Born of the modern world, this way of thinking tells you that if something can’t be done in five minutes or less, then it’s not worth doing. Unfortunately, most of work’s important tasks (as well as life’s) take up more than just a few minutes of our time.

Divide daunting chores into several mini-tasks, each of which should take about five minutes to complete.

Even those with a microwave mentality should be able to achieve bigger objectives in no time.

The human mind is an outstanding problem solver but a less impressive storage device. We can hold, according to some estimates, about 1 gigabyte of memory, maybe as much as 10. But our minds are not computers. They don’t rely entirely on memory and objectiveness, as a machine must, but on pattern recognition and insight.

Most of our knowledge resides outside of our heads -in our bodies, in the environment, and most crucially, in other people. In other words, the world is part of our memory.

We don’t necessarily have all the knowledge, but we know where the information is, and we know how to access it or retrieve it.

We have a social brain, we are not built to rely on a single mind. We have succeeded as species because of how well communities of brains work together and of how we share intentionality. We are collectively capable of brilliance.

If we can’t make use of other’s people knowledge, we can’t succeed. We can barely function.

Snap judgments are a biological necessity handed down from our ancestors. Often a glance was the only thing they had to go on when sizing up their surroundings and calculating risk. But in our modern world, it’s a little odd to be lugging around baggage full of biases that shape and warp our perception.

We shouldn’t question every experience, but sociologist Janis Prince, PhD suggests that we try to be occasionally conscious of the flawed or problematic ideas our unconscious might be hinting at.

The next time you find yourself rushing to judgement, about a customer or a colleague, try asking yourself these questions:

In a challenging intercultural situation follow these steps:

A threat is a declaration of an intention to cause physical harm. The threat could be personal (e.g. a punch) or addressed to the organization (e.g. a bomb). Wanting to talk to your superior, writing a complaint or calling the local news is not a threat. It is a right the client has.

People who make threats often do carry them out. Every organization/department should have a security policy in place which outlines how to behave and report a threat, to ensure the safety of employees.

Often participants show up at trainings with their smartphones or laptops … to quickly check e-mails or plan for the next meeting. Although it might look honorable and diligent - it is highly ineffective.

Multitasking engages large parts of the brain’s working memory. Without freeing that up, we cannot successfully learn new information. In short, multitasking and learning cannot occur effectively at the same time.

If you thought you were effective by multitasking at your training, you are actually wasting your time. You should have stayed at the office instead.

Next time you go to a training, remove the temptation of using your distractive tools by leaving them at the office (or in your bag) so you can fully concentrate on the learning session.

Geert Hofstede, a social psychologist, defines culture as follows: “We are pack animals. We use language and empathy and work together and engage in competition as a group. The unwritten rules that govern these aspects differ from one group of humans to another. 'Culture' is how we describe this set of unwritten rules that defines how to be a good group member.”

Communicating with different cultures can be difficult. When we deal with people from unfamiliar cultures, it is easy to misinterpret meanings and intentions. This can lead to confusion, unhappiness and frustration. For communication to be successful, we need to understand the meaning and the intent of what the other person has said. The better one understands the influence of culture and its unwritten sets of rules, the more effective communication will be.

"That customer is always so ________ (picky, difficult, pushy, angry, etc.)" or "That colleague is always so ____________ stubborn, brash, arrogant, etc.)."

That label ricochets and keeps on bouncing back, until you are convinced that it is the true definition of that person.

But what if you could tweak those critical classifications and, in the process, the way you perceive those people?

Our brains can change in response to our thoughts through a process called neuroplasticity.

By refreshing your perceptions in how you interpret day-to-day life, you can make your brain a more inviting, benevolent place.

Change your vocabulary. Replace "Picky" by "Discerning", "Difficult" by "Demanding", "Stubborn" by "Steadfast", "Pushy" by "Passionate" or "Brash" by "Confident", etc. All it takes is a change of perspective, and people suddenly look different to you.

For some people, the mere mention of the word "negotiation" brings up images of fierce combat and a merciless struggle.

According to research conducted by Jard Curhan of the Massachusetts Institute of Technology, subjects (from either professional backgrounds or professional negotiators) did not prioritize objective or monetary results.

From their point of view, other more subjective factors were at least as important: for example, maintaining a good relationship with their trading partner; ensuring that the results are not blatantly against their moral values; making sure to avoid humiliation and ensuring that they were heard by the other party.

A culture of care and service is created by instigating people to inspire each other and encouraging leadership within.

