Podcast: Managing Up, Managing Across, and Retaining Your Best Employees (2023)

0:00/15:01

Podcast: Managing Up, Managing Across, and Retaining Your Best Employees

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Leadership Jun 29, 2022

On this episode of The Insightful Leader’s “Ask Insight”: you asked and our faculty answered. We dig into a mailbox of listener questions on leadership and management.

0:00/15:01

Based on insights from

Carter Cast

Craig Wortmann

Podcast: Managing Up, Managing Across, and Retaining Your Best Employees (7)

Based on insights from

Carter Cast

Craig Wortmann

(Video) 3 ways to create a work culture that brings out the best in employees | Chris White | TEDxAtlanta

Would creating jobs that eliminate tedious administrative work help companies retain workers? What’s the best way to manage up and across?

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On the first of our two-part edition of Ask Insight, we take our listeners’ questions to the experts: Carter Cast and Craig Wortmann. Cast is a venture capitalist for Pritzker Group and Wortmann is the founder and director of the Kellogg Sales Institute. Both are clinical professors of innovation and entrepreneurship at Kellogg.

In this episode, we hear how leaders can create more fulfilling workspaces and influence colleagues up, down, and across the org chart.

Podcast Transcript

[PROMO – music fades UP]

Laura PAVIN: Attention The Insightful Leader listeners. Our podcast will be taking a little break for most of July. But we’ll be back in August with something really new and exciting. It’s ​​our first ever podcast miniseries…called: Insight Unpacked: Amazing Brands and How to Build Them. That series will feature many of our favorite Kellogg professors explaining how to build a brand from the ground up. And it’s honestly a lot of fun. You’ll be able to catch that in this same podcast feed when it drops in August. So stay tuned!

(Video) Managing Stress - Brainsmart - BBC

[music fades OUT]

PAVIN: Laura Pavin here…today’s episode of Ask Insight is the first of a two-parter. This one is focused on leadership and management. And the second is about entrepreneurship and entrepreneurial selling. That’s coming next week. So stay tuned!

Jessica LOVE: Hey there. It’s Jess Love. I’m the editor-in-chief of Kellogg Insight…and I’m your host for today’s episode of Ask Insight — a special feature on The Insightful Leader where YOU ask us YOUR questions about management and business — and we take them to our faculty here at the Kellogg School of Management for answers.

Today, we’re digging into a mailbag of questions you asked us about leadership on social media…so we tracked down some resident experts.

Professor Carter Cast is a clinical professor here and teaches about entrepreneurship and leadership. He’s also a venture capitalist for Pritzker Group..where he invests in early stage tech companies and works with entrepreneurs to help them scale their startups. He is a former CEO of Walmart.com.

Carter, welcome.

Carter CAST: Thank you.

LOVE: And Craig Wortmann is also a clinical professor at Kellogg. He’s the founder and director of the Kellogg Sales Institute…where he helps leaders develop the skills they need to grow themselves and their organizations. He also has more than 25 years of experience in sales and entrepreneurship.

Craig, welcome to you.

Craig WORTMANN: Thanks, Jess. So fun to be here with you and Carter.

LOVE: All right, let’s dive in. We had a specific question about an interesting approach to retention. There’s this idea out there that you can make work itself more interesting or engaging by just stripping out as much of the administrative tasks as possible and letting your star employee focus on what they do best. So if they’re a top designer, if they’re an amazing digital marketer, they just do their digital marketing work. And…and that’s it. Do you see value in rethinking and rebuilding jobs in this way?

WORTMANN: …yes. The reason I’m hesitating is, I also am very much from the school of thought that as long as my manager, leadership, coaches, are clear with me about the expectations for this role—and the expectations include some tough gritty work…that is not the most interesting work—as long as those expectations are there…I should be willing to do that work. I’m skeptical of where some parts of the conversation seem to be going right now. Because I think if we extend it all the way, it can turn into, you know, “you should only be doing fascinating work.” That is not true for any of us. We all have to do some tough work and that’s okay. But again, that lives in a conversation with really clear expectations from managers and leaders to say, you know, “we’re going to architect and design this role so 85% of it is you, just your raw talent lending itself every day, 85% of the time. But let me be clear, 15% of the time it’s going to be the gritty sort of yucky work that has to get done to allow you to leverage your talent.

