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Fast Company: Do Green Initiatives Impact Employee Satisfaction

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Fast Company: Do Green Initiatives Impact Employee Satisfaction

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I am incredibly excited & proud to be a part of this piece.

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Embracing sustainability beyond recycling bins and bike racks might be the secret weapon to a happier, more fulfilled workforce. Studies suggest that going green goes beyond the environment, positively impacting employee satisfaction in surprising ways.

As sustainability is key, we've gathered insights from CEOs, directors, and other leaders to explore how their green initiatives have shaped employee satisfaction and recruitment efforts. From starting small with easy green adjustments to achieving a humane certification that appeals to ethical talent, read on to explore how a company's commitment to eco-consciousness can create a thriving workplace.

Implementing easy green adjustments

We've been undertaking what I refer to as "easy green adjustments" over the past few years. These include activities that only require a small adjustment of our day-to-day operations, but that can add up to significant resource-use reduction (as well as cost savings, in many cases, which is an added bonus).

Some of the specific adjustments we've made include:

Switching to a "digital-first" approach to sharing information and filing reports, only printing those items that are absolutely necessary to have in a hard copy (such as contracts, for example)

Ensuring that equipment that isn't in active use is powered down, and unplugged if it's something that only gets used occasionally

Ensuring that office lights are turned off when there is no one in a room or building

Paying for monthly public transportation passes for employees to encourage them to use these options instead of driving

Allowing for hybrid work when employees don't specifically need to be in the office reduces the carbon impact of commuting as well as resource use within the office

The employee response to these initiatives has been overwhelmingly positive. Team members aren't just fully on board, but have actually been the ones who suggested many of these policies, and have suggested others that we're considering implementing as well. It helps that many of these initiatives also make employees' lives easier, give them more flexibility, or save them money, too.

I also believe that making these efforts reflects well on our company from a recruitment standpoint. I don't have any data that I can present on this point, but I do have anecdotal evidence of hearing straight from some job candidates that they appreciate the ways we as a company are prioritizing the environment.

There is a growing interest in sustainability and green initiatives in the broader population, and this is where I see the most value in these initiatives from a recruitment standpoint. People who value sustainability will be more likely to apply for a company that shares that value, and you can show that's the case by implementing green initiatives.

Plant trees along with other conservation

We work with a sustainability company to plant seven trees per employee per month, along with other conservation initiatives. We receive monthly reports mid-month showing projects funded, CO2 avoided, and trees planted.

It's one of the highlights of our culture and aligns well with our values of achievement and benevolence. Since we launched this initiative in August 2022, our recruitment pipeline has grown by 84% year-over-year (YOY), our engagement results have increased by 18% YOY, and our client list has also grown by over 40% YOY.

This initiative has had a profound impact on our team engagement and morale. Our employees take immense pride in knowing their work helps foster sustainable living. This has increased job satisfaction and contributed to a lower turnover rate, as employees feel aligned with Daisy's values of innovation and responsibility.

From a recruitment perspective, our clear commitment to sustainability has been a strong pull factor. Prospects often highlight their enthusiasm about joining a company that not only embraces cutting-edge technology but also prioritizes environmental consciousness. We've seen a 25% increase in applications since we started emphasizing our green initiatives in job postings and interviews. This not only broadens our talent pool but also attracts candidates who are passionate about making a positive impact on the planet, enhancing our team quality and innovation capability.

Integrate an eco-achievement program

We've recently launched the Eco-Achievement Program in the iScanner app. Every document that users scan instead of printing helps save trees, and our app shows how much users are contributing to forest conservation.

Implementing our Eco-Achievement Program has had a profoundly positive impact on our team dynamics and overall motivation. Every member knows that their daily efforts help conserve our environment. It's truly inspiring to see how even small actions can add up to significant environmental benefits.

By integrating our commitment to the environment directly into our work, we've created a more purposeful and engaging workspace.

Transition to a digital workflow

At eLearning Industry Inc., our commitment to sustainability led us to implement a significant green initiative: the transition to a completely digital workflow. This move not only reduced our carbon footprint by cutting down on paper use but also resonated deeply with our team and prospective employees who value environmental responsibility.

The shift to digital operations was initially a challenge but has since proven to be a major factor in enhancing employee satisfaction. Our team appreciates the company's dedication to sustainability, and this has fostered a sense of pride and loyalty among existing staff.

When we first launched it, I'll admit some employees grumbled about the extra sorting required. But it quickly became part of our office culture. And I've noticed it's a huge draw for job candidates who care about sustainability. In fact, over 75% of new hires mention our composting program as one reason they chose us over another offer. Beyond the environmental benefits, it boosts morale to see your workplace making tangible efforts to reduce waste.

My advice to any leader looking to go green? Start small with initiatives that engage your people. The returns in employee satisfaction are well worth the effort.

Try a remote-first model

As a leader in the sustainable energy space, we've embraced a green initiative that aligns with our commitment to reducing environmental impact by working remotely. Transitioning to a fully remote work model, we've significantly reduced our carbon footprint associated with commuting and office energy consumption.

