Category: Development and Training

Training, education and ongoing professional development is very important to your ongoing success at MSU. This category highlights professional development news, views and opportunities.

two people collaborating at a laptop

Are You Procrastinating? Increase Motivation and Take Action with These Simple Steps.

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There are countless reasons to put off working on a project. Maybe you’re daunted by the size of it, or the deadline is far off, so you don’t feel urgency to get moving. Whether your procrastination is the result of perfectionism, negative thought patterns, or even boredom, there are easy changes you can make to increase your motivation and complete high-quality work without missing deadlines.

Take charge of your day

It’s easy to find excuses to not take action. I don’t have time. I’m too busy. I’ll do it later when things calm down. To move beyond procrastination, you need to take charge of your time.

  • Don’t let external demands control your time. Deadlines and mundane tasks are likely a part of your days. Take charge of your schedule.
  • Minimize interruptions. Turn off your Teams, Outlook, and text notifications if you can. Block off time on your calendar. Prioritize your tasks.
  • Ask yourself: What needs to be done now? What can wait until later?
  • Figure out and respect your preferred working methods and energy levels. Consider when you’re most productive and schedule your day accordingly.

Set small deadlines

If you sometimes feel like you’re accomplishing nothing, it may be because your idea of getting something done is too big.

  • Focus on the wins, no matter how small. Set small goals and interim deadlines throughout the day.
  • As you hit each small target, you’ll build momentum and feel motivated to strive toward the next goal.

Achieve an optimal level of positive stress

We all face stress at work — deadlines to meet, unexpected problems to solve. It may sound counterintuitive, but a little stress can be a good thing. Positive stress can give you the energy you need to stay motivated. The key is to achieve an optimal level of healthy stress.

  • Know your limits. Find a challenge you can realistically take on.
  • Don’t be complacent. Push yourself to achieve great things, one step at a time. Remember that a challenge should stretch you without breaking you.

Collaborate to stay engaged

When we pool our resources and expertise to work on a task with others, we share ideas, discuss options, and develop ideas as a team. One person’s enthusiasm might inspire you. New eyes bring new perspectives, which may help you look at a task in a new way.

  • To ensure your collaboration is effective, be sure you have a diverse group to offer different perspectives.
  • Allow some quiet space to build on the ideas that emerge.
  • Effective collaboration can be structured or informal.

Try these techniques to help you take action and leave procrastination behind, and look into self-paced, online elevateU resources for further motivation and guidance.

surprised woman working at a laptop

Leadership Blog Series: Performance Excellence During Periods of Uncertainty and Transition

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Written by MSU HR Organization and Professional Development

Whether your department plans to continue remote work, switch to a hybrid model, or bring everyone back to campus ASAP, Performance Excellence discussions likely have a different feel this year. The reality is that Performance Excellence—annual, probationary, and interim reviews, performance planning and goal setting—is very much needed despite all the recent and upcoming transitions and unknowns. Here are some tips to help you stay on track with these important discussions regardless of how and where the conversations take place.

Keep with it

Do not postpone coaching, feedback, 1-on-1 sessions, or performance reviews during this time. Our instinct may be to put off these conversations until things are “back to normal.” However, the opposite is true. Due to the highly unusual year we’ve all experienced, it’s imperative to connect with employees right now. Even in times of crisis, people still want to know that their long-term growth and success haven’t been forgotten.

Now’s an ideal time to revisit goals and keep the focus on the future. Identify opportunities, quickly communicate changes to your staff, and prepare them for potential pivots. Don’t ignore performance issues or delay accountability conversations. It’s as important as ever to address these matters as soon as possible. Put in the work now to help avoid larger issues in the future.

Establish, re-evaluate and reiterate criteria for success

Amid so many changes, consider establishing new definitions of success. Think short-term, well-defined, and task-based. Take a goal-based approach to performance measurement that focuses on clearly defined expectations and standards—for example, SMART and HARD goals or objectives and key results (OKRs)—to allow for a more flexible or task-based approach where metrics don’t exist or can be deceiving.

