Training & Development

Dear Legal Writer: Let’s get “i.e.” and “e.g.” straight, shall we? I.e. and e.g. are everywhere in legal writing, and too many people mix them up. In fact, it’s one of the top 5 mistakes Grammar Girl (Mignon Fogarty) says she sees when editing technical documents. (GrammarGirl .com). You should just learn them now so you don’t have to look them up or guess every time. Here’s a guide. 🔷 I.E. = IN OTHER WORDS “I.e.” stands for “id est,” which in Latin is: “it is,” “that is,” or “in other words.” You should use “i.e.” when you want to provide another way to say something you just said. > “The professor used his favorite interactive teaching method, i.e., the flipped classroom approach." > “Before starting law school, Mary wanted to visit the world’s most populated city, i.e., Tokyo.” > “John tried to find the product at the one big supermarket in the next town town (i.e., Whole Foods).” You might also say, the word(s) after the “i.e.” should equate to the word or phrase immediately before the “i.e.” — 🔷 E.G. = FOR EXAMPLE “E.g.” in Latin means “exempli gratia,” or “for the sake of example.” You should use “e.g.” after a word or phrase for which you’re introducing examples. > “Professors use various interactive teaching methods, e.g., the flipped classroom approach, the Socratic method, and peer-to-peer learning.” > “Before starting law school, Mary wanted to visit several big cities, e.g., Tokyo, New York, and London.” > “Before trying the new Whole Foods in the next town, John tried several small convenient stores (e.g., WaWa, 7 Eleven, Sheets).” —Note that sometimes I omit the “and” before the last item in the list. Whether to include is a matter of personal style, and I’ve seen it done both ways. 🔷 PUNCTUATION WITH I.E. & E.G. 1: Periods. The style guides generally endorse including a period after each letter of both abbreviations—and that’s how I write them. 2: Commas. A majority of guides also advise to use a comma both before and after the abbreviation—which I usually do, too, but have frequently seen done both ways. (Grammar Girl has compiled a handy table of what each style guide says in her blog.) 3: Parentheses. As the above examples show, you should set off an “i.e.” or “e.g.” phrase with a pair of parentheses, in which case NO COMMA is needed before the abbreviation. 4. Em-dashes. At least one style guide (i.e., Merriam-Webster) says both “i.e.” and “e.g.” “can sometimes follow” an em-dash, and I’ve seen them used that way. 🔷 MEMORY DEVICES For “i.e.,” think “in essence.” Note that “in” is also the first word in “in other words,” the literal translation of “i.e.” For “e.g.,” which starts with “e,” remember “example.” Also, although “e.g.” does NOT stand for “example given,” if that helps you remember what “e.g.” means, then remember it! 💌 Amanda

The abbreviations “e.g.” and “i.e.” are not interchangeable. Use “e.g.” when you mean “for example.” - Chester still needs to buy several things before leaving for his camping trip (e.g., new boots, a warm hat, beef jerky). - The hotel was loaded with amenities (e.g., heated pool, workout area, in-room mini-bar) that made our stay comfortable. - I enjoy listening to jazz pianists (e.g., Herbie Hancock). Use “i.e.” when you mean “in other words.” - Bridget wanted to buy shoes made of synthetic materials (i.e., nothing that came from animals). - The man at the bar came off as rather supercilious (i.e., contemptuous and arrogant). - Cheryl went to her favorite restaurant (i.e., anyplace that serves margaritas) for lunch. Both abbreviations come from Latin: “i.e.” stands for “id est,” which translates to “that is,” and “e.g.” stands for “exempli gratia,” which translates to “for the sake of an example.”

