Communication – Page 3 – mardihumphreys.com

An Inside Job

Last week we talked about external storytelling; talking about your organization to clients and prospects. I received an interesting question from the Is It Worth Your T.E.A.M.? community: “Yeah, but what about the stories we tell each other inside the organization?” Great question!

Outside In

The way you share stories inside your company shapes culture. Just like you use stories to communicate trust, loyalty, and momentum to those outside your organization, use them to communicate those things inside it too.

For example, think about the difference between telling your team, “We hit Q3 revenue goals” versus “Because we hit Q3 revenue goals, we’re funding more professional development courses next year.” Same data, very different story.

Remind the team they are humans striving for a common goal. Inside your company, that could mean telling the story of how a developer solved a sticky bug that was holding up a release, not just announcing, “The app update is live.”

How to Frame the Work

Last week we talked about how every good story has a beginning, middle, and end. Here’s how this could look internally:

Beginning (Context): Your product team was preparing for a major feature release hyped in the last all-hands call. Everyone knew why the date was circled on the calendar.
Middle (Challenge): Two weeks before launch, quality assurance testing flagged serious bugs. Developers were already maxed out, designers were juggling other requests, and morale dipped as the deadline slipped further out of reach.
End (Resolution): Instead of finger-pointing, leadership organized a cross-functional sprint. Marketing paused nonessential campaigns, IT freed up resources, and a few late nights later, the bugs were squashed. The launch landed just one week late, with lessons learned about testing earlier and collaborating faster.

This story acknowledges the inevitable bumps. People respect honesty more than spin. The best stories make people feel something: relief, pride, humor. But be careful. Forced emotion backfires. If you exaggerate or fabricate, your audience can sense it. Instead, lean on authentic anecdotes. Maybe your customer support team celebrated hitting a 95% satisfaction rate by baking cookies shaped like happy faces. Or maybe an employee quietly mentored a new hire through their first chaotic sales cycle. Those details connect because they’re real.

Show AND Tell

Stories stick when they’re tangible. Saying, “Our team is collaborative” is one thing. Sharing how three departments rallied to fix a client issue overnight shows it. Saying, “We value growth” is fine. Pointing to the analyst who became a manager because of your training program proves it. Whenever possible, support your points with case studies, testimonials, or direct experiences. Proof beats platitudes every time. Also, ending your story with a call to action like,“Here’s how you can get involved in the new initiative” sets you up to gather more stories to tell.

Here’s your call to action: Pick one story your organization could tell better, and refine it. Can you make it more human? More honest? More audience-focused? Then please share in the comments what you did.

Tell Stories That Stick

When you think about storytelling, you might picture novels, Netflix, or maybe that one friend who makes a Target run sound like Harry Potter and the Deathly Hallows. But if you work in any organization, then you’re already a storyteller whether or not you realize it. If that sounds overwhelming, don’t be scared. Telling your organization’s story doesn’t have to be hard. The key is to tell the right stories, in the right way, to the right people. Here are some ideas.

Know Your Audience (And What They Care About)

A lot of leaders stumble over storytelling because they tell the stories they want to hear, not the stories their audience needs. A prospect doesn’t need the play-by-play of your new cloud migration. They want to know: How will this save me time, cut my costs, or make me look good in front of my boss? Organizational storytelling isn’t a nice add-on. It’s a practical tool. The stories you tell shape your reputation. They build trust, loyalty, and momentum. Tailor them to resonate with your clients needs, not just your own pride in the project.

Put People at the Center

Facts matter. Metrics matter. But people remember people. If you want your message to resonate, wrap those numbers in human experiences. It could be a case study framed not as “We delivered X solution,” but as “A client was burning out trying to manage data manually, and here’s how we helped free up ten hours of their week.” Human stories create empathy. They remind your clients and prospects that your organization isn’t a machine. It’s made up of people making a difference.