Our remote work policy eliminates the need for daily travel, thereby reducing emissions and congestion on the roads. By forgoing a traditional office space, we minimize energy consumption related to heating, cooling, and powering office buildings. This initiative not only supports our sustainability goals but also enhances employee satisfaction, offering flexibility and promoting a healthy work-life balance.

Going remote has helped position us as a forward-thinking and environmentally conscious employer, appealing to top talent who share our values.

Transition to an EV Fleet

Sustainability has had a significant impact on how we operate at Stallion Express. We recently launched a green initiative, switching 30% of our delivery fleet to EVs. Not only does this align with our carbon reduction goals, but it also resonates strongly with our team and future employees.

From an operational point of view, the switch to electric vehicles (EVs) has resulted in a reduction of approximately 25% in our carbon footprint per year. However, the impact goes beyond the environmental benefits, as it has improved our corporate culture and employee well-being.

Our employees are proud to be part of a company that places environmental responsibility at the heart of everything we do. According to an internal survey, 80% of employees felt more satisfied with their job after implementing this initiative.

Sustainability is also at the core of our recruitment strategy. We've seen a 15% spike in applications, especially from Gen Z and millennials who prioritize green credentials in their job search.

These results highlight the importance of aligning business operations with wider societal values. For eight years, this concept has been at the core of my approach to logistics and customer experience.

Our team dedicated over five years to fully certifying all 25 California dairies that supply our goat milk. This effort highlights Sammy's Milk's commitment to animal care and our reputation for high-quality products.

This initiative has been fundamental in attracting and retaining top talent in our industry. It has helped us hire and keep people who align with our business objectives and share our mission and vision. Our employees have shown increased satisfaction and commitment to delivering high-quality products that adhere to environmentally friendly and humane practices.

Recognize your brand's excellence by applying to this year's Brands That Matter Awards before the final deadline, June 7.

Sign up for Brands That Matter notifications here.

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Do green initiatives impact employee satisfaction?

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Insights from leaders to explore how their green initiatives have shaped employee satisfaction and recruitment efforts.

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HBR: How "Carewashing" Alienates Employees

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HBR: How "Carewashing" Alienates Employees

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This is SOOOOO real

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Too many organizations with unsustainable "work hard, play hard" cultures believe that checking the well-being box by offering mindfulness training or yoga classes qualifies them as having a positive and safe culture when, in fact, they're merely "carewashing."

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HBR: Stop Work Overload by Setting These Boundaries

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HBR: Stop Work Overload by Setting These Boundaries

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Why is it that when your friends, your significant other, and especially your mom tell you, You need to stop working so much! - you hesitate? On the one hand, you know they have a point. It's unsustainable to pull 12- to 14-hour days on a consistent basis, and you feel burnt-out and cranky. But when it comes to actually setting boundaries, you stall and tell yourself and others, "It's just a busy time. It will get better soon..."

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Stop Work Overload By Setting These Boundaries

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Reclaim your life with effective time investment.

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BetterUp: Self-Advocacy - Improve Your Life by Speaking Up

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BetterUp: Self-Advocacy - Improve Your Life by Speaking Up

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What is self-advocacy?

Self-advocacy is the ability to speak up on your behalf effectively. You might do this to bring about positive results in any of the various contexts in which you interact - whether at work, in organizations, school, community, or family.

If there are decisions being made on your behalf or conditions that affect your well-being, it's your right to speak up powerfully about them. You have the right to assert your own best interests.

However, for one reason or another, many of us don't feel comfortable advocating for ourselves. Self-advocacy is a learned behavior, but not everyone has seen it modeled or had the opportunity to practice it. Sometimes, our past experiences stifle our ability to speak up or our belief that our needs are valid and worth fighting for.

Over time, you can become more skilled in speaking up for yourself in an empowered way.

What are the critical elements of self-advocacy?

As you may imagine, self-advocacy will look different from person to person and from situation to situation. While it is often associated with people who have particular conditions or disabilities, self-advocacy is something that everyone can learn, practice, and encourage in others.

Most self-advocacy groups are focused on teaching young adults, particularly those with autism and intellectual disabilities, how to speak up and request accommodations that they are entitled to by law. Up through postsecondary education, these programs are supported by individualized education programs (IEPs).

However, understanding and requesting these accommodations in adult life is rarely so straightforward. Most workplaces don't include self-advocacy groups. Further complicating the matter, many employers aren't aware of disability rights or how to accommodate learning disabilities at work. Truth be told, after high school, these conversations - and the resulting awareness - often falls by the wayside.

That's why teaching self-advocacy skills becomes even more important. The value of self-determination skills isn't limited to special education. It's a conversation that every person benefits from. Learning to self-advocate improves self-esteem, opens the door for creative problem solving, and creates a deeper sense of belonging.

Understanding yourself, your values, and your needs

Self-advocacy requires that you first understand yourself (your values, your needs, and your rights) in the context in which you operate. It requires that you are aware of the support that you need and the resources that are available.

Self-advocacy also requires the ability to communicate your value, your needs, and your human rights in a way that will be understood and offer you the greatest return on the ask.

To understand who you are, ask the following questions:

What are my values?

What matters to me most and why?

What are my particular needs? What do I need to accomplish my tasks or fulfill my responsibilities? What do I need to feel respected and to maintain my emotional, physical, and financial well-being?

