# data[].attributes.attachment_link.description
Want to communicate better? These tips will help you get your message across, avoid misunderstandings, and improve your relationships.

# data[].attributes.attachment_link.readable_text
10 Learning Techniques to Try

Knowing the most effective strategies for how to learn can help you maximize your efforts when you are trying to acquire new ideas, concepts, and skills. If you are like many people, your time is limited, so it is important to get the most educational value out of the time you have.

Speed of learning is not the only important factor, however. It is important to be able to accurately remember the information that you learn, recall it at a later time, and use it effectively in a wide variety of situations.

How can you teach yourself to learn? As you approach a new subject, incorporate some of the following tactics:

1. Find ways to boost your memory

2. Always keep learning new things

3. Use a variety of learning techniques

4. Try teaching it to someone else

5. Connect new information to things you already know

6. Look for opportunities to have hands-on experiences

7. Remember that mistakes are part of the process

8. Study a little bit every day

9. Test yourself

10. Focus on one thing at a time

Knowing how to learn well is not something that happens overnight, but putting a few of these learning techniques into daily practice can help you get more out of your study time.

Improve Your Memory

There are a number of different strategies that can boost memory. Basic tips such as improving your focus, avoiding cram sessions, and structuring your study time are good places to start, but there are even more lessons from psychology that can dramatically improve your learning efficiency.

Strategies that can help improve your memory include:

Getting regular physical exercise, which is linked to improvements in memory and brain health

Spending time socializing with other people

Getting enough sleep

Eliminating distractions so you can focus on what you are learning

Organizing the information you are studying to make it easier to remember

Using elaborative rehearsal when studying; when you learn something new, spend a few moments describing it to yourself in your own words

Using visual aids like photographs, graphs, and charts

Reading the information you are studying out loud

For example, you might use general learning techniques like setting aside quiet time to study, rehearsing, and reading information aloud. You might combine this with strategies that can foster better memory, such as exercising and socializing.

Study Tip

If you're pressed for time, consider combining study strategies. Listen to a podcast while you're taking a walk or join a group where you can practice your new skills with others.

Keep Learning New Things

One sure-fire way to become a more effective learner is to simply keep learning. Research has found that the brain is capable of producing new brain cells, a process known as neurogenesis. However, many of these cells will eventually die unless a person engages in some type of effortful learning.

By learning new things, these cells are kept alive and incorporated into brain circuits.

So, if you are learning a new language, it is important to keep practicing the language in order to maintain the gains you have achieved. This "use-it-or-lose-it" phenomenon involves a brain process known as "pruning."

In pruning, certain pathways in the brain are maintained, while others are eliminated. If you want the new information you just learned to stay put, keep practicing and rehearsing it.

Learn in Multiple Ways

Another one of the best ways to learn is to focus on learning in more than one way. For example, instead of just listening to a podcast, which involves auditory learning, find a way to rehearse the information both verbally and visually.

This might involve describing what you learned to a friend, taking notes, or drawing a mind map. By learning in more than one way, you're further cementing the knowledge in your mind.

For example, if you are learning a new language, try varying techniques such as listening to language examples, reading written language, practicing with a friend, and writing down your own notes.

One helpful tip is to try writing out your notes on paper rather than typing on a laptop, tablet, or computer. Research has found that longhand notes can help cement information in memory more effectively than digital note-taking.

Recap

Varying your learning techniques and giving yourself the opportunity to learn in different ways and in different contexts can help make you a more efficient learner.

Teach What You Are Learning

Educators have long noted that one of the best ways to learn something is to teach it to someone else. Remember your seventh-grade presentation on Costa Rica? By teaching to the rest of the class, your teacher hoped you would gain even more from the assignment.

You can apply the same principle today by sharing newly learned skills and knowledge with others. Start by translating the information into your own words. This process alone helps solidify new knowledge in your brain. Next, find some way to share what you've learned.

Some ideas include writing a blog post, creating a podcast, or participating in a group discussion.

Build on Previous Learning

Another great way to become a more effective learner is to use relational learning, which involves relating new information to things that you already know.

For example, if you are learning a new language, you might associate the new vocabulary and grammar you are learning with what you already know about your native language or other languages you may already speak.

Gain Practical Experience

For many students, learning typically involves reading textbooks, attending lectures, or doing research in the library or online. While seeing information and then writing it down is important, actually putting new knowledge and skills into practice can be one of the best ways to improve learning.

If it is a sport or athletic skill, perform the activity on a regular basis. If you are learning a new language, practice speaking with another person and surround yourself with language-immersion experiences. Watch foreign-language films and strike up conversations with native speakers to practice your budding skills.

Recap

If you are trying to acquire a new skill or ability, focus on gaining practical experience.

Don't Be Afraid to Make Mistakes

Research suggests that making mistakes when learning can improve learning outcomes. According to one study, trial-and-error learning where the mistakes were close to the actual answer was actually a helpful part of the learning process.

Another study found that mistakes followed by corrective feedback can be beneficial to learning. So if you make a mistake when learning something new, spend some time correcting the mistake and examining how you arrived at the incorrect answer.

This strategy can help foster critical thinking skills and make you more adaptable in learning situations that require being able to change your mind.

Recap

Research suggests that making mistakes when learning can actually help improve outcomes, especially if you correct your mistake and take the time to understand why it happened.

Use Distributed Practice

Another strategy that can help is known as distributed practice. Instead of trying to cram all of your learning into a few long study sessions, try a brief, focused session, and then take a break.

So if you were learning a new language, you might devote a period of time to an intensive session of studying. After a break, you would then come back and rehearse your previous learning while also extending it to new learning.

This process of returning for brief sessions over a long period of time is one of the best ways to learn efficiently and effectively.

What is the best way to learn?

Research suggests that this type of distributed learning is one of the most effective learning techniques. Focus on spending a little time studying each topic every day.

While it may seem that spending more time studying is one of the best ways to maximize learning, research has demonstrated that taking tests actually helps you better remember what you've learned, even if it wasn't covered on the test.

This phenomenon, known as the testing effect, suggests that spending time retrieving information from memory improves the long-term memory of that information. This retrieval practice makes it more likely that you will be able to remember that information again in the future.

Stop Multitasking

For many years, it was thought that people who multitask (perform more than one activity at once) had an edge over those who did not. However, research now suggests that multitasking can actually make learning less effective.

Multitasking can involve trying to do more than one thing at the same time, but it can also involve quickly switching back and forth between tasks or trying to rapidly perform tasks one after the other.

According to research, doing this not only makes people less productive when they work but also impairs attention and reduces comprehension. Multitasking when you are studying makes it harder to focus on the information and reduces how much you understand it.

Research has also found that media multitasking, or dividing attention between different media sources, can also have a detrimental impact on learning and academic performance.

To avoid the dangers of multitasking, start by focusing your attention on the task at hand and continue working for a predetermined amount of time.

If you want to know how to learn, it is important to explore learning techniques that have been shown to be effective. Strategies such as boosting your memory and learning in multiple ways can be helpful. Regularly learning new things, using distributed practice, and testing yourself often can also be helpful ways to become a more efficient learner.

A Word From Verywell

Becoming a more effective learner can take time, and it always takes practice and determination to establish new habits. Start by focusing on just a few of these tips to see if you can get more out of your next study session.

Perhaps most importantly, work on developing the mindset that you are capable of improving your knowledge and skills. Research suggests that believing in your own capacity for growth is one of the best ways to take advantage of the learning opportunities you pursue.

Frequently Asked Questions

Create a study schedule, eliminate distractions, and try studying frequently for shorter periods of time. Use a variety of learning methods such as reading the information, writing it down, and teaching it to someone else.

How should I study with ADHD?

Learning techniques that can help when you have ADHD include breaking up your study sessions into small blocks, giving yourself plenty of time to prepare, organizing your study materials, and concentrating on information at times when you know that your focus is at its best.

What learning strategies are most effective?

Practice testing and distributed practice have been found to be two of the most effective learning strategies. Test yourself in order to practice recalling information and spread your learning sessions out into shorter sessions over a longer period of time.

What is the easy way to learn?

The easiest way to learn is to build on the things that you already know. As you gradually extend your knowledge a little bit at a time, you'll eventually build a solid body of knowledge around that topic.

What are the five ways to learn?

Five ways to learn include visual, auditory, text-based, kinesthetic, and multimodal learning. The VARK model of learning styles suggests that people tend to have a certain preference for one or more of these ways to learn.

Verywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read our editorial process to learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.

# data[].attributes.attachment_link.description
Discover how to learn more effectively with research-backed tips and learning techniques. Become an efficient learner in order to master new ideas and skills faster.

# data[].attributes.attachment_link.readable_text
Written communication is a crucial skill to have in the modern information age. Most jobs require you to communicate in writing, whether through email, formal letters, notes, text messages or online messaging. Written communication skills allow you to give direction effectively. In this article, we list ways to communicate clearly using written communication.

What is written communication?

Written communication is any written message that two or more people exchange. Written communication is typically more formal but less efficient than oral communication. Examples of written communication include:

Most businesses require and depend on written communication to function and share information.

Related: What is Written Communication?

Qualities of effective written communication

All effective forms of written communication have these qualities:

Comprehensive: Includes all the relevant details

Accurate: All details are correct

Appropriate: Has the right tone and level of formality

Composition: Has correct spelling and grammar

Clear: Is understandable

Related: 4 Types of Communication (With Examples)

Ways to communicate clearly with written communication

Effective writing allows the reader to understand everything you are saying. Here are a few ways you can communicate clearly and easily:

1. Identify and clearly state your goal

Effective written communication has an obvious goal that you convey to the reader. Describe in clear words what you want the reader to do or know.

2. Use the right tone

Tone can help your writing be more effective. Some forms of communication, such as memorandums, require a formal tone. Writing to a friend, however, requires an informal tone. The tone you use depends on the purpose of the writing and the audience.

3. Keep it simple

Avoid jargon, expressions or big or complex words. You want to make it easy for the reader to understand what you are saying, regardless of their familiarity with your company or industry.

4. Stay on topic

Avoid irrelevant information. Clarity is essential. Keep paragraphs and sentences short, as complicated and lengthy statements slow the reader down. Only include words that add value to the reader and focus on your main goal.

5. Use active voice

Active voice strengthens your writing and makes your statements easier to understand. Active voice also engages the reader and keeps their attention. An example of passive voice is, "The letter was sent by me." You can communicate this statement more clearly and concisely if you rewrite it in active voice: "I sent the letter."

6. Have someone proofread your writing

Correct punctuation, spelling and grammar are crucial. Have someone read your writing before you send or share it. If no one is available, then read it out loud to yourself.

7. Make it easy to read and scan

Emails, memos, letters and webpages with brief text and plenty of white space are easier to read than text-heavy communications. Break your content into easy-to-read and understand paragraphs or sections. This is particularly important when viewers are reading on a screen, such as web content and emails. Use bullet points, headers and short paragraphs to make your text easier to understand.

8. Be professional

When writing for work, keep the content professional. Avoid making jokes or discussing sensitive topics that the reader might interpret differently than you intended. A professional tone, particularly in formal communications, gets the reader to trust and respect you.

9. Practice

The more you write, the stronger your written communication skills get. Practice writing a variety of communication types frequently, including:

Consider writing hypothetical press releases and advertisement copy, for example, rather than documents your organization plans to send or publish. Have a friend or colleague read your writing and give you feedback so you know what to improve when your manager does ask you to write a professional communication.

Related: 11 Writing Strategies for Effective Communication

The importance of written communication in business

Companies use written communication in nearly everything they do. Here are several reasons this form of communication is important for business:

Economical and Efficient

Written communication is cost-effective. A letter, for instance, costs less to make than a long-distance phone call but can communicate the same thing. Letters are also accommodating. Professionals can write letters at their convenience, and recipients can read the letter at their convenience. Alternatively, you might receive an important phone call any time of day, including times when you are busy.

Written communication is ideal for sending messages that are not urgent. You can send a simple postcard or letter, for example, to thank a client or inform customers about order updates.

Accuracy

Many business communications are long and complex. Carefully written letters help ensure even complicated communications are accurate. Miscommunications are more likely to occur with verbal communications such as phone conversations.

Record-keeping

Written communication, particularly when signed by one or more parties, is more official than verbal communication. It serves as a permanent record of an agreement, conversation or deal, and you can refer to it in the future.

Goodwill and branding

The best way to convey communications such as invitations, seasonal greetings, thank-you letters, congratulatory messages and condolences is in writing. Personalized written messages help develop positive and respectful professional relationships. You can also use letters to promote customer relationships, create a positive impression and build goodwill. You might send a professional contact a written letter, for example, for their birthday, when their son or daughter gets married or when they receive a promotion.

Written business letters make these situations more personal and promote a feeling of friendship. For this reason, they are indirect business promotion tools.

Besides communicating information and building goodwill, letters also help create a positive image of the company that sends them. Every letter a company sends is a goodwill ambassador that speaks for the organization's values and quality.

# data[].attributes.attachment_link.title
Everything You Need to Know About Written Communication

# data[].attributes.attachment_link.description
Written communication is a crucial skill to have in the modern information age. Most jobs require you to communicate in writing, whether through email, formal letters, notes, text messages or online messaging. Written communication skills allow you to give direction effectively. In this article, we list ways to communicate clearly using written communication.

# data[].attributes.body
Discusses ethos, logos, pathos

# data[].attributes.attachment_link.readable_text
Written communication skills are important in almost every job. Whether you need to submit reports, correspond with clients via email, create presentation slides, compose articles for your website or write something longer and more in-depth, knowing how to communicate clearly and effectively in writing can help you to perform well and advance in your career. In this article, we explain 11 strategies you can use to write clear, effective material regardless of the situation.

Related: Communication Skills: Definitions and Examples

Strategies for effective writing

If you want to improve your written communication skills, consider these strategies to help you write clear and engaging material:

One of the best ways to become a good writer is to become a good reader. Frequent reading increases your vocabulary, exposes you to examples of good writing and can teach you spelling, grammar, punctuation and common writing techniques through repetition. The habit of reading can help you consider what writing styles are effective, what topics you might want to write about and how you can engage effectively with an audience.

2. Target your audience

Perhaps the most important key to effective writing is to consider who you are writing to before you begin. Spend some time identifying who you want to reach through your writing. Your audience's opinion about your subject matter, as well as their interests, age, personality, location and education level will all affect how they think and feel about what you communicate to them. Choose a writing style that will resonate with your audience.

Related: The Key to Successful Speech Writing

3. Use an outline

Good writing has a clear purpose that is achieved through its beginning, middle and end. Before you write out a full draft, make an outline of what you want to communicate and the order you will discuss your points in so that your writing will have a clear and easy-to-follow structure. Using this outline as you write will help you to stay focused on your purpose and communicate clearly.

To write a good outline, begin by brainstorming a list of everything you might want to say in your writing. Then, look at the list and cross out what might be unnecessary, irrelevant or not appropriate for your audience. Take the items you have left and arrange them in a logical order. This might be chronological, reverse chronological or in an ascending order of importance.

Spending time composing an outline also helps you to identify how strong your argument is and whether you need to research more support for your topic or if you have enough information to present your idea convincingly.