"I'll delegate when I find good people." Translation: "I'll trust them after they prove themselves." Plot twist: They can't prove themselves until you trust them. Break the loop. Delegate to develop. Here's how: 1️⃣ What should you delegate? Everything. Not a joke. You need to design yourself completely out of your old job. Set your sights lower and you'll delegate WAY less than you should. But don't freak out: Responsibly delegating this way will take months. 2️⃣ Set Expectations w/ Your Boss The biggest wild card when delegating: Your boss.  Perfection isn't the target. Command is.  - Must-dos: handled  - Who you're stretching   - Mistakes you anticipate   - How you'll address Remember: You're actually managing your boss. 3️⃣ Set Expectations w/ Yourself  Your team will not do it your way.  So you have a choice: - Waste a ton of time trying to make them you?   - Empower them to creatively do it better?  Remember: 5 people at 80% = 400%. 4️⃣ Triage Your Reality - If you have to hang onto something -> do it.  - If you feel guilty delegating a miserable task -> delete it.  - If you can't delegate them anything -> you have a bigger problem. 5️⃣ Delegate for Your Development  You must create space to grow. Start here:   1) Anything partially delegated -> Completion achieves clarity.  2) Where you add the least value -> Your grind is their growth.  3) The routine -> Ripe for a runbook or automation. 6️⃣ Delegate for Their Development Start with the stretch each employee needs to excel. Easiest place to start: ask them how they want to grow. People usually know. And they'll feel agency over their own mastery. Bonus: Challenge them to find & take that work. Virtuous cycle. 7️⃣ Set Expectations w/ Your Team  Good delegation is more than assigning tasks:  - It's goal-oriented  - It's written down  - It's intentional When you assign "Whys" instead of "Whats", You get Results instead of "Buts". 8️⃣ Climb The Ladder Aim for the step that makes you uncomfortable:     - Steps over Tasks  - Processes over Steps  - Responsibilities over Processes  - Goals over Responsibilities   - Jobs over Goals  Each rung is higher leverage. 9️⃣ Don't Undo Good Work Delegating & walking away - You need to trust. But you also need to verify. - Metrics & surveys are a good starting point. Micromanaging - That's your insecurity, not their effort. - Your new job is to enable, motivate & assess, not step in. ✅ Remember: You're not just delegating tasks. - You're delegating goals. - You're delegating growth. - You're delegating greatness. The best time to start was months ago.  The next best time is today. 🔔 Follow Dave Kline for more posts like this. ♻️ And repost to help those leaders who need to delegate more.

3 team building activities to try at your next company offsite. —Leadership team— Have every member of the leadership team answer the following 3 questions in advance: 1. What do I love most about my job? 2. What’s the hardest part of my job? 3. What’s something people often don’t know or misunderstand about my job? Share everyone’s responses as a pre-read ahead of the live session and then lead a group discussion with helpful prompts like: What’s one thing that caught you by surprise? How did it feel to share this with the group? What patterns stood out to you? This is a great way to build x-functional empathy and awareness while surfacing underlying challenges. —Managers— Ask your managers to answer the following Q: On a scale of 1-5, how hard is it to be a manager? Facilitate a live discussion with follow up Qs like, “What’s the hardest part?” and “How does it feel looking around the room and seeing everyone else’s responses?” Then break everyone into pairs for a peer coaching session on a management challenge they’re currently facing. (Link below for template.) This is a great way to foster community and resilience for managers. —Employees— Break everyone into pairs and have them answer the following prompt: What’s a piece of feedback you’ve been sitting on? Provide them with coaching Qs like, “What’s holding you back?” and “How do you think the person would feel if they knew you were feeling this way?” This is a great activity to surface underlying issues, foster communication, and provide a peer coaching buddy your employees can lean on the next time they’re facing a challenge. Looking for more offsite tips and resources? Check out my favs here: - How to coordinate an in-person offsite (including template comms to employees): https://lnkd.in/eMQyHeNa - Leadership team building activities: https://lnkd.in/epGKs9ZH - Low lift management training activities: https://lnkd.in/ea3SPTVN What are your favorite company offsite activities?

I thought my resume was perfect until it cost me several interviews. A few months ago, I helped a job seeker who was struggling to land interviews. He had all the right experience. Worked at top companies. Strong technical skills. But after sending out 100+ applications, he got barely any responses. So, I asked to see his resume. At first glance, it looked impressive: - Every line packed with industry buzzwords - Job descriptions so detailed they read like case studies - An entire skills section overflowing with tools & technologies It was over-optimized. It wasn’t a resume anymore - it was a dense, keyword-stuffed document that looked great for an ATS, but made no real impact when a human read it. So we stripped it down. We replaced jargon with clear, results-driven bullet points. Cut out irrelevant skills and focused on what mattered to the role. Made it easy to scan in 6-10 seconds - because that’s all a recruiter gets. Two weeks later, he had multiple interviews lined up. Everyone talks about under-optimized resumes. But no one warns you about over-optimization - where your resume is so polished, it loses all personality and clarity. Sometimes, less is more. Is your resume job-ready? P.S. Follow me if you are an Indian job seeker in the U.S. I talk about job search, interview prep, and more.