LOVE: Is there ever actually a value to some of that administrative work, even if it really has nothing to do with designing or digital marketing?

CAST: Oh, I think so. There’s value in the doing. I actually think it’s a good idea, when you begin, to have plenty of administrative tasks that you do so you understand how things get done around here. And then, when you’re going to be training and developing somebody, you can explain to them how things get done. And you’ll have an understanding, if they’re taking time to get something done, what they have to accomplish because you’ve done it yourself.

The second thing I would say is that sometimes there’s gold in the dark. Sometimes when you’re doing those little minutia things, and you think, “oh, why am I doing this?” actually, you’ll uncover things that you wouldn’t uncover if you were skating up at 10,000 feet. When you’re down there, clipping the trees and doing some of these things, sometimes you can find God is in the detail. Sometimes you can find something in the very specific work that you’re doing that you would miss if you were flying too high.

(Video) 6 Tips for Productive 1:1 Meetings with Your Manager

WORTMANN: And you build a different form and more solid credibility as you do those tasks. Last weekend, we had a Kellogg reunion and a former student from a few years ago reached out and wanted to meet. Super talented young person, three years out of Kellogg, and had walked into this very big job out of Kellogg as a newly-minted MBA. And it wasn’t the right role for him. And he happened to interview with the CEO of a company that is a very fast-growing tech company. And in the process of this interview, this CEO convinced him to take a role in the sales organization at the lowest level—what we in sales call SDR: sales development rep. So it’s basically a cold calling lead generation position. It’s the hardest role that you’re gonna do. And here’s this hotshot MBA. Takes this role and he was nothing but smiles last weekend telling me this story about how he, the last couple years, has rocketed through this organization. Is now a leader in the sales organization.

You know, he had to…as a design of that job…do the admin, the hardest work in the organization. And now he can look people in the eye and say with maximum credibility, you know, “I’ve walked in your shoes, I’ve done that, and I can help you do that better.” And it’s just so…he’s so glad as he looks back…only a couple years…he’s so glad he did that.

LOVE: Well, this is a popular question. I’m guessing you guys have got this in some form before, but we had a reader asking about the always challenging process of managing up and managing across. I’m guessing a lot of our listeners have heard of these terms: managing up is about influencing the people that are senior to you in an organization. Influencing across would be folks at your peer level across the organization. What do you guys think? What advice do you have when you’ve been asked this before?

CAST: Can I start with managing up, since I’ve done it so terribly, so frequently, in my career?

WORTMANN: [Laughs] As have I!

CAST: I was notoriously bad at managing up. I really thought that if my boss would just leave me alone and give me room to run, then everything would work out just optimally. I ended up getting demoted for that wonderful attitude that I had with my boss. And I learned something in this kind of painful demotion. I was put on ice for about a year in my company, and I had to work my way out of the penalty box. I realized that it would behoove me to see my boss as a customer…and my job—if I’m an underling—my job is to make my boss as effective as he possibly can be. So instead of…my attitude at the time, which was, you know, “just leave me alone. I know what I’m doing. So you can leave me alone and let me produce…” instead, I should have said, “what are your goals and objectives, and how can I fit into them? What can I do to take work off your plate? Are there any things that, uh, you don’t wanna do that I’m qualified to do, that I can help you with? How do you like to communicate? Do you like to communicate, you know, email, phone, early morning, late night? What modality do you prefer? So I can fit into the way you like to get work done.”

If you look at a hierarchy of the organization, sort of by design, the person above you has a bigger job that probably has more direct impact on the results. So you would do well to help them be effective in their job. I did not get this. Craig. I acted in a way that was really inappropriate for a number of years, and finally realized my job is to try to make my boss effective. Now, I’m not talking about brown nosing and being ingratiating…I’m talking about trying to make them as effective as possible. And once I started realizing that, low and behold, my career went better.

WORTMANN: I…again, I’d add one thought. So, all of what you just said makes total sense. And then, when I think of managing up or across, I think the other key point that I talk with people about is being open to feedback. So now you know those things. You know how your boss communicates, you know the modalities…his or her or their goals, aspirations…what would make them look good with their bosses? You know all that stuff now, in the process of doing that work and delivering for them…and you being open to feedback and being very proactive about asking for feedback—not obnoxiously—but “how am I doing? Give me some coaching, give me something to do differently,” such that you get better and better, faster and faster, in the process of delivering those goals.