Related: 5 Steps for Great Business Writing (with Tips)

4. Open strong

The first sentence and first few paragraphs of any writing is the author's opportunity to interest and engage the reader. An effective opening is one that persuades the reader to keep reading. It is often helpful to write the rest of your piece first, then go back to the beginning and write or rewrite your introduction. Knowing how you expressed the body of your message and the ending can it make easier to see how you should begin or how you can create an interesting lead-in to the most important information.

Some interesting openings include a surprising fact, an engaging anecdote, establishing a personal connection or just a very well-written sentence. What the best opening is for your writing depends on your topic and the style of what you are writing, such as whether it is an article, presentation, pitch, email or report.

5. Answer the 5 Ws and H

The five Ws and H are Who, What, Where, When, Why and How. Double-checking that you answered all of these questions about your topic throughout your writing helps to ensure that you have communicated your subject fully and clearly. This is a strategy used by reporters and journalists to give an audience the full details of a story.

6. Be simple and direct

One mistake that ineffective writers often make is trying to make their language too flowery or worrying about using bigger words when a smaller one works well. Aim for a style and diction that is simple, direct, clear and concise in order to communicate your purpose well. Every word and sentence in effective writing adds value to the whole piece.

It can be helpful to let your ideas flow and write everything that comes to you as you compose a first draft, but then revise your piece by cutting down your content to only the material that is necessary. Eliminate any words and sentences that are repetitive, redundant or don't further the purpose of the whole.

It's usually best to use a polite and conversational tone, avoiding any jargon, cliches, idioms or slang.

7. Choose strong verbs

Since verbs are the actions in writing, they are arguably the most important words to choose. Clear, effective writing uses clear, strong verbs. As you write, consider what verbs you can use that present a vivid image to the reader.

One element of using strong verbs is to write in active voice. In passive voice, the subject receives the action, such as "The ball was thrown by Jake," but in active voice, the subject performs the action, such as "Jake threw the ball." Using active voice prevents wordiness and makes the action of the sentence clear.

Related: 6 Universal Rules for Resume Writing

8. Limit your adjectives and adverbs

Adjectives and adverbs are the parts of speech that describe or modify nouns and verbs, respectively. While these descriptive words can be important and clarifying sometimes, a sentence that is cluttered with too many modifiers distracts a reader from its main purpose. When editing your writing, watch out for frequent adjectives and adverbs and consider if your point might be clearer without them.

9. Understand the three appeals

Any serious consideration of how to write well involves studying the three rhetorical appeals. Rhetoric is the art of persuasion, and since most writing seeks to persuade the reader of the truth of its subject, considering how you can convince your reader is an important part of effective writing. The three rhetorical appeals are:

Ethos: This is the appeal to character. Writing that has strong ethos is convincing because the author presents themselves as trustworthy and credible. Using ethos includes showing your expertise on the subject, communicating in a language and structure that shows your knowledge and connecting with the values of your audience.

Logos: This is the appeal to logic or reason. When you use facts, statistics, specific examples or other clear evidence to support your topic, you use logos. Analyze whether the structure of your writing-as well as the material you present-is reasonable and logical.

Pathos: This is the appeal to emotion. An effective use of pathos engages the emotions of the audience, causing them to feel that they agree with you or want what you want. Pathos can be an important tool in marketing.

Related: Guide to Submitting a Writing Sample

10. Consider using literary devices

Literary devices are techniques writers use to create a special effect. An effective literary device can capture a reader's attention, be very memorable or illustrate a point especially clearly. Similes, metaphors, imagery, rhyming, repetition, alliteration, assonance and the inversion of words or phrases are all literary devices that can enhance your writing style.

11. Revise, edit and proofread

These steps are essential to good writing. Although sometimes used interchangeably, revising, editing and proofreading are all individual steps:

1. Revise: This is the next step after you write the first draft. Revising is the process of looking at the macro view of your draft and considering what substantial changes you need to make to improve it. Substantial changes you should consider when revising include adding material, removing material and rearranging the material as well as determining whether your tone and details support your overall purpose.

2. Edit: After revising, always edit your writing thoroughly. This is the process of looking at the micro view by considering each sentence's efficiency and identifying and correcting any errors in grammar, punctuation and spelling.

3. Proofread: Proofreading is the final step before publishing or submitting your work. It's similar to editing but involves going through your work in even finer detail to ensure that it is completely ready for an audience. Proofreading might involve finding typos or adjusting formatting as well as double-checking for any stylistic or grammatical errors.

# data[].attributes.attachment_link.title
11 Writing Strategies for Effective Communication

# data[].attributes.attachment_link.description
Written communication skills are important in almost every job. Whether you need to submit reports, correspond with clients via email, create presentation slides, compose articles for your website or write something longer and more in-depth, knowing how to communicate clearly and effectively in writing can help you to perform well and advance in your career.

# data[].attributes.attachment_link.readable_text
Email is an important part of most company's daily operations so crafting well-written, thoughtful and accurate emails contributes to effective communication. Employees should practice appropriate email etiquette when communicating professionally with colleagues, customers or other stakeholders. In this article, we explain what email etiquette is and provide a list of examples and tips.

Related: 8 Best Practices for Business Email Etiquette

What is email etiquette?

Email etiquette is the use of appropriate language, conventions and formality in an email. Business emails usually demand formal language and strict adherence to proper grammar and spelling. Using appropriate email etiquette shows the email's recipient that you care about your relationship with them, you value your professionalism and you represent the company for which you work well.

Related: Top 11 Email Etiquette Rules to Follow for Professional Communication

Email etiquette examples

Review this list of excellent email etiquette examples to see how to structure your own professional emails:

Maintain a professional tone

Business emails should have a professional tone that uses clear, appropriate language rather than abbreviations and colloquialisms. The following sample portrays a professional tone:
Dear Ms. Morgan, Are you available to meet on Wednesday at 2:00 pm to discuss your payment plan? Please respond at your earliest convenience. I appreciate your time and look forward to seeing you soon.
Employ a clear subject line

The email's subject line informs the recipient of what they can expect to find in the email's body. It may help them triage their emails or begin finding information for a response before reading the full message. Make email subject lines clear and straightforward, such as the following examples:

Subject: Marketing Analytics for March 2020

Subject: Tomorrow's Meeting Agenda

Subject: Updated Benefits Package Information

Use punctuation

Punctuation makes reading an email much easier. Use commas, periods, question marks, apostrophes and quotation marks to create complete sentences and separate ideas. Use exclamation points sparingly as noted in the following example:
Good morning, Mr. Coates, This is a friendly reminder that you have an appointment with our technician, Pat, tomorrow at 3:00 pm. Please let me know if you need to reschedule. Brynn Marks
Practice correct grammar

Using the correct words and spelling shows that you care about your writing and representing the company well. Take the time to review your writing for accuracy before sending your email. Watch for commonly misspelled words and make sure you use the correct form of homophones, like "there," "their" and "they're." The following sample portrays the use of proper grammar:
Good afternoon, John, The clients are here, and they're waiting in the conference room when you're ready. Thanks!
Include a salutation

Address the recipient of your email with an appropriate salutation. Use a formal greeting with their first name if they're a colleague or co-worker or their last name if they're a supervisor or client, such as the following examples:

Conclude with a signature

Include a closing with your name and professional business signature. Usually, a signature block includes your name, title, email address and direct phone number. The below example shows how a professional signature can look:

Check the recipient's name

Make sure you spell the recipient's name correctly. Double-check the spelling and any honorifics, like Doctor or Professor or Captain, using the following examples for guidance:

Use sentence case

People often keep all letters lowercase when using quick communication platforms like texting and instant messaging. However, emails should use sentence case for the body of the email, meaning you should capitalize the first letter of each new sentence and all proper nouns. See the following sample for the proper use of sentence case:
Good afternoon, Anne, Our meeting with Amy and John moved from Lattes and Latkes to Mochas and Muffins this afternoon. I'll meet you in the lobby at 2:00 pm to walk over together. Thanks!
Include acceptable fonts

Use a standard, easy-to-read font for your emails, such as Ariel or Times New Roman. Keep the font size between 11 and 14.

Include hyperlinks

Including resources in the form of links to applicable websites is a useful practice. Instead of copying and pasting a full link in the email's body, hyperlink the URL to a descriptive piece of text. Use the following sample for guidance:
Good morning, John, Here's the article, 20 Best Practices for Email Etiquette in the Workplace, I told you about yesterday. I think it will help your whole team improve their email etiquette.
Note any attachments

Explicitly state if you've attached any documents or files so that your recipient sees them. If they're large, make note of their size so that the recipient can download the documents, and remove the email from their inbox to keep it clear for more incoming emails. Note the following example:
I've attached the social media audits for October below. Please note that they're large files, so you may want to download them.
Use an out-of-office reply

If you'll be out of the office, set up an automatic out-of-office-or "OOO"-reply. This way, colleagues or customers trying to reach you will know you're on vacation. Include the dates you'll be out of the office, your return to work date and a contact for people who need immediate help. Use the following as an example:
I am out of the office from Monday, September 3rd to Friday, September 7th. I'll be back in the office on Monday, September 10th. If you need help before I return, please contact Tiffany Dubois at tdubois@work.email or 555-555-5555 ext. 123 for help. Thank you! Jack Bowler
Explain yourself

When referencing a meeting or conversation, be clear and provide details so the recipient is certain about the event you're discussing. Clarity and specificity in your email explanation will improve overall communication, as noted in the following example:
Good morning, Arnie, I'm following up on our meeting regarding my PTO. We discussed my vacation for the end of April yesterday morning. Do you know if the team has approved the PTO? I appreciate your help!
Keep the information public

Information and details included in business emails should be shareable. It's best to have sensitive or confidential conversations in person rather than over email to avoid accidental forwarding or publishing of the information. Use the following sample to guide you:
Good morning, Ms. Price, I would be happy to discuss that with you. Are you able to come to the office tomorrow around noon? I look forward to seeing you!
Proofread your message

Proofreading is essential. Typos and word misuse happen to everyone occasionally but with a quick re-read of your email, you can catch glaring errors and improve your professional reputation.
Original: Good morning, Mr. Jones, I can see you at 2:00 p.m. as discussed. Were should we meet? After proofreading: Good morning, Mr. Jones, I can see you at 2:00 p.m. as discussed. Where should we meet?

# data[].attributes.attachment_link.title
Top Email Etiquette Examples for Professional Communication

# data[].attributes.attachment_link.description
Email is an important part of most company's daily operations so crafting well-written, thoughtful and accurate emails contributes to effective communication. Employees should practice appropriate email etiquette when communicating professionally with colleagues, customers or other stakeholders. In this article, we explain what email etiquette is and provide a list of examples and tips.

# data[].attributes.attachment_link.readable_text
HBR Learning

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Writing Skills. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

Capture your audience's attention with smarter emails, Slacks, memos, and reports.

# data[].attributes.attachment_link.readable_text
Learn a few tips and tricks to help you easily find information on Google.

Tip 1: Start with the basics

No matter what you're looking for, start with a simple search like where's the closest airport?. You can always add a few descriptive words if necessary.

If you're looking for a place or product in a specific location, add the location. For example, bakery seattle.

Tip 2: Search using your voice

Tired of typing? To search with your voice, say "Ok Google" or select the Microphone . Learn more about how to search with your voice.

Tip 3: Choose words carefully

When you're deciding what words to put in the search box, try to choose words that are likely to appear on the site you're looking for. For example, instead of saying my head hurts, say headache, because that's the word a medical site would use.

Tip 4: Don't worry about the little things

Spelling: Google's spell checker automatically uses the most common spelling of a given word, whether or not you spell it correctly.

Capitalization: A search for New York Times is the same as a search for new york times.

Tip 5: Find quick answers

For many searches, Google will do the work for you and show an answer to your question in the search results. Some features, like information about sports teams, aren't available in all regions.

Weather: Search weather to see the weather in your location or add a city name, like weather seattle, to find weather for a certain place.

Dictionary: Put in front of any word to see its definition.

Calculations: Enter a math equation like , or solve complex graphing equations.

Unit conversions: Enter any conversion, like 3 dollars in euros.

Sports: Search for the name of your team to see a schedule, game scores and more.

Quick facts: Search for the name of a celebrity, location, movie, or song to find related information.

Expert Search tips

Want more tips and tricks to help you search like a pro? Check out the links below to learn more advanced search techniques.

# data[].attributes.attachment_link.title
How to search on Google - Google Search Help

# data[].attributes.attachment_link.description
Learn a few tips and tricks to help you easily find information on Google.
Tip 1: Start with the basics
No matter what you’re looking for, start with a sim

# data[].attributes.body
start at 2 min

# data[].attributes.attachment_link.title
The Best Guide to Body Language and Nonverbal Communication

# data[].attributes.body
Practice listening and persuasion

# data[].attributes.attachment_link.title
Games for Teambuilding - Selling Each Other #30

# data[].attributes.headline
Interpersonal Communication Skills - self assessment

# data[].attributes.subject
Interpersonal Communication Skills - self assessment

# data[].attributes.body
free 5 day trial - requires cc information to set up

# data[].attributes.attachment_link.readable_text
Interpersonal skills are fundamental to successful relationships at home, at school, at work and socially.

Our self-assessment questionnaire will help you to understand how well developed your interpersonal skills are and identify areas that you can practice and improve.

The questionnaire includes sections covering the following areas:

Listening Skills

Verbal Communication

Emotional Intelligence

Working in Groups and Teams

To get accurate feedback it is important that you answer each question honestly, thinking about your current situation, not how you wish to be in the future. Think about how you rate your skills and abilities compared to other people around you.

Once you have completed this questionnaire you will be provided with some feedback designed to help you recognise areas that you can improve.

When you are ready, click the button below to start your self-assessment.

# data[].attributes.attachment_link.description
Interpersonal skills are fundamental to successful relationships at home, at school, at work and socially. Our self-assessment questionnaire will help you to understand how well developed your interpersonal skills are and identify areas that you can practice and improve.

# data[].attributes.headline
Conflict Management - 3rd Party Intervention

# data[].attributes.subject
Conflict Management - 3rd Party Intervention

# data[].attributes.attachment_link.readable_text
This Conflict Resolution Network website makes good conflict resolution skills easy to understand. They work in almost any conflict situation - from child-rearing, to personal relationships, to the workplace, community action and even the international arena. We include such skills as a collaborative win/win approach, appropriate assertiveness, empathy, how to map a conflict and how to design better solutions.

Perhaps you have a conflict that's troubling you, or a friend has.

Perhaps you're improving your communication skills, especially when challenged by conflict.

Perhaps you're a professional grievance officer, counsellor or psychologist supporting people with serious interpersonal issues.

Trainers, teachers and HR professionals often dip into the website for conflict resolution training modules or for new angles on resolving disputes.

Writers, lecturers and the media use these skills to organise how they present issues in conflict-resolving mode.

Perhaps you're a student, researching dispute resolution techniques.

We have loads of free materials for you to browse. If you're ready for in-depth study, there are podcasts, extra resources to purchase and an online Certificate course. A quick dip into any aspect of our 12 skills approach might be just the new perspective you need.

# data[].attributes.attachment_link.description
Resources to learn and teach conflict resolution skills. Includes short checklists and posters on the 12 skills, in depth study and free trainers manual.

