How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life pdfdrive com

Part V
—as Cristine did
—with these approaches:
Start where they are.
Find out what the person is most concerned or excited
about in their own work. Show them how your work relates to those things.
Put a human face on it.
Talk about a specific instance where your work had
positive impact on real people (customers or co-workers). Don’t just talk
about numbers or abstract ideas.
Keep it simple.
It’s easier for people to recall a few big achievements rather
than a long laundry list of all the work you’ve done. (You can always provide
a backup list.)
Give context.
Explain 
why
you’ve done the things you’ve done, signaling
your good judgment. A little backstory helps fix the achievement in their
mind.

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Harness social proof.
Highlight warm feedback or support you’ve gotten
from other people like them, or people whom they respect.
Involve them.
Ask for their advice on next steps, then tell them how you’ll
act on what they’ve said to you.
Give as well as get.
If you’re looking for appreciation, make sure you’re
giving it out, too. Emotions are contagious, and people are wired to feel good
about reciprocity. Even the most senior people like to know their efforts are
worthwhile.
C
ONVEYING
 C
ONFIDENCE
Think about the next time you know you’re going to want to be your most
confident self. Try these techniques:
Reframe nerves as excitement.
When you notice the physical signs of
being keyed up, such as faster heartbeat and breathing, see them as
evidence of your readiness for the challenge. Think “game on” rather
than “game over.”
Connect to your values.
What really matters to you in life and work?
What’s the bigger purpose of what you’re asking or advocating? Keep
that front of mind for yourself, perhaps by writing a note to yourself
before your big moment. Focus your message on the things you most
care about.