This is especially important when evaluating teams working from home. It is critical for those teams to focus on clearly defined outcomes and performance indicators (e.g., metrics, goals, deliverables). Don’t mistake activity and participation—such as emails, meetings, or hours on a timesheet—for high-quality, productive performance outcomes. Clear, established goals provide a straightforward way for both the supervisor and employee to truly gauge success.

Shift your perspective

As some employees remain remote and others return to the office, it’s important to re-tool our ability to read performance. Put effort into deciphering the increasingly blurry line between work and life. As one manager put it, it’s necessary to now “balance the need for flexibility that’s specific and supportive to the individual’s needs with the need to also somehow be equitable to others.” This will require effort on your part with thoughtful consideration of what your employees need as individuals and as a team.

With a few changes to our thinking and approaches, the Performance Excellence components of goal setting, performance planning and measurement can continue to benefit your employees, your team as a whole, and you as a supervisor. Visit the Performance Excellence pages on the HR website to find tips, tools and relevant forms. The Conducting Annual Performance Reviews Remotely page provides additional assistance for working with remote employees.

graphic of a woman who looks stressed.

Leadership Blog Series: Recognizing and Managing Stress During Times of Change

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Written by Sharri Margraves, HR Associate Director for Organization and Professional Development

Based on some of my behavior choices over the past year (e.g., purchasing 50 lbs. of flour — why?), some might say I did not handle the stress of the pandemic very well. I’d have to agree. Personally, it was terrifying last spring when the threat of economic collapse seemed imminent. Those fears lessened but were then replaced by worries of illness, death, and the safety of my loved ones as the pandemic doubled down in Michigan and throughout the world.

Many of us are now preparing for a new kind of stress that reflects more unknowns, such as potential changes in work location, expectations, tasks, and what that all means to us as employees and colleagues. We are collectively experiencing unprecedented change across the organization by virtue of budget impacts and changes in senior leaders — both of which have a way of cascading through an organization and challenging the status quo.

Check Your Stress Level

One thing the pandemic did not do was ease the “normal” stressors in life such as divorce, familial issues, debt, and job change, to name a few. Consider taking the Life Change Stress Test, a self-assessment scale developed as a predictor of an individual’s well-being and the likelihood of illness. Where are you currently on the life-change stress index?

We may not share a common experience to change. What one person feels is a great idea might feel like an unnecessary and stressful change to another. You might find exhilaration in tackling new systems while others might find the same experience overwhelming. How leaders navigate these next few crucial months is expected to impact employee stress and, therefore, employee motivation and satisfaction — essential aspects of building a healthy and positive culture for our students and colleagues.

Are You Languishing?

The fact is there are many unknowns still surrounding the pandemic that, when combined with our everyday stress to navigate, can lead to even fun activities like weddings and graduations causing an increase in stress and a decrease in motivation.

In the work context, the continuous change we have been experiencing along with ongoing uncertainty can lead to what Adam Grant of The New York Times recently described as languishing. People may not be considered depressed, but they’re not flourishing either. After months of being on high alert, our bodies and brains are likely tired, stressed, and burned out by this state of hypervigilance.

Reduce the Impact of Stress

Keep in mind that stress does not need to be negative to have an impact on you, and not all stress needs to be immense to add up. Often, it is the compounding of little things that have a large impact. Recognizing your typical and atypical stressors — be they “positive” or “negative” — and how they impact you personally and professionally can better prepare you to successfully manage your stress and move out of a state of languishing. Engaging in reframing your situation, learning new coping strategies, exercising, or seeking services through Health4U Stress Reduction, your healthcare provider or EAP are all places to begin.