Use a Clear Narrative Arc

Every good story has a beginning, middle, and end. This arc works because it mirrors how our brains process information. You aren’t going for drama, you’re going for clarity. In organizational terms: context, challenge, resolution. For example:

Beginning: What’s the situation? (The client was stuck in spreadsheets. The product launch was slipping.)
Middle: What’s the challenge? (Their data was messy. Their team was stretched thin.)
End: How was it resolved? (Automation streamlined reporting. A sprint pulled the launch over the finish line.)

Don’t Skip the Struggle

We love to airbrush our stories, but struggle is what makes them compelling. Saying “Everything went smoothly” is forgettable. Saying “We hit a wall, here’s how we climbed it” is memorable. Highlighting challenges and solutions shows resilience. Clients don’t want a perfect vendor. They want a reliable partner who can handle reality.

Position Your Brand as the Guide

Here’s the crucial shift: In every story, your organization shouldn’t be the hero. Your clients are the heroes. You’re the guide. You’re Yoda, not Luke. You’re the one equipping them with the tools, solutions, and support to succeed. This mindset keeps your stories humble, relatable, and persuasive. It also reinforces your value proposition: You exist to help others achieve their goals. (And become Jedi Masters.)

Wrap It Up with a Next Step

Every story needs a takeaway. Without one, your audience thinks, “Nice story. So what?” An organizational classic is, “Let’s schedule a call to explore how this could work for you.”

How do you tell your organization’s story? Please share in the comments.

Bridge the Gap

Your brand is the shorthand people use to describe you when you’re not in the room. It’s your reputation. If you’re perceived in a way you don’t want to be perceived, that’s a problem. What do you want to be known for at work? How do you make sure you’re actually known for that?

A performance review is a bad time to discover the image you’re transmitting is not the image your manager is receiving. For example: You want to be known as the person who can solve tough problems. But if people keep saying, “Jordan’s great! They answer emails instantly, no matter when you send them,” then your brand risks being ‘always available’ instead of ‘strategic thinker’. Speed is fine, but if the story others tell about you is more around responsiveness than problem-solving, the perception gap just swallowed your brand whole.

The Gap Between Self-Image and Brand

You know how you see yourself, but that doesn’t mean your coworkers or managers see you that way. You might think you’re organized because you keep an immaculate to-do list, but if you miss deadlines, the team will call you scattered. You might think you’re collaborative because you let everyone weigh in during meetings, but your team may quietly wish you’d just make a decision already. This is where the brand gap shows up. It lies in the little misalignments between your intent and others’ experience of you. Do any of these common branding misfires sound familiar?

Meetings: You think you’re being thorough by asking detailed questions. Others think you’re derailing the agenda.
Email habits: You believe instant replies show reliability. Others assume you have too much time on your hands or aren’t focused on bigger priorities.
Decision-making: You frame your approach as careful and thoughtful. Others see it as indecisive.

Your Ego’s Report Card

How do you bridge the perception gap? You ask people what they think. A 360-degree assessment, formal or informal, is one of the best tools you have. You gather feedback not just from your boss, but from peers, direct reports, even cross-functional colleagues. The feedback may sting, but think of it as your ego getting a performance review. Feedback is data and data is what you need to make decisions. It will tell you what to work on. Feedback usually comes with positives too. For example, maybe your manager says your presentations are a little too detailed, but your follow-through is unmatched. You can work with that. Soothing the sting with positive feedback helps you double down on strengths that people already notice.

Manage Your Brand

Clarify: Decide what you want to be known for (e.g., problem-solver, reliable leader, creative thinker, efficiency expert). If you don’t define it, others will define it for you.
Ask: Don’t wait for the annual review. A quick “Hey, when I run meetings, do I come across as clear and confident?” can reveal a lot.
Adjust: People can’t read your intentions. They can only see your actions. Do you want to be seen as decisive? Start summarizing meetings with, “Here’s the call I’m making.”
Repeat: Consistency is key. If you want to be the strategic thinker, don’t undercut yourself by showing up mainly as the fast replier.

