AI can be amazing… but let’s be real, it’s also a little nerve-wracking. What if it gets it wrong? Sometimes it feels like it’s is just making stuff up (spoiler: it kind-of is).

Today, I’m thrilled to bring you a conversation with AI expert, Dan Chuparkoff, where we tackle those nerves and get real about how to use it productively.

Here’s the deal with AI:

“AI isn’t a new search engine; it’s a probability machine,” Dan explains. It’s predicting things that might be true—but might not. And the weirder your question, the less likely you’ll get a great answer.

So how do you use it without falling into the trap of trusting it too much? Dan’s advice: Treat it as your recommendation assistant. Ask it what it thinks, but remember—you have knowledge and context AI doesn’t.

Think of it this way:
AI might invent a million recipes, but it doesn’t know what you want for dinner tonight.

A Few Practical Tips to Get Started

• Edit and clarify: Do you have an email that feels too wordy, too blunt, or just off? Ask your favorite AI tool to make it more concise, neutral, or human-centered.
• Polish your communication: Use it for grammar, sentence structure, or summarizing your ideas.
• Keep AI in its place: You have all the ideas. You make the decisions. AI just helps you communicate them more effectively.

Remember this: AI is here to assist, not replace. You’re still in charge.

I’d love to hear from you—how are you using artificial intelligence tools in your work? Drop a comment below and let me know what’s working (or what’s not).

Related Content:

Workplace Culture: How to Leverage Innovation No AI Can Replace 

Check out my new keynote: Innovative Minds in a Digital World: Fostering a Fearless, Tech-Driven Culture

The post AI for Leaders: Can I Trust AI as a Resource? (Asking for a Friend) appeared first on Let's Grow Leaders.

You know exactly WHAT your team needs to have a remarkable new year, now it’s time to focus on HOW. How do you identify the habits that will make the biggest difference? In today’s Asking for a Friend, I share an EASY, and CREATIVE development exercise we’ve been using with teams worldwide– to build the habits most critical to their success.

This exercise works great in one-on-one coaching, mentoring, or career development conversations. 

It begins by inviting your team to reflect on one habit or behavior that would make a significant difference in their work.  Or, in accomplishing a specific MIT (Most Important Thing) priority. This should be a vital habit, that feels challenging to do well.

Our SynergyStack™ System makes it easy to identify key habits, with forty-eight proven habits to choose from (and a few bonus cards to add your own).

This employee development activity works great for one-on-one or team development conversations in your next team meeting.

How to Coach Your Team on the Team on the Habits that Matter Most

Learn More About the SynergyStack™ Team Development System

The SynergyStack™ System is a revolutionary team development system that fosters collaboration and ignites team performance.

If you’re tired of light team-building activities that don’t create lasting change, the SynergyStack™ gives you the framework for more meaningful conversations. Team-building that sticks.

Unleash Productivity

The SynergyStack™ System catalyzes sustained team productivity and personal excellence. Build robust habits that lead to breakthrough results and happier teams.

Less Stress, Better Teamwork

Create a space where teamwork beats tension. SynergyStack team development and team-building activities turn stress into progress by agreeing to a well-defined framework for everyone to work together smoothly and peacefully.

Collaborate with Confidence

 Communication is the bedrock of successful teamwork. The SynergyStack™ System equips everyone with the language and insight to contribute meaningfully, ensuring that ideas flow and collaboration is seamless.

A Multiverse of Applications

 Whether you’re an executive steering a start-up, an HR leader committed to building a great culture, or a trainer looking for proven, easy-to-use team development activities, the Synergy Stack is your versatile partner. Its diverse applications adapt to your needs, delivering impactful outcomes fast with precision.

Quickly See Real Change

This isn’t just a fun team-building tool. The SynergyStack™ System creates a new way of working together—real change. Bring the SynergyStack™ System into your team’s routine and watch how fast things improve—how your team gets things done, communicates, and reaches new heights.

We also offer SnergySprint Team Retreats and SynergyStack™ Facilitator Certification.  We’d love to discuss the best ways to use the dozens of employee development activities and extensive resource center. Contact us here to learn more. 

The post Employee Development Activity: Focus Your Team in the New Year appeared first on Let's Grow Leaders.

The post The Secret to Developing Employees Who Would Rather Not Grow appeared first on Let's Grow Leaders.

You’re right. You deserve high-quality, carefully considered feedback in your performance review. Your manager should take this seriously and do it right.

