Blog

Careers in Wine

California Waves Goodbye to Salary History

  • December 1, 2017February 26, 2020

 

image of man and woman sitting across from each other at a tableOn October 12, 2017, California joined a growing trend of jurisdictions attempting to address pay disparities by enacting a law that bans employers from seeking salary history information, including compensation and benefit information, from job applicants.  This includes the concern that relying upon salary history may perpetuate existing pay disparities.

 

 

To address this issue, California’s new law:

  • Prohibits employers from seeking salary history information, including compensation and benefits, about an applicant for employment;
  • Prohibits employers from relying on salary history when deciding whether to offer employment;
  • Prohibits employers from relying on salary history when deciding what salary to offer; and
  • Requires employers to provide a pay scale for the position to an applicant upon “reasonable request.”

Notably, although employers may not seek salary history information, if an applicant “voluntarily and without prompting” discloses salary history information, the employer may consider it in determining what salary to offer the applicant.   Unique to California, however, is the requirement that employers provide a pay scale upon reasonable request—a requirement that may force employers to create such a scale for positions.

The new law, which becomes effective January 1, 2018, will be codified at California Labor Code section 432.3, and applies to “all employers,” both private and public.

Employers in California should begin reviewing their hiring policies and practices, including employment applications and recruiting inquiries, to determine what changes may be necessary to ensure compliance with this new law.

 

 

Careers in Wine

Scientific Proof That Your Gut Is Best At Making…

  • September 27, 2017February 26, 2020

image of a sketched brainThere are two over-arching kinds of decision making. One requires research and careful thought as to probable outcomes. The other simply goes with the gut.

It may make sense to stick with the latter in matters of the heart, but a number of recent scientific studies show that in business, the inner voice working in concert with cold, hard information could lead to better decision making.The Gut is Faster Than the Mind

The Gut is Faster Than the Mind

Neuroscientist Antonio Damasio of the University of Southern California tells us that it is important to pay attention to “somatic markers.” Originating in the insula (the island in the brain responsible for social emotions like pride or guilt) and the amygdala (which cues our response to threats), they send messages that something just feels right—or it doesn’t. The more you pay attention to the outcome of trusting your intuition in combination with facts, the better your future decision-making can become.

Further Questions

For those still on the fence about a current decision, Angela Jia Kim, cofounder of women entrepreneurs’ network Savor The Success, broke down her thought process for dissecting gut feelings in a previous interview:

  • “Do I feel good around this person or choice?”
  • “Does this person or situation give me or take my energy?”
  • “Do I feel empowered or disempowered?”
  • “Am I going toward an adventure or running from fear?”
  • “Am I listening to my lessons learned from the past?”
  • “Would I make the same choice if I had a million dollars in my pocket now?”
  • “Do I feel respected and valued?”
  • “Am I trying to control the situation or am I leaving room for expansion?”

From here, it’s just a matter of trusting both cognitive and emotional responses to figure out the right way to go.

About the author

Lydia Dishman is a reporter writing about the intersection of tech, leadership, and innovation. She is a regular contributor to Fast Company and has written for CBS Moneywatch, Fortune, The Guardian, Popular Science, and the New York Times, among others.

Careers in Wine

What’s the best advice you ever got?

  • July 12, 2017July 12, 2017

We get advice all the time. From people that we know, we respect and those we don’t know and we don’t necessarily respect….but we learn from regardless. Here is a collection of advice from a group of people from all walks of life…. May something resonate with you!

