In this profcast we tackle the following burning question:

studying unique and memorable”

My burning question would be how do you discipline yourself to staying in the right direction versus getting distracted on other things that comes along? Sometimes I feel that there is so much going on, I easily get side tracked or just cant seem to focus.

I am a very organized, disciplined and analytical person. I perform many habits to be a productive person, though I do consider myself to be a productive person I struggle with procrastination. This week I learned an interesting term, creative procrastination. Though the term is new to me I can’t help but feeling like I use creative procrastination always. But where is the line between creative procrastination and just plain old procrastination?

Why do we think that we are our worst enemy but when most people work from home/have a business they tend to be more productive?

and I’m still not sure I see a real difference between stress and burnout. At what point is stress considered burnout? Is it possible to come back from burnout at work, or is a job/career change really the best way?

My question would be we always try to do critical thinking but sometime cannot dive deeper then then surface, what are some tips and tricks where we can help understand how critical thinking really works, and I got this question from listening to one of our linked-in videos from this module.

So I’ve been learning about critical thinking since I first started college. I still don’t quite understand how it works. Thinking outside of the box?

how to be a leader for yourself and someone of it was how we don’t need a leader. So, my question is why is this classes need if we could go by with or without formal leadership in the future?

What is the # one characteristic of an exceptional leader?

In this Profcast we tackle the following burning questions:

“Faking your emotions at work”, we essentially wear a mask because I have talked to others about this and most will say that they are different when at work or school, and it is. But why do we this?

One of my struggles continues to deal with EQ and managing it. In my last burning question I wondered how or where to start. But where are the limits or what are the cues to turn on my self-awareness and guide a conversation in a direction that would be most effective for both me and those I engage in?

With all the information I have gathered from the LinkedIn lessons, I still struggle with keeping my emotions in tacked. Knowing when to be empathetic and when to be stern, I struggle with this on the inside. My burning question is, what is the first thing I need to do better, to gain control of these emotions. My next question would be how to gain control/respect of employees that do not take you seriously.

My burning question this week is where the line should be drawn between being authentic and being arrogant?

Here are the burning questions we tackle in this episode:

I think that I could be very biased sometimes when it comes to co-workers that I feel like since I see them everyday, I have a certain standards for them. For instance, I know that I work really hard in my jobs and If i don't see my co-worker/teams putting the same effort, I don't want to work or associate with them but I never confront them about how I feel. How can I go about expressing opinions and expectations of co-workers without sounding entitled?

Adam Grants Authenticity is a double-edged sword is one that really resonates with me because I have been on this quest to find balance when it comes to sharing and not coming off as demanding or to revealing. Do you know of any books or techniques that can help people who are well spoken regulate themselves to avoid offending others?

My question this week is how can I stay aware of the way I approach the associates I lead, with tasks, or requests. I don't want them to see me as someone who simply orders them around. I don't see myself as doing that right now but I don't know how they truly feel. I want to make sure I never get to that point if I'm not already.

What would be the best way for me to make memorable introductions when meeting new people?

My burning question is have you, Professor B, tried giving people you work with an information sheet on yourself? If so how did it work out?

In this episode we tackle the following burning questions:

“How can I keep motivated during the coronavirus pandemic, during this dreadful year, and while living in a semi-toxic environment?”

How can a person keep on developing a mindset that is so focused without derailed to the surroundings?

What can I do to reignite my passion for my work?

What are some ways to group lead and how could that make life/leadership more fulfilling?

Here are the questions we tackle in this episode: 

what events need to occur in order for a manager of an establishment to have a perfect influence on his or her co-workers?

If everyone was able to react without emotions first, would there be better outcomes?

How should a leader deal with a conflict between 2 employees?

In what ways can we encourage staff to be raw. To break out of old office habits and be real about who they are and how they feel about work etc. How do you really break them into feeling like part of the work family?

How important is it that you agree with your company's culture?

Managing is a hard thing to do and everyone does it differently. Is there a streamlined way to teach managing? Or is it mostly taught through experience and what works for people?

How do some companies break out of bad organization habits?

How do you handle a situation when you are the chosen person to manufacture the conflict by coming up with opposing arguments and the team can’t come up with any effective rebuttals, making the cons outweigh the pros, and no one wants to abandon the idea even though you know too many holes have been poked in the story? Do you give full committal to the idea anyway even though you know it isn’t strong? Or do you create more conflict (possibly the bad kind) by now aggressively disagreeing with the choice that the team still wants to stick with?

Here are the burning questions we tackle in this episode of the Profcast:

What happens after Deep Emotion if you believe the person is wrong or vulnerable? We do still fake emotion to make them feel better? Or do we be blunt and tell them the truth?

How do you know when you take your fake emotions to far? Along with how do you know when it is being to much?

What is the best thing that a company can do to encourage its employees to not fake emotions at work?

When faking your emotions at work we are taught that the customer is always right. What should we do when our customer is in the wrong? Do we have the right to go against them or do we fake our emotions?

How far should you take your fake emotions?

When did customer service lose its humanity and how do we find some happy medium to people over profit?

How long should it be until you stop using fake it until you make emotions and learn to understand?

This is Prof B's Profcast answering the Burning question from MGMT 300, Cohort B's, first gems, light bulbs, and burning questions activity. The episode focuses on communication, strengths, teams, and leadership!

In this Profcast, ProfB addresses the burning questions from Cohort 11's first gems, light bulbs, and burning questions discussion board.