But often they don’t. It’s statistically likely that you (or a friend) will be blindsided by the performance feedback you receive. Let’s get ahead of it this year with some Powerful Phrases to ask for, and engage In a more meaningful conversation.

Powerful Phrases to Deal with Lazy, Vague, Frustrating Feedback

A few years ago, I wrote “Avoid These Infuriating Phrases in End-of-Year Feedback” to encourage managers to stop making stupid comments when giving a performance review.

This heartfelt post came from years of listening to high-performing employees vent their frustrations about frustrating phrases their managers said. If you’re a manager who struggles with performance reviews, please start there.

How to Respond to the Most Infuriating Kind of Performance Review

For the rest of you (or your friends), let’s prepare for that frustrating feedback this year and prepare you with some Powerful Phrases for when the conversation goes sideways.

1. “I don’t have much end-of-year feedback for you. You know you’re doing great.”

I hate this one as much as you do. If you’re hearing this, you probably are doing great, but it doesn’t give you much to build on or improve.

Some options to start your empowered response:

• “Wow, thanks so much! I appreciate your support. This year, I feel particularly proud about __________ (insert that accomplishment you expected them to bring up). I’m curious about your perspective on that _______(project, strategy, accomplishment). Why did that work from your perspective? What made that work so well, and how might I bring more of that into my work?”
• “Thank you! You know, one area I’m really working to improve on is _________. What is one suggestion you have for how I can be more effective in that arena?”
• “Thank you! I’m curious about what specifically you appreciate about what I’m doing here. I’m very focused on ensuring next year is even better, and I’d love your help in knowing what I should continue doing and ideas to help me really differentiate my performance next year.”

2. “I rated you as meets expectations for your end-of-year feedback. Your performance really was an “exceeds” but I had to make the math work out.” Or, even worse, “I could only have one person in that category.”

Okay, you have a serious right to be ticked off here. I’ve been there, on both sides of this awkward conversation.

And it’s probably too late to change the math or the rating. I know this because as a Verizon executive I’ve fought this battle many times for the high-performers on my team, and the answer was “pick one.”

Your manager may be as (or even more) frustrated than you.

In my article on infuriating phrases, my advice to your manager is to stay focused on results and behaviors, rather than the rating. And, to be clear about the criteria that they used to calibrate performance and where you met and exceeded those criteria and opportunities to improve in the future. To stay away from comparisons to other employees, or blaming other people for the rating they received.

And now, some options to start your empowered response: 

• “Oh, wow. That must have put you in a difficult situation. And, I’ve got to tell you, that makes me feel really ___________(insert emotion here, but try not to scream or cry).”
• “I’ve worked incredibly hard this year and I really don’t want to be having a similar conversation this time next year. Can we outline what I need to do for next year to make ‘exceeds’ (or whatever your rating equivalent is) the obvious rating? I’d love to build a plan to ensure I have the success I’m looking for.”
• “I really appreciate your support. And I’ve got to tell you I’m pretty frustrated. This affects my compensation too (if that’s true). I’d really like to talk to HR to express my concerns about this.”

3. “I know we haven’t talked about this before, but _____”

This one’s tricky because your manager certainly shouldn’t blindside you this way in your performance review. There are a few angles you might choose to take. If they’ve put something in writing that’s coming out of the blue, you might request to have that removed, requesting a fair chance to address it before it turns up in the documentation.

And, here are some empowering phrases that might be useful.

• “I appreciate your feedback and your desire to help me improve. I’m wondering what we could do to set up a more regular cadence of feedback throughout the year, so there are no surprises next time.”
• “I’m a bit surprised by this feedback and would like to take some time to digest it. Let’s set up a follow-up in a week to talk a bit more.”
• “Since this is the first time I’ve heard this feedback, can you please give me some time to address this before you put it in the formal review? Here’s my approach to improving in this area.”

4.”I don’t really have any specific examples, but it’s become a real issue.”

If you hear this in your performance review, and you can’t think of any examples either, I’d recommend you push for some examples.

• “I’m deeply committed to improving my performance in this arena. And, it’s really hard to understand what needs to change without some concrete examples.”
• “I really would like to understand this more. I’m struggling to come up with examples too.”
• “Can you please tell me more? I’d really like to get a better understanding of your concern here.”

5. “I’ve gotten a lot of feedback from other people about your performance in this arena. Who? I’m not at liberty to say.

As with most of these awkward performance review phrases, I would start with a gut check. If your manager is raising an issue and it feels true to you, then your best bet is to own it and work on it.

However, if this third-party performance review feedback feels unfair, then I would press for more information.