Equity in people is more than just a buzzword; it's the foundation upon which successful teams and organizations thrive. It means fostering an environment where everyone's unique strengths, perspectives, and contributions are recognized, valued, and celebrated. I've learned that building equity in people involves several key principles: 1️⃣ Empowering Growth: As a manager, prioritizing the growth and development of team members. Providing them with opportunities to expand their skills and knowledge, encouraging continuous learning and personal development. 📚📈 2️⃣ Inclusive Leadership: Embracing diversity and fostering an inclusive work culture is paramount. By acknowledging and appreciating the differences in our team, we create an environment where everyone feels comfortable and valued, and where their voices are heard. 🗣️💬 3️⃣ Nurturing Potential: Recognizing the potential in each individual and investing in their growth is essential. By offering mentorship, guidance, and constructive feedback, helping them navigate challenges and unlock their full potential. 🌱💡 4️⃣ Encouraging Collaboration: Building equity means promoting a collaborative spirit within the team. Encouraging open communication and teamwork ensures that everyone can share their ideas and work together toward common goals. 🤝🌟 5️⃣ Celebrating Success: Acknowledging and celebrating the achievements of team members is vital. Recognition not only boosts morale but also reinforces the belief that each person's contributions are valued and make a meaningful impact. 🎉🏆 6️⃣ Trust and Accountability: Trust is the cornerstone of equity-building. As a manager, I always strive to foster a culture of trust, where team members feel empowered and accountable for their work, knowing that their efforts are recognized and rewarded. 🔒💼 Being a manager is not just about leading, but also about building a community of empowered and fulfilled individuals who are invested in the organization's success. 🚀💪 Let's continue to build equity in people and cultivate environments where people can flourish and grow. 🌏

Throughout my flying career, I was surrounded by the greatest fighter pilots in the world. I felt privileged to learn and fly with them, but I often felt out of my element. As I joined these high performing teams, my inner critic regularly told me I wasn't good enough, which made me hesitate and second-guess how I showed up. Luckily, I learned that self-doubt wasn't a reflection of my potential, but an emotion to acknowledge. Here's what I discovered along the way: 💡 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝘀𝗲𝗹𝗳-𝗱𝗼𝘂𝗯𝘁 𝗳𝗼𝗿 𝘄𝗵𝗮𝘁 𝗶𝘁 𝗶𝘀 - an internal narrative. Once you learn to recognize and challenge these thoughts, you open doors to new possibilities. You'll find yourself taking on challenges you previously thought impossible, leading to: • Increased confidence • Career advancement • A sense of fulfillment 💡 𝗬𝗼𝘂𝗿 𝘁𝗵𝗼𝘂𝗴𝗵𝘁𝘀 𝘀𝗵𝗮𝗽𝗲 𝘆𝗼𝘂𝗿 𝗿𝗲𝗮𝗹𝗶𝘁𝘆, 𝘀𝗼 𝗯𝗲𝗶𝗻𝗴 𝗮𝘄𝗮𝗿𝗲 𝗼𝗳 𝘁𝗵𝗲𝗺 𝗶𝘀 𝗰𝗿𝘂𝗰𝗶𝗮𝗹. Start by keeping a thought journal for a week: • Write down any negative self-talk you notice. • Look for patterns like "I'm not good enough" or "I'll probably fail." • Challenge these thoughts by looking at the evidence. Often, you'll find these beliefs aren't based on facts. 💡 𝗥𝗲𝗳𝗿𝗮𝗺𝗲 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗮𝘀 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝗴𝗿𝗼𝘄𝘁𝗵. When faced with a challenging task, instead of thinking, "I can't do this," try, "This is a chance to learn something new." • Set small, achievable goals related to the challenge. • Acknowledge small victories. • Seek feedback from trusted colleagues and mentors to gain new perspectives. Remember, just like I learned to trust my abilities in the cockpit, you too can overcome self-doubt. It's a journey, but with each step, you're building the confidence. << What advice would you give for someone dealing with crippling self-doubt? >> ------------------------ Hi, I'm Michelle. I'm a former fighter pilot turned speaker, author, and coach. If you found this helpful, consider reposting ♻️ and follow me for more content like this.