How do you bridge the perception gap? Please share in the comments.

Your Career Compass

Promotions, project assignments, and pushback in meetings all come with trade-offs. Without a clear set of core values you’re just guessing which choice is right. With them you have a built-in compass that points you in the right direction even when the map is unclear.

What Are Your Core Values?

They are the deeply held beliefs that shape your decisions and actions. They’re the “why” behind your “what.” At work, they are the difference between wise choices and the ones you regret six months later. If you don’t know what your core values are, here is a list from Brene Brown (thank you!) to help you define them. After looking at the list:

Choose 10–15 values that resonate with you. Take your time but don’t overthink it
Whittle those down to 3–5. This is hard. Focus on what really drives you
Check your behavior against your list. This is where it gets uncomfortable: notice what you do, not just what you say. Values are only real if your actions reflect them. For example, if you say honesty is a core value but you leave inconvenient details out of a client report because it makes your team look better, then you may not be as committed to honesty as you thought. That’s not to shame you. It’s to help you notice when your behavior doesn’t match your stated values. The gap is revealing

Why Core Values Matter at Work

Leaders face this all the time: two options, both high stakes, both with trade-offs. Core values act as a filter. They help you set aside other people’s expectations so you can make decisions that align with who you are. For example, in a team meeting your manager proposes a project timeline you know is unrealistic. If one of your core values is integrity, that value pushes you to speak up even if it’s uncomfortable. If your top value is loyalty, you may frame your concerns differently, focusing on supporting the team while raising the issue.

Use Core Values to Guide Your Career

Short-term example: Your manager asks you to join a new project that would be great for your visibility but would require late nights for the next three weeks. If one of your values is balance, you may decide to pass or negotiate a more sustainable schedule. If your top value is growth, you may accept and plan for recovery time afterward.

Long-term example: You’re considering a job offer from a company with a reputation for high turnover and aggressive targets. If stability is a top value, you may decline. If innovation is a top value, you may decide the fast pace aligns with what you want.

In both cases, your values act like a GPS. You still choose the route, but they keep you pointed toward your destination.

How to Apply Your Core Values Right Now

Write them down and keep them visible: Put them on a sticky note on your laptop. Take a photo of them and use it as the wallpaper on your phone
Define 2–3 behaviors for each value: This makes them measurable and realistic
Run decisions through your values filter: When faced with a choice, ask: “Which option best aligns with my values?”
Use them in conversations: If you decline an opportunity, frame it around your values. For example: “I want to make sure I can deliver quality work, so I’m concerned about the current timeline.”
Revisit them quarterly: Your values may stay the same, but your behaviors may need updated as your career progresses

How do you use your core values to make wise career choices? Please share in the comments.

Are You Ready for It?

It’s promotion season! The time of year when titles shift, responsibilities grow, and opportunities open up. Whether your company follows a formal review process or leaves advancement up to individual managers, one thing is clear. You aren’t handed a promotion. You have to be ready and strategic.

Close Gaps

Before you ask for a promotion look up the job description for the role you want even if it’s not currently posted. What skills, certifications, or leadership abilities does it mention that your current role doesn’t require? Skill gaps aren’t deal breakers. But if they’re visible and unaddressed, they’re easy reasons to pass you over. Your good work does not speak for itself. Promotions go to people who proactively show they’re already doing some of what the next-level job demands. For example, if the job requires strategic planning, and you’re currently in a tactical role, think back to when you helped your team decide on quarterly goals or you made a case for prioritizing a project. Document that and be specific.

Highlight Impact

Instead of listing your tasks clearly state the outcomes your work produced. “Created reports,” is fine, but what happened as a result? You can say, “Increased reporting efficiency by 30% by restructuring our monthly deliverables.” When pitching yourself for a promotion, share examples of projects that had measurable impact. Then tie them directly to the role you want. For example, “Last quarter, I led a small team to implement a new client feedback loop. The experience taught me how to adapt communication styles across departments. That skill is required in the new role on a daily basis.”