• “Hmmm. That’s tricky. I don’t see it that way. It would be really helpful for me to talk directly with those concerned. Can you please ask them to come to me with their concerns so I have a chance to talk with them directly about it?”
• “Have you noticed this issue yourself? Does this seem like something that’s consistent with what you’ve observed?”
• “I’d like a chance to better understand this issue. Who do you suggest I talk with to learn more?”

6. “Just write up your accomplishments and I’ll sign it.”

It’s a great idea to submit your accomplishments. After all, you’re closer to the work you’ve done and the impact you’ve made.

Say yes, and then…

• “I’d be delighted to write up my accomplishments (see How to help your boss give you a better performance review for tips on how to do that well).”
• “I would also really appreciate your feedback and perspective on my performance this year. When would be a good time for us to talk through my performance review?”
• “Here you go (hand them your accomplishments). I’m also really interested in your feedback on how I can make next year my best year ever. I got this great development discussion planner from Let’s Grow Leaders. I’d love to schedule some time to go through that.”

While lazy, vague, and frustrating feedback can feel super irritating, it also gives you a chance to take responsibility for your career development. Ask for what you need and giveyour manager the opportunity to rise to the occasion. Sometimes their insights will surprise, and help you make that next step.

Related Articles

12 Powerful Phrases For Navigating Challenging Workplace Conflict

How to Help Your Team’s Performance Stand Out for Better Recognition

The post Performance Review: How to respond to frustrating or lazy performance feedback appeared first on Let's Grow Leaders.

You’ve been so nice. You care about _____ (your team, your boss, your co-workers, your career, not rocking the boat…) so you’ve looked the other way when the destructive behaviors started creeping in. 

You gave them the benefit of the doubt– because, you know, the being nice thing.

But NOW you’re looking around and thinking, “Wait, WHAT? How did we get HERE? How do you reset expectations when you’ve tolerated something before? #AskingforaFriend

I’ve heard variations on this issue at least 7 times this month.

“How did I let people scream and yell at me?”
“Why is my team thinking it’s okay to not meet our deadlines?”
“Why do I let my boss talk to me that way?”
“There’s this bully, but I don’t want to cause drama, so I just try to show up nice and accept it…”

And when we talk more there’s this moment of recognition, “It’s because I let them.”

And then the follow-up question. “Well, if I let this happen before, how can I reverse that tide and say it’s not okay.”

How to Reset Performance Expectations When Bad Behaviors Have Gone Too Far

It’s not too late to teach people how to treat you. Here’s how to have the conversation.  First, remember that it’s not nice to let people behave poorly. You are doing them, you and your work a disservice to allow them to continue destructive behavior.

See Also: Beyond Magical Thinking: How to Ensure Your Team Get’s It.

1. Start by owning it in one-on-one conversations. (CONNECTION)

“As we head into the new year, I’d like to reset expectations for our work together. And I take complete ownership for this because I have looked the other way with some things that aren’t working. They’re not serving you, me, our relationship, our customers, or our results…”

2. Get specific (without blame, and concrete examples). (CLARITY)

“For example, this is the third time you’ve screamed at me this week.”  Or, “We agreed that this report would be complete by Wednesday at 3 pm EST. You’ve turned it in on Friday every week this month.”

3. Describe your hope and vision for what’s possible. (CLARITY)

“I care about our relationship and our work together. Here’s what success looks like from my perspective.”

4. Ask for what you need. (CLARITY)

“Can we agree to ________.”

5. Get curious. (CURIOSITY)

“What does this look like from your perspective?”

6. Move the conversation to a shared agreement with specific next steps. (COMMITMENT)

“So to recap we’ve agreed to _________”

Just because you have accepted some negative behaviors in the past, does not mean you need to carry them into 2025.

See Also:

How Do I Gain Respect When My Team Doesn’t Like Me

The post How to Reset Expectations When You’ve Been “Too Nice” appeared first on Let's Grow Leaders.

You’re new to your career. Maybe this is even your very first job. You want to get it right and have smooth sailing from the start. Excellent. Let’s start with three practical tips that make your new career easier. Oh, yeah, and this advice works great for your second, third, and thirteenth job too 😉

1. Start with this 6 word Powerful Phrase

This Powerful Phrase works wonders with your manager, your co-workers, your customers, and other key stakeholders.

I can’t think of anyone who doesn’t want to hear these words said sincerely, from someone with a reputation of following through.

“How can I be most helpful.” 

