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Creating Successful Leaders

Tag Archives: career advice


Updated August, 2019

A Note From Margaret:

In the history of the UXL Blog (which has been active since 2011), this post is by far the most popular. That says a lot to me. For one, it means that people are interested in effective communication and developing a deeper understanding of their colleagues and co-workers. It also means that many people suspect that Insights® Discovery is a useful tool for digging in and approaching communication issues from a science-based, practical approach. 

If your team is struggling with communication (whether among team members, between bosses and staff, or with clients), I can help. As an Insights® Discovery Licensed Practitioner, I offer workshops and training to individuals and teams of any size, in any industry. I invite you to contact me today for more information.

Now, on with the post…

Do you ever wonder why a certain co-worker is so quiet? Or why another co-worker always wants to work in teams? Or why another won’t make a decision until everyone’s voice has been heard?

Assessment tests, such as Insights® Discovery, can unearth the mysteries behind your co-workers’ communication tendencies. Insights® is a science-based personality test designed to help you gain a better understanding of your own and others’ behaviors, tendencies, and perspectives. As an Insights® Licensed Practitioner, I have introduced many teams to Insights® and have witnessed improved communication, better leadership, and greater team cohesion and empathy.

One of the things I like best about Insights® is its approachable model, broken down into four main color energies (blue, red, yellow, and green). The idea behind the model is that everyone has the capacity to exhibit and embrace all four distinct personality types, but we all tend to lead with or prefer a certain personality type. Here is a brief overview of each color/personality type. Which one do you immediately identify with?


RED: Those who lead with red energy tend to be assertive, bold, and to-the-point. They are natural leaders and love to take charge and make quick decisions.

YELLOW: Yellows are bright, sunshiney, and social. They love working in teams, brainstorming ideas, and connecting with new people.

GREEN: People with a strong green tendency are typically empathetic and inclusive. Above all, they care about the happiness of their team members and want to make sure all voices are heard.

BLUE: Blues are data-driven, analytical, and contemplative. They like to mull over an issue and consider all angles before making a decision.

Now that you know a little bit about each color energy, let’s hone in on communication. Each group of people–reds, yellows, blues, and greens–has a different communication preference. The image below outlines how best to approach those who lead with a certain color energy:

Insights Discovery communication preferences
Yellow: Involve me.  Green: Show me you care.  Red: Be brief, be bright, be gone.  Blue: Give me details.

If you have a good hunch about someone’s leading color, take the time to stand in their shoes and consider how they might prefer to communicate. Should you be brief and bright with them (red)? Should you take the time to be social and ask about their family or weekend (yellow)? Should you ask about their emotional reaction toward a project (green)? Should you present them with a complete set of data and analysis (blue)?

This, of course, is just the tip of the Insights® Discovery iceberg. For more information on Insights®, or to find out how to acquire an assessment kit for your team, please contact me today.


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People can be full of advice. “Do this,” “do that,” “this worked for me,” “this didn’t work for me.” Sometimes it’s difficult to sort the wheat from the chaff, so to speak. For the most part, you simply have to forge ahead and use your best judgment. But sometimes, others will give you truly valuable gems that you should take to heart.

One of the best pieces of career advice I ever received was ask good questions. Try to ask three questions at every important meeting: one that shows support, one to gain clarity on the subject, and one to demonstrate inclusionary behavior (helping to involve others in the room in the discussion). Asking good questions not only helps to gather information, it also demonstrates that you are an active, interested, and inclusionary employee. Additionally, you’ll be seen as a fair leader–someone who wants others voices to be heard, as well as their own.

Another great piece of advice I’ve received? Stay relevant. Know what’s important to the organization, the market, the customers. Study and stay abreast of industry happenings and innovations, strategies, issues and concerns…then look for solutions and speak up! Show that you’re interested in your job and are striving to be the best you can be by constantly learning and seeking new, salient information.

What are some of the best pieces of career advice you’ve received? Has anything really stuck with you and helped you either advance in your career or guided you through career challenges? I’m interested to hear from you! Leave a comment below and let’s start a friendly, valuable discussion.

Margaret Smith is a career coach, author, Insights® Discovery (and Deeper Discovery) Licensed Practitioner, and founder of UXL. She hosts WORKSHOPS for people who need career or personal guidance.
NOW LIVE: Check out Margaret’s NEW online Leadership Course.

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quit saying no problem

You’ve rearranged your schedule, taken the time to prepare, and said “no” to other commitments. You’re just about to head into the meeting for which you’ve worked so hard to get ready and then…you get an email: “Something came up. Can we postpone the meeting to next week?”

Many of us have the tendency—even if we’re frustrated by the situation—to respond, “No problem. We can do next week.” But the thing is, there is a problem.

Sometimes people have legitimate excuses for not showing up, canceling something at the last minute, or not getting an assignment to you on time. BUT, if you tolerate this kind of behavior regularly, you are essentially giving other people permission to walk all over you.

Not to mention, many people cancel or postpone meetings simply because they don’t feel like going. They see the meeting as a low priority item—something that can be blown off. And THAT is a huge problem.

So what do you do?

How can you convey your frustration to your client, co-worker, or boss without coming across as a complete ogre?

It’s a tricky situation, especially in my Midwestern home base where politeness is the norm (even at the expense of your own discomfort or annoyance!). But, the issue must be addressed. Otherwise, this kind of cavalier attitude toward meetings will continue. You will be at the mercy of someone else’s whims.

Start putting your foot down. Try these four different approaches (or a variation) and begin holding others accountable.

1. Express that you’ve been inconvenienced.

Try responding with: “Actually, I rearranged my schedule and was counting on this meeting to direct the rest of my week’s work. Next week is pretty packed for me, so I won’t be able to meet then. Is there any way you can make today’s meeting, even if you’re a few minutes late?”

2. Tap into the other person’s emotional side by telling them how the situation made you feel.

Try: “This is the second time we’ve pushed back this meeting. That makes me feel as if my time isn’t valued.”

OR: “We’ve had to reschedule this meeting multiple times. I’m beginning to get frustrated, since I end up wasting time each time we reschedule. Can we make a firm commitment to meet next Tuesday?”

3. Tell your side of the story.

“I spent most of the morning preparing for our meeting instead of working on the XYZ project, which is due next week. This cancellation really throws a monkey wrench into my schedule. Is there any way you can shuffle some things on your end and make at least part of today’s meeting?”

4. Come up with an alternative plan.

“Since it seems like you’ve had to cancel several in-person meetings, why don’t we aim for a phone meeting next time? Say, tomorrow? 10 a.m?”


Your time and presence are valuable. If others tend to drop appointments or not follow through with their commitments, it’s time to take a firm stand. Let them know, as tactfully as possible, that yes, there is a problem.


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