What are my strengths and growth areas?

Understanding your context

Second, you need to understand yourself in the context of your role within the larger group. This means having a good understanding of the organization's values, rules, rights, and resources. For instance, look at your organization's mission and your team's role in fulfilling that mission.

Ask yourself:
How do I serve the team and thereby serve the organization as a whole? What are my responsibilities to the organization, and what are the organization's responsibilities to me? Do our values and talents match? Can I serve the organization? Does my work for the organization benefit me?
Be realistic. One workplace, one organization, may not fill all the buckets you need to fulfill you in all ways.

It is an excellent awareness to have as you set expectations for which needs and desires this part of your life serves. At the very least, you'll want to be aware of the rules governing your role, workplace, and/or situation.

Also, familiarize yourself with the resources allocated to support you within and outside of the organization. Are there offices in place to assist you as an employee, a person who needs accommodation, etc.?

Cultivate support

Often, receiving the accommodations required by law requires self-advocacy. Negotiating a pay raise and setting boundaries to a 24/7 open line of communication when working on a global team requires self-advocacy. Speaking up for your civil rights as a person from an underrepresented background requires it as well.

Whether or not it seems fair, all of these instances illustrate how often improving an aspect of your life requires you to speak up and make your case. While there are legal and institutional structures designed to support you, you have agency and responsibility to speak for the care and treatment you deserve. Building and seeking help from a support system when it matters is essential.

Here are 4 steps you can take to build up a support system:

1. Develop a robust and direct line of communication with your manager. Your manager is in the best position to advocate on your behalf. They know both you and the organization. Ideally, that person will be your best ally in the workplace, understanding your needs and the resources available at the organization and mentoring you along the way.

2. Join - and lead - organizations that are there to support you and others, within and outside of your organization. Connect with like and unlike individuals who are united in building visibility, programming, and policies to support people in your organization. There is power in multiple voices and perspectives united as one. There is also a wealth of experiences from which to learn.

3. Be an ally and advocate for others. Speaking up for others is often less angst-inducing than speaking up for ourselves. Practice speaking up on behalf of others, and you'll gain more confidence to do so for yourself. The people who you advocated for in the past may also become your future allies.

4. Continue developing yourself, building relationships with others (yes, the oft-maligned "networking"), and being aware of opportunities and resources within your field inside and outside your present organization. There is a power in knowing that you have alternatives. Sometimes, those alternatives may exist outside of the organization that is no longer serving your personal and professional needs.

How to communicate your needs

Organizations and their leaders should comply with the law and act ethically and morally.

Many conflicts, however, don't fall into the obvious category of someone knowingly skirting the law or trying to deny others. And, there can be fairly different interpretations of what is required.

Self-advocacy can be hard if you're feeling frustrated and deliberately ignored. When you don't feel under attack, you can find strength and advocate for yourself more effectively. Starting with an assumption of good intent gives you and the other party an opportunity to find common ground.

No one wants to hear a continual list of complaints and how the organization is not doing its job. If the leadership begins to feel under attack, they may choose to frame your request as "your problem." Rather than hear your words, they will actively tune them out.

For effective self-advocacy, it is your responsibility to do the work of presenting your issue in a clear and compelling way that others will see as an issue worth solving - and moreover, a strong case for doing so. With the right intentions, they will be grateful to hear a solution that takes their needs into account as well.

When the time comes to advocate for yourself and others, make sure to take the following steps: prepare, consult, draft, and state your case.

1. To prepare, start by documenting your concerns in detail. When does it happen? What happens? Which players are involved? What is the negative consequence on you and others?

2. Do your research. Which laws govern the issue on a federal, state, and local level? What do the governing rules of your organization state about the situation you are experiencing? Is there a group that is assigned to enforce the laws? Is there an ombuds office to consult on the issue you are experiencing and help you craft the needed communication? How have other organizations addressed similar issues? Do the research, and use your resources!

3. Consult your support network for their feedback and input. Have others experienced the situation you have experienced? What were their lessons? Has research been conducted on the topic with which you are addressing? What were the findings and outcomes? Knowledge is power. Understand your issue in the broader context to make your particular case as compelling as can be from the start.

4. Begin to draft (and redraft, if necessary) a solution. Write out the following in detail:
What is the issue?

What is the negative impact on you and your team, and ultimately the organization?

What is the desired resolution?

How can it be a win not only for yourself but for others involved?

What is your best alternative?

What are your non-negotiables?

5. When you feel like you've considered all possible angles, reach out to your established and trusted network of experts. Get their feedback and input.

6. Now you are ready to state your case with clarity and confidence. As you approach the person, remember to use open-ended questions to invite the person into a conversation. Perhaps that there is another alternative that you are not seeing. However, be clear going into the conversation what you are willing to compromise on, and what you are not - and why.

Sometimes, rules are not followed. In those times, knowing your rights and having alternate areas of influence, and ideally income streams, matter. They allow you greater freedom to choose and to have the power to speak up without fear of retribution.

7 benefits of self-advocacy

Self-advocacy is an important skill to master, and not just for success at work. Practicing speaking up for yourself and others creates several important benefits:

1. You empower yourself and others by practicing and honing self-advocacy skills. In doing so, you build a psychologically safe and inclusive environment where other people are more apt to share their ideas and flourish.