1. Don’t lose sight.

“‘People who used to run car companies were really into cars. People who ran hotel chains loved hospitality. Now, everything is run by accountants, and you feel it as a consumer.‘ This slightly grumpy rant from one of my mentors, the famed mad man Martin Puris, inspires me to stay focused on the purity and passion of a business pursuit.”  –Andrew Deitchman, co-founder of The New Stand

2. You get only what you settle for.

“The best business advice I ever got came from my dear old Dad. It’s quite simple and immeasurably powerful. It goes like this: ‘You, and only you, should set the value of your talents, ideas, services, and/or product. Don’t ever expect anyone to pay or give you more than they have to.’ As an entrepreneur, you have to get used to the fact that, quite often, you’ll be faced with an offer that seems less than the value of your talent, ideas, services, or product. That’s business. You are the sole arbiter of what you, your ideas, services, or product is worth. Therefore, what you get is what you are willing to settle for. You have to fight for what you feel you’re worth. Not that settling is necessarily a bad thing, but where you end up is what you settle for. Sage advice.” –Neil Powell, fine artist and co-founder of Mugnacious

3. Be clear and transparent.

“I learned many things while working for Steve Jobs in the ’90s, including what not to do. While Steve was arguably the greatest marketer of our generation and gave some of the most inspirational speeches of our time, he wasn’t the best communicator when it came to individuals. Steve didn’t set defined expectations for me or other employees: he simply knew it when he saw it. Watching him operate made me recognize the importance of clarity and transparency with my team, and how imperative it is to set expectations and effectively communicate with them. The more transparent I am about where I want to take the company, the clearer my team is about how to get there. Making sure everyone is on board before you make business decisions will help ensure you won’t alienate people (sometimes your best ones) in the process.” –James Green, serial entrepreneur and CEO of technology company Magnetic

4. Forget “having it all.”

“These days, there’s an ongoing debate about whether women can ‘have it all,’ and I’ve often been asked that question. I’m a person who likes to give 100 percent to everything I do. I want to be the best at my job and as a mother. But I realize I can only give 100 percent in the moment. If I’m at work, am I giving 100 percent to my kids? No. If I’m at home, am I giving 100 percent to my work? No. It’s a balancing act, but worthwhile as long as we don’t kid ourselves that we’re superwomen.”  –from the book Getting Real by Gretchen Carlson, host of The Real Story with Gretchen Carlson on Fox News, used by permission

5. Don’t get caught in analysis paralysis.

“Work is never going to be as slow as it is today. The pace of business in general — and start-ups specifically — will only quicken in 2016. So, we have to make a lot of important decisions quickly. I got some great advice early in life, which was: ‘Sometimes you won’t know the right decision, so you have to make the decision right.’ In other words, when you lack perfect information and time, you have to be thoughtful about your process, be diligent in your analysis, then make the decision quickly. After that, it’s all about execution and putting all your energy into making it work.” –Don Smithmier, founder and CEO of The Big Know

6. Listening is very different from hearing.

“The best piece of advice ever imparted to me comes from my mom, who is fond of saying ‘What you say matters less than what people hear and understand.’  As a teacher, she was a brilliant listener, and she used what she heard to build a bridge between what she needed to teach and how the student needed to learn. From that, she taught me to focus my efforts on helping people understand rather than on what I wanted to tell them. She taught me how to hear, and it is the single most important skill in my professional success.” –Courtney Buechert, founder and CEO of creative marketing agency Eleven, Inc.

7. Put your weirdness into your work.

“These words were spoken to me by famed voice-over and recording artist Ken Nordine. This was many years ago, and I’ve carried these words with me ever since. He recognized that we all get a little weird from time to time, but it’s how we choose to channel our weirdness that’s key. To offset my very ordinary life, I infuse every project I touch with experimental and fluid creations. It’s what’s led to my best work and most successful endeavors. With weirdness and imaginative thinking embedded in all facets of your work, you are free to spend the rest of your time enjoying the little things in life, a balance that is delicate yet so profound.” –David Slayden, founder and executive director of designer-founder accelerator BDW

8. Action creates opportunity.

“There’s a variety of advice that has had lasting impact, but this is the one that I continue to return to on a weekly basis. It’s a quote from my former CEO. This phrase remains valuable in the big and small, in the tactical and the strategic. We are in an industry that requires the creation and fostering of constant change. We have to invent new ideas, create new services and capabilities, all while increasing the quality of our craft. So while we can all spend an endless amount of time contemplating and planning, there is one force that cannot be denied. Take action, as it will surely create and open up new opportunities.” –Ed Brojerdi, CEO of  KBS New York and co-founder of Spies & Assassins