# data[].attributes.body
Workplace strategies

# data[].attributes.attachment_link.readable_text
Although it's one of the most valuable skills you can have in today's professional world, conflict management is something than many individuals shy away from. Conflict is inherently uncomfortable for most of us, in both personal and professional contexts, but learning to effectively handle conflicts in a productive, healthy way is essential - especially at work.

This is especially true if you are in a leadership position. It's in your best interest - and in the best interest of your team - to be able to effectively manage conflicts as they arise. Learning strategies to resolve conflict is an essential part of leadership.

While conflict resolution is a skill that is best built through years of practice and experience, starting out with some of the most common and effective conflict management strategies will give you a strong foundation to work from for years to come.

The Top 5 Strategies for Conflict Resolution

1. Don't Ignore Conflict

If you're someone who dislikes dealing with conflict, it might seem tempting to just put your head in the sand and pretend it doesn't exist, hoping it will resolve itself on its own. While this sometimes can happen, the truth is that the vast majority of the time, this will only cause the situation to get worse. Ignored conflicts have a tendency to fester over time and reappear at inopportune moments, so do your team a favor and address conflicts when they occur, nipping a potentially toxic situation in the bud as soon as you recognize it.

2. Clarify What the Issue Is

If you're dealing with a conflict between two members of your team, it's important that you get all the facts. Sit down with each individual involved and find out exactly what the issue is. How is each individual perceiving the situation? What needs are not being met? What does each party see as an appropriate resolution? Make sure that all parties involved understand that you are acting as an impartial mediator, and let them know they can feel comfortable to share sensitive information.

3. Bring Involved Parties Together to Talk

Once you've had a chance to talk to all involved parties separately, bring them together in a meeting so that they can hash out their differences in a neutral environment. This is a time for brainstorming, active listening, and being open to different perspectives - the goal is to come to a common understanding of what the problem is, what role each individual is playing in the conflict, and what some possible solutions might be.

4. Identify a Solution

After both parties have had a chance to discuss the situation at hand, it's time to identify what a satisfactory resolution might be - and how to get there. Ideally, by this point, both parties will understand the other's side, and oftentimes the conflict will be resolved just through facilitated, open dialogue. However, if the situation requires further resolution, you will need to step in and help them negotiate a reasonable solution. This phase can require some time and effort, as it requires both parties to set aside their differences and preferences and find some common ground to work towards (which may involve not getting everything they want out of the situation). Then, work with both individuals to come up with a concrete list of steps that will result in the solution being achieved.

5. Continue to Monitor and Follow Up on the Conflict

Just because a solution has been identified and addressed doesn't mean it will just go away. As a manager, it's your responsibility to check in with both parties to ensure that the conflict has truly been dealt with, and that the steps identified to reach a solution are being followed. If all seems to be going well, simply remember to stop and observe from time to time, just to see if things really are going smoothly or if there are still lingering tensions under the surface that need to be handled. If it's clear that the solution didn't work, or wasn't the right resolution for the situation, make sure to be proactive in working with both parties to readjust expectations, identify alternative solutions, and continue their dialogue to create a positive and healthy work environment.

# data[].attributes.attachment_link.title
The Top 5 Conflict Resolution Strategies for the Workplace

# data[].attributes.attachment_link.description
Conflict management is one of the most valuable skills you can have in today's professional world, especially if you are in a leadership role. Here are the top 5 conflict management strategies for the workplace, to help you effectively handle conflicts as they arise.

# data[].attributes.attachment_link.title
Conflict Resolution Skills - HelpGuide.org

# data[].attributes.attachment_link.description
When handled in a respectful and positive way, conflict provides an opportunity for growth. Learn the skills that will help.

# data[].attributes.headline
Why Teamwork is important in the workplace

# data[].attributes.subject
Why Teamwork is important in the workplace

# data[].attributes.attachment_link.title
5 Reasons Why Effective Teamwork is Important for all Organisations

# data[].attributes.body
Module: Individual Skills, Styles & Roles - Find out what skills you have, what occupations can they transfer to and what skills are in higher demand. Take the self-assessments found on this link.

# data[].attributes.body
Module 2 - Individual Skills, Styles & Roles: Personality assessments

# data[].attributes.attachment_link.readable_text
The DISC Assessment is a popular personality profile test used by many businesses and organizations. It measures a person's general behavioral style and preferences by looking at four main personality traits:

You can learn more below about exactly what the DiSC Assessment is and what it measures.
Take the DISC Personal Test below. It's quick and free. No Email Required!
Please answer the 12 pairs of statements bellow.

What is the DISC Personality Testing and What is it Used For?

The DiSC Assessment Test is a popular personality profile test that measures four main traits: Dominance (D), Influence (I), Steadiness (S) and Conscientiousness (C).

It is based on the DISC Personality Model, proposed in 1928 by psychologist William Moulton Marston, who also happened to build an early version of the lie detector as well as create the comic book hero Wonder Woman ( wikipedia).

Marston was unique in his time for focusing on the personalities of ordinary people who were not struggling with mental illness. His book, Emotions of Normal People, described how people perceive and interact with their environments.

What does DiSC Stand For?

DiSC is an acronym that represents the four main personality types in a DiSC Assessment Test: (D) Dominant , (i) Influence , (S) Steadiness, and (C) Conscientious.

The DiSC Personality Model

The DISC personality model is a circular grid that is divided into 4 quadrants. Each one of the quadrants represents a primary trait as mentioned before; Dominance (D), Influence (I), Steadiness (S) and Conscientiousness (C).

Marston called the emotions Dominance, Inducement, Submission, and Compliance in his book, and defined them based on behavior he observed.

DISC Quadrants

The DISC profile quadrants (commonly referred to as the DISC circle) are typically represented as in the image below. Reading left to right, you can see it clearly spells out DiSC.

The 12 DISC Types

Four Main Personality Types for DISC

There are four main DiSC profile assessment types. They are the following:

1. Dominant (or D Profile Style)
The Dominant personality profile combines both task orientation and directness. People with a Dominant profile are focused and determined. They are oriented towards the results rather than the process.

2. Influence (or I Profile Style)
The Influence personality is the most outgoing person on the team, and the most social. They are the most enthusiastic and persuasive people on the team and are oriented towards making connections with others.

3. Steadiness (or S Profile Style)
The Steadiness personality profile type are the most sympathetic and even-tempered. They combine patience and calm with a more moderate pace.

4. Conscientious (or C Profile Style)
The Conscientious personality combines an analytical orientation with attention to detail. They combine the moderate pace with a systematic approach to tasks.

Personality Types

Some personality styles are combination styles and fall within two different categories. They have also been profiled in the Everything DiSC group of tests.

Dominance/Influence

There are two subcategories of Dominance/Influence.

Influence/Steadiness

Likewise, there are two subcategories of Influence/Steadiness.

Steadiness/Conscientiousness

The hybrid styles combining Steadiness and Conscientiousness are the most deliberate in decision-making, cautious and passive.

Conscientiousness/Dominance

Subcategories that combine Conscientiousness with Dominance include CD (more Conscientious) and DC (more Dominant).

High Dimensions

The DiSC Assessment test types were developed using the reactions and preferences of normal people, so no style is better or worse than any other. All people can develop leadership skills, work together in teams, and accomplish the tasks before them. People with different personality types may go about those tasks in different ways.

When people take the DiSC tests, they receive a set of scores on eight different mathematical scales. The highest scores correspond to the personality type that has the best fit. Often, there can be only one type that emerges, but sometimes more than one will have high dimensions.

High D
While people can be described as having a High D Style, it doesn't mean that they have only Dominant traits. They have elements of the other profiles as well, so that a person may feel more comfortable with the higher energy and skepticism of Dominance but be able to express other traits also. People with a High D profile place a great deal of emphasis on achievement, success, and competition. They are motivated by control.

High I
People with a High I style excel in communicating with others. They are outgoing, social, enthusiastic, and confident. They value positive relationships with those around them.

High S
People with a High S style are patient, calm, and value positive interactions with others. They maintain supportive relationships with people and are intensely loyal.

High C
People with a High C Style are analytical and controlled. They are conscientious, attentive to detail, and value rules and structures.

What does the DiSC Assessment Measure?
The DiSC assessment measures general behavioral style and preferences, such as the pace of the environment, or reactions to the rules that others set.
The DiSC test does not measure the entirety of a person's personality, such as their cognitive style, feelings, or values. And nor does it measure intelligence, aptitude, or mental illness.

Since the DiSC theory is based upon the responses of normal people, it does not measure or diagnose mental illness.

Accuracy, Validity, and Reliability

Assessments based on the DISC theory have been around for about 40 years.

The presentation has changed and modified with time as researchers have developed more effective ways to help people find their best mix of behavioral styles.

The latest forms of the test allow for adaptive assessment, which is a dynamic form of computerized assessment that changes with the responses of the person taking the assessment. That makes the profile that much more accurate.

In order to evaluate any type of assessment, researchers ask about its reliability and validity. Those two concepts are related, but they are not the same.

Reliability of the DiSC Assessment

Reliability refers to how consistent measurements are. Think of measuring length with a ruler. If that ruler is made of a hard substance, measurements may be the same each time the same distance is measured. Suppose that ruler was made of modeling clay that stretches and bends. The measurements of that same distance might not be even close, and they might even vary randomly, depending on the way the bendy-ruler were shaped.

In much the same way, researchers ask about measurements in psychological assessments. There are a variety of statistical techniques that "crunch the numbers" and measure how reliable a test is. One of those measurements is called test-retest reliability, which means that a group of people take the same assessment more than once, in order to see how closely the patterns at one time correlate with those when the assessment is taken a second time. (Often test-retest reliability is measured 2 weeks or so apart, to counter what people will remember answering.)

The second part of reliability deals with how consistently things that measure similar traits measure them. In an assessment like Everything DiSC, where different scales are being measured, it's a matter of seeing if those different scales are internally consistent. Tests based on the DISC theory, from the earliest Activity Vector Analysis to the Everything DiSC series, have been studied and measured for both types of reliability, to show that there are different factors and behavioral styles that are being measured.

Validity of the DiSC Assessment

Validity has to do with how accurately an assessment measures the construct it is designed to measure.

There are many ways to define validity.

The DISC model itself proposed four different styles of behavior: Dominant, influence, Steadiness, and Consistency.

According to the model, styles which are closer together (such as Dominance and Influence) should be more closely correlated than those which are further apart (such as Dominance and Steadiness).

When real responses to questions are compared, correlations follow that pattern. (Detailed results can be found in the discussion of Everything DiSC research.)

Another way to measure validity is to compare the theoretical model with real scores on the Everything DiSC Assessment.

If the theoretical DiSC model for Everything DiSC is a circle with the eight measurement scales at the same distance from the center, the real-world measurements should approximate a circle when all of them are viewed at the same time. (This technique is called "multidimensional scaling" and involves many data points that can be mapped in a multi-dimensional sequence.)

Why is the "i" in DiSC Lower Case (i.e. not capitalized like the other letters)?

The "i" in DiSC is lower case because a printer accidentally left the letter I in lower-case. The publisher decided to copyright the mistake and reserve DiSC as their trademark.

Everything DiSC is a group of tests that help people function best within teams and in workplaces. A balanced team has individual members who have different personality types as predicted by the model. The theory is that people with different personalities can mesh together and capitalize on their strengths.

# data[].attributes.attachment_link.title
Free DISC Assessment Test - No Email Required | Online Personality Tests

# data[].attributes.attachment_link.description
The DISC Assessment is a popular personality profile test used by many businesses and organizations. It measures a person's general behavioral style and preferences by looking at four main personality traits: You can learn more below about exactly what the DiSC Assessment is and what it measures. Take the DISC Personal Test below.

# data[].attributes.body
Module: Individual Skills, Styles & Roles - Emotional Intelligence Free Test

# data[].attributes.attachment_link.readable_text
The Global Emotional Intelligence Test uses 40 questions which are derived from, the Global instrument, which contains 158 items. These are based on Goleman's four quadrant Emotional Intelligence Competency Model (2002). Click EI Capability Assessment here for more details. Short EI quizzes such as this are meant to be fun, and to give you a guide to which EI areas you are doing well in and those which perhaps you need to focus on for development.

This Test, is a forced-choice psychological test which requires you to choose Instructions for the FREE EI Test one statement in each pair of statements that describes you best. For each pair of statements, select the statement that best applies to you. Do not over-analyse the questions, or try to think of "exceptions to the rule." Be spontaneous and choose the statement that comes closest to the way you are.

Occasionally there will be questions that ask you to make a close call between two choices. This is because the Test is trying to distinguish between specific areas. If a question is very close and you can't decide which statement applies to you best, you can come back to it after you have completed the other questions.

The Test usually takes about 10 minutes to complete. At the end of the test, click on the Score Test button, and wait for the computer to generate an EI profile of your scores. If you have answered honestly and accurately, your scores will reflect your capability level within each of the EI quadrants.

We cannot guarantee the accuracy of the results of this Test - only that it can help you begin your journey of self-development!

# data[].attributes.attachment_link.title
Emotional Intelligence Test - Global Leadership Foundation

# data[].attributes.attachment_link.description
Free emotional intelligence test developed by Global Leadership Foundation

# data[].attributes.body
Module: Individual Skills, Styles & Roles - Emotional Intelligence

# data[].attributes.attachment_link.title
Emotional Intelligence - Global Leadership Foundation

# data[].attributes.attachment_link.description
The capability of people to perform the work or job that they do falls into three areas: Technical skills - which includes technical expertise e.g. accountancy skills. Intellectual capability - which is commonly known as IQ, or cognitive abilities. Emotional capability - often referred to as emotional intelligence or EI.

# data[].attributes.body
How to apply what you learned about Emotional Intelligence

# data[].attributes.attachment_link.readable_text
Emotional Intelligence at Work

Want to improve your relationships with coworkers? Learn how to build emotional intelligence to improve the work space for everyone.

Why does emotional intelligence in the workplace matter?

We need emotional intelligence (EQ) most where we're least likely to find it: at work. The workplace remains the last bastion of IQ worship because many people still believe that getting personal interferes with productivity.

At work, you don't have the ties of love to motivate you to get along with others as you do at home. You don't have the benefit of a shared history to help you understand what moves those around you. That makes it all the more important that you have a way to tune in to what those you work with need right here, right now. You already have that facility - it's active awareness and the empathy that flows from it. Using those elements of your EQ can help achieve success and solve problems on the job. Office politics, morale problems, and lack of cooperation don't have to ruin your work life if you can read and respond to people's feelings.

The four elements of emotional intelligence

Emotional intelligence is composed of four elements: self-awareness, self-management, social awareness and relationship management. How well acquainted are you with each of these resources?

Self-awareness: the ability to recognize your emotions and their impact while using gut feelings to guide your decisions.

Can you walk into a room, meet a stranger, attend a meeting and quickly sense that something is not as it seems? Formerly known as "intuition," this instinctual knowledge is based on emotional intelligence.

Self-management: the ability to control your emotions and behavior and adapt to changing circumstances.

Can you adequately harness your anger, disappointment or fear so your emotions don't interfere with your ability to listen or problem solve? Do you know when you need help, and can you ask for it?

Social awareness: the ability to sense, understand, and react to the emotions of others and to feel comfortable socially

Can you tell when you are unintentionally making another person uncomfortable or when someone who is smiling is really upset?