Whether this is your first job, or you’re looking to enhance your reputation in a role you’ve been in for a while, showing up genuinely supportive and ready to help is like a fast pass to a great reputation. (Of course, asking is the first step. Next, you need to act on what you hear. Find a way to be helpful in the areas others care most about.

2. Ensure You Understand the “Why” Behind What You’re Doing

As you begin your first job, you want to show that you’re not just a hard worker, but someone who gets the big picture and spends time working on the most important things.

Of course, tone of voice matters.

“Why are we doing this,” said sarcastically won’t do your new career any favors.  But asking genuinely curious questions about the bigger picture, or checking for understanding about how the work you’re doing will be used, opens the door for you to share ideas and contribute at a deeper level.

3 Invest in building relationships through better communication

Our new book Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to De-Stress the Workday, Build Collaboration and Calm Difficult Customers gives you practical, tactical ways to do this well– starting with four dimensions of collaboration: connection, clarity, curiosity and commitment– and powerful phrases for when your new job starts to go sideways.

More Articles You Might Find Helpful As You Start Your New Job

Want More Influence at Work? Avoid These Communication Mistakes

How Your Great Boss Might Be Hurting Your Career

How to Give Your Boss Bad News

Fuel Your Career: 17 Critical Skills When You’re a Young Leader Hungry For Success

The post How do I Succeed in My First Job? Asking for a Friend appeared first on Let's Grow Leaders.

When I’m keynoting conferences, there’s always a long line at the book-signing table or cocktail reception with people eager for career advice. One of the most common questions I receive is, “How do I advocate for myself and ask for what I need? A raise? A promotion? A bigger project?”

And I always ask, “Well, what have you tried so far?”

Here’s where things often take a wrong turn. Inevitably, they’ve got it backward.

They’re advocating from their point of view.

I hear things like, “I’ve worked so hard,” or “I’ve been here for years,” or “I need that raise—I’ve got bills, and my significant other said I should’ve gotten this by now.”

And while all of that might be true (and important to you), it’s not what decision-makers are thinking about when figuring out whether to give you that promotion, raise, or opportunity.

I had just been promoted to my very first executive role at Verizon. My new boss was from the other side of the merger.

I hadn’t even started the new role when the union went on strike. Instead of starting my exciting new dream job, I would sub in for the union as a directory assistance operator for God knows how long (could be weeks, months, or even years). Twelve hours a day (plus a 2-hour commute), 7 days a week.

But that’s not the tricky part.

The tricky part was that I had just separated from my husband and we had a wonderful little boy who was confused and scared about now “living in two houses.”  But, there was no way he could live in my house during this time because I was answering telephones night and day.

I felt guilty, sad, exhausted, and wondering if this whole mess was worth it. Maybe I should just quit….the only thing that kept me going was knowing that my dream job was on the other side of this strike if I could stick it out.

One Tuesday night, my strike-duty supervisor, tapped me on the shoulder and told me  I had an emergency call, and to take it in her office. Just what every guilty, sad, exhausted mom wants to hear.

It was my new boss. “Karin, this is Gail (your new boss).”  We had never met.

“I’m calling to tell you that due to the expenses of the strike we’ve decided to eliminate a few positions.  I can only have three executives on my team and we announced four.  So since this is a promotion for you, and everyone else is already a director, we’re moving you back to your old position. Don’t worry. I’m sure you will be promoted at another time.”

My heart sank.

And, I’m not sure how I knew to do this, but I instinctively advocated for myself from the decision-maker’s point of view.

First I connected with empathy.

“Gail, Thank you for calling me personally. I’m looking forward to working with you. I’ve heard great things about your leadership. I understand how complicated this is,  and how difficult it must be to make this call.”

And then I spoke her language.

“I know this is a new role for you too and you’ve got a heavy lift ahead of you with all this merger integration work.  You’re going to need a rock star team. I’m curious, are the seasoned directors all box 9 succession planning candidates (that’s HR speak for are they all “rock stars”?

She said, “Well, no…. not exactly, but they are very experienced.”

“What competencies are going to be vital on this team?” (More decision-maker language… HR folks love to talk competencies 😉

She listed the most important competencies: strategic vision and thinking; working as a trusted strategic partner with the executive team; executing with urgency.

“I’ve got those. All I ask before you make this decision is you call these three very senior executives (gave her three names) and ask them about how I’ve demonstrated these competencies in my HR work supporting their teams, and whether they think I’m the right choice over one of your more seasoned candidates.”

“Okay, I’ll do that.”

(Then I hung up the phone and burst into tears– but Gail didn’t see that part).