9. No cohesion, no team.

“In creative industries especially, teams are central to the work. They are integral to collaborative cultures and, far more often than not, essential to innovation. What too many people fail to recognize, however, is that two or more people working together doesn’t automatically constitute a ‘team.’ These people may be partners and co-workers, but that’s not enough to effect the magic that genuine teamwork can produce. When I was running the brand-strategy practice for consultancy FutureBrand, we assembled teams to take on each assignment and were careful to include a diversity of skills and backgrounds in each. I couldn’t help but notice, though, that certain teams were far more effective than others. In a management meeting, we discussed the issue and then we each went off to gather more data. When we reconvened, the lesson became clear: No cohesion, no team. It turned out that the highest performing teams simply liked each other more. They would break for dinners. Go bowling. Share their weekend plans and recaps. They genuinely cared about one another. And that led to a level of performance that far outstripped anything that less cohesive teams could hope to achieve. I keep that lesson in mind, not just when I’m putting teams together but also when I’m hiring. However brilliant or accomplished a prospect is, I don’t want to hire that person if he or she can’t play well with others. I look for the right mix of skills and mindset, of course, but beyond that I want to know that the person will be worthy of colleagues’ trust and a positive presence within the company. If not, I’d prefer that person play on someone else’s team.” –Andrew Benett, Global CEO of Havas Worldwide and Havas Creative Group

10. See the spaces, not the trees.

“This is a snowboarding reference. It can be daunting, standing at the top of the mountain readying yourself for the trip down, and seeing all the trees in your path. But the key is to see the space between the trees. This sort of mindset, seeing the opportunity and not the obstacles, is important as you start out on your next life chapter, both personally and professionally. When you’re deep into your work or facing a personal challenge, it’s easier to see the barriers, but don’t let them stop you from pursuing the opportunity that exists around them. Remember the business of your business. Many companies get caught up in the service they provide versus what actually drives their business. For example, Twitter is a micro-blogging service. But at the end of the day, what pays the bills is selling ads and sponsored tweets on the platform. Don’t lose sight of the actual economics of your business; it’s what keeps the lights on

Careers in Wine

How To Spot An Irreplaceable Employee

  • June 29, 2017February 26, 2020

image of twwo men in sutis pointing at each other

Great employees and employers show mutual admiration (Shutterst0ck)

Employees and employers have a shared interest in discovering the attributes that define the all-time favorite employees. Employees want to be the most-favored, and employers seek to attract those individuals who seem irreplaceable.

Michael Gottlieb is the founding partner of Momentum Law Group – a law firm that serves entrepreneurs. At a recent meeting of his monthly CEO round table, he asked the group, “ What attributes would you use to describe your all-time favorite employees? ” The list of attributes is surprising. Even more surprising is that the group of 12 CEOs all agreed on the list.

No Drama

At the top of the list: Lack of drama. These favorite employees don’t complain. They don’t seek attention. They don’t gossip. They simply perform their jobs without a need to draw attention to their professional or personal challenges.  They don’t see a need to remind others of how challenging the task might be. They don’t call attention to the fact that someone else didn’t complete their task.

Jeff Lesher, Principal at EntreQuest, an award-winning consultancy with a vision to shift engagement in the work world to transform the real world, says, “Most highly valued employees not only perform their jobs admirably – with skill, focus, and passion – they do so in a way that demonstrates their commitment, first and foremost, to the work.”

 Jeff further explains, “ Drama is selfish ; the more selfless, low drama approach typically is a symptom of high commitment more than a direct intent.” It reminds me of the scene between Billy Crystal’s character and Meg Ryan’s character in the movie When Harry Met Sally:

Harry Burns: There are two kinds of women: high maintenance and low maintenance.
Sally Albright: Which one am I?
Harry Burns: You’re the worst kind. You’re high maintenance but you think you’re low maintenance.

Most high-drama people don’t see themselves as dramatic.