Relationship management: the ability to inspire, influence, and connect to others and to manage conflict.

Can you remain calm, energized and focused in the face of another's distress or during an upsetting situation? Can you defuse conflict with humor or by listen convincingly to another's point of view?

Remember that we all share the same emotions

Many organizations are crippled by people dedicating more time to protecting themselves from real and imagined threats, than to working. When fear rules, productive hours are lost in attempts to keep the upper hand, dodge the boss' wrath, or compete for position. The undeniable fact that some people have more power than others in any organization does not have to overwhelm you with fear, as long as you remember that we all share the same emotions.

Does your manager act tough because they're afraid being compassionate means being weak?

Are your employees sullen because they feel just as demoralized as you would if no one showed appreciation for their work?

Does the person in the next office snap at you because they're just as worried about rumored layoffs as you are?

When you remember that we are all peers on an emotional level, it becomes easier to approach the boss, to ask an employee to give a little more, or to understand that a coworker's irritability is nothing personal. Emotions are great levelers among people; use them to tie you together rather than rend you apart.

We all need to feel valued and needed

How long do you think you'd last in a job where you didn't feel valued by those around you? No matter the job, when we interact with people who make us feel valued and cared for, we feel good about ourselves and are inspired to work harder, longer, and more creatively. And when we make others feel valued and cared for, we get the kind of support we need to do our jobs well. Whether you're dealing with an employer, an employee, or a coworker, showing appreciation will go a long way.

Nurture teamwork, cooperation, and empathy

Psychologists have known for years that people working together are more efficient and productive than the same number of individuals working separately. Empathy encourages us all to work cooperatively.

If you're an employee...
Employees can prevent a toxic "every person for themselves" atmosphere from forming by extending empathetic offers to help, staying alert for opportunities to yield when an issue is more important to someone else than to themselves, and simply showing interest in one another's work and lives. Avoid gossip and cliques. Both create tension and mistrust, lower morale, and reduce productivity.
If you're the boss...
Make it worthwhile for your staff to rely on and assist each other. Offer bonuses or other incentives for group rather than individual achievements. For example, you could hold TGIF lunches and periodic morning bagel fests on you-sometimes without you-so your group can feel free to establish the common ground of griping about the boss. Set up a mentor program matching new employees with those with the greatest seniority. Use your incisive emotional powers to offset one person's weaknesses with another's strengths, and soon they'll all be pulling one another up to new heights.

Trust your intuitive feelings

Our feelings come to us before our thoughts, yet we've learned to distrust our intuition in the workplace. As many smart investors, marketers, and designers will attest, stock market killings, media blitzes, and new product development often depend on hunches. There isn't always time for methodical gathering of data. Nor is there always a need. Your hunches, after all, are the product of instantaneously gathered and sorted emotional information that tells you what matters most to you in any situation, what might be wrong based on your previous experiences, and when something is not what it seems to be.

Heeding them is not taking as crazy of a risk as the IQ minions would have you believe. It's often the smartest, most responsible move you can make. You may get a lot of opposition, but stand firm and follow your hunches. Without them you lose the ability to switch gears, grab opportunities, and respond to emergencies.

10 ways to work smarter using emotional intelligence

1. Use your body to sharpen your mind. Along with adopting good health habits generally, spending about twenty minutes exercising once or twice a day adds energy, sensitivity, patience, flexibility, and creativity to your portfolio.

2. Invite feelings, not just thoughts. Make it safe for people to tell you how they feel, and they'll work harder and better. People tell the truth to those who withhold judgements, keep confidences, and maintain their composure. Make sure that describes your work persona.

3. Establish emotional boundaries. Intimacy with a boss, employee, or coworker can flood the workplace with emotional memories that cause thoughtful, reasonable professionals to lose their objectivity and provoke resentment in onlooking coworkers.

4. Make no decision based on data alone. Before you turn in that figure-filled report or cite an authority to back up your recommendations, use your intuition. Stop and ask yourself how you feel about the position you're taking- it's a habit that will help you feel more confident and ensure you're acting with integrity.

5. Be flexible. Be ready to modify long-term goals based on active awareness of how short-term objectives are going. Stubbornly charging towards goals that no longer serve the organization will get you left behind with yesterday's news.

6. Be generous. When a point of conflict means more to the other person than you (information you receive through awareness and empathy), surrender graciously; you'll earn your coworker's gratitude and support.

7. Begin any negative comment with a positive one. You're much more likely to get an empathetic ear if you preface criticism with appreciation, and complaints with your intention to cooperate.

8. Speak out when you feel something is important. If a problem or a conflict is bothering you at a gut level, waiting too long to speak up will invite emotional flooding. When you take action, you change how you feel about the problem, which has a powerful impact on your well-being-even if you don't get the response or change you're seeking.

9. Listen with empathy. Using your emotions will never distract you from the task at hand. Empathy gives you instant understanding of what someone is saying, so don't try to save time by planning what you're going to say while another person is speaking-that's not heartfelt listening, and others know it.

10. Take the risk of appearing imperfect. High performers ask for help when they need it and admit to being wrong when they make a mistake. Then they move on, effective and efficient.

Using emotional intelligence to be a great employee

Even those who manage other people are usually supervised by someone else, so anyone can take the advice that follows. Being a good employee is mainly a matter of doing what you were hired for while retaining your own integrity. And if you're like most of us, it's also a matter of getting ahead. Here are some ways to do that:

When there's a problem, speak up. It would be great if we all had high-EQ bosses, but even the most empathetic boss doesn't have time to figure out or guess your feelings. Strong, physical pangs that won't go away will tell you when you shouldn't stay silent.

Know what you want from the job. If you don't know what you want, you can't ask for it. What's most important to you at this point in your life, and how do you expect this job to fulfill those needs?

Know how well you're performing from day to day. The most demoralizing occupational event is to be fired without any idea it was coming. Layoffs aside, it hardly ever has to be that way. If you're keeping your mental powers sharp and you know your job is enhancing your well-being, you're probably performing well and doing what's right for you. As long as you're staying empathic enough to know that it's also right for your boss and the organization, you should never be taken by surprise.

Know what your boss feels is important. This isn't always what they say is important. Attune to everything that expresses feelings -what the boss does vs. says, where the boss's own fears seem to lie, how the boss treats other people-to get an idea of how to fulfill the boss's needs on the job. With empathy you'll feel an echo of your boss's emotions as long as you're paying attention.

Know the values of the organization and how you feel about them

Every organization has a personality, too. Especially at a new job, keep your eyes, ears, and heart open for information about the organization's M.O. You need to know not just what the organization's production goals are but how it does business. Is it a three-piece-suit atmosphere or a shirtsleeves workplace? Do people chat casually and spontaneously or make appointments with each other? Are plans made openly or secretly? Is the organization's style conservative or daring, people oriented or product oriented? How are people treated when let go? Is hiring done first from within or always from without? Are loyalty and camaraderie in evidence? Do coworkers like each other or merely tolerate each other?

Where do you fit in? Do you like what you discover? If not, what can you live with and what makes you feel physically uncomfortable? Knowing that will help you navigate a successful course for as long as you decide to stay with this organization.

Using emotional intelligence to be a great coworker

Being a good coworker is largely a matter of contributing to the workplace morale and team spirit. It might seem preferable to stick to yourself and just get your job done, but people who try that tack often discover that their own interests as well as those of the organization suffer as a result. Unfortunately, cultivating good relationships with your fellow employees can be a challenge. Not everyone will view you as a comrade, and in turn you won't feel open and trusting around everyone you work with. Your intuition about people is crucial in such cases. Here are a few ways to use it to your advantage:

Don't make assumptions about those you work with. It's so easy to project your prejudices and biases on to your workplace. You may not have to get to know your coworkers as well as your boss or employees, but you'll never learn anything about them if you begin by assuming stereotypes like recent college grads are always arrogant or almost-retireds are stodgy; that women can be manipulated by emotions and men by data. Let your emotions show you what's unique about everyone.

Don't expect anyone to communicate with 100 percent honesty. Some people seem incapable of plain speaking at work. They're afraid, they're too polite, they're cautious, and they rarely say what they mean or mean what they say. You can wait until you've been burned several times to figure it out, or you can pay extra attention to what your body tells you they feel, and less to what they say. Trust your intuition about people. Be particularly alert with people who may view you as a competitor.

Be prepared to draw the line. There's a limit to how close you'll want to be with a coworker, but that doesn't mean you won't or shouldn't form friendships at work. If you share the values and goals of the organization and its other employees, there's a good chance that you'll find friends there. Stay attuned to your own feelings, however, so you know when you want to be an acquaintance, not a close friend. Don't let emotional blackmail or office politics pressure you into relationships you don't want. If you feel uneasy with a relationship, trust your hunch and back off. If a work conflict comes up with someone who is now a close friend, you'll be able to tell from the intensity of your own feelings and your empathic feelings where your priorities lie.

Offer help; don't wait for people to ask. Not only will your generosity contribute to the camaraderie and morale in the office, but your sensitivity to the needs of others will gain you their future support and loyalty.

Don't take it personally. Remember that everyone has an agenda, a personal life, and a unique style of interaction. You don't have to take anyone's behavior personally. Let coworker's behavior bring out your empathy, not your sympathy. You can understand how they might be feeling without being consumed by emotional memory or taking responsibility for their angst.

Using emotional intelligence to be a great boss

Like it or not (and many in supervisory positions do not), if your job involves managing other people, they'll view you as their fearless leader. That means that even if they've been raising their EQs too, they'll look to you to initiate action, elicit communication, and set the style and pace of daily operations. Here's how you can meet their expectations to get them to meet yours:

Anticipate people problems. Use your empathy to know your employees and how they interrelate. With it, you understand what motivates individuals, what relationships have formed, and even the separate "personality" of the organization or department. Will your department's rising stats begin to fall now that a mentor has retired? Will a reorganization remove critical support systems? Will turning a project over to a consultant be a relief or an affront to your staff? The more you know about how your employees feel, the less often your own actions will inadvertently create havoc or resentments.

Be the first to speak. Even if you've created a safe and open atmosphere for communication, some people will always be intimidated by the boss and won't bring up a problem before it's imposed a hefty toll. That's why it's so important to be quick to talk honestly with your staff about potential problems or changes and invite comment. If you sense discontent from one or more employees, try to broach the subject in a way that relieves their insecurities-then respect their privacy if they still decline to talk.

Make it known that you're always ready for employees to improve themselves. We energize our world of work by looking for strengths in others. Working people have hidden talents that can be used for the benefit of all. Nothing builds morale better than noting the value of others. Let your employees know that you're open to their reaching as far as they can, and they'll probably aim higher.

Offer only as much as you intend to give. Don't invite comment if you don't intend to listen wholeheartedly. Never hold out the promise of rewards if you can't deliver. Don't hold brainstorming sessions and tell your staff how brilliant their ideas are if you never intend to put any of them to use. People recognize lip service when they hear it and don't work very hard for those they don't trust.

Model flexibility and adaptability. If you want your employees to be creative self-starters who work up to their potential, show them that proactive problem-solving is more important than sticking to rigid plans and rules. Can you toss out a game plan that isn't working without worrying about how it makes you look? Can you react quickly to reports of problems by your employees? Can you regroup and restrategize without acting put out?

Cultivate employees, don't coddle them. Despite what some managers believe, you can listen to your employees and show concern for their feelings without babying them. Remember, empathy is different from sympathy, and you must stay attuned to your own feelings while attempting to understand theirs. With a high EQ, you'll be able to cut off a heart-to-heart talk before it becomes unproductive and interferes with your own goals, without offending your employee. You'll be able to praise people for a job well done without fearing that it will result in a relaxed work effort. You'll be able to balance your employees' need to be valued, with your need to achieve goals. Your emotional acceptance will keep you from being manipulated by someone else's distress.

Adapted from Raising Your Emotional Intelligence: A Hands-on Program for Harnessing the Power of Your Instincts and Emotions, by Jeanne Segal, Ph.D.

# data[].attributes.attachment_link.description
Emotional Intelligence at Work We need emotional intelligence (EQ) most where we're least likely to find it: at work. The workplace remains the last bastion of IQ worship because many people still believe that getting personal interferes with productivity. At work, you don't have the ties of love to motivate you to get along with others as you do at home.

# data[].attributes.attachment_link.readable_text
Learning styles are a popular concept in psychology and education and are intended to identify how people learn best. VARK learning styles suggest that there are four main types of learners: visual, auditory, reading/writing, and kinesthetic.

The idea that students learn best when teaching methods and school activities match their learning styles, strengths, and preferences grew in popularity in the 1970s and 1980s. However, most evidence suggests that personal learning preferences have little to no actual influence on learning outcomes.

VARK Learning Styles

There are many different ways of categorizing learning styles, but Neil Fleming's VARK model is one of the most popular. Fleming introduced an inventory in 1987 that was designed to help students and others learn more about their individual learning preferences.

According to the VARK model, learners are identified by whether they have a preference for:

Visual learning (pictures, movies, diagrams)

Auditory learning (music, discussion, lectures)

Reading and writing (making lists, reading textbooks, taking notes)

Kinesthetic learning (movement, experiments, hands-on activities)

What Type of Learner Are You?

In order to identify which type of learner people are, Fleming developed a self-report inventory that posed a series of situations. Respondents select the answers that best match their preferred approach to learning.

Example

Visual Learners

Visual learners learn best by seeing. Graphic displays such as charts, diagrams, illustrations, handouts, and videos are all helpful learning tools for visual learners.

Do you think you might be a visual learner? Then consider the following questions:

Are art, beauty, and aesthetics important to you?

Does visualizing information in your mind help you remember it better?

Do you have to see information in order to remember it?

Do you pay close attention to body language?

If you can answer yes to most of these questions, chances are good that you have a visual learning style. You may find it helpful to incorporate things like pictures and graphs when you are learning new information.

Aural Learners

Aural (or auditory) learners learn best by hearing information. They tend to get a great deal out of lectures and are good at remembering things they are told.

Are you an auditory learner? Consider the following questions:

Do you create songs to help remember information?

Does reading out loud help you remember information better?

Do you prefer to listen to class lectures rather than reading from the textbook?

Would you prefer to listen to a recording of your class lectures or a podcast rather than going over your class notes?

If you answered yes to most of these questions, then you are probably an auditory learner. You might find things like audiobooks and podcasts helpful for learning new things.

Reading and Writing Learners

Reading and writing learners prefer to take in information that is displayed as words and text. Could you be a reading and writing learner? Read through the following questions and think about whether they might apply to you.

Do you enjoy making lists, reading definitions, and creating presentations?

Do you find reading your textbook to be a great way to learn new information?

Do you take a lot of notes during class and while reading textbooks?

Do you prefer it when teachers make use of overheads and handouts?

If you answered yes to these questions, it is likely that you have a strong preference for the reading and writing style of learning. You might find it helpful to write down information in order to help you learn and remember it.

Kinesthetic Learners

Kinesthetic (or tactile) learners learn best by touching and doing. Hands-on experience is important for kinesthetic learners.

Not sure if you're a kinesthetic learner? Answer these questions to find out:

Are you good at applied activities such as painting, cooking, mechanics, sports, and woodworking?

Do you enjoy performing tasks that involve directly manipulating objects and materials?

Do you have to actually practice doing something in order to learn it?

