Shutterstock Does it matter if people like us at work? Does it really matter if they respect us? Yes! We perhaps think it shouldn’t but it does. “Referent influence” or “personal power” comes from being liked and respected. This means you’re able to influence people without needing to draw on hierarchical lines and authority. Using authority without personal influence is essentially saying, “You need to do this because I’m telling you to.

Shutterstock A friend of mine recently interviewed for a job that was perfect for her in many ways. The role fit her past experience perfectly, the leadership team was inspiring and smart, the team members seemed great, her commute would have been shorter! There was just one thing holding her back: The company was in an industry she just couldn’t get excited about.

Shutterstock Congruence is the pragmatic correspondence between what people think, feel, say and do. This is the key to effective leadership and sustainable success. By being congruent, leaders define organizational values and help weave the fabric of organizational culture. By the same token, they are able to motivate people and influence results. By being incongruent, however, leaders sabotage everything everyone else is working for.

Courtesy: Paramount Recently, Twitter globally unveiled its new “Instant Unlock Cards” feature for brand content and Hollywood has taken it for a test drive. The cards utilize the platform’s conversational ads and give users the ability to unlock exclusive content. This is good news for Hollywood.

Shutterstock I regularly write on the fear of public speaking – what it is, how to deal with it, and why you should perhaps even welcome it – because it’s one of the universal experiences of people when they have to deliver a speech to a large, unfamiliar crowd or even give a presentation to a team of people they know very well.

By Michael Blanding Shutterstock In business, as in life, there are few black-and-white situations where all of the facts are in, and the answer is immediately apparent. Some issues, however, are a darker shade of gray than others—it’s those murky problems that Joseph L. Badaracco, the John Shad Professor of Business Ethics at Harvard Business School, tackles in his new book, Managing the Gray: 5 Timeless Questions for Resolving Your Toughest Problems at Work.

(Photo courtesy of Shutterstock) Do either of these situations sound familiar? You start an email to your boss with, “I’m sorry to bother you, but…” A colleague plops their papers down on the conference table, knocking your coffee over. “Sorry! Let me get this stuff out of your way,” you say as you begin cleaning up.

Ann Latham I tell my clients they must put an end to informing each other. Why? Because inform is a treadmill verb. And like other treadmill verbs, such as report and review, it has no destination. There is no way to know when you are done. It is an open invitation to talk on and on with no particular outcome in mind. It leaves people listening, assuming they are listening at all, for nothing in particular.

At the start of last week, everything was going great for Samsung’s mobile division. The Galaxy Note 7 was picking up critical acclaim from the media, sales were passing the two million units mark, and long-time rival Apple was vulnerable thanks to the zero-day malware hack and reports of design issues with the iPhone 6 and iPhone 6 Plus.

It’s easy to take the wrong job or make a wrong turn in your career the first time you do it.  Career mistakes don’t feel like mistakes while you’re making them. Everything seems fine until it’s too late — and then reality hits! It’s easy to take a new job without asking the right questions first.