Operational Focus

The next item is commitment to operational execution. Top employees don’t just talk about ideas or identify problems. Rather, they always focus on how to accomplish the task at hand.  These talented individuals know that there is a big difference between having intention and getting things done. The most valued employees know that nothing matters until it is implemented and achieving results.

Top employees know that their commitment to customers and accomplishment can help to grow the business and engender customer trust. These superstars always follow-through and don’t need reminders of what is important .

Initiative: Confidence And Internal Motivation

Top employees don’t wait around to be told what to do. Once they know the goal and they are self-motivated to move toward that goal each day. Nothing will get in their way. Some might see them as stubborn. Most see them as possessing superpowers.

Their greatest superpower is the ability to receive and internalize feedback. They have sufficient confidence and self-awareness to accept constructive criticism as a way to improve, without seeing the input as negative.

This superpower only surfaces in work environments where employees are not punished for taking risks. Confident self-starters will happily take constructive feedback. If you punish them for taking initiative, they’ll sit back — probably while searching for a new job where they can unleash their initiative.

What The Experts Say

According to HeliosHR’s CEO, Kathy Albarado, “The fact that CEOs cite a desire for ‘No drama’ could point to a gap in hiring practices. With the right screening and interview process, you should be able to spot those most likely to be valuable members of the team.”  Kathy encourages employers to seek similar attributes that the Girl Scouts of America teach young women:  Courage, Character and Confidence.  The courage to take risks, the character to follow through,and the confidence to take feedback.

Gabe Muller is the COO of Glassman Wealth Services, named “Best Place to Work” in the Washington DC area by Washingtonian Magazine and the Washington Business Journal three years in a row. “I love the three attributes of 1) Solution orientated mindset, 2) Adaptability; and 3) The ability to receive feedback and collaborate with others.”

Notice that the themes are consistent with the CEO round table that Michael Gottlieb assembled. Also take note that nobody is listing skills, educational background or certifications. While those capabilities are important, nobody said that their all-time favorite employee had the best technical skills.

The best employees get stuff done with passion and results. If you don’t value your employees who demonstrate those attributes, rest assured that another employer is anxiously waiting to meet them.

It’s Your Turn

What do you think makes for favorite employees? Share your thoughts in the comments or join the conversation on LinkedIn- https://www.linkedin.com/groups/4499329 or Twitter.@winerycareers.com

Bestselling co-author of Same Side Selling, Ian Altman is a popular keynote speaker, and host of the Grow My Revenue Business Cast. He has 2 children, a dog, and a wife he doesn’t deserve

Careers in Wine

Try Something New for 30 Days

  • May 18, 2017February 26, 2020

Is there something you’ve always meant to do, wanted to do, but just … haven’t? Matt Cutts suggests: Try it for 30 days. This short, lighthearted talk offers a neat way to think about setting and achieving goals.

Careers in Wine

5 Questions You Need To Ask Before Making An…

  • April 4, 2017

 

One question I get the most is, “Should we hire from the inside or the outside?” I think that hiring from within is ideal, but I’ve also seen hiring from within go awry.

If you’ve seen the movie Deliverance, then you’ll know what I mean when I say that constant inbreeding can cause some serious trouble.

The point is that hiring from within is excellent when it’s the right choice, but I’d advise you to be intentional about your vetting process before making that decision.

  1. Am I hiring internally or promoting this person?

There’s a difference between hiring internally and promoting someone. Hiring internally means that you are shifting someone already on your team from one position to another. Promoting someone is elevating them in role and responsibility from one role to another.

It’s important that both you and your team are on the same page about if it’s an internal hire verses a promotion. Otherwise, you could be setting up both the team and the employee with false expectations.

  1. Are you shifting this person to another team when you should be shifting them off the team?

I see too many leaders play the shuffle game where they shuffle an underperforming employee to another team when they should really be transitioning them out of the company. The firing conversation is never easy, but it’s necessary if an underperforming employee is slowing you down or hurting your culture.