Where people believe in what they do, and do what it takes. Where people take a stance with boldness and grit.

A culture of care and service is a mindset that is hard to create but that lasts. It's tarnished by shortcuts and by inattention, and nurtured by constant training, investment and care.

When we are tired, we are less equipped to handle life. Getting too little sleep can affect our emotional control and regulation capacities, as well as our ability to think a few steps ahead.

According to William Killgore, PhD, professor of psychiatry and psychology, and medical imaging at the University of Arizona, just one off-night can compromise your ability to "tap the brakes on the emotional centers of your brain".

That leaves you prone to overreacting in situations (bad or good). You’re more inclined to feel frustrated, hurt and oversensitive, or you may feel anxious and out of it.

When you are tired, every interaction may seem a little worse and this can chip away at your happiness.

So, before you quit your job, or worst, stay at a job you think you hate, try to significantly improve your sleep, and see if you wake up a newer, saner, brighter person.

There is an African proverb that says: “Alone, I go faster; together, we go further”. A team goes further and is more successful than a single individual when the task at hand is complex, the procedure is unclear or when more than one skill is required.

Working as a team is an asset when what is required is:

• - Creativity
• - Cooperation
• - Innovation
• - Results
• - Effectiveness

However, a team is not built by simply grouping people together. The members of a successful team volunteer their skills. There is a synergy created through the relationship that is established between team members, both at the organizational and the relational level, that allows everyone to go beyond their individual limitations.

It's just like a synchronized swimming team where members swim together! It might take longer to master, but it’s definitely more impressive.

The Fish Bowl Theory states that tropical fish can grow as large as their aquarium will permit; the bigger the aquarium, the larger the fish are able to grow. The fish bowl theory is also applicable to humans.

Picturing your next aquarium creates the same effect as having a vision or an image for your life that dictates your ability to grow.

Moving to a bigger aquarium implies knowing how to move forward towards the next step, even before you’re truly ready.

This theory can be put into practice by having a clear and definite vision in mind and by taking a calculated, premeditated risk, because if the aquarium you decide to build is disproportionate, you will most likely drown.

When the speakerphone is on in the conference room, do you talk differently? Most people do.

They seem to breathe differently, hold their chest differently, pronounce their words differently … and they shout as if their voice had to reach the distance between them and the receiver.

But when our body is rigid, our words are spoken slower and we raise our voice, we sound different, we sound more aggressive and less credible. That may have a significant impact on how we are perceived on the other end.

Most modern speakerphones don’t need all that extra effort (they have adjustable speakers and microphones), you should speak authentically and normally… Your words will be credible, people will listen and you’ll be communicating more effectively.

If you frequently run last-minute sales, specials or promotions, don't be surprised if your customers stop buying things in advance. You're training them to wait.

If you announce things several times, getting louder each time, don't be surprised if your customers ignore the first few announcements. You've trained them to expect reminders.

If you don't offer your customers quality service until they complain, don't be surprised if your customers are difficult. You’re training them to kick and yell in order to get good service.

The way you engage with your customers trains them on what to expect from interactions with you.

Every time you say ”I don’t have time”, what you are really saying is ”It’s not important enough to be at the top of my list.” We all have the same amount of available time – 24 hours a day, 168 hours a week. However, certain people succeed in reaching their objectives and others are always running behind. Effectiveness is determining what is a priority to us and making choices.

Today’s workforce requires cooperation from five generations. One of the biggest workplace challenges is getting these generations to see past their biases and learn to work together toward common goals since they tend to differ on everything from work hours, etiquette, working remotely and inter-office dynamic.

The following tips are useful for working effectively with ANY generation.

As soon as someone sets two objectives at the same time, each one is analyzed and managed in one hemisphere of the brain. However, by definition, there are only two hemispheres in our brains. Beyond two goals, the human brain reaches saturation and does not seem to process information. Avoid accomplishing too much at once.

The broken record technique is an efficient tactic for self-affirmation. It’s most likely one of the best techniques to start asserting yourself. Its principle is very simple. The technique consists in repeating the same thing as many times as necessary. We must present ourselves nicer and kinder with each repetition – just like a broken vinyl record that repeats the same lyrics again and again – until the other person gives up. It’s not because you ask something ONCE that you will get it. And it’s not because you refuse something ONCE that the other person will drop it. The broken record technique can be used for a request and for a refusal.

