Category: 1-Minute Strategy

The key to getting promoted or getting a raise, says management consultant Steve Tobak on CBS: Do what it takes to get the job done, even if you’re not being paid for it. “First, you put yourself out there, take risks, do the work, and accomplish things. Then, and only then, do you get to […]

Give employees, customers or clients a positive feeling about engaging with you by saying, “I took your suggestion.” Telling them that you valued their ideas enough to use them makes a powerful impact.

“What do you do?” Be prepared for this question before you head to any networking event because you’ll likely be asked dozens of times. Try to answer within 30 seconds, including the reason why people should care about your work.

Give co-workers, customers or clients a positive feeling about engaging with you by saying: “I took your suggestion.” Telling them that you valued their ideas enough to use them makes a powerful impact.

Hold a mobile device at eye level to avoid “text neck.” Dr. Dean Fishman adopted the phrase after seeing a huge influx of younger patients visiting his chiropractor facility–complaining of neck, back, arm and shoulder pain.

Reap more ideas from brain-storming sessions by introducing a few of your own ideas and inviting participants to pick them apart. By inviting criticism, you’ll show that it’s nothing to fear.

Keep emoticons out of business communications. If you’re depending on a smiley face to make the meaning of your words clear, perhaps you shouldn’t be writing the message in the first place. Better to pick up the phone or arrange for a face-to-face meeting.

Double-check email messages where the stakes are high by taking this extra proofreading step: Print it out. It’s often easier to spy misspellings or other embarrassing errors when text is in print.

Create a successful Twitter account: Make it 30% conversational comments (using the @ symbol), 30% retweets, 40% interesting opinions or links.

Seeing red? Keep that color to a minimum in your work space. Researcher Andrew Elliot found that people don’t work as well when they see red. Too reminiscent of a teacher’s red pencil, perhaps?