I’m a big fan of collaborative hiring processes when hiring from both the inside and the outside. When considering an internal hire, assess peer reviews and annual reviews of the employee. You have the advantage of having a lot of helpful data on the employee that you wouldn’t have on external hires. Just like you would do background and reference checks on an external hire, do your due diligence on internal hires as well.

  1. Have I vetted this employee properly against top talent?

You should internally hire a team member because they are the best person for the role. One of the best ways to find out if they are or not is to do a public, nationwide search and see how the internal candidate stacks against other candidates. Our firm is often hired to vet an internal candidate against outside talent so the organization can see how their current team member measures up. It helps give both you and the internal candidate peace of mind that they are the best fit for the role.

  1. Did you approach the team member or did they approach you?

I’m a big fan of going live with a public search before you approach an internal candidate because I like to see if the internal candidate comes forth with interest in the role. It shows me that the candidate sees what I see in them, has confidence in the value they bring to the team, and has the gumption to make things happen versus letting opportunities fall in their lap. This isn’t to say you shouldn’t approach an employee about an opportunity if you think they’re a good fit, but I do think you can learn a lot from allowing the employee the chance to come to you first.

  1. Are my expectations for success in this role clear?

I’ve recently internally hired for a couple of positions on my team after completing a nationwide search. One thing I’ve found to work well for both my team and the employee is giving a “90 Day One Way Ramp.” We set the expectation that once the employee takes the new job internally, they won’t have the chance to go back to their old job. This addresses any thinking that they can always get their old job back if they fail in the new role. It raises the stakes for both the employee and the team leader that they have 90 days to show that they’re the right fit for the role.

Hiring is an art, not a science.  And while there’s not a formula for deciding if an internal or external hire is best, I hope these questions help you decide what’s best for your team.

William Vanderbloemen , Contributor

Careers in Wine

9 Core Behaviors Of People Who Positively Impact The…

  • March 17, 2017February 26, 2020

It’s critical to note that people who’ve made a real difference aren’t all privileged, advantaged or “special” by any stretch.

Many come from disadvantaged families, crushing circumstances and initially limited capabilities, but have found ways to pick themselves up and rise above their circumstances (and their genes) to transform their own lives and those around them.

Researching these makers, shakers and disruptors, and working with our own clients who shape the world around them in powerful and constructive ways, We have observed 9 core behaviors that set them apart – habitual ways of behaving and approaching life and work that distinguish them from those who long to make a difference but can’t or won’t find the way.

image of hands cupping a small glass globe

 

The 9 core behaviors of people who positively impact the world are:

  • They dedicate themselves to what gives their life meaning and purpose.
  • They commit to continually bettering themselves.
  • They engage with people in open, mutually-beneficial ways
  • They invest time and energy not in what is, but what can be.
  • They embrace critique.
  •  They spread what they know.
  • They uplift others as they ascend.
  • They view the journey as the goal.
  • They use their power and influence well.

Now go out and impact the world!

Careers in Wine

Instead Of Looking For Your Purpose Or ‘One Thing’,…

  • February 9, 2017February 26, 2020

Tweet This

[themecolor]

When talking about their careers, there are two stories I often hear women telling themselves:

  • “Unless I figure out the one thing I’ve always wanted to do, I’m going to be miserable.”
  • “I’ve invested so much time striving to be successful in this industry, if I transition to something else it’ll have all been for nothing.”

Women (and men) often feel an urgency to find their ‘one thing.’ Or, they stay in the same industry longer than they’d like because they feel obligated or stuck. To discuss finding purpose and getting unstuck I talked with Nicole Antoinette, the host of the Real Talk Radio podcast. Antoinette is a self-described “recovering self help addict” and a queen of reinvention.

nicole-antoinette making a goofy face

Nicole Antoinette Photo Credit: Foxes + Wolves

With a resume that includes highlights such as camp director, owner of a web design firm, goal setting coach, and cookie shop owner, Antoinette says the theme of her career has been change.

This is a dramatic juxtaposition to her husband, an engineer at Twitter whose path has been pretty linear. She says, “He’s taken the more traditional or ‘recommended’ path that was put on a pedestal when I was younger: pick your thing and become really good at your thing.”