Take some simple steps to help yourself and your team get through this period of continuing uncertainty with improved stress management strategies and increased motivation. Here are a few additional, self-paced resources you might find helpful:

elevateU Online Resources

Additional Resources

Grant, A., May 5, 2021. There’s a name for the blah you are feeling: It’s called languishing. The New York Times. https://www.nytimes.com/2021/04/19/well/mind/covid-mental-health-languishing.html

Holmes, T.H., and Rahe, T.H. “The Social Readjustment Rating Scale,” Journal of Psychosomatic Research. 11:213, 1967. https://www.dartmouth.edu/eap/library/lifechangestresstest.pdf

photo of Todd Bradley

Motivational Monday Round-Up

Published on by Megan MacGregorLeave a comment

Todd Bradley, HR’s Senior Learning and Organization Development Specialist, has been keeping us motivated with his short videos full of insight. In case you missed any, please find a round-up of Todd’s latest videos below.

These videos were designed to motivate and inspire MSU employees, exploring topics like rational thinking skills, emotive skills and more for both professional and personal development. Visit the MSU HR YouTube channel to view Todd’s full series of Todd Talk videos.

Motivational Monday: Diversity

Todd encourages us to celebrate the diverse perspectives, skillsets, and experiences that all Spartans encounter.

Motivational Monday: Accountability

Todd defines and offers suggestions to demonstrate accountability.

Motivational Monday: Influence and Persuasion

Todd defines and shares the mechanics of influence and persuasion.

Motivational Monday: Cultivating Positive Habits

Todd suggests positive habits to consider cultivating and shares tips to be successful.

Visit the MSU HR YouTube channel to view Todd’s full series of Todd Talk videos.

photo of a man thinking

Challenge Your Ways of Thinking to Transform Negative Stress

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Written by Andrea Williams, Organization and Professional Development.

Stress affects each of us in different ways. For some, it provides the motivation to finish a difficult task, but for others, stress has an extremely negative impact. Part of why this occurs is because our reaction to stressors is based largely on our own perception of the stressors rather than the stressors themselves. Since our perception helps determine our level of stress, we can change our reactions and help lower our negative stress levels by adjusting our thinking.

One approach is to utilize the ABC model to help reframe how we experience and manage stress.

  • A: Activating Event — the actual event that causes a stressful reaction
  • B: Belief — how the event is perceived based on your thoughts and feelings
  • C: Consequence — the feelings you have or the actions you take in response to the stressful event that are related to your beliefs about the situation

Put the ABC Model to Work

When you experience a stressful event — anything from a tight work deadline to an argument with a colleague to a major life change — keep the ABC model in mind as you go through the following three-step process to manage your reaction:

  1. Identify your beliefs. Ask yourself, “Why did this situation happen?” Keep in mind that if your beliefs aren’t accurate, you may be overly negative or irrational in your thinking, leading to an even more stressful response.
  2. Challenge the negative thoughts causing your reaction. For example, consider:
    1. Are my thoughts based on fact or opinion?
    1. Am I sure the event happened for the reason I think it did?
    1. Can I view the event in any other way?
  3. Replace your negative or irrational thoughts with positive, rational ones. Determine the aspects of your thought process that led you to react negatively — perhaps you tend to overgeneralize, take things personally or place blame. Checking your beliefs in response to a stressful event can lead to a more resilient reaction to the stressful situation you face, lowering the overall level of stress you experience.

Challenge Your Irrational and Negative Thoughts

Inaccurate perceptions of events, particularly irrational and negative thoughts, can lead to elevated stress and make situations worse than they already are. Common irrational or negative ways of thinking include:

  • Thinking in absolute terms
  • Assuming you know what others think or know
  • Assuming you know how a situation will turn out
  • Assuming similar situations will always turn out the same
  • Making excuses

When you find yourself experiencing negative stress over an event or situation, change your perception of the event by challenging your thinking. Try asking yourself the following questions:

  • Is my understanding logical?
  • Is there any evidence to support my understanding?
  • Am I overreacting?
  • Are my expectations realistic?
  • Am I taking things too personally?
  • Am I wrongly blaming myself or others?

