Naomi Karten is a highly experienced speaker and seminar leader who draws from her psychology and IT backgrounds to help organizations improve customer satisfaction, manage change, and strengthen teamwork. She has delivered seminars and keynotes to more than 100,000 people internationally. Naomi's newest books are Presentation Skills for Technical Professionals and Changing How You Manage and Communicate Change. Her other books and ebooks include Managing Expectations, Communication Gaps and How to Close Them, and How to Survive, Excel and Advance as an Introvert. Readers have described her newsletter, Perceptions & Realities, as lively, informative, and a breath of fresh air. She is a regular columnist for TechWell.com. When not working, Naomi's passion is skiing deep powder. Contact her at [email protected] or via her Web site, www.nkarten.com.
It takes a certain level of self-confidence to admit to not knowing something when people view you as the expert. Still, if you don’t know the answer and you (or others) think you should, you have some options other than “I don’t know.” These alternative responses are more useful to you and to your questioner.
In a job interview, you learn a fair amount about the job you’re applying for. But it’s much harder to learn about the corporate culture so as to determine if the organization is a place you want to work. Try using a "good cop, bad cop" routine when asking questions to find out if the new environment is a good fit.
If you want to be a thought leader in the software community, you may want to share your expertise by getting published. But no matter how knowledgeable you are in your particular domain, writing about it is another matter entirely. If you're struck by writer's block, try writing a letter to unblock your thoughts.
Delivering bad news is rarely easy and never fun. But delaying and worrying often make it worse than it needs to be. Most people on the receiving end would prefer to hear bad news sooner rather than later, so instead of putting off the undesirable task, try some of these tips to deliver bad news as easily as possible.
Have you ever heard someone say, “How is it we never have time to do it right but we always have time to do it over?” When we rush to complete work, that's often when errors happen. It may seem counterintuitive, but slowing down may be one of the best ways to get the job done quickly—and right the first time.
With almost any change, whether a trivial adjustment in procedures or a large-scale organizational change, people will vary in their receptiveness to it. But if you and your teammates have some good ideas to improve processes and your manager keeps shutting them down, you may be dealing with a change-resistant manager.
Confidence is a state of mind. Much of the advice on how to gain confidence revolves around eliminating behaviors that diminish confidence. The idea is that if you effect a confident attitude, others will perceive you as such, and eventually you will be truly confident. Here are three keys to gaining more confidence.