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19 Tips to Boost Confidence Right Now, Because You're Awesome. Like finding the perfect pair of jeans or getting to inbox zero, confidence is a pretty elusive thing.

19 Tips to Boost Confidence Right Now, Because You're Awesome

But without it, it’s all too easy to fall down the rabbit hole of self-doubt and negativity. And this not only hurts us on a personal level (anxiety, depression, membership to the lonely heart’s club), but it can also put a damper on our professional success. That’s why we made it our mission to find self-confidence shortcuts. We searched high and low for the 19 best ways to power past insecurities and doubts, and we have to say: they're pretty darn awesome. Consider these tips your booster rockets to soar over the toughest situations—whether it’s rocking a first date or acing an interview—with swagger. 1. Your favorite fragrance does more than make you smell oh-so-nice. 2. Mom was right: The next time you find yourself slumping in your chair or slouching your shoulders, sit up straight! 3. 4. Nodding your head isn’t just good for signaling “yes” or warming up in a group fitness class. Reinventing Performance Management.

At Deloitte we’re redesigning our performance management system.

Reinventing Performance Management

This may not surprise you. Like many other companies, we realize that our current process for evaluating the work of our people—and then training them, promoting them, and paying them accordingly—is increasingly out of step with our objectives. In a public survey Deloitte conducted recently, more than half the executives questioned (58%) believe that their current performance management approach drives neither employee engagement nor high performance. They, and we, are in need of something nimbler, real-time, and more individualized—something squarely focused on fueling performance in the future rather than assessing it in the past. What might surprise you, however, is what we’ll include in Deloitte’s new system and what we won’t. Counting and the Case for Change More than likely, the performance management system Deloitte has been using has some characteristics in common with yours. Rana Florida: Your Start-Up Life: Dan Pink on Why "Passion" Doesn't Matter.

Thursdays at the Huffington Post, Rana Florida, CEO of The Creative Class Group, will answer readers' questions about how they can optimize their lives.

Rana Florida: Your Start-Up Life: Dan Pink on Why "Passion" Doesn't Matter

She will also feature conversations with successful entrepreneurs and thought leaders about how they manage their businesses, relationships, careers, and more. Send your questions about work, life, or relationships to rana@creativeclass.com A conversation with Dan Pink, author/speaker/journalist Photo credit: Jerry Bauer Several of you have asked for advice on how to find a job or career that gets you excited to go to work every day. I decided to ask Daniel H. Q. Dan Pink on the surprising science of motivation.

Yes, and that's only Autonomy he had time to discuss, I wonder what he has to say about the two other intrinsic motivators Mastery and Purpose – cassius

Daniel Pink. Site helps managers track employee morale. Gain instant and exclusive access to over 5,000 of the most creative ideas, innovations and startups on our database and use our smart filters to take you direct to those that are most relevant to your industry and your needs.

Site helps managers track employee morale

Not interested? You can still browse articles published in the last 30 days from our homepage and receive your daily and weekly fix of entrepreneurial ideas through our free newsletters. Reverse Mentoring Cracks Workplace. RSA Animate - Drive: The surprising truth about what motivates us. The problem with management. How would you feel about a physician who killed more patients than she helped?

The problem with management

What about a police detective who committed more murders than he solved? Or a teacher whose students got dumber as the school year progressed? And what if you discovered that these perverse outcomes were more the rule than the exception, that they were characteristic of most doctors, most policemen, and most teachers? You'd be more than perplexed. You'd be outraged. Given this, why are we complacent when confronted with data that suggests most managers are more likely to douse the flames of employee enthusiasm than to fan them? Consider the 2007–2008 Global Workforce Survey conducted by Towers Perrin (now Towers Watson). Here's what the researchers discovered. So why aren't we scandalised by it? 1. 2. 3. Let's evaluate these hypotheses. The second hypothesis has more to recommend it.

This correlation between enjoyment and profitability is likely to strengthen in the years ahead. Fair enough, you might say.