Although we can’t always avoid life’s stressors, we can manage our negative stress when we understand how it affects us. Taking deliberate steps to examine and transform negative stress can help improve everything from your job performance to your physical and mental well-being. For additional stress management assistance, take advantage of the many resources available to MSU faculty and staff, including the Employee Assistance Program (EAP), Health4U, and the MSU WorkLife Office.

Source:

Skillsoft Ireland Limited. Take a Deep Breath and Manage Your Stress. Retrieved April 22, 2021 from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/pd_30_a03_bs_enus

Spartan statue on MSU's campus with trees behind it.

OPD Course Spotlight – Maximizing the Spartan Experience: Customer Service Training

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“All of your customers are partners in your mission.” – Shep Hyken

In higher education, we serve an enormous variety of customers — everyone from colleagues to students to granting agencies. Realizing the importance of high-quality service and effective communication can lead to increasingly satisfied customers. MSU HR’s Organization and Professional Development (OPD) department offers a live, virtual course designed to help you take your customer service skills to the next level and provide what’s referred to at MSU as “The Spartan Experience.”

Maximizing the Spartan Experience is currently open for registration in the EBS Portal for November 8, 2022, from 9:30 to 11:30 a.m.

This updated and engaging version of the popular The Spartan Experience training provides a foundational perspective related to enhanced customer service delivery and is based around high, clear, and concise customer service expectations that are the key to maximizing opportunities in engagement, inclusivity, and Delivering Outstanding Spartan Experiences (DOSE).

In this OPD course, you will learn how to:

  • Communicate effectively with customers
  • Create a positive first impression
  • Develop and maintain high customer service standards
  • Plan for great customer service

Todd Bradley, MSU HR Senior Learning and Organization Development Specialist, brings his trademark positivity and extensive expertise when facilitating Maximizing the Spartan Experience, explaining, “High morale, enthusiasm, and positive engagement are all desired outcomes of this course.” For a quick preview, check out Todd’s recent Todd Talk video regarding this topic.

Recent course participant, Christie Provost-Perkins, Operations Coordinator for the MSU College of Nursing, shares, “I truly enjoyed attending Maximizing the Spartan Experience. The class reinforced essential customer service skills but also took a deeper dive. It expanded on the topic in new and interesting ways. I also appreciated how well the content was delivered in the virtual format. Real world examples and discussion added to an engaging presentation. This was one of the first professional development courses I’ve been able to attend, and it set a high bar.”

Ready to learn more? Register for an upcoming Maximizing the Spartan Experience session in the EBS Portal, or contact OPD at prodev@hr.msu.edu or 517-355-0813 for additional information.

Female office worker talking to colleague via video chat on laptop while sitting at table with cup of coffee and analyzing diagram.

Leadership Blog Series: Addressing Unprofessional Behavior

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Written by Sharri Margraves, HR Associate Director for Organization and Professional Development

Unprofessionalism often masquerades as interpersonal conflict. Left unchecked, this disruptive behavior can destroy relationships, create a toxic environment, reduce productivity and increase errors. On a personal level, unprofessionalism can be career-limiting for the individual and demoralizing to the whole team if not handled well or left unresolved.

As a leader, when you have a challenge with an individual regarding unprofessional behavior, you must address it. The behavior you tolerate becomes the culture. Many times, the person is unaware of the effect of their behavior, and the issue can be resolved with a conversation. Often, though, the thought of confronting the person can induce fear. It can be hard to summon the courage to take the first step, and we often excuse the behavior or hope it will go away on its own — even when we know it likely will not.

People are counting on you. If you don’t address unprofessional behavior, you simply promote more of it. So, take a deep breath and lean into it. Use the following ideas to successfully navigate these conversations.