Be Clear

Vague descriptions make it harder for others to see you in a bigger role. Swap out generic phrases with specific, transferable skills. Instead of “Ran meetings” say, “Facilitated weekly team syncs, keeping cross-functional partners aligned and on track.” Your goal is to make it easy for your manager to visualize you in the new position. Not just because you’re ready, but because you’ve already started acting like you’re in it.

Build Relationships

If no one in leadership knows your work, they can’t advocate for you when decisions are made. Be visible in the right ways: Speak up in meetings with thoughtful questions or insights. Offer to present team wins or project outcomes. Ask for feedback. Not just from your manager, but also from peers or other leaders you’ve worked with. If your manager knows the promotion is a stretch role, don’t shy away from acknowledging it. Say something like: “I may not be the most obvious candidate on paper, but I’ve been working intentionally to grow in these areas, and I believe I can bring real value to the team.”

Ask Professionally

Once you’ve done your prep, set up a meeting with your manager. This is not a casual hallway conversation. Frame it as a career development check-in. Come prepared with: A list of accomplishments tied to the new role. Evidence you’ve closed (or are closing) any skill gaps. A clear statement of your interest in the position. You are not bragging. You are owning your progress and signaling your readiness. You can say, “I’ve taken on more responsibility over the past year, and I’ve had the chance to lead several initiatives that improved team efficiency. I’ve reviewed the expectations for the position, and I believe I’m ready. I’d like to talk about what it would take to be considered.”

How do you clearly demonstrate the value you bring? Please share in the comments.

Pitching Change

You know you need presentation skills for giving a speech. But if you work with other people, you’re presenting all the time. In a Slack message. On a Zoom call. In a 15-minute check-in. Anytime you share an idea, pitch a change, or walk someone through your work, you’re presenting. And how well you do that matters. A lot.

The ability to present your ideas clearly and confidently is a soft skill that affects how you’re perceived, how well you get your work done, and how much influence you have. Here’s why.

Saves Time

We’ve all been in meetings where someone explains an idea for five minutes and afterward you’re still not sure what they meant. You’re confused about what you’re supposed to do with this information and frustrated that’s five minutes of your life you’ll never get back. Clear communication puts the focus on what matters. For example: You’re working on a new internal process that will speed up client onboarding. Instead of walking your team through every detail, you say: “Here’s what’s changing, why it matters, and how it will save us five hours a week.” Then limit your explanation to just those items. Now they’re with you.

Builds Trust

Presenting ideas well isn’t about being the loudest voice in the room. It’s about demonstrating you did the work. When you share ideas confidently, even in a one-on-one conversation, people take you seriously. The more you know your material and your audience, the less likely you’ll ramble, hedge, or over-explain. For example: You’re proposing a change to your team’s project timeline. You open with: “Here’s what I want to walk you through: the new timeline, what we gain from it, and how it keeps us on track without burnout.” You’re not just suggesting, you’re leading.

Drives Growth

People who communicate well advance their careers faster because they can show the value of what they know. According to a LinkedIn Workplace Learning Report, 92% of talent professionals say soft skills matter as much or more than hard skills. And communication tops the list. For example: You’re up for a stretch role that involves more cross-functional work. If you clearly present your past wins, share your approach, and respond to questions without spiraling, you’re more likely to land the opportunity.

Promotes Buy-In

You don’t need to be in sales to need persuasion skills. Every time you pitch a new idea, even internally, you’re trying to persuade someone. When you present well, you make it easy for people to say yes. That often means starting with the benefit to them, not you. For example, the next time you share one of your ideas, say this:“There are three things about this idea that I’m really excited about because they will help us hit our goals faster, save resources, and make things easier for the team.” Then dive into your proposal. Create interest and buy-in from the start.