2. You take control of your own life. You set the boundaries and make choices based on your values. You understand what matters most to you and why.

3. With your increased self-awareness, understanding of the needs of others, and knowledge of governing principles, you become better at decision making.

4. You use open-ended questions to engage in conversations. You become better able to hear the perspectives of others that you hadn't previously considered.

5. You become an effective problem solver. You know how to research the problem at hand and how to consider multiple perspectives. You know that to get to what you want, you have to present a solution in a way that is compelling to yourself and others.

6. You develop yourself continually and are an active member of organizations that impact governing policies that matter to you and the larger group.

7. You speak up for yourself and others. It's a continual win-win!

Resources to learn self-advocacy

The following resources are helpful in further learning aspects of self-advocacy:

Increase your self-awareness

Read the following article on the importance and benefits of self-awareness in all aspects of your life from PositivePsychology.com . Exercises to enhance your self-awareness are included.

Identify your values

Navigate your response to the world with a clear understanding of what matters to you most and why. This exercise is deceptively simple and so impactful.

Know your strengths

Collect the feedback of family and friends on what they consider to be your top strengths. Reflect on their responses and what you think to be your top strengths. How have those strengths served you in the past and the present? How may they aid you in the future?

Develop a growth mindset

Having a growth mindset means that you believe in continual development and growth. Check out this article from Psychology Today to learn how you can further develop your growth mindset.

Take on a different perspective

Fred Kofman, author of Conscious Business , shares the importance of considering someone else's perspective in a difficult conversation and equates it to a dance in the following video .

Believe in yourself

Self-advocacy requires that you know yourself, what matters most to you and why. With that clarity, the boundaries you maintain act as safety rails that guide you and the people around you. Be an ally to others, and in turn, people will be allies to you. Experience the power of speaking up for others and develop the confidence to do so for yourself. Have the courage to take on the challenge, knowing that you have prepared and allies are all around.

As a final note, always keep in mind that no one road is the only path to success. Knowing that you have alternatives gives you greater power and the freedom to choose how you will approach the situation - without fear of losing a privileged position. Believe in yourself and your ability to advocate for yourself and others. Your generous and courageous act begets another!

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Self-Advocacy: Improve Your Life by Speaking Up

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Most of us don't hesitate to speak up for others, but self advocacy can be scary. Learn the benefits of self advocacy and how to put your voice into action.

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Better Up: How to Set Boundaries at Work: A Personal Guide to Drawing the Line

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Better Up: How to Set Boundaries at Work: A Personal Guide to Drawing the Line

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How To Set Boundaries at Work: A Personal Guide to Drawing the Line

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Work-life balance requires time, energy, and assertiveness. Here’s everything you need to know about how to set boundaries at work.

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Setting boundaries at work-in this economy-might seem like a pipe dream. Not be available 24/7? Not smile and accept every new assignment? Not push back when a colleague tries to steal your time?

It could be your best career (and mental health) move: Establishing expectations for what you will and will not tolerate is key to increasing productivity and wellbeing, experts agree. "Boundaries are limits or personal rules that protect your time and energy and allow you to perform at your best," says Melody Wilding, a licensed social worker and author of Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work. "Everyone likes certainty and clarity, and that's what boundaries provide."

Sticking up for yourself is particularly essential, she adds, when you consider how many people are burned out or plain old fed up at work. According to the American Psychological Association's latest Work in America survey, 19% of employees say their workplace is very or somewhat toxic, and 22% believe that work has harmed their mental health. Workers describe feeling emotionally exhausted, ineffective, and unmotivated, and admit to being irritable with their coworkers or customers. Meanwhile, only 40% report that time off is respected, 35% say their workplace culture encourages breaks, and 29% note that their managers encourage employees to take care of their mental health.

Enter boundaries. Setting them can be hard, acknowledges Amy Cooper Hakim, an industrial-organizational psychology practitioner and author of Working With Difficult People. That's why it's essential to remove emotion from the equation: "When we can be a bit more pragmatic, we can clearly state to our boss, 'In order for me to be most productive, I need this; in order for me to accomplish this task, I need that,'" she says. "Everyone is so afraid of stepping on someone's toes or making them feel uncomfortable. It's best to focus on being professional and courteous and clear with what we expect of others, and to treat people the way they want to be treated, but to give ourselves that same level of respect."

More From TIME

With that in mind, we asked experts how to set boundaries around six common work scenarios:

If your boss routinely Slacks you at 10 p.m.

The line between work and home is so blurred it's practically indecipherable. (Maybe someone spilled their stale office coffee on it?) "We shouldn't have to tell our boss, 'Hey, I'm happy to work at work, but please don't bother me after hours,'" Hakim says. "But work-life balance is almost like a work-life merge, because things blend into each other instead of having very clear demarcations."

If your manager repeatedly pings you after you've logged off for the day, Hakim suggests communicating a boundary like this: "I'll be fully present at work, but I need to know that I'm also permitted to fully commit to my home life." If that's not practical in your industry, and you'll need to be at least somewhat available, you can still set a boundary. For example, you might say: "When I step out the door, I'm going to be with my family. However, I appreciate that urgent things happen, so I'll check my email once a night at 9 p.m." If something pops up after that time? It'll be addressed the next morning.