CAST: That’s a really good, important addition. To try to answer—at least, approach—the second part in managing across. I think the first thing that I would try to do…meet with the people that are your constituents or that are your peers, and try to find out what are their goals and objectives. What are they trying to accomplish in their jobs? And see where you can help them…see where your goals and objectives are in alignment so you can be of assistance to them. And then, most likely, when you offer your assistance, they will reciprocate and say, how can I help you? And so you establish, “I know what your goals and objectives are, you know what mine are, and we’re gonna try to help each other along the way.”

Second thing is—it’s going back to this empathy—I would ask them that, “where are you having…are you having a difficult time with our function or our group in any way that I can help alleviate? Are you finding it difficult to work with us?” And if they see you trying to make things more efficient and better, they are going to be more open-minded and they’re going to be easier to work with, to you.

LOVE: You guys are giving really great examples of how to do this managing up, managing across. When you’re kind of on the same page as the person that you’re working with—and I think this is especially true when you’re managing across—what do you do if you’re really butting heads with somebody? You just have a really different vision for how the organization should be responding to a challenge.

WORTMANN: I think the move here is to acknowledge that there is a difference and to have a difficult conversation. And in so much of the work that I do at Kellogg, it’s centered around how do we actually establish and understand our differences? And then how do we have a conversation around them? And I just think the step one is acknowledging and going to your peer and saying, “you know, it seems like”—and again, I don’t know the exact words, but—”you know, Carter, it seems like you and I are running down two different paths in two different directions. And I feel the tension and I feel the heat, and I wanna acknowledge my role in this. Can we have a conversation about this?” And I just think if you lead in that way…it doesn’t make it…I don’t know that it makes it easier? It just makes it more real. And it makes it…it puts you and hopefully your counterpart in the mindset of listening to each other, asking the questions and then eventually solving the problem. I don’t know how else to get to that.

CAST: Yeah, I think it’s really good advice. And then, I’m sure as you open up and you find we have common objectives here and here…yes, it seems like we’re diverging over here. And then maybe that gives you the chance then to unpack that area and try to understand, are there any assumptions each one of you are working under that may be erroneous…that is leading to your departure. Or, fundamentally, are the goals and objectives just differing because purchasing wants this and merchandising wants that?

WORTMANN: I think it’s Adam Grant who said, you know, “always make sure to make the most respectful interpretation of the other person’s perspective as you possibly can.” What a skill that is, if you stop and think about it. Cause it’s hard. Cause there’s heat in the moment. I’m emotional, right? I’m, I’m feeling like, “ah, Carter, I’m disagreeing with you.” But then I say, “hey, let me reinterpret what I’m hearing you say.” And I make the most respectful interpretation. Wow. Talk about influence.

LOVE: In your experience, how often, when these kinds of tensions go badly, is it because of some sort of fundamental misunderstanding about everyone’s perspectives and everyone’s goals? And how often is it really just like…that person’s out to get me? [laughs]

CAST: I think plenty of times it is not doing what Craig said right off the bat and not being direct with each other. So there can be misinterpretation and there can be assumptions you each make on this other person’s position. And a lot of times, once you sit down and talk about it, you find out that actually there is more commonalities and shared goals than you think going in…but there’s probably been—I don’t know if it’s animosity—but there’s been enough tension that the issue has become bigger than it really is. And once you sit down and discuss, you can find where the issue is. And it usually—in my experience—the issue isn’t as big as what you’ve made it to be before.

WORTMANN: I’m just smiling and nodding. Embrace healthy conflict, not unhealthy peace, always and forever. That’s the key.

(Video) How to start changing an unhealthy work environment | Glenn D. Rolfsen | TEDxOslo

[music fades UP]

Hey there, it’s Laura Pavin again. We hope you enjoyed part one of our two-part Q&A with Carter Cast and Craig Wortmann. If you want to hear what they have to say about entrepreneurship and entrepreneurial selling, that episode will drop next week. We hope you take a listen!