Do you feel part of a real team? Or are there moments when you feel isolated, uncertain, and disconnected, even though you're surrounded by colleagues? In the early stages of my career, I had the simplistic view that bringing together a bunch of high achievers would naturally create an outstanding team. However, the reality was quite different. Instead of creating synergy, there was noticeable discord. The team didn't seem to gel; it was akin to cogs not aligning in a machine. Every top performer, exceptional in their own right, appeared to follow their own path, often pulling in different directions. The amount of energy and time lost to internal strife was significant, and the expected outcomes? They remained just that – expected. This experience was a clear lesson that the success of a team isn't merely based on individual talent; it's about harmony, alignment, and collaboration. With today’s workplaces being more diverse, widespread, digitized, and ever-changing, achieving this is certainly challenging. So, in my quest to understand the nuances of high-performing teams, I reached out to my friend Hari Haralambiev. As a coach of dev teams who care about people, Hari has worked with numerous tech organizations, guiding them to unlock their teams’ potential. Here are his top 5 tips for developing high performing teams: 1. Be Inclusive ↳Put a structure in place so that the most vocal people don’t suffocate the silent voices. Great teams make sure minority views are heard and taken into account. They make it safe for people to speak up. 2. Leverage Conflict ↳Disagreements should be encouraged and how you handle them is what makes your team poor or great. Great teams mine for conflict - they cherish disagreements. To handle disagreements properly make sure to separate discussion from decision. 3. Decision Making Process ↳Have a clear team decision-making method to resolve conflicts quickly. The most important decision a team should make is how to make decisions. Don’t look for 100% agreement. Look for 100% commitment. 4. Care and Connect ↳This is by far the most important tip. Teams who are oriented only on results are not high-performing. You need to create psychological safety and build trust between people. To do that - focus on actually knowing the other people and to make it safe to be vulnerable in front of others. Say these 4 phrases more often: ‘I don’t know’, ‘I made a mistake’, ‘I’m sorry’, ‘I need help’. 5. Reward experimentation and risk taking ↳No solution is 100% certain. People should feel safe to take risks and make mistakes. Reward smart failure. Over-communicate that it’s better to take action and take accountability than play it safe. Remember, 'team' isn't just a noun—it's a verb. It requires ongoing effort and commitment to work at it, refine it, and nurture it. Do give Hari a follow and join over 6K+ professionals who receive his leadership comics in his newsletter A Leader’s Tale.

In my 20+ years as a sales leader and manager, I’ve learned a few really important lessons in #talentmanagement. As we enter mid-year review season here at KKR, I thought it’d be helpful to share one of those lessons that could be helpful for anyone managing a team, big or small. Years ago, I was working with a manager struggling with a management problem on his sales team. Newer to sales leadership, he was spending an inordinate amount of time trying to motivate one of his sales professionals to be more organized in her prospecting efforts. He told me that this regional executive was creative, a strong relationship builder, and highly client focused, but she lacked a systematic focus on optimizing her territory. Can you guess what the problem was? It wasn’t the sales professional… it was the sales manager. This manager had the right person in the right seat, but he wasn't maximizing her “spikes.” The ROI on honing and leveraging your team’s superpowers is MUCH higher than spending a disproportionate amount time trying to turn someone’s weaknesses into strengths or changing ingrained character traits and behavior. So what can managers do better? You can either move people into different roles or restructure your team to bring complimentary skillsets together. In the above case, I suggested to the sales manager that he spend less time trying to change the organizational behavior of his regional sales executive, but instead, pair her with a highly organized and structured internal sales associate. And even more importantly, find opportunities for that sales professional to share some of her strengths, such as the creative ways she works with her clients, with the other sales execs on the team. 

Most leadership teams focus on what to do. The best ones focus on: How to do it. Let me tell you about one of my favorite transformations. I worked with a small senior leadership team—14 leaders from a pharmaceutical company.    When we first met, their meetings looked like this:   -Everyone sat down -Gave individual updates, -Reported on progress, and left. No collaboration. Just reports. Their goal? To shift from being a reporting team to a collaborative team—one that makes decisions together.  But before they could do that, they needed to fix one crucial thing: How they worked together. So we started with the basics:   1. Ways of working. – What’s the structure for communication?   2. Feedback rules. – How will they give and receive feedback?   3. Tools and practices. – What tools will they use, and how will they use them?  The realization was simple but powerful: Most teams focus on what they need to work on. Few focus on how they’ll work together. Six months later?  They told me their collaboration was smoother than ever. No more confusion, fewer frustrations, and more time to focus on big decisions.  Here’s the takeaway:  If you want a high-performing team, don’t just talk about the work. Talk about how you’ll do the work. Because when you set clear norms from the start, you eliminate the friction that holds teams back—and unlock the potential to achieve much more together.  📌 Want to build your best team ever? Join 27,000+ who receive these insights in my free newsletter: https://lnkd.in/gCv_2MQ2