Improves Results

When you’re boring or confusing, people check out. When you’re clear and direct, they lean in. For example: In a weekly team sync, you summarize a project’s status by saying: “We’re 75% done, we’ve cleared the two biggest obstacles, and we’re on pace to finish two days early.” That gets attention. You do more than inform, you engage.

Fosters Collaboration

When you present your thoughts clearly, you’re not just sharing your ideas, you’re creating space for others to build on them. For example: You’re brainstorming a solution for a client issue. You say: “Here’s my starting point. It fixes the core issue, works within budget, and gets us to resolution by Friday. Where do you see gaps or better options?” Now your team can focus on refining the solution instead of trying to figure out what you meant.

How do you effectively present your ideas? Please share in the comments.

Getting in Shape

This week I’m sharing a few questions I’m frequently asked about soft skills. If you feel like you’re managing a team that does what you say but nothing more, you’re not alone. Leading by compliance can get you results. But if you want people to bring their energy, skills, and ideas to the table then you have to inspire them. But how?

Can Soft Skills Be Developed?

Yes, and it takes intention. Think of soft skills like a muscle you have to train. You get better through practice, feedback, and observation. For example, you can learn to listen without interrupting, you can get better at showing empathy, and you can grow more comfortable owning your mistakes.

How Do You Measure Soft Skills?

They’re harder to measure than technical skills, but not impossible. You might track them by asking for 360-degree feedback from colleagues or by reflecting on how people respond to you. Do teammates come to you for advice? Are they honest with you? Do they seem motivated? These signals can tell you if your soft skills are working.

Why Are Soft Skills So Hard To Improve?

Three things: You often don’t get immediate feedback, your habits may be deeply ingrained, and improvement can feel uncomfortable. For example, showing vulnerability takes courage. If you push through that discomfort, you’ll see a huge shift in how your team responds to you. Here are four examples of soft skills and how to start exercising them right away.

Building Kindness

Kindness at work isn’t about being nice for its own sake. It’s about helping people feel seen and supported. Let’s say a teammate misses a deadline. Your gut reaction may be frustration. Instead of acting out of that emotion, schedule a quick one-on-one and calmly ask what got in the way. Maybe they’re swamped or dealing with personal issues. By showing you care, you open the door for a real conversation about workload, priorities, or support. And you send a clear signal that they matter beyond their output.

Building Trust

Trust is about giving others space to do their best work and believing they will. Let’s say you’re leading a project and have a big presentation coming up. A colleague offers to take on a tricky section. Even if you’re tempted to micromanage, you let them own it and you tell them you trust their expertise. That sense of ownership can motivate them to give their best effort, and it frees you up to focus on the bigger picture.

Building Vulnerability

Vulnerability at work is about honesty, especially when it feels risky. Let’s say during a team meeting you share you’re worried about hitting a deadline because of conflicting priorities. Instead of acting like you’ve got it all handled, you invite others to help problem-solve. You’ll be surprised how quickly teammates rally around you when you model openness.

Building Accountability

Accountability means holding yourself, and others, to commitments, while being fair. Let’s say you promise to deliver a report by Friday. Thursday rolls around, and you realize you won’t make it. You send a quick message explaining why and propose a new deadline. That small move shows your team that you don’t sweep things under the rug, and that you respect their time and trust.

What other soft skills would you have included? Please share in the comments.

What Matters?

It’s time to rethink your expectations around job benefits. Health insurance, 401(k)s, and Paid Time Off (PTO) used to be standard. Now, they’re negotiable. Rising costs, shifting priorities, and new work models are changing what companies can offer. What employee benefits can you ask for? Can you design a plan both you and your employer are happy with?

Why Employers Offer Fewer Benefits

Healthcare: Premiums continue to rise and companies are struggling to keep up. Offering comprehensive plans can cost thousands of dollars per employee, per year. Government rules around healthcare, insurance, and employment affect what companies are required to offer.