Finally, the person will realize that you really mean what you’re saying.Be careful with this technique. If you use it to avoid being taken advantage of, it’s a good thing. If you use it to intimidate, it’s manipulative and dishonest.

Throughout your customer service career, it is probable that you will be confronted with situations you would have preferred to have avoided. “Big” problems, such as an angry, threatening, aggressive customer are great challenges, but are also rare. However, our days are often seeded with “small” problems or delicate situations that are difficult to manage, based on their trivial-looking nature and the absence of processes and guidelines. When it comes to either saying “no” to a client, share bad news, or give an apology, most people are not comfortable with confronting these delicate situations.

However, these situations are inevitable – one must tackle them. If they’re ignored, they risk becoming difficult situations that are even harder to manage and If ignored, they may become difficult situations to manage and your professionalism and your credibility could be questioned.

“Watch your thoughts, for they become words.

Watch your words, for they become actions.

Watch your actions, for they become habits.

Watch your habits, for they become character.

Watch your character, for it becomes your destiny”

(author unknown).

To be a good communicator is an indispensable skill to any individual who wishes to reach their objectives in a professional context. To generate cooperation, collaboration, knowledge sharing and innovation, it is no longer enough to express ourselves well – we also must communicate well. Communicating well requires to know oneself as a communicator and to understand the dynamic of an interpersonal relationship.  

If we wish to generate productive professional relationships, it is important to understand each of our interlocutors and to know how to compose with their personal communication style.

When a customer thanks you for your services, avoid responding with “no problem” or “no worries”. Although your intention is good, some customers may get offended. They may wonder why there would be a problem if the task is simply part of your job? Are you implying the customers need could potentially be a hassle or an inconvenience?

Here are a few alternatives for a successful exchange of appreciation:

• • “You’re very welcome.”
• • “It’s my pleasure.”
• • “I’m happy to help.”

Words matter. Choose them carefully, especially when acknowledging a “thank you.”

Meetings are an essential part of management. However, if they’re not managed properly, they can be a colossal waste of time.

We call it “meetingitis” – its (mock) definition is the excessive propensity to organize useless meetings. The word “meetingitis” is now accepted and even valid for Scrabble. It’s not just you – it is a real problem we have to do something about.

This is easier said than done, of course. Let’s say that you’re convinced that your suggestion would resolve the problem your team is facing. You probably think that your way of thinking is best and that you don’t need to change it. But listen to the arguments of the other people on your team in order to understand what they’re saying. You could discover that they also have excellent ideas and, if it’s not the case, you will be comforted in your opinion.

Get informed on the way others do things. This can give you better comprehension of a situation. Make a list of what’s expressed and see if it changes your opinion.

This doesn’t mean that you should change your mind, but it will help you to have a more open vision.

If you're seeking to create positive change in your work, it's almost certain you'll be creating discomfort as well.

Usually, when we want to suggest/impose/ apply something new, we say, "this is a great idea, this is going to make our work better, this is a better way of doing things."

What's a lot more difficult (but useful) is to say all of that plus, "and this is going to make (some) people uncomfortable."… and then have that conversation.

Communication differences between generations, genders, ethnicity, and cultures have always been a challenge. The problem with communication is that we interpret messages based on our personal baggage, beliefs, assumptions, attitudes, and values. Our perspectives are shaped and formed by these characteristics and as a result, our interpretation can differ.

Our assumptions about what is happening are based on personal experiences or familiar cultural patterns that influence our actions.

For example, if we believe that someone who doesn't look at us in the eyes is unfriendly or untruthful, our response to the individual will reflect that belief.

In western cultures eye contact is a basic essential to a social interaction which shows a person’s interest and engagement with your conversation.  It is often seen as a sign of confidence and sincerity. 

But for many cultures around the world eye contact is not considered an essential to social interaction.  At the contrary it is often considered inappropriate since deemed aggressive, confrontational or disrespectful. 

In a society where the meanings of various behaviors and practices are as diverse as the people demonstrating them, incorrect assumptions easily lead to miscommunication.

Dale Carnegie said that “a person's name is to that person the sweetest and most important sound in any language.”

A study published in Brain Research magazine, shows that certain parts of our brain light up when we hear our own name. It prompts specific and unique responses in our minds.

When you need to recapture the attention of your customer, or get back into the conversation, the best way is by using the customer’s name. We are conditioned from birth to respond to our own name. You’ll get your customer’s full attention and he will tend to listen more closely.

But be careful not to use it too often. If overused, it can come across as insincere and condescending,