  • Envision success. Think about the benefits of resolving the issue.
  • Check your conflict style using the Conflict Management Styles Quiz.
  • Choose the right time.
  • Be calm. Keep your voice even.
  • Ask open-ended questions.
  • Write them down. Practice what you want to say.
  • Stick to the facts.
  • State your intended outcomes.
  • Be compassionate. What might be happening you don’t know about?

It can also be helpful to analyze the patterns of unprofessional behavior to determine your response. Consider the following scenarios.

Was it a single incidence?

Have an informal conversation as close to the situation as possible, in private. Ask open-ended questions and invite the individual to offer their version. Acknowledge it as an isolated incident and that you trust they are aware that unprofessionalism is detrimental to the team and their own career.

Is this a pattern?

Use data to help illustrate to the person what is happening. Your goal is to raise awareness and invite them to help solve the problem based on facts. State the pattern. When does the behavior arise? Are there discernible triggers? All of these can invite the employee to be reflective and cognizant of the issue. State the impact on the team, colleagues and you as the leader. Ask the employee for their solutions. Follow-up with a letter acknowledging the conversation. This is not a disciplinary process or even a hint of further action — it is simply a way to capture what you talked about and the agreements going forward.

Does the behavior continue to persist?

Despite our best efforts, additional support and intervention are sometimes necessary. At this stage, you will be documenting the conversations and likely engaging with your dean, HR professional or Employee Relations for further guidance. Remember, the goal is to correct the behavior so that your organization can create an environment to achieve great things and not be distracted by the few.

It’s important to remember that if the individual also intimidates others by shouting, being disruptive, blocking their path, or touching another person, this heightens the seriousness of corrective action and must be dealt with immediately.

Channeling the positive energy of conflict that focuses on problem-solving can foster innovation, creativity and greater engagement. Utilize the ideas above to help build a culture of trust where issues can be raised and resolved and in which all members of a team are valuable to achieving success.

Sources

Adkins, R., 2006.  Elemental Truths blogspot. https://facultyombuds.ncsu.edu/files/2015/11/Conflict-management-styles-quiz.pdf

Hickson, Gerald, B., Pichert, James, W., Webb, L. E., Gabbe, S. (2007). A complementary approach to promoting professionalism: Identifying, measuring, and addressing unprofessional behaviors. Academic Medicine. November 2007. Volume 82. Issue 11. Ppg 1040-1048. https://journals.lww.com/academicmedicine/FullText/2007/11000/A_Complementary_Approach_to_Promoting.7.aspx

Tremper, K. K., How to manage disruptive colleagues. RCL Papers. Department of Anesthesiology,   University of Michigan, Ann Arbor, Michigan. http://iars.org/wp-content/uploads/15_RCL_Papers_F.pdf#page=46

bad habits graphic

Cultivating and Maintaining Good Habits

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Written by Andrea Williams, HR Organization and Professional Development

You’ve likely heard more and more talk about the next phase of our personal and professional lives — be it resuming our pre-COVID routines or creating new ones going forward. Although none of us know exactly what the future looks like, now is an excellent time to consider the changes we may have made over the past year that we’d like to carry forward — perhaps prioritizing our health, creating new family traditions, or learning new skills.

As we navigate the next phase of our lives, University of Southern California research psychologist, Wendy Wood, points out, “We’re going to be faced with two sets of habits: pre-pandemic and during the pandemic. And we’ll have to choose which to repeat.”

Don’t leave your habits to chance. Take this opportunity to make deliberate choices about which habits you want to maintain going forward and any new habits you want to form. Here are some tips to help you cultivate and continue the habits that best serve you and others.

Take it one at a time

Focus on one habit or goal at a time to reap the most reward. When you have the foundations for the first goal in place, you can then move to the next one. When you have integrated the second goal into your schedule, you can then work on the third goal and so on. Set yourself up for success and remember that slow progress is better than no progress.