[music fades OUT]

Featured Faculty

Carter Cast

Michael S. and Mary Sue Shannon Clinical Endowed Professor; Professor of Innovation and Entrepreneurship

Craig Wortmann

Clinical Professor of Innovation & Entrepreneurship; Executive Director of the Kellogg Sales Institute

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FAQs

What is the best way to manage employees? ›

7 Tips on Managing Your Employees Effectively
  1. Hire the best.
  2. Measure the performance of employees regularly.
  3. Communicating openly is key.
  4. Encourage employees to share their opinions.
  5. Set clear goals.
  6. Reward hard work.
  7. Ensure that employees enjoy working.

What are the 3 things that your manager does well and should keep doing? ›

3 Things Managers Should Be Doing Every Day
  • Building trust. ...
  • Building a real team and managing through it. ...
  • Building a network. ...
  • They build trust by taking the opportunity to demonstrate their ability as they do their daily work, by asking knowledgeable questions and offering insightful suggestions.
24 Sept 2015

What are the main 3 skills of the perfect manager? ›

Robert Katz identifies three types of skills that are essential for a successful management process: Technical skills. Conceptual skills. Human or interpersonal management skills.

What are the 3 most important roles of a manager? ›

Managers' roles fall into three basic categories: informational roles, interpersonal roles, and decisional roles.

What are the 5 principles of management? ›

At the most fundamental level, management is a discipline that consists of a set of five general functions: planning, organizing, staffing, leading and controlling.

What a manager should not do? ›

10 Management Don'ts
  • Don't create a policy every time somebody messes up. ...
  • Don't lie. ...
  • Don't hide behind policies or senior management when you have to be tough. ...
  • Don't spy on your employees. ...
  • Don't be a pest. ...
  • Don't threaten people. ...
  • Don't demand the impossible. ...
  • Don't ask employees to do anything unethical.
24 Jan 2019

What are the 5 steps of the managing employees? ›

All five component processes (i.e., planning, monitoring, developing, rating, rewarding) work together and support each other, resulting in natural, effective performance management. Effective employee performance management encompasses the five key components presented above.

What are the four essential tasks of managing? ›

There are four basic functions of management into which nearly every action or process can be categorized:
  • Planning functions.
  • Organizing functions.
  • Leading functions.
  • Controlling functions.
21 Jul 2022

What are the four basic tasks of top management? ›

They were initially identified as five functions by Henri Fayol in the early 1900s. Over the years, Fayol's functions were combined and reduced to the following four main functions of management: planning, organizing, leading, and controlling.

How do you demonstrate your managing up? ›

In this case, the boss manages, and the staff member manages up.
  1. How does managing up work? ...
  2. Know what's important to your boss and what their goals are. ...
  3. Ask questions. ...
  4. Develop empathy as a leadership skill. ...
  5. Give early warning of potential problems. ...
  6. Anticipate their likely response. ...
  7. Keep a paper trail.
7 Jul 2021

What are 5 examples of things an effective manager does? ›

Here are seven things successful managers do every day:
  • They plan their days the evening before. Preparation is key to being successful. ...
  • They prioritize and delegate. ...
  • They make their team feel valued. ...
  • They help their employees grow. ...
  • They hold themselves accountable. ...
  • They self-assess. ...
  • They learn incessantly.

What makes a manager a great leader? ›

Good managers support their staff and trust in their abilities. They stand up for their team and defend them to senior leadership. They delegate tasks with confidence and never micromanage. They know putting faith in capable employees empowers them to further their ability and professional development.

What are the 8 traits of a good manager? ›

8 Traits of Effective Managers
  • Practice Open Communication. ...
  • Turn Feedback into Action. ...
  • Establish and Maintain Trust. ...
  • Foster a Culture of Belonging. ...
  • Provide Support in Weathering Change. ...
  • Encourage Collaboration. ...
  • Support Career Development. ...
  • Walk the Walk.
28 Apr 2021

What are the five key skills managers need to succeed? ›

6 Essential Skills for Managers
  • Good communication. Having good communication skills is probably the most important skill of all for managers to have. ...
  • Good Organisation. ...
  • Team Building. ...
  • Leadership. ...
  • Ability to Deal with Changes Effectively. ...
  • Domain Knowledge.

What are the qualities of a successful manager 5 qualities? ›

The 5 Essential Characteristics of a Great Manager
  • The Ability to Self-Motivate. Managers are responsible for motivating their employees, which means that they themselves must possess the ability to self-motivate. ...
  • Effective Communication Skills. ...
  • Confidence Without Arrogance. ...
  • Willingness to Share. ...
  • Prowess in Problem Solving.

