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Junho de 2020 - The Best Managers Balance Analytical and Emotional Intelligence

The Best Managers Balance Analytical and Emotional Intelligence

From Harvard Business Review

We have two major neural networks functioning in our brains: the analytic network (AN) and the empathic network (EN).

The AN helps us make sense of things and events. We use it when we are solving problems and making decisions. It helps us engage in abstract or analytic thinking, like financial analysis and data analytics. The EN enables us to scan the environment and be open to new ideas and other people. What’s really interesting is that these two networks suppress each other. When one is activated, the other is deactivated.

How to Achieve the Right Balance

1. Be aware of your own predilection. What is your “go-to” neural network?
How am I processing things at this moment? Am I thinking about concrete facts, details, or solutions? Or, am I reflecting more openly and creatively about possibilities? Am I thinking about what is objectively right or wrong?

2. Exercise the neural network that isn’t your go-to. 

To exercise your empathic network:

Complete at least one 15-minute conversation each day in which your sole purpose is to understand the other person, not to solve their problem or give advice.

Attempt to listen beyond what you hear (i.e. body language, tone of voice, emotional cues, etc.).

To exercise your analytic network:

Schedule specific windows of time within which to complete certain tasks. Hold yourself to those committed windows.

Compile a list of household expenses incurred each month such as utilities. Record your actual expenses paid over the last 12 months. What are the trends you see in the numbers? What was the highest or lowest amount paid and in which month? How do the expenses compare to what you anticipated?

3. Practice balancing both.

When making (or communicating) a decision that impacts others, think about potential personal implications of the decision. Spend time attending to these relational aspects in addition to the technical ones.

The analytic and empathic networks are waging a constant battle in your brain. The key to maximizing your effectiveness as a leader and having more productive relationships is learning to be more aware of which network is activated at any given time and being able to seamlessly toggle back and forth between the two as necessary.

Adapted from: https://hbr.org/2020/06/the-best-managers-balance-analytical-and-emotional-intelligence

 

Junho de 2020 - 3 Myths ...

3 Myths That Stop People from Asking for Help at Work

People dread asking for help from colleagues and strangers in the best of times. They worry about looking bad, being rejected, imposing on others juggling family and work responsibilities or taking up valuable resources.

But comfortably and confidently asking for help requires refuting a number of misperceptions that have been uncovered in research – myths that are likely to be heightened as a result of the ongoing crisis.

Myth 1: Asking for Help Makes You Look Bad

We often worry that asking for help at work is a sign of incompetence or weakness. However, the research finds such worries to be largely unfounded. Not only is it a myth that asking for help makes you look bad, in some cases it can even paint you in a more positive light.

Myth 2: If I Do Ask for Help, I’ll Be Rejected

Another reason we may refrain from asking for help is the fear of hearing “no. Again, the research shows that people regularly surprise us, both with how willing they are to help, and how much effort they are willing to put into helping us. It means that not only are people more likely to say “yes” than we think, but when they do agree, and counter to expectations, they tend to go above and beyond.

Myth 3: Even if Someone Agrees to Help, They Won’t Enjoy Doing So 

When we think of asking someone for help, we tend to focus on the costs we are imposing on them. We forget the good feelings that come from doing someone a favor, it can even help lift someone out of a negative emotional state. This means that having the opportunity to help someone else right now may have a mood-lifting effect.

This is a time when we should feel more, not less, comfortable asking for and accepting help. There’s plenty of evidence that others are less likely to judge us and more likely to help us (and enjoy doing so) than we think.

Adapted From Harvard Business Review

Junho de 2020 - 5 Ways to Demonstrate Your Value - Remotely

5 Ways to Demonstrate Your Value — Remotely

We know that with remote working arrangements, you don’t have the visibility with your colleagues and managers that you normally would, and you may wonder if they remember your presence — and more importantly, your importance to the organization.

I can’t guarantee that your position is secure, but the following suggestions are five concrete steps that you can focus on right here, right now.

Do Your Work

Especially in times where businesses and organizations are having to make hard decisions about who to keep, doing your work — and doing your work well — is essential.

Tell Others

You don’t need to give yourself a shout out at every single meeting, but if you have accomplished something significant, share it.