Is it difficult for you to sit still for long periods of time?

If you responded yes to these questions, then you are most likely a kinesthetic learner. Taking classes that give you practical, hands-on experience may be helpful when you want to acquire a new skill.

Criticisms

The validity of the VARK model as well as other learning style theories has been questioned and criticized extensively. Some critics have suggested that labeling students as having one specific learning style can actually be a hindrance to learning.

The VARK model remains fairly popular among both students and educators despite these criticisms. Students may feel drawn to a particular learning style. Others may find that their learning preferences lie somewhere in the middle, such as finding both visual and auditory learning equally appealing.

Why It Matters

People might find that understanding their own learning preferences can be helpful. If you know that visual learning appeals to you most, using visual study strategies in conjunction with other learning methods might help you remember and enjoy your studies more.

For example, you might rely on your reading and writing preferences when you are dealing with a class that requires a great deal of book reading and note-taking, such as a history of psychology course. During an art class, you might depend more on your visual and kinesthetic preferences as you take in pictorial information and learn new techniques.

Frequently Asked Questions

What are the 4 VARK learning styles?

The four VARK learning styles are visual learners, aural learners, reading and writing learners, and kinesthetic learners.

What is the most common VARK learning style?

According to some data, the most common is a multimodal learning style referred to as VARK Type Two, which involves exhibiting a range of learning preferences. People with this learning style tend to collect information more slowly and take time to make decisions.

In terms of single preferences, kinesthetic is by far the most common, accounting for 22.8% of respondents.

# data[].attributes.attachment_link.title
Are You a Visual, Auditory, Reading/Writing, or Tactile Learner?

# data[].attributes.attachment_link.description
The VARK learning styles are a way to categorize different modes of learning. The VARK model determines visual, auditory, reading/writing, and kinesthetic learners.

# data[].attributes.body
Individual Skills, Styles & Roles

# data[].attributes.attachment_link.readable_text
VARK Questionnaire version 8.01
Choose the answer which best explains your preference and click the box next to it. Please click more than one if a single answer does not match your perception. Leave blank any question that does not apply.

# data[].attributes.attachment_link.description
VARK Questionnaire version 8.01 Choose the answer which best explains your preference and click the box next to it. Please click more than one if a single answer does not match your perception. Leave blank any question that does not apply.

# data[].attributes.body
Guide to build an effective team

# data[].attributes.attachment_link.readable_text
The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.

Consider each employee's ideas as valuable. Remember that there is no such thing as a stupid idea.

Be aware of employees' unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.

Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team's higher goals.

Be clear when communicating. Be careful to clarify directives.

Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships.

Encourage team members to share information. Emphasize the importance of each team member's contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal.

Delegate problem-solving tasks to the team. Let the team work on creative solutions together.

Facilitate communication. Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in your own communication.

Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with your team:

What do we really care about in performing our job?

What does the word success mean to this team?

What actions can we take to live up to our stated values?

Make sure that you have a clear idea of what you need to accomplish; that you know what your standards for success are going to be; that you have established clear time frames; and that team members understand their responsibilities.

Use consensus. Set objectives, solve problems, and plan for action. While it takes much longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee's commitment to all phases of the work.

Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (Team members are to be punctual for meetings) or general guidelines (Every team member has the right to offer ideas and suggestions), but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals.

Establish a method for arriving at a consensus. You may want to conduct open debate about the pros and cons of proposals, or establish research committees to investigate issues and deliver reports.

Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and that's how you'll spur your team on to better results.

Establish the parameters of consensus-building sessions. Be sensitive to the frustration that can mount when the team is not achieving consensus. At the outset of your meeting, establish time limits, and work with the team to achieve consensus within those parameters. Watch out for false consensus; if an agreement is struck too quickly, be careful to probe individual team members to discover their real feelings about the proposed solution.

# data[].attributes.attachment_link.description
The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.

# data[].attributes.attachment_link.readable_text
Kolb's learning styles are one of the best-known and widely used learning styles theories. Psychologist David Kolb first outlined his theory of learning styles in 1984.

He believed that our individual learning styles emerge due to our genetics, life experiences, and the demands of our current environment. In addition to describing four different learning styles, Kolb also developed a theory of experiential learning and a learning style inventory.

Overview of Kolb's Cycle of Learning

In his experiential theory, learning is viewed as a four-stage cycle. First, immediate and concrete experiences serve as a basis for observation. Next, the individual reflects on these observations and begins to build a general theory of what this information might mean.

In the next step, the learner forms abstract concepts and generalizations based on their hypothesis. Finally, the learner tests the implications of these concepts in new situations. After this step, the process once again cycles back to the first stage of the experiential process.

Theory of Kolb's Learning Cycle

The learning styles described by Kolb are based on two major dimensions: active/reflective and abstract/concrete.﻿﻿

The Converger

People with this learning style have dominant abilities in the areas of Abstract Conceptualization and Active Experimentation. They are highly skilled in the practical application of ideas. They tend to do best in situations where there is a single best solution or answer to a problem.

The Diverger

Divergers dominant abilities lie in the areas of Concrete Experience and Reflective Observation, essentially the opposite strengths of the Converger. People with this learning style are good at seeing the "big picture" and organizing smaller bits of information into a meaningful whole.

Divergers tend to be emotional and creative and enjoy brainstorming to come up with new ideas. Artists, musicians, counselors, and people with a strong interest in the fine arts, humanities, and liberal arts tend to have this learning style.

The Assimilator

Assimilators are skilled in the areas of Abstract Conceptualization and Reflective Observation. Understanding and creating theoretical models is one of their greatest strengths. They tend to be more interested in abstract ideas than in people, but they are not greatly concerned with the practical applications of theories.

Individuals who work in math and the basic sciences tend to have this type of learning style. Assimilators also enjoy work that involves planning and research.

The Accommodator

People with this learning style are strongest in Concrete Experience and Active Experimentation. This style is basically the opposite of the Assimilator style. Accommodators are doers; they enjoy performing experiments and carrying out plans in the real world.

Out of all four learning styles, Accommodators tend to be the greatest risk-takers. They are good at thinking on their feet and changing their plans spontaneously in response to new information.

When solving problems, they typically use a trial-and-error approach. People with this learning style often work in technical fields or in action-oriented jobs such as sales and marketing.

Kolb's Learning Cycle vs. Jungian Personality Theory

Kolb has suggested that his theory expands and builds upon Carl Jung's theory of personality, which is focused on how individuals prefer to interact and adapt to the world. Kolb's learning dimensions share a great deal in common with the dimensions found on the Myers-Briggs Type Indicator (MBTI). The Jungian learning styles are also based upon the types identified on the MBTI.

The MBTI is a personality inventory based on Jung's work that looks at personality across four major dimensions. The Extraversion/Introversion dimension on the MBTI is very similar to Kolb's Active/Reflective dimension.﻿﻿

People high on extraversion and active experimentation tend to be doers, while those high on introversion and reflective observation tend to be watchers.

The Feeling/Thinking dimension on the MBTI is also very similar to Kolb's Concrete/Abstract dimension. Those high in the feeling and concrete experience areas tend to be more focused on the here-and-now, while those high in the areas of thinking and abstract conceptualization prefer to focus on theoretical concepts.

Support and Criticism

In one 1973 survey of students, Kolb and Goldman found that there was a correlation between student learning styles and their chosen departmental major.﻿﻿

Students who planned to graduate in their selected major had learning styles that were strongly related to their areas of interest. For example, students entering management fields had a more accommodative style, while those pursuing mathematics degrees had a more assimilative approach.

The results also indicated that students who were pursuing a degree aligned with their learning style had a greater commitment to their field than did students who were pursuing degrees not related to their learning preferences.

The concept of learning styles has been criticized by many and experts suggest that there is little evidence to support the existence of learning styles at all.

One large-scale study looked at more than 70 different learning style theories and concluded that each lacked enough valid research to support its claims.

Educator Mark K. Smith argued that Kolb's model is supported only by weak empirical evidence and that the learning process is actually far more complex than the theory suggests. He also noted that the theory fails to fully acknowledge how different experiences and cultures may impact the learning process.

# data[].attributes.attachment_link.description
Kolb's learning styles are one of the best-known and widely used learning styles theories. Psychologist David Kolb first outlined his theory of learning styles in 1984. He believed that our individual learning styles emerge due to our genetics, life experiences, and the demands of our current environment.

# data[].attributes.body
Understanding Leadership Styles

# data[].attributes.attachment_link.readable_text
Leadership styles describe the differing types of leadership that leaders use. But what's your leadership style? Are you like a tech CEO or a world leader? More like Steve Jobs or Gandhi? Take this Leadership Styles Quiz and see what style of leadership you have!

Some are leaders and managers are competitive, others collaborative, and others structured. Research identifies four types of leadership styles: Pragmatist, Idealist, Steward and Diplomat.

TABLE OF CONTENTS

It's time to really understand your style. We're going to dig deep into leadership styles, but feel free to jump to any section that interests you:

Now that you have your personal leadership styles results, let's dig deeper into each of the four fundamental leadership styles: Pragmatist, Idealist, Steward and Diplomat. Here's a quick overview of the 4 types of leadership styles:

Pragmatists are driven, competitive, and they value hitting their goals above all else.

Idealists want to learn and grow, and they want everyone else on the team to do the same.

Stewards are dependable, loyal and helpful, and they provide a stabilizing and calming force for their team members.

Diplomats are the affiliative force that keeps groups together and typically build deep personal bonds with their employees.

Remember that leaders can be effective or ineffective within each of these four styles, and there are a million subtle variations, but these four leadership styles give us a way to pinpoint some major philosophical differences between leaders. Now let's take a deeper dive...

The Pragmatist Leadership Style

Pragmatists have high standards, and they expect themselves, and their team members, to meet those standards. Pragmatists are driven, competitive, and they value hitting their goals above all else. They can be bold thinkers, unafraid of visionary leadership, even when others feel anxious). They are also hard-driving and often enjoy smashing through obstacles.

Pragmatists rate very high on Challenge, moderately high on Directiveness and Structure, and much lower on Feeling.

Working for Pragmatists can be difficult but rewarding. The job is not for the faint-of-heart or thin-skinned, but the opportunities to learn and become expert under the Pragmatist's tutelage are second-to-none. The job can sometimes feel like an apprenticeship to a master artist or professor. This offers the potential for exceptional intellectual growth, but also for burnout and criticism. Their leadership skills provide a great situation for the right individuals, but employees who work for Pragmatists may find that bottom-line results can sometimes outpace softer measures like employee engagement.

The Pragmatist style is the least common of all the leadership styles, accounting for around 8-12% of American leaders. But, it's interesting to note that top-level executives have a higher percentage of Pragmatists than other groups, like Managers, Directors and Vice Presidents. Based on my observations, I consider Franklin D. Roosevelt, Jeff Bezos (CEO of Amazon) and Steve Jobs to be Pragmatists.

The Idealist Leadership Style

Idealists are high-energy achievers who believe in the positive potential of everyone around them. Idealists want to learn and grow, and they want everyone else on the team to do the same (they're very much a coaching leader). They're often charismatic, drawing others to them with their intuition and idealism. Their leadership skills are often quite refined, they're open-minded and prize creativity from themselves and others.

Working for Idealists offers the chance to be creative and to express oneself. Team members find they have an equal voice and that they learn by doing. Working for the Idealist often provides a very democratic experience. There isn't as much process and structure as with some other leaders (like Stewards), and that can be a plus or minus depending on the employee. Idealist leaders are often found doing creative work, brainstorming around a table with like-minded individuals. For the appropriate people, working for the Idealist is a great situation.

The Idealist leadership style accounts for about 15-20% of American leaders. And based on my observations, famous Idealists include Sheryl Sandberg (COO of Facebook), Tony Hsieh (Founder of Zappos) and Meg Whitman (CEO of Hewlett-Packard).

The Steward Leadership Style

Stewards are the rocks of organizations. They're dependable, loyal and helpful, and they provide a stabilizing and calming force for their employees. Stewards' leadership behavior value rules, process and cooperation. They believe that a chain is only as strong as its weakest link, and they move only as fast as the whole chain will allow, taking care and time to help those who struggle to keep up.

Working for Stewards offers the chance to be part of a well-oiled machine. Here, employees find security, consistency and cohesion. The job may not offer great opportunities for individual glory or an adrenaline rush, but it does provide great opportunities for team success. Stewards can often be found in mission-critical areas of the organization and they are often relied-upon by leaders in other divisions. For the appropriate people, working for the Steward is a great situation.

Similar to the Idealist, the Steward leadership style accounts for about 15-20% of American leaders. And based on my observations, famous Stewards include George Washington, Mother Teresa and Ginni Rometty (CEO of IBM).

The Diplomat Leadership Style

Diplomats prize interpersonal harmony. They are the social glue and affiliative force that keeps groups together. Diplomats are kind, social, and giving, and typically build deep personal bonds with their employees. They're often known for being able to resolve conflicts peacefully (and for avoiding conflicts in the first place).

Working for Diplomats is often more fun and social than working for other leaders (especially the Pragmatists). Diplomats put less emphasis on challenging their employees, focusing instead on putting their people in positions that leverage their strengths in order to achieve success. Diplomats work to avoid having people feel uncomfortable or anxious. The Diplomat is an affiliative leader. Traditional measures of employee satisfaction are often very high for Diplomats. For the appropriate people, working for the Diplomat is a great situation.

The Diplomat is the most common of all the leadership styles, accounting for around 50-60% of American leaders. And it's interesting to note that, unlike the Pragmatists, top-level executives have a lower percentage of Diplomats than other groups, like Managers, Directors and Vice Presidents. Based on my observations, Mohandas Gandhi and David Glass (former CEO of Wal-Mart) would be examples of Diplomats.

One of the most popular questions about leadership styles is whether different departments employ different styles of leadership. And the answer is YES. As you can see in the chart below, for example, in Operations departments the Pragmatist style is twice as common as in Human Resources. And Finance uses considerably less of the Diplomat leadership style than for example, Marketing departments.

Contrary to what most business books would have you believe, there is no one right way or one perfect way to be a great leader (or even an effective leader). Franklin Delano Roosevelt and Dwight D. Eisenhower were both incredibly successful leaders, but their styles were a study in contrasts. And leaders like Tim Cook from Apple, Sheryl Sandberg from Facebook, and Jeff Bezos from Amazon, are all successful leaders with wildly different approaches.

It seems intuitively obvious that leaders should embody and employ different leadership styles; companies aren't all the same, so why should their leaders be the same? And yet, every year there are a wealth of books purporting to illuminate the "one path" to great leadership. It's an absurd conceit, and a damaging one.

A different leadership style will be necessary at a hard-charging Wall Street investment bank than at a small community hospital in Mississippi.

The leadership style that works best for a team of ambitious, competitive go-getters (the Pragmatist) is not the style that works best for a group of affiliative collaborators (the Diplomat) or detail-oriented, rule-followers (the Steward).

Truly great leaders understand their leadership style, when to embrace it fully or dial it back, in which environments they are most likely to succeed, and how to choose followers who fit well with their leadership style.

It's great for every leader and manager and executive to be transformational rather than use transactional leadership or authoritarian leadership. And few people love working for autocratic leaders. But you can still be a transformational leader with any of the four primary leadership styles.