Understand your habit’s function

Our habits typically meet an underlying need, such as the need for comfort, to feel safe, or to feel cared for. Understanding the significance behind our habits can help us better evaluate whether these habits still serve a real need. We can then opt to further cultivate a habit or design a new, healthier one.

Compare likely outcomes

When you’re faced with a moment of choice, ask yourself, “If I perform this habit, how will I feel? Where will it put me?” Pause, envision yourself and the outcomes, and notice how you feel. Then ask yourself, “If I instead choose to perform this other habit, how will I feel? What will it get me?” Pause, envision, and notice. Set an intention for what you’ll do and then follow through.  

Be consistent and kind

Strive for consistency in your habits rather than perfection. Many habits take time to integrate to the point that you no longer need to think about them. Until then, when you deviate from your plan, kindly redirect yourself toward the results you want without punishment or judgment. There is debate over whether there is an actual causation or rather a correlation between repetition and the formation and enforcement of habits, but research shows positivity combined with consistency is key. Reinforce the positive and focus on your progress and victories, no matter how small.

Share the experience

Cultivating and maintaining habits happens faster and easier when they’re shared. Friends, family, and colleagues can provide support in the form of accountability, reinforcement, and celebration. If you don’t have a circle you can count on, reach out to a therapist or an organization that fosters community in a particular area. MSU faculty, staff, and their families have access to resources, including the Employee Assistance Program (EAP), that can help.

Don’t get discouraged if your first (or fourth) attempt doesn’t stick. Nobody is perfect in forming and sticking with good habits. Focus not on perfection, but rather on the process of trying things, redesigning your approach as necessary, and trying again.

Sources

Chua, Celestine. 21 Days to Cultivate Life Transforming Habits Retrieved April 2, 2021 from https://personalexcellence.co/blog/21-day-trial/

Fitzgerald, Sunny (2021, April 5). Pandemic habits: How to hang on to the good ones and get rid of the bad. Retrieved April 5, 2021 from https://www.washingtonpost.com/lifestyle/wellness/habits-covid-good-bad-how/2021/04/03/5a229796-93c0-11eb-a74e-1f4cf89fd948_story.html Forbes Coaches Council (2020, July 1). 16 Unique Ways to Cultivate Good Habits and Cut the Bad Ones. Retrieved April 2, 2021 from https://www.forbes.com/sites/forbescoachescouncil/2020/07/01/16-unique-ways-to-cultivate-good-habits-and-cut-the-bad-ones/?sh=3860e7155606

woman working at computer while writing in notebook

Leadership Blog Series: Preparing for the Next Normal

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Written by Sharri Margraves, HR Associate Director for Organization and Professional Development

In March 2020, we embarked on an incredible journey. Do you remember the shock when, seemingly overnight, everything changed at work and in our community? Thinking it would only be a couple of weeks, then two months, then six, and so on as reality set in? I imagine that few, if any, of us would have ever expected a collective and comprehensive change in our lives quite like this.

As we turn our thoughts to creating the “next normal,” many will experience a new set of emotions and challenges. We might keep wishing for things to go “back to normal,” even when we intellectually know it’s not possible. MSU will remain a residential university and being present is essential for the experience.

So, how do we prepare for an uncertain future as we begin to bring the campus back to a fuller vibrancy? Consider the following:

Start with being self-reflective

  • Honor that this experience has been hard for everyone, although not always in the same ways. Remember that we have our shared experience, but we did not share the same experience.
  • Appreciate those who continued to report in-person throughout the past year and those who continued to work remotely. It took everyone to get us through.
  • Make a list of your and your team’s accomplishments. It’s beneficial to reflect on the positive. Did you learn new skills? Create new processes?
  • Start thinking about how you might approach work differently.
  • Be grateful.

Be intentional

Approach the next set of changes with thoughtfulness and intentionality, considering how they will impact individuals and teams. Luckily, upcoming transitions will likely be gradual as opposed to the abruptness of going to “pandemic rules” last year. In all cases, consider how change will affect both employees and operations.