Help Your Boss

Although you don’t want to overload yourself with extra work to the extent that you burn out or can’t keep your commitments, look for ways to make your boss’s life easier.

Play Nicely

During this time, you not only want to be seen as a valuable individual contributor, but also as someone who elevates the entire team. Try to work out differences with your colleagues on your own, without getting your manager involved.

Spread Positivity

Be different. When you’re chatting before the start of a meeting or sending an email, mention something — anything — other than the coronavirus. Whatever you focus on expands, so expand good in the lives of your coworkers.

As a bonus, if you can be humorous, do so. While doing good work and being a positive presence doesn’t guarantee your position, it does increase your odds because you’re demonstrating your value to the organization and the people around you.

Adapted from : https://hbr.org/2020/06/5-ways-to-demonstrate-your-value-remotely

Linguaskill - Cambridge English Assessment

Conheça mais sobre o Linguaskill assisiitndo este vídeo:

 

https://www.youtube.com/watch?v=UMKDJi2-HTg&list=PLpmCHL8PnXq80tX9zLSK937RxpSwmIMdL&index=3

Maio de 2020 - Onboarding a New Leader - Remotely

Earlier this month Harvard Business Review polled leaders about their companies’ current onboarding practices. Of the 125 who responded, 75% said that their organizations were still onboarding leaders. However, only 17% indicated that their organizations had developed systems for onboarding new leaders into remote-work environments. That’s a big gap, given that most onboarding is happening virtually now and that the stakes in quickly getting new talent up to speed have rarely been higher.

The good news is that it’s quite possible to onboard new leaders effectively into a remote-working environment. The biggest barrier is probably mindset. Here are some principles to guide you.

1. Be crystal clear about short-term objectives.

Like every leader in transition, your new hire needs to quickly figure out how to create value.

2. Provide a structured learning process.

Provide information in a more structured manner. You need to help your new hires get a broader and deeper view of the organization and their role in it.

3. Build a (more) robust stakeholder engagement plan.

Help your new hires identify, understand, and build relationships with key stakeholders. First identify the key stakeholders, reach out and align them on the objectives you have set for your new leader.

4. Assign a virtual-onboarding buddy.

Good buddies play four key roles: (1) They help orient new hires to the business and its context (2) They facilitate connections to people whose support is necessary or helpful (3) They assist with navigation of processes and systems, and (4) They accelerate acculturation by providing insight into “how things get done here.”

5. Facilitate virtual team-building.

This process creates alignment and connection between a leader and their inherited team. The facilitator asks questions and summarizes the resulting insights and uses them to guide a conversation between the leader and the team.

6. Consider hiring a coach.

They are particularly helpful when they understand the organization, the company culture, and the stakeholder environment. Buddies and coaches play complementary roles in advising new leaders on the challenges they are facing and providing a safe space within which to discuss them.

Adapted from : https://hbr.org/2020/05/onboarding-a-new-leader-remotely

Certificações Internacionais de Cambridge

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O mais novo teste de Cambridge English Assessment. Avalia as habilidades linguísticas usando padrões internacionais, com resultados mapeados de acordo com a Escala da Cambridge English e o CEFR.

O Linguaskill é uma prova adaptativa de inglês geral, tem múltiplos níveis, o que possibilita avaliar candidatos de todos os níveis de capacidade. Atualmente estamos aplicando a versão Reading & Listening. O agendamento é rápido, é possível agendar a prova de um dia para o outro, e o certificado é disponibilizado assim que o candidato termina a prova.

Aplicamos o LINGUASKILL em todo território nacional.

EXAME | Universidade de salamanca

Siele

O SIELE é o sistema mais completo, versátil e reconhecido para
avaliar ecertificar 
o domínio da língua espanhola.  

O SIELE certifica o grau de competência da língua espanhola
através de 4 provas:

COMPRENSIÓN DE LECTURA
COMPRENSIÓN AUDITIVA
EXPRESIÓN E INTERACCIÓN ESCRITAS
EXPRESIÓN E INTERACCIÓN ORALES

O SIELE toma como referência os níveis estabelecidos pelo
Quadro Comum Europeu de Referência para Línguas.

 

 

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