What are the six responsibilities of a manager? ›

But their priority is avoiding that kind of situation. And they do that by focusing on the six key tasks that constitute the foundations of every general manager's job: shaping the work environment, setting strategy, allocating resources, developing managers, building the organization, and overseeing operations.

What is the most crucial role of a manager? ›

Leadership is one of the most critical skills for success as a manager. People in management positions must be capable of helping drive employees to meet goals, motivate them through challenges and ensure they have all the support they need to excel in their jobs.

What is not one of the four important manager roles? ›

The answer is b.

While there are managers within the accounting and finance functions that influence budgeting, it is not a core function of management. The management functions include planning, leading/implementing, organizing, and controlling.

What are the 7 main functions of management? ›

The 7 functions of management are as follows:
  • Planning.
  • Organising.
  • Staffing.
  • Directing.
  • Coordinating.
  • Reporting.
  • Budgeting.

What is the biggest mistake a manager can make? ›

Top Management Mistakes
  1. Not making the transition from worker to manager. ...
  2. Not setting clear goals and expectations. ...
  3. Failing to delegate. ...
  4. Not recognizing employee achievement. ...
  5. Failing to communicate. ...
  6. Not making time for employees. ...
  7. Going for the quick fix over the lasting solution. ...
  8. Starting your day without a plan of actionv.

What are the five worst qualities for a manager to have? ›

Here are some characteristics of a bad manager that will have employees running for the door—and what you can do instead.
  • You micromanage them. ...
  • You avoid talking about their career goals. ...
  • You don't give them feedback. ...
  • You steal their spotlight. ...
  • You ignore workplace conflict. ...
  • You leave them out of the conversation.

What is the most difficult function of a manager? ›

Leading. The third managerial function is leading, an activity that is often seen as the most important and challenging of all the managerial functions. In this stage, managers are expected to motivate employees to help them achieve their goals and objectives.

What are the 7 employees expectation from management? ›

7 Manager Expectations: A Checklist
  • Good Communication.
  • Align Company Vision with Individuals.
  • Motivate through Encouragement.
  • Decisive Leadership.
  • Appropriate Feedback.
  • Model Desired Behavior.
  • Accountability.

What are the 4 management techniques? ›

Most effective management styles
  • The Authoritative Style. The most effective management style, the authoritative leader is a “firm but fair” visionary who gives their employees clear, long-term direction. ...
  • The Affiliative Style. ...
  • The Democratic Style. ...
  • The Coaching Style.
29 Oct 2021

What are the 14 effective management techniques? ›

Let's dig in.
  • Division of Work. The first principle of Fayolism is that specialization promotes efficiency. ...
  • Authority and Responsibility. ...
  • Discipline. ...
  • Unity of Command. ...
  • Unity of Direction. ...
  • Subordination of Individual Interests. ...
  • Remuneration. ...
  • Centralization and Decentralization.

How will you lead or manage your employees by example? ›

Six Ways of Leading by Example
  • #1 Listen to the team. ...
  • #2 Respect the chain of command. ...
  • #3 Get your hands dirty. ...
  • #4 Deliver on promised results. ...
  • #5 Resolve conflicts quickly. ...
  • #6 Value people. ...
  • Organizational cohesiveness. ...
  • Respect and trust.
27 Apr 2022

How does your manager help your team succeed? ›

5) Provide adequate resources and training. A great leader doesn't just help their team members to do their current jobs. Great leaders help them identify room for advancement to develop their skills and progress their careers. Support your team by giving them the resources they need to excel and reach the next level.

What are six skills necessary for effective management? ›

The following are six essential management skills that any manager ought to possess for them to perform their duties:
  • Planning. Planning is a vital aspect within an organization. ...
  • Communication. Possessing great communication skills is crucial for a manager. ...
  • Decision-making. ...
  • Delegation. ...
  • Problem-solving. ...
  • Motivating.
26 Oct 2022

What skills or behaviors make a manager most effective? ›

How to be a good manager
  • Work with your team, not above them. ...
  • Get to know your employees. ...
  • Create a positive and inclusive work environment. ...
  • Communicate goals, expectations and feedback. ...
  • Coach your team members. ...
  • Practice self-awareness and grow your leadership skills.