The essence of the situational leadership model is that there's no one perfect leadership style or one path to effective leadership. Instead, managers and executives should adjust their approach to the task at hand, including the abilities and willingness of the employees being led. In that regard, situational leadership and leadership styles are similar.

But one key difference in the leadership theory is that a good leader doesn't just adjust to the tasks and abilities of their followers; they also take into account the personalities, histories, and motivations of their people. The situational leader will evaluate the knowledge of their employees, but they typically miss their employees' unique personality styles. Here's what we mean:

If you're leading a team of ambitious, competitive, demanding and audacious goal-setters, the Pragmatist style is a good choice. This doesn't mean using an autocratic leadership style, it simply means that when you've got these types of followers, you can use a Pragmatist style and challenge them to achieve really big goals.

If your followers are driven by affiliation and teamwork, and if they're harmonious, forgiving, and highly collaborative, then the Diplomat style is ideal.

If your employees are detail-oriented, rule-following, consistent performers, then try the Steward leadership style. The Steward's emphasis on formal procedures, rules and policies, and on setting clear expectations, will work well here.

If your employees love learning, and they've thrived under more democratic leaders or a boss who practiced participative leadership, they'll generally respond very well to the Idealist's coaching leadership style.

The creator of servant leadership, Robert K. Greenleaf postulated that the servant leader should ask, "Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"

With that definition, the Idealist and Diplomat leadership styles most closely resemble the servant leader.

Idealists are the closest style to servant leadership. They're high-energy achievers who believe in the positive potential of everyone around them. Idealists want to learn and grow, and they want everyone else on the team to do the same. They're often charismatic, drawing others to them with their intuition and idealism. They're open-minded and prize creativity from themselves and others.

Second would be the Diplomats, who put less emphasis on challenging their employees, focusing instead on putting their people in positions that leverage their strengths in order to achieve success. Diplomats work to avoid having people feel uncomfortable or anxious, and Diplomats are typically thought of as highly likable.

Transformational leadership describes leaders who inspire, empower, and stimulate followers to exceed normal levels of performance. And the research shows that a transformational leadership style delivers better results, like employee engagement, job satisfaction and even productivity, than does transactional leadership (a style whereby leaders foster compliance through punishments and rewards).

Now, here's the surprising part: All 4 types of leadership styles can act as transformational leaders; they each just do it in their own unique ways.

Pragmatists evidence transformational leadership by challenging and inspiring their team members to achieve bigger goals. For example, in the study Are SMART Goals Dumb? we discovered that only 14% people say that their goals for this year will help them achieve great things. But with the Pragmatist, those numbers can increase significantly.

Idealists are transformational by continually learning and growing, and encouraging everyone else to do the same. For example, in the study The State Of Leadership Development, we learned that only 20% say their leader always takes an active role in helping employees to grow and develop their full potential. But with the Idealist, that improves greatly.

Diplomats display transformational leadership by empowering and building deep personal bonds with their employees. For example, in the study The State Of Leadership Development, we see that only 26% of employees say their leader always responds constructively when employees share their work problems. But with a Diplomat, employees' concerns would always be responded to constructively.

Stewards act as transformational leaders by providing a stabilizing and calming force for their team members. For example, in the study Fewer Than Half Of Employees Know If They're Doing A Good Job, we know that only 29% of employees know whether their performance is where it should be, and that's causing major problems for employee engagement. But the Steward corrects that issue almost immediately.

Transactional leadership is focused on controlling and organizing, using primarily rewards and punishments as motivation. Unlike transformational leadership, which inspires and empowers followers, a transactional leader focuses on more on ensuring compliance.

Transactional leadership generally involves using formal power, reward power and coercive power. Formal power comes from having a title. It generally comes from a place in a hierarchy, so I have more power as a VP than I did as a director. I have more power as a director than I did as a manager, and so forth. Coercive power is the power that comes from being able to punish people; 'If you don't do this thing by Friday you will be fired.' Reward power is the flip side of that; 'If you do this by Friday, then you can take Monday off.'

The two leadership styles most susceptible to using transactional leadership are the Pragmatist and the Steward.

The Pragmatist is not someone who gives assignments and, as long as the work gets done well, leaves it up to the employee to determine how. The Pragmatist uses structured and directive leadership, and people who work for a Pragmatist can expect to receive clear and detailed instructions on exactly how tasks and projects should be performed. Like a transactional leader, this can include equally strong communications regarding performance expectations and the consequences of unsatisfactory work.

The Steward stresses stability and predictability, typically retains the final decision-making authority, tells employees exactly how tasks and projects should be performed and works harder and longer than anyone else on the team. If you work for a Steward, then there's no mystery around what happens if you fail to do your work satisfactorily; this management style makes consequences abundantly clear, before poor work has a chance to occur.

Participative leadership means that employees are involved in decision-making that would typically be the sole purview of managers and executives. This involves sharing the challenges facing the organization and then accepting input and responding constructively when employees share suggestions, ideas or information.

Democratic leadership takes participative leadership one step further. A democratic leadership style means that leaders actually allow employees to vote or determine a course of action. The democratic leader doesn't just solicit input, they let employees make the decisions.

The Diplomat is the style most likely to use democratic leadership. Here's an example. Sam Walton founded Wal-Mart, but his successor, David Glass, grew sales more than tenfold, to $165 billion and earnings soared from $628 million to $5.4 billion.

David Glass was quiet and egoless. In a Fortune interview, he said, "Most people have enough ego that they want to distinguish themselves from a charismatic leader, and that's what creates the problem. I've never had much ego, and I'm not worried about things like that. I'm more interested in the satisfaction that we are doing the right things and we're getting it done and being a part of it. I like being part of a winning team. I don't have to be the winning team."

One of the hallmarks of Diplomats is their tendency to put the needs of others ahead of their own. They're likely to care deeply about people, and support and cheer their success. And that is going to involve lots of participative leadership (and even democratic leadership).

Charismatic leadership occurs when a leader uses persuasiveness, influence and communication skills to motivate and inspire others. The charismatic leader's power comes not from their formal authority but from the power of their personality. It's very closely related to referent power. [You can test whether you're someone who uses referent power on the quiz Which Types Of Power Do You Use?]

But every one of the four leadership styles can display charismatic leadership. George Washington and Mother Teresa were Stewards and incredibly charismatic leaders. Mohandas Gandhi was a Diplomat and a historically charismatic leader. Franklin D. Roosevelt was a Pragmatist, and I think we would all agree that he had a remarkably charismatic leadership style.

That being said, of the 4 different leadership styles, the one that is likely to find charismatic leadership most natural is the Idealist.

Remember that Idealists are high-energy achievers who believe in the positive potential of everyone around them. Idealists want to learn and grow, and they want everyone else on the team to do the same. They're often charismatic, drawing others to them with their intuition and idealism. The Idealist is a collaborative leader, and they're open-minded and prize creativity from themselves and others.

Two of the characteristics that make someone charismatic are optimism and empathy, and Idealists have both of those qualities in spades. Optimism reflects the belief outcomes of events or experiences will generally be good or positive. And when the Idealist tells employees, "I believe you can be great at this," they're connoting optimism.

And empathy comes from being to see the world through another's eyes, to take their perspective. [You can test your empathy with the quiz Do You Know How To Listen With Empathy?] When the Idealist says to employees, "I love your creativity, walk me through your great idea," they're employing empathy.

Famous CEOs like the late Steve Jobs, Elon Musk and Jeff Bezos are all Pragmatists. Why? Because each one is incredibly hard working, a visionary leader, focused on BHAGs (big hairy audacious goals), and they're willing to leave their comfort zone.

The Pragmatist pushes employees to work on strengthening their weaknesses, not just focus only on their strengths, and to give maximal, 100% effort. The Pragmatist doesn't ask employees to do anything that they're not willing to do themselves. They typically work harder and longer than anyone else on the team.

Elon Musk, a famously hard-working CEO, certainly challenges his people to a high level of performance, but he has also admitted in interviews to personally putting in long hours, even up to 100-hour work weeks, to achieve his big goals. (He can also be considered a pacesetting leader).

Jeff Bezos said, "If you want to be a pioneer, you have to get comfortable being misunderstood. In some ways it's a much more pleasant life, probably, we wouldn't know from personal experience, to not - you know, once you have something good just to hone it and hone it and hone it and not try anything new."

Steve Jobs offered one of the most famous statements of a visionary leader ever, noting, "At Apple, people are putting in 18-hour days. We attract a different type of person: a person who doesn't want to wait five or ten years to have someone take a giant risk on him or her. Someone who really wants to get in a little over his head and make a little dent in the universe. We are aware that we are doing something significant. We are here at the beginning of it and were able to shape how it goes. Everyone here has the sense that right now is one of those moments when we are influencing the future."

The Pragmatist style is the least common of all the leadership styles, accounting for around 8-12% of American leaders. But, it's interesting to note that top-level executives have a higher percentage of Pragmatists than other groups, like Managers, Directors and Vice Presidents.

This does not mean that CEOs can't employ other leadership styles. But, at least in the realm of legendary CEOs, a Pragmatist leadership style is fairly common.

Most people want a manager or executive who evidences a modicum of common decency, tolerates at least a bit of disagreement, and minimally shares some occasional good news. These are fundamental leadership behaviors that most followers desire and that, ideally, are embraced by all leaders, regardless of their leadership style.

There are also leadership behaviors that are fundamentally bad. I regularly receive emails from managers whose bosses are mentally and cognitively unfit to be leaders, and they'll ask something like, "Is there a management style that encompasses 'crazy?'" The answer is simply, "No." To even enter the discussion about one's leadership style, a person must first demonstrate some foundational mental, emotional and cognitive competence. We can discuss the leadership styles of Franklin Delano Roosevelt and Dwight D. Eisenhower because, even though they both made mistakes, they were mentally, emotionally and cognitively competent.

Perhaps you've witnessed someone in a leadership role who didn't cope well with ordinary stresses such as basic criticism or unflattering news. Or they lacked a basic grip on reality. Or they consistently demonstrated belligerent, instigating and vitriolic behavior. A person like that does not have a leadership style; they don't even deserve the moniker of leader. They may hold an impressive title, but they are not a leader. And aside from the rare masochist, no one loves following someone who displays those kinds of behaviors.

Autocratic leaders like control over decisions, like to control how people perform their work, and no, they're not especially warm-and-fuzzy. But while it's not a universally idealized leadership style, the study, "Autocratic Leadership: New Data Reveals Who Likes It" revealed that some people actually like autocratic leaders.

That being said, being an autocratic leader is best avoided, except in certain circumstances. Two of the key characteristics of autocratic leaders are that they believe that people should do what they're told and that they generally retain the final decision making authority. Unlike laissez faire leadership, these managers and executives maintain strict control. One note: This not the same as being an authoritarian leader, who wants personal dominance and obedience.

Of the 4 types of leadership styles, the Steward and Pragmatist are most susceptible to veering towards autocratic leadership.

In the ideal state, Stewards are dependable, loyal and helpful, and they provide a stabilizing and calming force for their employees. Stewards value rules, process and cooperation (To some people, Stewards can feel a bit like a bureaucratic leader). They believe that a chain is only as strong as its weakest link, and they move only as fast as the whole chain will allow, taking care and time to help those who struggle to keep up. This is the opposite of a laissez faire leadership style.

But when Stewards take that style too far, their rules can be overly rigid and their control can be stifling. Again, the Steward leadership style can be just as effective as any of the others, but when this style becomes extreme, autocratic leadership could become a dangerous temptation.

The same can be said of Pragmatists. Working for Pragmatists is often intense and not for the faint-of-heart or the thin-skinned. Bottom-line results will always outpace softer measures such as employee engagement. In the ideal state, the opportunities to learn and become expert under the Pragmatist's tutelage are second to none. The job can sometimes feel like an apprenticeship to a master artist or professor. But in the extreme, it can be exhausting and dictatorial. The Pragmatist is not a laissez faire leader, so lots of participation from employees is unlikely.

Recommended For You

# data[].attributes.attachment_link.description
Leadership styles describe the differing types of leadership that leaders use. Some are leaders and managers are competitive, others collaborative, and others structured. Research identifies four types of leadership styles: Pragmatist, Idealist, Steward and Diplomat.But what's your leadership style? Are you like a tech CEO or a world leader?

# data[].attributes.body
Great resource to learn more about this topic

# data[].attributes.attachment_link.readable_text
Choosing the Right Approach for the Situation

From Winston Churchill and Angela Merkel, to Queen Elizabeth I and Martin Luther King, there can be as many ways to lead people as there are leaders.

Fortunately, businesspeople and psychologists have developed useful frameworks that describe the main ways that people lead. When you understand these frameworks, you can develop your own approach to leadership, and become a more effective leader as a result.

In this article and video, we'll highlight some of the common approaches to leadership that you can use. We'll also look at some specific styles of leadership, and we'll explore the advantages and disadvantages of each.

Click here to view a transcript of this video.

Note:

These frameworks and styles of leadership are based on several different approaches to leadership. You can read more about these approaches in our article on Core Leadership Theories.

Useful Leadership Style Frameworks

So, let's look at some useful approaches - shown mainly in the order they appeared - that you can use to become a more effective leader. Your own, personal approach is likely to be a blend of these, depending on your own preferences, your people's needs, and the situation you're in.

Lewin's Leadership Styles

Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards. He argued that there are three major styles of leadership:

1. Autocratic leaders make decisions without consulting their team members, even if their input would be useful. This can be appropriate when you need to make decisions quickly, when there's no need for team input, and when team agreement isn't necessary for a successful outcome. However, this style can be demoralizing, and it can lead to high levels of absenteeism and staff turnover.

2. Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity, and people are often highly engaged in projects and decisions. As a result, team members tend to have high job satisfaction and high productivity. This is not always an effective style to use, though, when you need to make a quick decision.

3. Laissez-faire leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They provide support with resources and advice if needed, but otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well, or if they don't have the knowledge, skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur when managers don't have control over their work and their people.)

Lewin's framework is popular and useful, because it encourages managers to be less autocratic than they might instinctively be.

The Blake-Mouton Managerial Grid

With a people-oriented style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.

With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.

According to this model, the best style to use is one that has both a high concern for people and a high concern for the task - it argues that you should aim for both, rather than trying to offset one against the other. Clearly, this is an important idea!

Path-Goal Theory

For example, highly-capable people, who are assigned to a complex task, will need a different leadership approach from people with low ability, who are assigned to an ambiguous task. (The former will want a participative approach, while the latter need to be told what to do.)

With Path-Goal Theory, you can identify the best leadership approach to use, based on your people's needs, the task that they're doing, and the environment that they're working in.

Six Emotional Leadership Styles

Daniel Goleman, Richard Boyatzis, and Annie McKee detailed their Six Emotional Leadership Styles theory in their 2002 book, " Primal Leadership."

The theory highlights the strengths and weaknesses of six common styles - Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It also shows how each style can affect the emotions of your team members.

Flamholtz and Randle's Leadership Style Matrix

The matrix is divided into four quadrants - each quadrant identifies two possible styles that will be effective for a given situation, ranging from "autocratic/benevolent autocratic" to "consensus/laissez-faire."

Transformational Leadership

Transformational leaders have integrity and high emotional intelligence. They motivate people with a shared vision of the future, and they communicate well. They're also typically self-aware, authentic, empathetic, and humble.