Around the time she turned 30, Antoinette struggled with shame and guilt that she hadn’t found her ‘one thing’ like her partner. Without her ‘one thing’ all the choices she had made in her 20s felt like a waste. She asked herself, “What’s wrong with me that I’ve had all of these seemingly unrelated careers?”

Paths Aren’t Always Linear, But Skills Are Transferable

Antoinette felt badly about this pattern of behavior until she had a realization. “The model of pick one thing, get better and better at that thing, and always be continually interested in that thing is actually pretty rare.” Stories of achieving greatness through perseverance in the same profession (picture Michael Phelps) are the ones celebrated in the media, she argues, which causes us to falsely believe that kind of career consistency is the norm.

In addition to craving an idealized ’one thing’, people are reluctant to lose all the opportunities they’ve created for themselves in their industry. Antoinette, who’s had at least 4 careers already, says if you go to do something else, all the experience, skills, and relationships you’ve developed come with you. “ It’s not like you leave a job or an industry and someone comes and ‘Men in Blacks’ your brain ,” she explains referencing the memory erasing technology from the popular film series.

For example, the same organization and communication skills that made her a good camp director were a tremendous asset when she ran her own business. As I started my consulting practice, a woman I’d met in my last role, managing a political campaign, became my first client.

Ask Yourself Good Questions

When it comes to her own transitions, Antoinette says the best advice she’s ever gotten is to ask yourself good questions, such as:

Referencing her own experience, Antoinette says, “If you’re actually willing to go back and ask yourself again and again, eventually you just get sick of yourself,” and get to the answer.

Asking herself those questions relentlessly, she realized she didn’t care about having a big flashy career. She says it took all of her 20s to accept that a “capital C Career” wasn’t important to her. She challenged the idea that there was a finite destination to reach, and she’s not looking back. Or as she says,“F*ck, I’m so much happier now.”

Whether you’re just starting out in your career or decades in, consider giving yourself permission to explore what kind of work is fulfilling rather than searching frantically for your ‘one thing’. Who knows, maybe cookie shop owner is in your future.

Lelia Gowland helps women negotiate and navigate their careers. Learn more about her e-courses on negotiating a raise, a promotion, and a new position at gowlandllc.com.

Communication

Seven Small Things People Use To Decide If They…

  • January 11, 2017February 26, 2020

 

The human brain is hardwired to judge. This survival mechanism makes it very hard to meet someone without evaluating and interpreting their behavior.

While we tend to think that our judgments are based on the content of conversations and other obvious behaviors, the research says otherwise. In fact, the majority of our judgments are focused on smaller, subtler things, such as handshakes and body language. We often form complete opinions about people based solely on these behaviors.

uncertainty - woman biting fingernails

We are so good at judging other people’s personalities based on small things that, in a University of Kansas study, subjects accurately predicted people’s personality traits, such as extroversion/introversion, emotional stability, agreeableness, conscientiousness, and openness, simply by looking at pictures of the shoes they wore.

Our unconscious behaviors have a language of their own, and their words aren’t always kind. These behaviors have likely become an integral part of who you are, and if you don’t spend much time thinking about them, now is a good time to start, because they could be sabotaging your career.

How you treat waiters and receptionists. How you treat support staff is so indicative of your makeup that it has become a common interview tactic. By gauging how you interact with support staff on your way in and out of the building, interviewers get a sense for how you treat people in general. Most people act the part when they’re speaking to the hiring manager or other “important” people, but some will pull a Jekyll and Hyde act the moment they walk out the door, treating others with disdain or indifference. Business lunches are another place this comes to light. No matter how nice you are to the people you have lunch with, it’s all for naught if those people witness you behaving badly toward others.

How often you check your phone. There’s nothing more frustrating than someone pulling out their phone mid-conversation. Doing so conveys a lack of respect, attention, listening skills, and willpower. Unless it’s an emergency, it’s wise to keep your phone holstered. A study from Elon University confirms that pulling out your phone during a conversation lowers both the quality and quantity of face-to-face interactions.