Gail did call those executives. I got the job.

And Gail become a lifelong mentor and career advocate. For more on Gail see: When Things Get Crazy Look for Ways to Empower Your Team

How to Advocate for Yourself From the Decision Maker’s Point of View

No one had ever given me this career advice. And quite frankly, I was desperate. I wanted to scream, “Do you know what this company is doing to my life right now?” But that didn’t feel very executive.

Let’s break this down so you can advocate for yourself too.

1. Connect with Empathy and Consider Their World

When you ask for a promotion or raise, position your request in terms of how it benefits your boss, your team, and the company. The person making the decision isn’t just thinking about you—they’re thinking about how your request impacts the bigger picture.

Instead of “I’ve worked hard for three years,” or “Do you understand the sacrifices I’ve made for this company, reframe it like this:

“In my three years here, I’ve improved efficiency by 20% on my team, which has led to a significant cost savings of $X. I’m excited about taking that same approach to a broader scope of work, which will continue to improve our bottom line.”

See the difference? You’re not just listing why you deserve the promotion, but how promoting you helps them reach their goals.

2. Speak Their Language

In this case, I understood how these decisions were made. I’d built over a hundred competency models and helped leaders use those to select candidates (and eliminate positions). I wanted her to know I got her world.

If you’re advocating for a raise, don’t just talk about how much you need it. Decision-makers aren’t moved by your rent, student loans, or the vacation you’re planning. They want to know why you’re worth it.

Think about how your role impacts what your decision-maker cares about—whether that’s profit, customer retention, innovation, or team performance. Then, use that language.

“Over the last year, I’ve helped retain 95% of our clients, which translates to $X in repeat business. Given these results, I believe my contribution aligns with a higher level of compensation.”

Now, you’re speaking their language. You’re connecting the dots between your work and their priorities.

3. Consider your Timing

In my case, I had one shot at my pitch.

But sometimes you get to choose your timing.

If you ask for a raise or promotion in the middle of a crises, you will lose credibility. “How can they be concerned about their career, when the S#$*#@ is hitting the fan in so many ways?

Advocating for yourself also means knowing when to push and when to wait.

4. Own the Outcome

Sometimes you’ll do everything right and still get a “no.”

But that doesn’t mean it’s over. This is where you have a chance to shine even brighter. Respond with grace and ask for feedback. What would make you an even stronger candidate next time? What’s the timeline for future opportunities? Stay curious and proactive. You’re showing you’re serious, resilient, and forward-thinking.

And here’s the kicker: Sometimes just handling the “no” with confidence and professionalism puts you top of mind for the next opportunity.

See Also: How to Not Screw Up Your Brand When You’ve Been Screwed Over

And How to Improve Your Professional Brand at Work

Advocating for yourself is essential. But the trick isn’t just making a list of why you deserve it. Flip the script. Think about the decision-maker’s priorities, speak their language, and tie your success to theirs.

When you make it easy for them to say yes, you’re closer to the raise, promotion, or opportunity you’ve been working toward.

So, next time you’re ready to ask for what you need, follow this career advice. Don’t just think about what you want—think about what they want.

Your turn.

What’s your best career advice when someone needs to ask for what they need? How do you advocate for yourself from the decision maker’s point of view?

The post Career Advice: How to Advocate for Yourself at Work appeared first on Let's Grow Leaders.

You’re attending an industry conference or professional development event, and are fired up with ALL THE IDEAS. You want to do all the ideas right away.

And you know that doing everything, everywhere, all at once isn’t realistic.

So what should you do? How do you take action and get the best ROI without overwhelming yourself, your team, or worse of all, not doing anything?

Here’s one tip that works wonders: A mini-personal experiment.

Learn more about mini-personal experiments in our book, Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers and Customer Advocates.

How to do a mini-personal experiment

Pick one practical, measurable change in your approach (it could be a habit, a new process or a technique), that meets these criteria:

1. DOABLE. You can make a difference within 30 days (daily habits work best)

2. VALUABLE. This new habit, process, or technique would add significant value (e.g. to your results, to your team, to your well being)

3. MEASURABLE. You will be able to measure how it worked.

Then make a plan.

What’s the experiment, what will you do, how will you measure? Bonus networking points if you find an accountability partner you did not know before and schedule a 15 and 30-day check-in to talk about how it’s going.

Your turn. 

I would love to hear from you. How do you get the most out of a professional development conference?