  • Prepare for change by engaging in discussions around work expectations, challenges, and changes in teams (e.g., what to expect regarding breaks, lunch, and dress code).
  • Allow ample time for employees to adjust to returning to campus as this is another major change. Those who have been on-site will also experience this change. Many employees will have new arrangements to make, and a lack of consideration for their needs will lead to disengagement.
  • Be prepared to utilize resources such as the MSU Employee Assistance Program, Guide to Remote Access, and others. Anticipate and address conflict. This adjustment will include following the MSU Community Compact, differences of opinion regarding vaccinations, and how employees will feel if co-workers choose not to disclose or get a COVID-19 vaccination, to name only a few.
  • Continue to be inclusive. Announcements, meetings, and other common workplace activities can impact teams, particularly with a mix of on-premise and remote employees. No one wants to feel excluded or that they missed something.

Be mindful of transitions

As we move forward, it’s critical to not just consider changes but also transitions. Consider the following quote from William Bridges:

“It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal.”

Anticipate that your team may need support engaging with the transitions of our “next normal.” Take advantage of the resources provided by MSU and understand that this is an expected part of the process. Prepare yourself and your team for the changes and transitions ahead, and you can use 2020 as a springboard to the next, better normal.

Source:

Bridges, W. (2017). Managing transitions: making the most of change. Da Capo.

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Want Greater Power and Influence? Establish Trust and Credibility.

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“Influencers” are all over the news, but what does it mean to be a true influencer in the workplace? It’s not about your number of Instagram followers, but rather knowing — and practicing — the skills that strengthen personal power and influence.

Positional vs. Personal Power

To start, it’s important to be aware of the characteristics and value of both positional and personal power.

Positional power is influence directly related to your position. People react to this form of power because they have to. It can help ensure strong leadership and resolute decision making and enables the direction of others to complete tasks, establish processes and procedures, and make decisions quickly.

Personal power is influence you earn by obtaining the respect of others. People respond to this form of power because they want to, not because they have to. This form of influence is often shown by people who are great at their jobs — they have strong networks and relationships, expertise and knowledge, and have established themselves as being reliable and trustworthy.

Personal power can be as influential as positional power and is completely unrelated to your job title.

Building Personal Power: Trust Is Key

True, positive influence is not coercion or manipulation. Rather, the foundation of influence and personal power comes from trust. Keep in mind the traits that help build trust:

  • openness
  • reliability
  • humility
  • use of facts
  • empathy and loyalty
  • authenticity

Think about experiences you have had and how you responded — or could have responded — to build trust:

  • When there have been problems, in what ways have you helped through your expertise, empathy, or reason?
  • When someone has required your assistance, have you helped willingly while keeping confidences and being reliable?
  • What have you done, or not done, to build trust during periods of conflict or turmoil?
  • How have you responded to opportunities to listen and try to understand others?

Remember that trust can be built or broken. To establish and maintain trust, it’s imperative to be open and honest, admit shortfalls, stick to the facts, and don’t betray confidences.

The Power of Credibility

Being trustworthy is a major component of credibility, and developing credibility is critical to wield greater influence. Ways to build credibility include:

  • Be open to sharing knowledge and resources. Establish and utilize your networks and relationships to do your best and help others when you can.
  • Be confident in your abilities but not arrogant. Acknowledge and be open to the expertise and contributions of others. Have the capacity to say, “I don’t know. What are your ideas?”
  • Walk the walk. Be authentic, fair, and transparent. Show integrity and display good character. Prove your reliability by always following through.

To be a skilled and powerful influencer, you must be trustworthy and credible. Use your credibility to demonstrate that what you want will help others achieve what they want. Follow through on your agreements and commitments, and you’ll achieve the personal power that comes from being a true influencer.

Source

Skillsoft Ireland Limited. Personal Power and Credibility. Retrieved March 1, 2021 from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/comm_42_a01_bs_enus