I’m currently working my way through The 48 Laws of Power by Robert Greene. The book is fascinating as it draws on dozens of historical examples to pull out key takeaways and suggestions for building power and influence. Each chapter is dedicated to a particular lesson or takeaway and how you can apply it to your own life.
A few chapters in particular have stood out to me, but one in particular (Law 5 – “So Much Depends on Your Reputation—Guard It With Your Life”) is applicable to some of the topics I’ve been writing about recently.
In the beginning, you must work to establish a reputation for one outstanding quality, whether generosity or honesty or cunning. This quality sets you apart and gets other people to talk about you. You then make your reputation known to as many people as possible (subtly, though; take care to build slowly, and with a firm foundation), and watch as it spreads like wildfire.
The two parts are then:
- Building a reputation.
- Spreading your reputation.
The trick is always “How?”. How exactly do you build a reputation? Perhaps more importantly, once you have that reputation, how do you spread that reputation without feeling like a selfish jerk?
This post will touch on the first piece – building the reputation. I recently wrote a piece on The Muse all about soft skills that will help you excel in your career. I have another one coming up on Todoist about demonstrating your value within an organization.
I wanted to pull together some common threads from the research I did for both that apply to building a reputation and some distinct points in the process that I’ve found helpful. In a follow-up post, I’ll discuss some thoughts on spreading that reputation and talking about yourself without feeling sleezy.
Continue reading “Building a Rock Solid Career Reputation”
A few months back, I published some notes from a presentation I gave at Automattic all about why receiving feedback tends to sting. While everyone is focused on developing the skill of delivering feedback, I truly believe becoming a better feedback receiver is worth spending some time on. The skills go hand in hand. While you can’t always control how feedback is delivered to you, you can control your reaction to that feedback.
Still, there is an art to delivering feedback. When delivered appropriately, feedback can grow the relationship you have with colleagues, teammates, and even friends/family. When delivered inappropriately, it can create animosity.
If you remember the three types of feedback triggers, you’ll know that the three reasons feedback tends to sting are:
- Truth triggers – We’re upset by the substance of the feedback. It’s unhelpful or simply not true.
- Relationship triggers – We’re upset by the dynamics with the feedback giver. Either we feel mistreated by this person or we feel as though they’re not in a position to give us feedback on this particular topic.
- Identity triggers – The feedback we’re receiving conflicts with our own internal narrative.
Similar to receiving feedback, I led a workshop awhile back at Automattic on the topic of giving feedback. Here are some extrapolated notes from that topic. They’ll address specifics like:
- Feedback comes in all shapes and sizes. We’ll talk about the three specific types of feedback and why you’re likely falling short on one of them.
- Now that I know why colleagues are set off by feedback, how can I tailor the feedback I’m giving to avoid the three triggers mentioned above?
Continue reading “A Comprehensive Look at How to Give Better Feedback”
I’ve been reading, learning, and writing a good deal about leadership over the past two years. It’s one of my favorite topics because the applications expand far beyond your business career into your personal relationships, family, and more. Regardless of whether you’re in an official leadership position within an organization, you’ll benefit greatly from developing leadership skills.
In my mind, one of the best ways to learn about leadership is to read, absorb, and apply lessons from the greats. I wanted to distill some of the more counterintuitive principles I’ve picked up from reading books like The Score Takes Care of Itself, Extreme Ownership, and What Got You Here Won’t Get You There.
- Be a leader, not an achiever.
- Make yourself unnecessary.
- Take all the blame.
Here’s more about those leadership principles and how they specifically apply.
Continue reading “Be Unnecessary (And Two More Tricky Leadership Principles)”