Profit: Small and midsize businesses may want to provide great benefits but they can’t afford to. Profit margins are tight. Even big companies are watching the bottom line. Short-term and freelance contractors and at-will hiring mean different obligations for employers.

Flexibility: Some employers are moving away from standard plans to offer personalized options: more cash, stipends, or the ability to customize your benefits. A one-size-fits-all approach doesn’t work. Companies are starting to tailor benefits to age, life stage, or role.

How to Rethink Your Expectations

You don’t have to settle for less. But you do need to adjust your expectations based on where you are in life and what matters to you right now.

Evaluate: Ask yourself: Do my benefits expectations match my role, experience, and life stage? For example, moving into leadership might mean shifting from PTO priorities to executive coaching or equity. A new parent might prioritize healthcare over travel perks.

Refocus: Your needs change. What mattered to you when you were 25 years old probably doesn’t matter at 50. Don’t cling to outdated goals. Shift your focus based on what’s useful to you today.

Traditional Benefits Missing? Ask for These

Education or Upskilling: Ask if they’ll fund certifications, courses, or conference attendance. It helps you grow, and you will use what you learn to help them.

PTO for Mental Health Days: Even if PTO is limited, see if you can take a few days each year to unplug without using vacation time.

Flexible Work Arrangements: If they want you on-site five days a week but don’t offer benefits, ask for a hybrid schedule. Saving time and money on commuting has real value.

Technology or Home Office Stipend: Working remotely? Ask for support with home internet, desk setups, or hardware.

Know What to Ask

Use the conversation to shape the benefits that matter to you. Negotiate for what you need. Be proactive, specific, realistic, and adaptable. Your goal is to satisfy both you and your employer. You won’t know what’s possible unless you ask. Here are some questions you can use:

“Is the benefits package flexible?”
“What kind of mental health support is included?”
“Do you offer nontraditional perks like student loan help?”
“What benefits are included beyond salary?”
“What professional development resources are available?”
“Can we add a few mental health days or a stipend for leadership training?”
“Can you increase base pay or offer a monthly health stipend to offset insurance costs?”
“Are flexible hours or hybrid options negotiable?”
“Can we revisit the package in six months based on performance?”

What work benefits are most important to you? Please share in the comments.

Quiet Influencer

When you’re looking for a new job, you probably focus on your resume, networking, and interview prep. But there’s another variable quietly influencing your search: your credit history.

Most potential employers can’t see your credit score. This is a numerical rating between 300 and 850 summarizing your credit history. It shows how well you manage debt.

But potential employers can access your credit report as part of a background check. This is a detailed record of your credit history compiled by credit bureaus like Equifax, Experian, and TransUnion.

Credit information can signal to an employer how responsible you are with money. Late payments, maxed-out credit cards, or unpaid debts may make them think twice about hiring you.

What Employers See

Payment history: Whether you pay your bills on time
Credit card balances: How much debt you’re carrying
Outstanding loans: Student loans, personal loans, car loans, etc.
Public records: Bankruptcies, foreclosures, and accounts in collections

Why Employers Check Credit

If a job involves handling money, managing budgets, or accessing sensitive data, a credit check is a tool employers use to assess whether you can be trusted with financial or confidential responsibilities. A history of missed payments or financial trouble may be interpreted, fairly or not, as a sign you make poor decisions under pressure.

If you’re going for a position at a financial services company, then expect to get your credit report pulled. But any employer can include a credit check as part of a background screening.

How It Can Affect Your Job Search

Let’s say you’re applying for a role at a mid-size tech company as an operations lead. You’ve got a great resume and solid experience. But the role also involves managing budgets and vendor payments. If the company runs a credit check and sees you have a recent bankruptcy, it could lead to doubts about your financial reliability. This doesn’t automatically mean you’ll be rejected. But if the hiring manager is weighing two qualified candidates, your credit history could become a deciding factor.