What is your style as a leader? ›

Your leadership style refers to the method you adopt to guide, monitor, and motivate your team. Some leaders use more than one leadership style. You should know how to use various leadership styles to suit your goals at a certain time.

What is the #1 skill that you need as a manager? ›

1. Building good working relationships with people at all levels. Recommended by 79.9% of managers surveyed. The most important management skill, the survey found, is the ability to build good relationships with people at all levels.

What are 4 types of leadership skills a leader should possess? ›

The 8 Leadership skills you need to know:
  • Relationship building.
  • Agility and adaptability.
  • Innovation and creativity.
  • Employee motivation.
  • Decision-making.
  • Conflict management.
  • Negotiation.
  • Critical Thinking.

What are the 2 things that your manager could change do better? ›

10 areas of improvement for managers
  • Communication skills. ...
  • Motivational strategies. ...
  • Setting and achieving goals. ...
  • Employee appreciation. ...
  • Individual support. ...
  • Personal growth. ...
  • Strategic delegation. ...
  • Growth mindset.

What are four 4 key qualities of an effective leader? ›

Effective leaders are competent, skilled, secure, and considerate. These leaders find time for everyone; they are genuine and authentic in their communications and actions. People matter to them, and they openly demonstrate this fact to their employees.

What are the top 5 qualities of a manager? ›

And without these skills and qualities, your employees and the workplace could suffer.
...
  • Good managers know how to communicate. ...
  • Good managers know how to listen. ...
  • Good managers lead with confidence. ...
  • Good managers care about and take care of their teams. ...
  • Good managers are authentic.
9 Aug 2021

What makes a really good manager? ›

Managers become great communicators by being good listeners. They allow time for others to speak. They have a clear understanding of the organization's vision and share it with the people in their team in a way that motivates them. They keep their team up-to-date on what's happening in the organization.

What are the 5 skills of a manager? ›

  • What are Management Skills? ...
  • Management Skills #1: Relationship Management. ...
  • Management Skills #2: Planning. ...
  • Management Skills #3: Prioritisation. ...
  • Management Skills #4: Critical Thinking. ...
  • Management Skills #5: Industry Knowledge.
5 Aug 2021

What are the four basic skills needed by a manager? ›

The 4 must-have General Management Skills:
  • Visionary Leadership.
  • Strategy & Development.
  • Negotiation and Conflict Management.
  • Team-building & Interpersonal Skills.

What skills should a successful manager have? ›

Best skills of a good manager
  • Communication and interpersonal skills. ...
  • Listening skills. ...
  • Relationship building skills. ...
  • Emotional intelligence. ...
  • Organization and project management. ...
  • Strategic thinking. ...
  • Decision making. ...
  • Trustworthiness and respect.

What are the four things that good managers good at? ›

4 Essential Things All Great Managers Do
  • Develop Emotional Intelligence.
  • Seek to Understand Your Employees.
  • Make Your Check-ins Holistic.
  • Be an Advocate.
22 Aug 2017

What personality makes a good boss? ›

10 top traits of great bosses
  • Honesty. Without honesty, there's no trust. ...
  • The ability to mentor staff and provide resources. ...
  • The ability to motivate. ...
  • A high EQ (emotional intelligence) ...
  • Trust. ...
  • The willingness to deliver open and honest feedback. ...
  • The ability to inspire. ...
  • Self-awareness.

What personality makes the best manager? ›

Personality Traits of Good Managers
  1. Emotional Intelligence. ...
  2. Non-Verbal Intelligence. ...
  3. Communication and listening. ...
  4. Confidence and decision making. ...
  5. Free-spirited and positive. ...
  6. Flexibility and respect for employees. ...
  7. Honesty and selflessness. ...
  8. Focused and goal-driven.
16 Feb 2020

What are the six qualities of a good manager? ›

Characteristics of an Effective Manager
  • Leadership.
  • Experience.
  • Communication.
  • Knowledge.
  • Organization.
  • Time management.
  • Delegation.
  • Confidence.

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2. How to Negotiate Salary: Asking for More Money After a Job Offer | Indeed
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3. Life Begins at the End of Your Comfort Zone | Yubing Zhang | TEDxStanford
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4. All it takes is 10 mindful minutes | Andy Puddicombe
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5. How To Raise Emotionally Intelligent Children | Lael Stone | TEDxDocklands
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6. Are you a giver or a taker? | Adam Grant
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