Transformational leaders inspire their team members because they expect the best from everyone, and they hold themselves accountable for their actions. They set clear goals, and they have good conflict-resolution skills. This leads to high productivity and engagement.

However, leadership is not a "one size fits all" thing; often, you must adapt your approach to fit the situation. This is why it's useful to develop a thorough understanding of other leadership frameworks and styles; after all, the more approaches you're familiar with, the more flexible you can be.

Specific Leadership Styles

As well as understanding the frameworks that you can use to be a more effective leader, and knowing what it takes to be a transformational leader, it's also useful to learn about more general styles, and the advantages and disadvantages of each one.

Let's take a look at some other styles of leadership that are interesting, but don't fit with any of the frameworks above.

Note:

Remember, not all of these styles of leadership will have a positive effect on your team members, either in the short or long term. (See our article on Dunham and Pierce's Leadership Model for more on how your actions as a leader will affect your team.)

Bureaucratic Leadership

Bureaucratic leaders follow rules rigorously, and ensure that their people follow procedures precisely.

This is appropriate for work involving serious safety risks (such as working with machinery, with toxic substances, or at dangerous heights), or with large sums of money. Bureaucratic leadership is also useful for managing employees who perform routine tasks.

This style is much less effective in teams and organizations that rely on flexibility, creativity, or innovation.

Charismatic Leadership

Charismatic leadership resembles transformational leadership: both types of leaders inspire and motivate their team members.

The difference lies in their intent. Transformational leaders want to transform their teams and organizations, while leaders who rely on charisma often focus on themselves and their own ambitions, and they may not want to change anything.

Charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they're on. This feeling of invincibility can severely damage a team or an organization, as was shown in the 2008 financial crisis.

Servant Leadership

These people often lead by example. They have high integrity and lead with generosity. Their approach can create a positive corporate culture, and it can lead to high morale among team members.

However, others believe that people who practice servant leadership can find themselves "left behind" by other leaders, particularly in competitive situations.

This style also takes time to apply correctly: it's ill-suited to situations where you have to make quick decisions or meet tight deadlines.

Transactional Leadership

This style starts with the idea that team members agree to obey their leader when they accept a job. The "transaction" usually involves the organization paying team members in return for their effort and compliance on a short-term task. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.

Transactional leadership is present in many business leadership situations, and it does offer some benefits. For example, it clarifies everyone's roles and responsibilities. And, because transactional leadership judges team members on performance, people who are ambitious or who are motivated by external rewards - including compensation - often thrive.

The downside of this style is that, on its own, it can be chilling and amoral, and it can lead to high staff turnover. It also has serious limitations for knowledge-based or creative work.

As a result, team members can often do little to improve their job satisfaction.

Key Points

In business, transformational leadership is often the best leadership style to use.

However, no one style of leadership fits all situations, so it's useful to understand different leadership frameworks and styles. You can then adapt your approach to fit your situation.

# data[].attributes.attachment_link.title
Leadership Styles: Choosing the Right Approach for the Situation

# data[].attributes.attachment_link.description
From Winston Churchill and Angela Merkel, to Queen Elizabeth I and Martin Luther King, there can be as many ways to lead people as there are leaders. Fortunately, businesspeople and psychologists have developed useful frameworks that describe the main ways that people lead.

# data[].attributes.body
Leadership lesson

# data[].attributes.attachment_link.title
Forming, Storming, Norming, and Performing: Bruce Tuckman's Team Stages Model Explained

# data[].attributes.body
Group of 3 exercise

# data[].attributes.attachment_link.title
Communication Skills - Positive Communication #60

# data[].attributes.attachment_link.title
Nonverbal Communication and Body Language - HelpGuide.org

# data[].attributes.attachment_link.description
Learn how to understand and use body language in ways that build better relationships at home and work.

# data[].attributes.attachment_link.title
9 What does passive behaviour look like?

# data[].attributes.attachment_link.title
11 What does assertive behaviour look like?

# data[].attributes.attachment_link.readable_text
You're scrolling down your LinkedIn, mindlessly browsing through countless irrelevant job ads, when you come across something unexpected.

There it is, the Perfect Job!

This job will not only help you with your student loans and crippling debt but it will also help you figure out the meaning of life and even get your crush to notice you.

There's a small problem, though. You don't exactly have the right experience for the job.

If only there was a way to convince the hiring manager that you're a good fit for the job, despite this drawback.

Well, here's some good news - there is! You can win over the HR manager with a well-written resume objective. You can show them that you make up for your lack of relevant experience with passion and enthusiasm.

In this guide, we're going to teach you everything you need to know about resume objectives, including:

1. What is a resume objective? (and why is it important?)

2. When to use a resume objective

3. How to write a convincing resume objective [w/ 5 pro tips]

Looking for inspiration? We'll also offer 40+ practical examples for all sorts of career fields. Skip ahead if you're interested in any of the specific sections:

Business & Management - marketing manager, project manager, human resources, business analyst

Marketing - junior SEO specialist, social media marketing manager, content creator, PPC specialist

Food & Service Industry - waiter/waitress, bartender, line cook, restaurant manager

Education - teacher, tutor

Sales & Customer Support - sales associate, store manager, account manager, CSR specialist, technical support specialist, cashier

Finance & Accounting - accountant, financial analyst, bank teller, data-entry

Technical resume - computer scientist, IT specialist, data analyst, engineer, data scientist

Medical Resume - nurse, medical assistant, dental assistant

Other - warehouse worker, housekeeper

This guide is part of our larger series on resumes. Want to learn everything there is to know on

What is a Resume Objective? (And Why Is It Important?)

A resume objective is an eye-catching statement of your career intent that's placed on top of your resume.

The resume objective provides a 2-3 sentence snapshot of your professional experience, skills, and achievements, and explains why they make you the right candidate for the job.

When to Use a Resume Objective

Over the past few years, a resume objective has, in most cases, become optional. If you're an experienced professional, you're much better off sticking to a Resume Summary, as it helps describe your top skills and experiences much better.

1. You're searching for your first job - Maybe you're a high school graduate looking for your very first job. Or maybe, you're a student signing up for your first internship. A resume objective will show the hiring manager that you have the desire to develop your skill-set and grow within the company.

2. You're making a career change - Let's say you have worked as an engineer in an app development company for the past three years and are now applying for a marketing job in a start-up. Your resume objective will highlight how your current skills are relevant to the position.

How to Write a Convincing Resume Objective [w/ 5 Pro Tips]

Resume objectives get a bad rep because they're hard to write and even harder to write well. At their worst, they're overly generic and say nothing new about the applicant. When done right, though, they can really help your resume stand out.

The resume objective is structured in three main parts: (1) Who you are (2) What you offer to the company (3) How you'll help the company accomplish its goals.

Doesn't sound too hard now, does it? To make this even easier, you can just follow our tried-and-tested resume objective template:

(1) [SKILL/EDUCATION/CERTIFICATION RELEVANT TO THE JOB WITH JOB TITLE]. Looking to apply my (2) [years/months of EXPERIENCE RELEVANT TO THE JOB DESCRIPTION] at [COMPANY YOU ARE APPLYING TO], to help (3) [TYPE OF RESPONSIBILITIES YOU WILL HELP OUT WITH SUCCESSFULLY].

In practice, it looks something like this:

" CPA-certified forensic accountant with demonstrated experience in financial record examination. Looking to apply my 3 years of experience at Deloitte, to help the team of XYZ improve their activity-based accounting techniques in the role of a managerial accountant. "

If you follow the formatting, you're already 90% ready with your resume objective. Now, all you have to do is ensure that your resume objective is in sync with the following 5 pro tips, and we're done!

TIP 1: Make sure to tailor your resume objective to the specific position or organization you are applying to. After all, a vague "Engineer looking for an Engineering job" doesn't impress anyone.

TIP 2: You should include skills, knowledge, and abilities that you know will help the company achieve its goals. The resume objective isn't about yourself or your own career - it's about how you're going to help the company.

TIP 3: Do not brag or use subjective language in your resume objective. Use as many facts and numbers as possible to back up your experience. It's one thing to say "Expert at Advertising" and another to say "Facebook Marketer, experienced in managing 5-figure advertising spend."

TIP 4: If you want to reach a career goal (usually when you have very little experience or are just starting out), make sure that it's something related to the company you're applying to.

If you're applying for a job as a Customer Support Representative, for example, you shouldn't go on and on about your ambitions to eventually become a Professor.

TIP 5: Do not use complicated language on purpose. Don't try to sound smart. It almost always makes a bad impression and makes you come off a bit arrogant.

Instead of "contemplate" for example, opt for "think", or use "do" instead of "undertake". They both mean the same thing anyway, and you want your achievements to speak more than your fancy word choices.

Job Description:
XYZ Inc. is looking for a sales representative manager for its German branch. Minimum of 3 years of working experience in management. Daily duties: planning, directing, and overseeing the sales representative team.

"I am looking to appertain my exceptional skills in management by being part of a groundbreaking and innovative company for a few years, then eventually switching to a job in AI."

Why it's bad:

1. "Exceptional" is subjective. Be ready to be put to test for that claim.

2. Why use "appertain" when you can use "apply"?

3. Almost every company in the world looks at themselves as "groundbreaking" or innovative, you're not saying anything real about them.

4. It sounds like this is more about you than them, and yet, at the same time, there's no real information mentioned about the writer.

5. You have just informed them you'll be switching careers again in a few years. That's a no-no.

"Sales manager trained in Berlin. Looking to apply my 5+ years of management experience in XYZ Inc. by making sure the sales representative team is staffed and follows quality standards, helping XYZ increase revenue and market share in the process."
Why it's good:

1. You sum up your work experience factually.

2. You mention abilities that make you stand out, like being educated and trained in Europe.

3. You understand the role and responsibilities the position requires and describe how you'll do them successfully.

4. You include the skills and experience relevant to the management position.

5. Your language is simple, down-to-earth, and objective. You show that you genuinely care about the overall goals of the company.

Resume Objective Examples [3 Most Common Cases]

Now that you know how to write a resume objective, you're ready to write your own. Before you get started, though, you might need some inspiration.

In this section, we're going to cover 40+ resume objective examples for every field, as well as examples for the top 3 most common cases.

Career Change Resume Objective Example

The most common situation you'd use a resume objective for is during a career change.

A resume objective helps the reader understand how your skillset from a previous field helps translate into the job you're applying for.

In such a case, you can mention:

Your relevant skills / work experience

How you think your background would help you excel at the job

And here's how this works in practice:
"Customer support rep. with 3+ years of experience in over-the-phone technical support looking to leverage communication skills as a Sales Rep. at XYZ inc. Excellent track record in delivering quality support service, having maintained a 4.6+ star "Helpful" rating over the past 1.5 years."

No Experience / Education Resume Objective

Even if you don't have any work experience or education, you can still use a resume objective to stand out from the rest of the applicants.

In this case, you'd want to focus on your best personal traits and skills (instead of work experience / achievements / education)

So, for example:
"Organized & hard-working employee looking to join XYZ Inc. as a marketing assistant. Looking to take advantage of my skills in Photoshop and Copywriting to help XYZ inc. with their marketing efforts."

Internship Resume Objective Example

Looking for your first professional job? Writing a good resume objective is a good way to stand out from the rest and land that internship.

In this case, you want to focus on:

Your educational achievements

Top skills and personal traits

Any relevant experience (university / personal projects, volunteering experience, industry-related competitions, etc.)

And here's a practical example:
"Recent Graduate with a B.A. in business administration looking to start their career in Finance with an internship at XYZ Inc. Experienced in analyzing financial statements & annual reports for several university projects. Seeking to further develop my theoretical know-how with strong mentorship at XYZ Inc."
Did you manage to get the resume objective right, but not sure on how to write all the other sections as a student? Check out our guide on:

40+ Resume Objective Examples for All Fields

Marketing Resume Objective Examples
Junior SEO Specialist "Detail-oriented graduate with a B.A. in Business Administration looking to apply for a Junior SEO Specialist position at Digital XYZ Inc. Theoretical knowledge of SEO, including some practical experience in using Google Analytics. Seeking to further develop my online marketing skills as part of the Digital XYZ team." Social Media Marketing Manager "Enthusiastic Marketing graduate with a passion for all things digital seeking an entry-level Social Media Marketing position at Digital XYZ Inc. Skilled in copywriting & basic graphic design. Personally started and grew a Facebook page to 5,000+ likes, and an Instagram page to 8,000+ followers. Looking to help Digital XYZ's clients improve their social media marketing and establish an online presence." Content Creator "Articulate graduate with a B.A. in Media and Mass Communication seeking a content creator position at XYZ Startup. Experienced in writing articles for local newspapers and online magazines. Hoping to apply my journalistic writing abilities to improve XYZ Startup's blog on ABC Industry/Category." PPC Specialist "Result-driven SEO specialist with 3+ years of experience designing and implementing SEO campaigns for e-commerce companies. Looking for a PPC specialist position at XYZ Agency to leverage strong knack for web analytics and SEM to drive traffic and increase sales."

Food & Service Industry Resume Objective Examples
Waiter / Waitress Resume Objective "Experienced service industry worker seeking to apply for the position of a waiter at XYZ Restaurant. Past experience includes working as a bartender, busser, and line cook. Thrives in fast-paced, high-stress environment."
Click here for a complete server resume example.
Line Cook Resume Objective "Recent graduate from Houston Culinary Arts School seeking a position as a line cook at Fancy Restaurant XYZ. Looking to further develop cooking skills learned at school. Previous experience working in a high-stress environment as a part-time Sandwich Maker at Fast Food Place X." Restaurant Manager Resume Objective "Seasoned Server with 10+ years of hospitality industry experience looking to help Restaurant XYZ take its business to the next level. During my time as a server, helped 3+ restaurants with hiring and training new staff, as well as coming up with promotional strategies for specific foods and drinks."
Click here for a complete bar manager resume example.

Education Resume Objective Examples
Teacher Resume Objective "B.S. in Education from University XYZ with a concentration in Chemistry seeking to start my career as a teacher at XYZ High School. Passionate about teaching, both in and out of the classroom."
Click here for a complete teacher resume example.
Tutor Resume Objective "Skilled Mathematics graduate looking to apply for the position of a Math tutor at XYZ School. Worked as a part-time Linear Algebra tutor during my time at University X. Strong knowledge of Advanced Linear Algebra, Calculus I-IV, Mathematical Statistics, and Trigonometry."

Sales and Customer Support Resume Objective Examples
Sales Associate Resume Objective "Charismatic, communicative employee seeking an entry-level sales job at XYX Inc. Tech-savvy, with the ability to pick up product knowledge fast. Previous experience as a sales clerk at Random Retail Store X."
Click here for a complete sales associate resume example.
Store Manager Resume Objective "Experienced employee looking for a job as a Store Manager at XYZ Inc. Skilled in inventory management, having worked as a warehouse manager in two separate organizations. Dependable math skills from working as a cashier at Company X." Account Manager Resume Objective "Diligent graduate with a B.A. in Business Management at University Y seeking to provide excellent client service at XYZ Inc. as an account manager. Strong communication skills from my job as a Sales Manager at Company X. Outstanding project management skills, having worked on over a dozen business projects in university." Customer Service Specialist Resume Objective "Multi-lingual employee looking to help XYZ Inc. provide stellar customer experience. Strong communication skills. Fluent in English, French, and Russian. Basic knowledge of CRM systems."
Click here for a complete customer service specialist resume example.
Technical Support Specialist Resume Objective "Information Technology student seeking a part-time role as a Technical Support Specialist at XYZ Inc. Experienced in using help desk & CRM systems. Skilled in written communication with an intermediate knowledge in the IT-sphere." Cashier Resume Objective "Enthusiastic, courteous waiter seeking the role of a Cashier at XYZ Inc. Currently working part-time at Restaurant ABC, looking to fill up the rest of my time. Strong communication skills, and a genuine love for working with people. Good at carrying out mathematical calculations."
Click here for a complete cashier resume example.