If your time off is interrupted

You'd probably prefer not to take your colleagues along on vacation-but a stubborn few might insist on showing up in electronic form. Even if the nature of your job makes it impossible to go totally offline, you can still set boundaries around disconnecting during paid time off. It's essential to prepare in advance, Hakim says: Let your team know who to reach out to if they have a question about a project you oversee, for example-and name a backup for the backup. Include this information in your email auto response, too.

If you suspect your direct supervisor will hound you anyway, send her a note and say: "I'm offline from X to Y. If you need me urgently and can't reach this person, this person, or this person, give me a call and I will commit to responding within 24 hours." That way, you won't be leaving your employer high and dry-but you also won't feel pressure to respond immediately. If you still feel guilty, or worried that you'll look bad, Hakim suggests repeating this mantra: "I respect myself enough to grant myself this opportunity to take a break. I deserve it."

If your boss piles on-and on and on

Part of you is probably pleased to be your boss's go-to; it means they recognize and appreciate your skills. But you also want a reasonable workload- research suggests that having too much to do can trigger burnout. There are a couple ways to set boundaries in this scenario, says Alison Green, who runs the work-advice blog Ask a Manager. You might approach the conversation from a big-picture angle, perhaps during a weekly check-in: "Hey, my workload is really high," she suggests saying. "Can we talk about how to prioritize? I'm going to need to say no to new things that come up, or take some existing things away."

Or, you could wait until the next time your boss comes to you with a new assignment, and have an in-the-moment discussion. When they ask if you can take on a project, respond by saying: "I'm really interested in doing that, but my plate is full right now. I don't think I can make room for it without compromising the work I'm doing on X, Y, and Z," Green advises. That ensures you won't get overloaded-and opens the door for your employer to figure out the best use of your time.

If you need to say no after already committing

Wilding's clients often ask her how to say no to an assignment they already accepted. The best way to handle this situation, she says, is to have a second conversation with your boss-focusing on what you can do. "You might say, 'When I committed to this, I thought I had the bandwidth, but looking at my calendar, it's not possible,'" Wilding suggests. "'However, I can attend the first strategy meeting and help you come up with an initial plan.'" With that, you've set a boundary around your workload-but you're also not leaving your team totally in the lurch.

If your chatty coworker won't let you work

It's 2 p.m., you're slammed, and Rick from accounting has been leaning against your cubicle for 20 minutes. Don't be afraid to be direct, Green advises: Tell your colleague you have something you need to get done by 3. You could also communicate a boundary silently, through actions-perhaps by looking at your watch or standing up. "Physically give the cue that you're leaving your workspace," she says.

Or, perhaps you're struggling with any overly nosy coworker-a problem Green sees a lot. Maybe a coworker keeps asking what you're planning to do over the weekend, even after you've tried to brush them off. Or your officemate's curiosity might be piqued by the sick days you just took, or the doctor's appointment that caused you to miss the morning meeting. "You don't need to share your private medical information at work," she says. It's often easiest to make it clear that you don't wish to divulge personal details by adopting a breezy attitude. If someone asks what's going on, Green suggests responding in a cheerful tone: "Oh, just some medical stuff I had to take care of. Nothing to worry about." That, she says, signals the conversation is over.

If you crave a different style of feedback

Ideally, your manager will make it a point to ask what type of feedback you need to succeed. But maybe that hasn't happened-and your boss's gruff, blunt style is getting to you. It's a tricky situation, Green acknowledges, since boundaries are about you, and you can't change someone else's behavior. "But I do think there's room to have that conversation and say, 'Hey, I really appreciate that you're giving me all this constructive feedback to help me grow. I also need to know where I'm doing well. What should I keep doing?'"

Eventually, with overly critical bosses-who make you feel like you never do anything right-the boundary might become quitting, Green adds. She suggests asking yourself: "Is there a way to change my mental positioning and let it roll off me, or is it going to make me come home unhappy every day?" If it's the latter, it may be time to start looking for other opportunities.

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Establishing expectations for what you will and will not tolerate at work is key to increasing productivity and wellbeing.

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FastCompany: 6 Time You Should Say "No" at Work (and Exactly How to Do It)

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FastCompany: 6 Time You Should Say "No" at Work (and Exactly How to Do It)

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Saying no at work is hard, especially when you are early in your career or you are really passionate about what you do. Often there is a huge amount of guilt attached, questioning whether you are a team player or not wanting to let your manager down.

But learning when to say no is one of the most important skills to learn in the workplace. Not only does it protect you from being overworked and taken advantage of, but it also helps protect the passion and drive you have for your job. Too often, eager employees are cursed with saying yes to everything, leading them to be exhausted, frustrated, and resenting the job they once loved.

Other times, you may find yourself subject to poor management or unethical behavior if you are asked to complete a task that you know you shouldn't be doing. Saying no sets a strong boundary with the asker and reinforces that their request is wrong.

Below are some scenarios where you should say no at work and how to do it.

Excerpted with permission from the publisher, Wiley, from Smart Moves: Simple Ways to Take Control of Your Life by Téa Angelos. Copyright © 2023 by TA Group Pty Ltd. All rights reserved.