Repetitive, nervous habits. Touching your nails or face or picking at your skin typically indicates that you’re nervous, overwhelmed, and not in control. Research from the University of Michigan suggests that these nervous habits are indicative of a perfectionistic personality, and that perfectionists are more likely to engage in these habits when they’re frustrated or bored.

How long you take to ask questions. Have you ever had a conversation with someone where they talked about themselves the entire time? The amount of time someone allows to pass before they take an interest in you is a strong personality indicator. People who only talk about themselves tend to be loud, self-absorbed “takers.” People who only ask questions and share little about themselves are usually quiet, humble “givers.” Those who strike a nice balance of give-and-take are reciprocators and good conversationalists.

Your handshake. It’s common for people to associate a weak handshake with a lack of confidence and an overall lackadaisical attitude. A study at the University of Alabama showed that, although it isn’t safe to draw assumptions about someone’s competence based on their handshake, you can accurately identify personality traits. Specifically, the study found that a firm handshake equates with being less shy, less neurotic, and more extroverted.

Tardiness. Showing up late leads people to think that you lack respect and tend to procrastinate, as well as being lazy or disinterested. Contrary to these perceptions, a San Diego State University study by Jeff Conte revealed that tardiness is typically seen in people who multitask, or are high in relaxed, Type B personality traits. Conte’s study found that Type B individuals are often late because they experience time more slowly than the rest of us. Bottom line here is not to read too much into people showing up late. It’s better to ask what’s behind it than to make assumptions.

Eye contact. The key to eye contact is balance. While it’s important to maintain eye contact, doing so 100% of the time is perceived as aggressive and creepy. At the same time, if you only maintain eye contact for a small portion of the conversation, you’ll come across as disinterested, shy, or embarrassed. Studies show that maintaining eye contact for roughly 60% of a conversation strikes the right balance and makes you come across as interested, friendly, and trustworthy.

Bringing It All Together

Sometimes the little things in life make a big difference. It’s good to be ready for them, so that you can make a strong impression.

What other behaviors yield insight into people’s personalities? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

Travis Bradbury

Contributor

Forbes Magazine

Careers in Wine

12 habits of Genuine People

  • November 15, 2016February 26, 2020

There’s an enormous amount of research suggesting that emotional intelligence (EQ) is critical to your performance at work. TalentSmart has tested the EQ of more than a million people and found that it explains 58% of success in all types of jobs.

People with high EQs make $29,000 more annually than people with low EQs. Ninety percent of top performers have high EQs, and a single-point increase in your EQ adds $1,300 to your salary. I could go on and on.

Suffice it to say, emotional intelligence is a powerful way to focus your energy in one direction with tremendous results.

But there’s a catch. Emotional intelligence won’t do a thing for you if you aren’t genuine.

A recent study from the Foster School of Business at the University of Washingtonfound that people don’t accept demonstrations of emotional intelligence at face value. They’re too skeptical for that. They don’t just want to see signs of emotional intelligence. They want to know that it’s genuine—that your emotions are authentic.

image of Benefits of emotional intelligence

Copyright TalentSmart.com

According to lead researcher Christina Fong, when it comes to your coworkers,

“They are not just mindless automatons. They think about the emotions they see and care whether they are sincere or manipulative.”

The same study found that sincere leaders are far more effective at motivating people because they inspire trust and admiration through their actions, not just their words. Many leaders say that authenticity is important to them, but genuine leaders walk their talk every day.

It’s not enough to just go through the motions, trying to demonstrate qualities that are associated with emotional intelligence. You have to be genuine.

You can do a gut check to find out how genuine you are by comparing your own behavior to that of people who are highly genuine. Consider the hallmarks of genuine people and see how you stack up.

“Authenticity requires a certain measure of vulnerability, transparency, and integrity.”
–Janet Louise Stephenson

Travis Bradberry ,  

 CONTRIBUTOR-Forbes

©Benchmark Consulting, 2020
Theme by Colorlib Powered by WordPress