Are you looking for a speaker for your next professional development conference, company offside, or industry event? I’d love to talk about how I can bring a highly interactive keynote or deep dive workshop to your event. Click on the image to the right to watch my new speaking reel,

The post How to Make the Most of A Professional Development Conference appeared first on Let's Grow Leaders.

Hi Karin, I want to be a better listener.  I do. But, I’m not sure it’s in my nature.  I get so impatient. It’s not that I don’t care. But, I’m busy. What advice can you give me to be a better listener when I feel impatient?  #AskingforaFriend

I love this candid and insightful question. And I can’t think of a better friend to ask than Michael Reddington, author of the Disciplined Listening Method. 

Practical Tips For Empathetic Listening (Even When You’re Feeling Impatient)

1. Take a deep breath
2. Consciously recognize that you’re the one creating your stress.
3. Focus on what you can try to achieve in the outcome.

But most importantly watch this…

Highlights from the Conversation

Don’t miss the important story at (countdown) 5:18.

(3:26) “If I’m having a conversation with you, I have to care to some degree about the OUTCOME we can achieve or the RELATIONSHIP that we have. If something is important about the outcome or the relationship, now I can stay focused. And because now I am focused on the outcome, I can stay focused to uncover hidden value. I can give myself a purpose to be in this conversation.” 

(3:03) “Instead of just checking the box… 

What’s the emotional connotation of the word choice?

Pay attention to what not saying.

What’s a new alternative that might be present?

How can I surprise myself here?”

Your turn.

How do you be a better listener (even when you’re feeling impatient)?

The post How Can I Be a Better Listener (When I feel SO IMPATIENT)? appeared first on Let's Grow Leaders.

What do you like most about your job? When you reflect on your career (so far) what’s the highlight reel? What are you most PROUD of in your leadership? What brings you JOY?

There are so many good reasons to reflect on this question. 

First, when you’re stressed, under pressure, or things just aren’t going your way, asking yourself “What do I like most about my job,” can be incredibly grounding. 

It’s also a great interview question (to ask or be prepared to answer). I almost always ask people I’m interviewing about what they like most (and least about their current job), and what they’re most proud of when they reflect on their career. 

What’s in your Leadership Highlight Reel?

I recently stumbled on one of my first media interviews in 2013 when I was wrapping up a two-decade career at Verizon and launching Let’s Grow Leaders. 

I was honored with Liz Wiseman’s Multiplier of the Year award (so they sent a film crew to my house to ask a few provocative questions). So exciting!

Nearly a dozen years later, I’m struck by my answer to this question.

“When you look back at your career at Verizon, what is the highlight reel?”

What strikes me watching my younger, less wrinkly, shorter-haired, self answer that question….

My answer would still be the same.

Growing Leaders.

(I guess that might have something to do with what I named my company 😉 It’s a quick video if you want the fuller answer.

For more about my journey from Verizon Executive to CEO to growing leaders around the world, you might be interested in these articles.

Succeeding as an Entrepreneur: Lessons Learned from My First 9 Months

Our About Page (Which includes our love story) 

And as the story continues, my 2024 Global Speaking Reel.

How to Answer, “What Do You Like Most About Your Job” in a Job Interview

It’s interesting. If you Google this question, here’s one of the answers you’ll receive.

“Focus on the work rather than the people”

Ideally, focus on your work and the role rather than the people with whom you work. Use the opportunity to highlight your responsibilities, different aspects of the job, and the skills you use to complete tasks. It’s an opportunity to emphasize specific job-related achievements. For example:“I really enjoy interacting with the different customers and knowing I’m having a positive impact on their buying experience. This is an aspect that I’ve focused on, and, as a result, I was the top customer service representative last year. I’m proud of the communication skills I’ve developed over my time in the role, and the fact that I’m more outgoing and confident than when I first started in the role.”

I disagree. Here’s why. 

Sure, I’d like to hear about what makes you a rock star in your role.  But you know what else I care about? How do you collaborate with others, particularly under pressure? Tell me what was great about the team, and your role in fostering productive collaboration. Tell me a about a time you overcame a conflict and what you learned. Talk about how your team works together to solve better problems and share ideas.

I’d hire a great collaborator over a lone wolf any day.

Your turn. What do you like most about YOUR job?

When YOU think back on your career (so far), if you had to pick one theme, what is it? What makes you proud and happy about your leadership?

What would you name your leadership highlight reel? 

Note: I’ve updated this article because it continues to be so popular. You’ll see lots of comments where people share what they like most about their job. I’d love to add yours to the mix.

The post What Do You Like Most About Your Job? (With Video) appeared first on Let's Grow Leaders.