Recognize your brand's excellence by applying to this year's Brands That Matter Awards before the final deadline, June 7.

Sign up for Brands That Matter notifications here.

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6 times you should say no at work (and exactly how to do it)

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"Saying 'no' sets a strong boundary with the asker and reinforces that their request is wrong."

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On Purpose: 10 Steps on How to Set Boundaries Without Offending People

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On Purpose: 10 Steps on How to Set Boundaries Without Offending People

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10 Steps on How To Set Boundaries Without Offending People

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Uncut & Uncensored: How to Say NO & the Power of Setting Boundaries

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Uncut & Uncensored: How to Say NO & the Power of Setting Boundaries

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How To Say NO and The POWER of Setting Boundaries

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Listen to this episode from Uncut and Uncensored with Caroline Stanbury on Spotify. In this week's episode of "Uncut and Uncensored with Caroline Stanbury," the spotlight is on the essential theme of setting boundaries and harnessing the transformative power of saying "no."

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Inc: Want to Get Smarter? Neuroscience Says One Uncomfortable Habit Will Help You Learn Faster & Retain More

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Inc: Want to Get Smarter? Neuroscience Says One Uncomfortable Habit Will Help You Learn Faster & Retain More

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Fortunately, the form of discomfort required isn't really uncomfortable at all, especially since you get to choose the form it takes.

There are plenty of ways to get smarter. You can harness the power of interleaving by learning several things in succession. You can vary the way you study. You can test yourself. Oddly enough, simply getting more sleep can actually make you smarter.

What do you know, and what do you do with what you know? Learning more quickly, and retaining more of what you learn?

Yep: Getting smarter is a business superpower.

Especially if you consider which type of "smart" you focus on.

There's Smart, and Then There's Smart

While intelligence can be described in a number of ways, let's focus on two.

The first, crystallized intelligence, is accumulated knowledge: facts, figures. In short, "educated." Which is a good thing.

Except we all know people who are "book smart" but not necessarily smart smart.

That's where the second form, fluid intelligence, comes into play. Fluid intelligence is the ability to learn and retain new information -- but also to use that knowledge to solve a problem, to learn a new skill, to recall existing memories and modify them with new knowledge ... In short, to have "applied intelligence."

Becoming more educated? That's not easy, but the process is reasonably simple. Improving fluid intelligence can be harder, which is one reason why "brain games" --crossword puzzles, Sudoku, brain training apps, etc. --are fairly popular.

But do they make you smarter?

More to the point, do they improve your fluid intelligence? Probably not.

A 2007 study published in Behavioral and Brain Sciences assessed the impact of brain training games on fluid intelligence. After participants played Tetris for several weeks, cortical thickness and cortical activity increased. Both are signs of an increase in neural connections and learned expertise.

In simple terms, the participants' brains bulked up and got smarter. But after those first few weeks, cortical thickness and activity started to decrease, eventually returning to pre-Tetris mastery pursuit level, even though their skill levels remained high. They didn't lose brain power.

Instead, their brains became so efficient at playing Tetris that those increased neural connections became unnecessary. Nor was it necessary to use more mental energy. As with most things, once they figured it out, it got easy. (Or as a friend says, "Everything is hard the first time.")

Unfortunately, no matter how much work it takes to learn new information or gain new skills, "easy" doesn't translate to improved fluid intelligence. Once knowledge or skill is in your pocket, you certainly benefit from the increase in crystallized intelligence, but your fluid intelligence soon returns to a more baseline level.

While the analogy sounds goofy, it's like performing a physical task using muscle memory, although in this case, you're using "brain memory."

That's the problem with, say, brain-training games. Solving Sudoku puzzles -- and only solving Sudoku puzzles -- won't improve your fluid intelligence in any other areas, no matter how much of a Soduku master you become. It only makes you better at solving Sudoku puzzles.

The same is true for business skills. Learning how to use QuickBooks to keep your books will improve your fluid intelligence until you master it. Learning to use a new CRM application will improve your fluid intelligence until you master it. Once you achieve a level of (skill) comfort, your brain no longer has to work as hard, and all that new mental muscle starts to atrophy.

And Then There's Uncomfortable

Which leads us to the (literally) uncomfortable point.

To keep improving your fluid intelligence, once you master a new process, a new routine, a new skill, a new anything, you need to focus on learning something else. The key is to stay uncomfortable and keep challenging yourself.

Then you get to double-dip. You gain new knowledge, new skill, and new experience, and you keep your brain "bulked up" since it's forced to continue forging new neural connections.

That double-dip also makes it easier to keep getting smarter at a biological and neurological level. The more you know, the more you can leverage the power of associative learning, the process of relating something new to something you already know. In simple terms, associated learning is like saying, "I get it: (This) is basically like (that)." The more you learn, the more likely you will be able to associate "old" knowledge with new things.

This means you only have to learn differences or nuances, and will be able to apply additional context -- context that also helps with memory storage and retrieval -- to the new information you learn.

All of this makes learning even easier, which a study published in Intelligence shows results in being able to learn even more quickly and retain a lot more. As the researchers write:

The fastest learners, despite having the fewest number of study opportunities, remembered more and relearned faster.

