desired outcomes, and timeframes. And since different functions have their own priorities, leaders have to make the project’s success the number one objective for cross-functional teams by tying it to people’s performance reviews and compensation.

Adapted from “75% of Cross-Functional Teams Are Dysfunctional,” by Behnam Tabrizi.

10/20/2015

HBR Tip of the Day: Overcome the Midday Slump -
Doing your best work requires focus and energy, but it’s hard to stay focused for eight hours straight. How can you feel more energized throughout the workday?
• Tailor your tasks to your energy. Most people are at their best in mid-morning and late afternoon. Organize your to-do list around these peaks and valleys.
• Get up and move. Any kind of physical movement will boost your alertness and energy levels. Take a brisk walk around the block, walk up some stairs, or stretch at your desk.
• Meditate. Mindfulness exercises are a great way to engage in restoration during the day—even Steve Jobs swore by it.
• Don’t rely on caffeine. Rather than giving you more energy, coffee masks the effects of low energy levels. Use it strategically, like ahead of a big meeting.
• Get more sleep. It’s the number one predictor of success.

Adapted from “How to Overcome the Midday Slump,” by Carolyn O’Hara.