Other Resume Objective Examples
Warehouse Worker Resume Objective "Retail worker seeking the position of a warehouse worker at XYZ Supermarket. Previous experience doing several retail jobs, including working as a stocker for produce and groceries at XYZ Family Market. Skilled in stocking, inventory replenishment / tracking, processing relevant paperwork and utilizing electrical pallet stackers / pallet jacks."
Click here for a complete warehouse worker resume example.
Housekeeper Resume Objective "Seasonal worker seeking a Housekeeping job at XYZ Hotel. Diligent and organized, having spent the past 3 summers working in Nantucket. Previous roles include bussing at Restaurant Y and prep cooking at Local Restaurant X."

Key Takeaways

So, let's go through everything we've learned...

A resume objective is a 2-3 sentence career intent summary placed at the top of your resume. You should only use a resume objective if you don't have enough work experience in the field you are applying for or if you are switching careers.

When writing a resume objective, try to avoid cliches or generalizations. Don't make it about you, tailor it to the specific organization you are applying to. Don't use subjective or pompous language, and mention a career goal you can reach within the same organization.

The objective should also be backed up by the information you list in the other resume sections, such as work experience or education.

At Novorésumé, we're committed to helping you get the job you deserve, every step of the way!

Follow our career blog to stay up to date with the industry-leading advice. Or, check out some of our top guides...

how to make a resume? Start with our comprehensive guide.

# data[].attributes.attachment_link.title
40+ Real-Life Resume Objective Examples [+How-to Guide]

# data[].attributes.attachment_link.description
You're scrolling down your LinkedIn, mindlessly browsing through countless irrelevant job ads, when you come across something unexpected. There it is, the Perfect Job! This job will not only help you with your student loans and crippling debt but it will also help you figure out the meaning of life and even get your crush to notice you.

# data[].attributes.headline
Non-Verbal Communication & Body Language

# data[].attributes.subject
Non-Verbal Communication & Body Language

# data[].attributes.attachment_link.title
A Fun Guide to Nonverbal Communication and Body Language

# data[].attributes.headline
Non-Verbal Comm: Paralinguistics & Kinesics

# data[].attributes.subject
Non-Verbal Comm: Paralinguistics & Kinesics

# data[].attributes.body
Watch from 1:48 to 3:44

# data[].attributes.attachment_link.title
The Importance of Nonverbal Cues as told by "Friends"

# data[].attributes.attachment_link.title
10 What does aggressive behaviour look like?

# data[].attributes.attachment_link.title
Passive Aggressive Pam - Saturday Night Live

# data[].attributes.attachment_link.title
English Grammar 101 - Online Grammar Lessons

# data[].attributes.attachment_link.description
Learn more about the English language with our online grammar lessons. Our website makes a great companion to language arts classes, homeschooling, and ESL courses.

# data[].attributes.headline
Tying it together: non-verbal with communication style

# data[].attributes.subject
Tying it together: non-verbal with communication style

# data[].attributes.attachment_link.readable_text
That sounds like an easy question, right?

You answer "It's time-management!" and wait for the interviewer to move on to the next question.

Except, they don't. They just keep sitting there, as if expecting more from your answer.

You freeze.
"What did I do wrong? I answered the question, didn't I?"
Yes, you did, but not in the right way. There's a lot more to this "simple" interview question than it seems.

Want to learn what's the secret behind the answer for "what's your greatest strength?"

Read on to find out!

How to answer "what is your greatest strength?"

30+ Greatest strengths examples you can use (for different jobs)

4 "What is your greatest strength" interview question answer samples

How to Answer "What Is Your Greatest Strength"

Your strengths say a lot about you as a candidate.

By asking you about your strengths, here's what the interviewer is looking for:

They want to know if you know your own strengths

They want to know if you're realistic

They want to know if your strengths are relevant for the job

While answering, the HR manager is going to expect examples from you.

So, to answer correctly, you need to convey the above 3 points in your answer and provide a real-life, relevant example of the strength in action.

You can claim you're the most hard-working person in the world and amazing at time-management, but without providing an example, you might as well be making the whole thing up.

So, when considering which strength to mention, think about when was the last time you used it.
What happened? How did you react to the situation? How did your strength help solve the problem?
Basically, the formulaic approach to answering the question is the following:

State your strength

Provide an example of when you used this strength and how

(Optional) Describe what kind of impact you made

Here's what a real-life example of what that might look like:

"My biggest strength is that I can think on my feet and can work under a lot of pressure. As an event manager at Company X, we were organizing an IT conference that needed a number of last-minute changes - due to a speaker canceling because of an emergency and 2 of our volunteers not being able to show up. So, we allocated more time to each speaker and added a QA section at the end of each speech. We also encouraged the present speakers to talk about their business and personal experience more in-depth after they were done with their speech. As for being understaffed, one day before the conference, I reached out to my network and found 2 students who were willing to help out. I personally met them 2 hours before the conference and got them up to speed with everything we were doing for the day, and gave them their tasks.
In the end, everything went well without any other problems popping up. "

The more specific your example is - the better.

Make sure you also give some background and context if necessary and explain how and why you made the decisions.

You want to make sure your example paints you in a positive light ( obviously), but also so that you're not showing off.

Speaking of, make sure to be humble when talking about your strengths.

You want to flatter yourself, but not to the point where you're bragging about it.

Talk about your experience matter-of-factly instead of singing praise for yourself.

It's a good idea to think about your strengths and examples before you go to the interview.

So, sit down, list out what you think your top 3 strengths are, and come up with relevant examples.

If you're applying for different types of positions, make sure that the strengths you're going to mention are relevant.

Applying for a role as a waiter? The restaurant manager won't care about your strength in creative ad design

30+ Greatest Strength Examples

Not sure what your top strengths are?
Here's a list of some of the greatest strengths you can use during an interview based on your position and industry.

Analytical Jobs Strengths
Applying for a position as an analyst, software developer, database analyst, or anything in-between?
Consider using the following strengths (as long as you can back them up with examples, of course):

Critical thinking

Analytical thinking

Problem-solving

Detail-oriented

Logical

Creative Jobs Strengths
Working in the creative industry?
You can say that your greatest strength is:

Creativity

Originality

Open-mindedness

Detail-oriented

Curiosity

Flexibility

Versatility

Management Jobs Strengths
Born-leader, working as a manager? Use some of these strengths to show off your managerial skills:

Leadership

Organization

Communication skills

Persuasion

Teamwork

Detail-oriented

Diplomatic

Responsible

Hands-On Jobs Strengths
Working in retail? Service industry?
You can say that you are:

Hard-working

Detail-oriented

Motivated

Good at multitasking

Problem-solving

Punctual

Communication Jobs Strengths
Finally, if your job involves sales, customer support, or something along those lines, you can mention that your greatest strength is any of the following:

Charisma

Communication skills

Energetic

Persuasion

Witty

Social

To recap, here are the list of strengths based on the type of job you're applying for:

4 "What Is Your Greatest Strength" Answer Samples
Looking for more inspiration on how to answer "what is your greatest strength?"
Here are 4 more sample answers for:

Experienced professionals

Recent graduates

Service industry workers

Prospective students

Greatest Strength Answer Sample for Experienced Professional
I'm a very good writer. My last 2 jobs were 99% copywriting. So far, I've done pretty much everything writing related: email marketing, website copy, blog posts, I've even ghost-written an e-book for a client. I've also guest-posted on several popular blogs, such as Blog X and Blog Y.

Greatest Strength Answer Sample for Student or Recent Graduate
I work pretty well under pressure. When I was studying at University X, I've had several situations where I had to come up with a solution to some problem or another with a very limited time frame. During a class on Databases, we had to come up with a relational database for a fake business. Our team lead turned out to be extremely unorganized - he organized a single meeting, gave us some vague tasks, and we never heard from him again. I already had some experience working with databases, so I did my part in advance and started waiting for the rest of the team. I was in charge of doing the design, and the team was supposed to translate the schema into an actual database. Around a week before the deadline, I saw that no one was doing anything, so I organized a sync meeting. Turns out the rest of the team didn't do anything, and the team lead was out of town. So, I had to take charge of the team and make sure we had the project ready by the deadline. I personally helped each of my teammates' help do their part, and also organized 2 more sync meetings to make sure we did everything right. Eventually, we ended up submitting the project on time AND getting an A.

Greatest Strength Answer Sample for Service Industry
I'm very communicative and really get along with people. After 3 years of experience in the service industry, I have no problem with building instant rapport and actively engaging with customers. I'm also pretty good at performing under pressure. At Restaurant X, there was constant chaos, especially during peak season. The place was completely packed at all times, and the whole thing felt like a race against time. I actually enjoyed the experience, though. Ended up going back 3 summers in a row.

Greatest Strength Answer Sample for University Admissions

I would say that it's my time-management skill by far.

During my senior year, I managed to maintain a 3.7 GPA, while at the same time doing a ton of different extracurricular activities. Specifically, I've volunteered, was part of the student council, and part of the managing team of the business club.

I'm a huge fan of scheduling pretty much everything I do. I need to know what I'm doing, when, and how long it's going to take me. This way, I've never missed a deadline, assignment, or any other responsibility.

On the other hand, you could also say that that's my weakness, haha. If the organization or team is unorganized, I'm not going to be too happy working with them.

Key Takeaways

And that's a wrap!

Before we say "bye," let's quickly go through everything we've learned in this article...

For each position you're applying for, think of your top 2-3 strengths that are going to help you excel. We'd recommend doing the thinking before you even go to the interview.

When answering, mention what your top strengths are, provide examples on how you've used them in the past, and finally, describe the results you've gotten.

Be super specific with your answers. Don't just say "I'm good at X" - really dive deep and give the interviewer a comprehensive answer.

Need help with your job search? Maybe your resume needs work, or you want to learn how to write a compelling cover letter? Whichever the case is, be sure to check out our career blog. We cover industry-leading advice on how to excel in your career!
Read about more common interview questions + answers:

Find more tips to ace your next interview:

# data[].attributes.attachment_link.title
How to Answer What Is Your Greatest Strength [+4 Samples]

# data[].attributes.attachment_link.description
Going to a job interview? You're bound to be asked "what is your greatest strength?" Learn how to answer with this guide!

# data[].attributes.attachment_link.readable_text
According to Businessballs.com, "David A. Kolb published his learning styles model in 1984," after "having developed the model over many years prior" ("Kolb's Learning Styles"). In Kolb's publishing, he discussed the fact that there people learn in different ways, and that each way is related in some fashion. He also believed that there is a way to maximize the way one learns. Kolb expressed that there are two nearly opposing ways in which a human can learn experience: having concrete experiences, or having abstract conceptualization. Learning from concrete experience happens when one learns by simply having a specific experience. Conversely, learning by abstract conceptualization happens when one learns by thinking about what is happening and analyzing it. Kolb also expressed that there are two nearly opposing ways in which a person can deal with each experience: by actively experimenting, or by reflective observation. Actively experimenting occurs when people physically involve themselves directly in the experience. On the other hand, reflective observation occurs when people merely observe some experience and reflect on that observation. Below is a visual diagram, created by Kolb. This diagram was designed to create a learning cycle, as Kolb believed that the most effective way to learn is to visit each phase of the learning cycle for during the experience.

The learning cycle depicted above can be utilized to determine a person's learning style preference. Kolb created a Learning Style Inventory (LSI), where a person fills out a questionnaire based on learning situations. Each response is closely related to a phase of the learning cycle, and after the questionnaire is finished the person can tally each response to determine the level of preference for each phase. The person plots their scores on the learning cycle and thus creates a kite shape. Each quadrant of the circle will include a different portion of the kite. Since these quadrants are created by the joining of two phases of the cycle, the resulting combination creates a learning style signifying the way a person can perceive and process an experience. The quadrant with the largest percentage of the kite would be the individuals preferred approach to the learning process. Below is a visual diagram of the learning cycle with and overlay of the learning preferences in each quadrant accompanied by the strengths of each preference.

The following brief descriptions of each learning style are quoted from the Businessballs website.

The Diverging Style... These people are able to look at things from different perspectives. They are sensitive. They prefer to watch rather than do, tending to gather information and use imagination to solve problems. They are best at viewing concrete situations several different viewpoints. Kolb called this style 'Diverging' because these people perform better in situations that require ideas-generation, for example, brainstorming. People with a Diverging learning style have broad cultural interests and like to gather information. They are interested in people, tend to be imaginative and emotional, and tend to be strong in the arts. People with the Diverging style prefer to work in groups, to listen with an open mind and to receive personal feedback.

The Assimilating Style... The Assimilating learning preference is for a concise, logical approach. Ideas and concepts are more important than people. These people require good clear explanation rather than practical opportunity. They excel at understanding wide-ranging information and organising it a clear logical format. People with an Assimilating learning style are less focused on people and more interested in ideas and abstract concepts. People with this style are more attracted to logically sound theories than approaches based on practical value. These learning style people is important for effectiveness in information and science careers. In formal learning situations, people with this style prefer readings, lectures, exploring analytical models, and having time to think things through.

The Converging Style... People with a Converging learning style can solve problems and will use their learning to find solutions to practical issues. They prefer technical tasks, and are less concerned with people and interpersonal aspects. People with a Converging learning style are best at finding practical uses for ideas and theories. They can solve problems and make decisions by finding solutions to questions and problems. People with a Converging learning style are more attracted to technical tasks and problems than social or interpersonal issues. A Converging learning style enables specialist and technology abilities. People with a Converging style like to experiment with new ideas,
to simulate, and to work with practical applications.

The Accomodating Style... The Accommodating learning style is 'hands-on', and relies on intuition rather than logic. These people use other people's analysis, and prefer to take a practical, experiential approach. They are attracted to new challenges and experiences, and to carrying out plans. They commonly act on 'gut' instinct rather than logical analysis. People with an Accommodating learning style will tend to rely on others for information than carry out their own analysis. This learning style is prevalent and useful in roles requiring action and initiative. People with an Accommodating learning style prefer to work in teams to complete tasks. They set targets and actively work in the field trying different ways to achieve an objective.

Balanced styles... Not everyone has a particular preference for learning style as Kolb has outlined. Some people have balance between all of the learning phases and therefore utilize the learning styles in a more even manner. To develop a balanced style, it would take practice in learning in opposing ways.

# data[].attributes.attachment_link.title
Introduction to Kolb Learning Style Inventory

# data[].attributes.attachment_link.description
According to Businessballs.com, "David A. Kolb published his learning styles model in 1984," after "having developed the model over many years prior" ("Kolb's Learning Styles"). In...