Keep pushing yourself to learn new things about your business, your customers, your industry, etc. In a broader sense, keep pushing yourself to learn new things about whatever interests you.

Not only will that help you become more successful, but you'll also get to increase your crystallized intelligence and improve your fluid intelligence.

Which will likely make you even more successful.

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

There are plenty of ways to get smarter. You can harness the power of interleaving by learning several things in succession. You can vary the way you study. You can test yourself. Oddly enough, simply getting more sleep can actually make you smarter.

What do you know, and what do you do with what you know? Learning more quickly, and retaining more of what you learn?

Yep: Getting smarter is a business superpower.

Especially if you consider which type of "smart" you focus on.

While intelligence can be described in a number of ways, let's focus on two.

The first, crystallized intelligence, is accumulated knowledge: facts, figures. In short, "educated." Which is a good thing.

Except we all know people who are "book smart" but not necessarily smart smart.

That's where the second form, fluid intelligence, comes into play. Fluid intelligence is the ability to learn and retain new information -- but also to use that knowledge to solve a problem, to learn a new skill, to recall existing memories and modify them with new knowledge ... In short, to have "applied intelligence."

Becoming more educated? That's not easy, but the process is reasonably simple. Improving fluid intelligence can be harder, which is one reason why "brain games" --crossword puzzles, Sudoku, brain training apps, etc. --are fairly popular.

But do they make you smarter?

More to the point, do they improve your fluid intelligence? Probably not.

A 2007 study published in Behavioral and Brain Sciences assessed the impact of brain training games on fluid intelligence. After participants played Tetris for several weeks, cortical thickness and cortical activity increased. Both are signs of an increase in neural connections and learned expertise.

In simple terms, the participants' brains bulked up and got smarter. But after those first few weeks, cortical thickness and activity started to decrease, eventually returning to pre-Tetris mastery pursuit level, even though their skill levels remained high. They didn't lose brain power.

Instead, their brains became so efficient at playing Tetris that those increased neural connections became unnecessary. Nor was it necessary to use more mental energy. As with most things, once they figured it out, it got easy. (Or as a friend says, "Everything is hard the first time.")

Unfortunately, no matter how much work it takes to learn new information or gain new skills, "easy" doesn't translate to improved fluid intelligence. Once knowledge or skill is in your pocket, you certainly benefit from the increase in crystallized intelligence, but your fluid intelligence soon returns to a more baseline level.

While the analogy sounds goofy, it's like performing a physical task using muscle memory, although in this case, you're using "brain memory."

That's the problem with, say, brain-training games. Solving Sudoku puzzles -- and only solving Sudoku puzzles -- won't improve your fluid intelligence in any other areas, no matter how much of a Soduku master you become. It only makes you better at solving Sudoku puzzles.

The same is true for business skills. Learning how to use QuickBooks to keep your books will improve your fluid intelligence until you master it. Learning to use a new CRM application will improve your fluid intelligence until you master it. Once you achieve a level of (skill) comfort, your brain no longer has to work as hard, and all that new mental muscle starts to atrophy.

And Then There's Uncomfortable

Which leads us to the (literally) uncomfortable point.

To keep improving your fluid intelligence, once you master a new process, a new routine, a new skill, a new anything, you need to focus on learning something else. The key is to stay uncomfortable and keep challenging yourself.

Then you get to double-dip. You gain new knowledge, new skill, and new experience, and you keep your brain "bulked up" since it's forced to continue forging new neural connections.

That double-dip also makes it easier to keep getting smarter at a biological and neurological level. The more you know, the more you can leverage the power of associative learning, the process of relating something new to something you already know. In simple terms, associated learning is like saying, "I get it: (This) is basically like (that)." The more you learn, the more likely you will be able to associate "old" knowledge with new things.

This means you only have to learn differences or nuances, and will be able to apply additional context -- context that also helps with memory storage and retrieval -- to the new information you learn.

All of this makes learning even easier, which a study published in Intelligence shows results in being able to learn even more quickly and retain a lot more. As the researchers write:

The fastest learners, despite having the fewest number of study opportunities, remembered more and relearned faster.

Keep pushing yourself to learn new things about your business, your customers, your industry, etc. In a broader sense, keep pushing yourself to learn new things about whatever interests you.

Not only will that help you become more successful, but you'll also get to increase your crystallized intelligence and improve your fluid intelligence.

Which will likely make you even more successful.

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

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Want to Get Smarter? Neuroscience Says 1 Uncomfortable Habit Will Help You Learn Faster and Retain More

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Fortunately, the form of discomfort required isn't really uncomfortable at all, especially since you get to choose the form it takes.

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Inc: Skinner's Law Is 86 Years Old. It's Still the Ultimate Secret to Beating Procrastination

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Inc: Skinner's Law Is 86 Years Old. It's Still the Ultimate Secret to Beating Procrastination

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Skinner’s Law Is 86 Years Old. It’s Still the Ultimate Secret to Beating Procrastination

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Humans put stuff off for all sorts of complex reasons, but classic psychology shows beating procrastination is often simpler than we imagine.

