When your mind goes to a bad place, focusing on all negative things, feeling as if every event is against you. Try to name one thing you are genuinely grateful for, or happy for. Then continue working on that list.
It might prove challenging at first, yet it works.
What we perceive is often not what is happening. We need to train to make the distinction.
What good does your resentment do?
Perhaps you have been treated unfairly. Perhaps you did truly deserve that promotion. Perhaps that person in your team is really after you. Perhaps everyone should really buy into your idea. Perhaps you do deserve more.
And what good does it do to act up because of that? How closer does that take you to your objectives?
Resentment is bad not because others might not deserve it – they usually don’t. Resentment is bad because it is not efficient.
The moment you feel it, do acknowledge it, do talk about it, and then do move on.
When you send an invite for a meeting, you make two promises to those invited.
Many meetings fail because they are considered a way to come together and express opinions, thoughts, ideas. Some might be, but even in that case it is a responsibility of the organizer to manage a right pace to the conversation, to send out information that can help drive the conversation, and in general to be the owner of the conversation.
If there is one gift you feel like giving to your colleagues in 2022, let it be this one.
Own your own meetings.
If you are approaching the end of the year with some resolutions you wish to make, here is a tip that’s going to save you some hassle.
Start today.
There is no magical power in the beginning of a new year, no cleaner slate, to strength or power.
Start earlier instead, don’t let the resolution go stale in your mind, don’t lose the effect of the novelty, don’t let it sink before it lifts you.
Start today.
One of the things that will make you stand out most in business (and not only) is to close the circle on your promises.
This is true for individual contributors, teams, departments, and organizations as a whole.
If you promise something that you know you can’t deliver, or that you consistently don’t deliver over a period of time, the promise is most likely a way for you to get out of a difficult conversation, an awkward moment, a temporary discomfort.
It is not worth it.
Say only what you know you’ll do. And if you end up not doing it, give a reason and follow up.
When you meet your commitments, you build trust, gain confidence — look, you really can do it! — and grow the kind of backbone needed to say no when you truly can’t take something on.
Whitney Johnson, You Have to Stop Canceling and Rescheduling Things. Really.
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