You Have Rights

If a company plans to check your credit as part of a background screening, they must ask for your written permission first. If they decide not to hire you because of what they find in your credit report, they must notify you. You also have the right to know which report they used (Equifax, Experian, or TransUnion), review it for errors, and dispute any inaccuracies so this won’t happen the next time you apply for a job.

What You Can Do Now

It’s not time to panic, but you do need to be aware of what’s on your credit report. Here are three things you can do today:

Check: Go to Annual Credit Report.com. You’re entitled to a free report from each of the three major credit bureaus (Equifax, Experian, and TransUnion) once a year. Check for errors, outdated info, or accounts you don’t recognize.

Improve: If you spot missed payments or high balances, prioritize making payments on time and pay down debt. Even small progress shows financial responsibility and may help your case if you’re asked about it during the hiring process.

Rehearse: If you know your credit history could raise red flags, prepare a brief, honest explanation. For example: “A few years ago, I had a medical emergency that affected my finances, but since then I’ve been steadily rebuilding and haven’t missed a payment in over 18 months.” This keeps the focus on how you took responsibility and what steps you’re still taking to improve.

How do you feel about the impact of your credit history on your career? Please share in the comments.

The Discomfort Zone

Every day you show up, log in, and face a mix of meetings, messages, and missions. One part of your brain is ready to tackle the day. Another part is whispering you’re not cut out for this, you’re falling behind, or someone is going to realize you don’t actually know what you’re doing. The hardest work isn’t always on your to-do list. Sometimes, it’s in your head.

Take Action

You’ve probably heard of Impostor Syndrome. It’s the feeling you’re one mistake away from being found out. SPOILER ALERT: Everyone is an impostor. No one knows everything. Successful people keep moving in spite of their fear. Let’s say you’ve been asked to lead a project that feels a little too big. You tell yourself someone else would be more qualified. You consider turning it down or waiting for a time when you feel more ready. That feeling you interpret as a red flag is actually a sign you’re growing. Don’t wait for it to disappear. Step forward and get past it. The next time you feel like an impostor, say this to yourself, “I feel uncertain, but that doesn’t mean I’m not capable.” Then take one small action: Send the kickoff email. Ask a question. Book the meeting. Build momentum before doubt has time to settle in.

Awkward Practice

Instead of comparing yourself to your coworker who seems to always have it all together, ask yourself, “Am I better today than I was yesterday?” Growth usually isn’t a big leap. It’s a series of small shifts. Let’s say you struggle with leading meetings. You freeze under pressure or feel awkward when the discussion goes off-track. Instead of waiting to magically become more confident, rehearse a few common scenarios. Script a few go-to phrases you can fall back on like: “Let’s pause for a second. What’s the main decision we need to make here?” Or “That’s a good point. How do you see that impacting the timeline?” Practice these out loud. When the moment comes, your brain won’t scramble for words because it will already have them. Also, when something feels uncomfortable or new, ask a curious question instead of retreating. For example: Instead of saying, “I don’t know how to do this,” try, “What’s the first thing I’d need to understand to make progress?” Curiosity shifts you from panic to problem-solving.

Be Brave

Scroll through LinkedIn and you’ll see perfect projects, prominent prizes, and polished personal brands. But you’re not seeing the stress, the edits, or the three failed drafts behind those posts. If you’re holding back at work because you’re worried about not having all the answers, that’s normal. But if you let that fear guide your decisions, you’ll stay stuck. To be productive you have to be brave enough to make mistakes out in the open. Let’s say you’re in a team meeting and someone suggests a direction you’re not sure will work. You have an idea, but it’s not fully formed. You can either stay quiet or speak up, knowing you may be wrong. Say something like: “That is very interesting. We should definitely consider that. And it makes me wonder (Insert the thing you’re wondering here.) Would that work?” You’re not pretending to be the expert. You’re starting a new conversation. That’s valuable. Also, give yourself permission to say, “I don’t know, but I’ll find out.” You build trust by owning your gaps instead of pretending you don’t have any.

How do you move through your discomfort zone at work? Please share in the comments.