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HBR: How to Talk to an Employee Who Isn't Meeting Expectations

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HBR: How to Talk to an Employee Who Isn't Meeting Expectations

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Approaching a conversation about improving an employee's performance requires preparation, empathy, and a focus on collaboration. Even though hearing the truth about their current performance will be tough and potentially hurtful, it's a teaching moment managers must embrace to help them become more resilient and adept at problem-solving and developing professional relationships. The author offers several strategies for treating difficult performance conversations not as fault-finding missions, but instead as opportunities to work collaboratively to define a shared commitment to growth and development.

As a leadership and team coach, I frequently encounter situations where managers feel ill-equipped to give their team members negative performance feedback. These conversations can be particularly challenging because the stakes are high for both sides. Unfavorable performance reviews and ratings come with tangible consequences for an employee's compensation and career progression. Further, if the negative feedback is a surprise to them, it might prompt them to start looking for a new job.

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How to Talk to an Employee Who Isn't Meeting Expectations

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Approaching a conversation about improving an employee's performance requires preparation, empathy, and a focus on collaboration. Even though hearing the truth about their current performance will be tough and potentially hurtful, it's a teaching moment managers must embrace to help them become more resilient and adept at problem-solving and developing professional relationships.

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NYTimes: 8 Productivity Books Time-Management Experts Actually Use 

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NYTimes: 8 Productivity Books Time-Management Experts Actually Use 

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8 Productivity Books Time-Management Experts Actually Use

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These titles can help you achieve more with less stress.

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WSJ: Do You Have What It Takes to Be a ‘Personality Hire’?

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WSJ: Do You Have What It Takes to Be a ‘Personality Hire’?

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Inc: 3 Habits That Quickly Identify Someone With Good Leadership Skills

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Inc: 3 Habits That Quickly Identify Someone With Good Leadership Skills

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You've probably heard that a great leader is more than just a title or position--it's someone who inspires, motivates, and guides their team towards success. Sure, that sounds familiar.

But what exactly makes a great leader? How will you know you're in the presence of one? While there are various practical examples that define what a great leader is or does, let's explore three key elements that set them apart and how you can develop these qualities yourself.

1. They are extremely curious

Curiosity is a fundamental human trait that drives exploration, innovation, learning, and the desire to understand the world around us. In psychologically safe workplaces, curious people play a crucial role in sparking new ideas. By asking questions and seeking answers, curious people are motivated to challenge existing knowledge and look for better solutions. This exploration often leads to discovering new perspectives, insights, and opportunities.

Albert Einstein explained his genius by famously saying, "I have no special talents. I am only passionately curious." The good news for the majority of us who fall well short of Einstein-esque IQ is that curiosity is a quality most of us can activate within us. It is the secret sauce to lifelong learning and growing.

Several studies published in the Greater Good Science Center reveal that curious people have better relationships and connect better with others. Other people are more easily attracted and feel socially closer to individuals who display curiosity.

2. They focus on the present

While it might seem obvious, many leaders get caught up thinking about the job they want rather than focusing on the job they're doing. The key is to stay present and build a track record of success at every stage. When you do this, people will trust and invest in you.

Good leaders don't waste time worrying if they're on the right career path. Instead, they make the most of whatever path they're on, learning valuable lessons from all their experiences.

Don't just aim to climb the ladder. Be open to opportunities that help you grow and advance.

3. They just show up

Good leaders push themselves, talk to lots of people, do lots of things, and participate and get involved. When they show up like that, something happens. When I started my speaking career, I was invited to a small men's conference for a church group of professionals. I took the invitation in faith to expand my network and get my message out, but was not expecting much to come out of such a small event with no more than 40 attendees.

Six months later, I landed a substantial speaking gig in New York City, which catapulted the rest of my career. The person who invited me was one of the 40 attendees from the small church event six months prior. He happened to be an executive for one of the largest health insurance carriers in the nation. I just showed up.

Whatever your level or experience, get in the game and keep your hopes up. Something good will come of it, but you've got to show up.

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3 Habits That Quickly Identify Someone With Good Leadership Skills

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Hint: If you're a curious individual, you may be on the path to greatness.

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Groups don’t become teams because that is what someone calls them. Nor do teamwork values by themselves ensure team performance. So what is a team? How can managers know when the team option makes sense and what they can do to ensure team success? In this article, drawn from their recent book The Wisdom of Teams, McKinsey partners Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that makes a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose that they can own. The best teams also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. In short, an effective team is always worth more than the sum of its parts. Katzenbach and Smith identify three basic types of teams: teams that recommend things–task forces or project groups; teams that make or do things–manufacturing, operations, or marketing groups; and teams that run things–groups that oversee some significant functional activity. For managers, the key is knowing where in the organization real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance. Considering the extra level that teams can achieve, the authors believe that teams will become the primary work unit in high-performance organizations.

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YouTube: Don't fear failure. But be terrified of regret!

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YouTube: Don't fear failure. But be terrified of regret!

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Story of Miss USA - Deshauna Barber | Motivational Speech

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Ron Gutman reviews a raft of studies about smiling, and reveals some surprising results. Did you know your smile can be a predictor of how long you'll live -- and that a simple smile has a measurable effect on your overall well-being? Prepare to flex a few facial muscles as you learn more about this evolutionarily contagious behavior.