Mohammad T Islam (BSc, MBA, MEd) - Smart Life Skills

Communication Skills: Skills for Success at Personal and Professional Settings

September 30, 2025June 8, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Effective communication skills is widely recognised as a cornerstone of success in both personal and professional environments. Communication involves not only the exchange of words but also the ability to convey ideas, emotions, and intentions clearly and effectively. In the workplace, strong communication fosters collaboration, reduces misunderstandings, and enhances organisational performance (Ellis, 2002). In personal contexts, it strengthens relationships, builds trust, and promotes emotional wellbeing. This article expands on key communication skills, including verbal communication, written communication, presentation skills, conducting meetings, negotiation skills, emotional intelligence (EI), professionalism, and listening skills. 1.0 Verbal Communication Verbal communication refers to the spoken exchange of ideas, which forms the basis of most human interactions. Effective verbal communication requires clarity, conciseness, and coherence (Adler & Rodman, 2019). The choice of words, tone of voice, pitch, and pace greatly influence how a message is received. For instance, a manager addressing a team during a crisis must remain calm, articulate, and supportive to instil confidence. Additionally, verbal communication is incomplete without active listening. McLean (2018) stresses that successful conversations depend on a two-way process, where speakers and listeners ensure mutual understanding. Non-verbal elements, such as gestures and facial expressions, further complement verbal exchanges (Laborde, 1983). 2.0 Written Communication Written communication remains indispensable in both academic and professional settings. It includes emails, reports, memos, and proposals. Guffey and Loewy (2015) argue that accuracy, professionalism, and structure are vital to avoid misunderstandings. For example, poorly structured business reports may lead to misinterpretation and flawed decision-making. In modern workplaces, digital communication platforms like Slack and Microsoft Teams demand even more concise written skills. Scholars such as Gentile (2021) emphasise that written communication must balance formality with accessibility, ensuring information is not only precise but also engaging. 3.0 Presentation Skills Presentation skills involve both the content of the message and its delivery. A well-prepared presentation is structured, engaging, and audience-centred (Reynolds, 2020). Visual aids such as PowerPoint slides, infographics, and videos help reinforce complex ideas and improve retention. Anderson (2013) suggests that confidence, body language, and eye contact are equally important in captivating audiences. For example, a university lecturer delivering an online lecture may use interactive polls and storytelling to sustain attention, demonstrating adaptability in digital environments. Research by Stephen (2024) further highlights that effective presenters integrate others’ perspectives and adjust their tone to suit diverse audiences. 4.0 Conducting Meetings Meetings are a common organisational activity, but poorly managed meetings often waste time. Effective meeting conduct requires clear agendas, defined objectives, and efficient time management (Schwarz, 2016). Summarising discussions and assigning action points ensures accountability and follow-up. In multinational companies, virtual meetings pose additional challenges, including time zone differences and technological issues. Semenikhina and Kharchenko (2024) argue that applying emotional intelligence and cultural awareness during meetings enhances inclusivity and productivity. 5.0 Negotiation Skills Negotiation is crucial in professional and personal contexts, from salary discussions to resolving workplace conflicts. Effective negotiators prepare thoroughly, identify mutual interests, and use persuasion and compromise to reach agreements (Fisher, Ury & Patton, 2011). Craver (2013) notes that negotiation success also depends on verbal and non-verbal communication, such as reading body language and maintaining composure. Moreover, Fulmer and Barry (2004) demonstrate that negotiators with higher emotional intelligence are more adaptable, empathetic, and successful in finding common ground. A practical example is collective bargaining, where union representatives balance assertiveness with collaboration to secure fair outcomes. 6.0 Emotional Intelligence (EI) Emotional intelligence (EI) underpins many aspects of communication. Defined as the ability to recognise, understand, and regulate emotions in oneself and others (Goleman, 1995), EI includes five components: self-awareness, self-regulation, motivation, empathy, and social skills. Bradberry and Greaves (2009) emphasise that individuals with high EI create positive work environments and manage conflicts constructively. Studies such as Kaminskienė (2016) show EI is critical in mediation and negotiation, where empathy and emotional control foster mutual trust. Caruso and Salovey (2004) argue that managers with EI can inspire teams, handle stress effectively, and build strong interpersonal networks. 7.0 Professionalism Professionalism encompasses behaviours that signal respect, reliability, and competence. Sims (2002) explains that professionalism includes adherence to ethical standards, punctuality, and responsible communication. Visual presentation, such as appropriate dress and body language, also contributes to professional credibility. Vanamali (2023) adds that professionalism extends to digital etiquette. For example, professionals should avoid inappropriate language in workplace emails and maintain confidentiality in sensitive communications. Demonstrating professionalism is not only about skills but also about fostering trust and respect within organisations. 8.0 Listening Skills Listening is often overlooked but is fundamental to effective communication. Brownell (2012) defines active listening as focusing entirely on the speaker, interpreting both verbal and non-verbal cues, and providing feedback. Good listeners demonstrate empathy, avoid interruptions, and respond thoughtfully. Kakarla (2025) highlights that listening enhances interpersonal relationships in both personal and professional contexts. For instance, in healthcare, practitioners who actively listen to patients improve trust and diagnostic accuracy. Similarly, in business, leaders who listen effectively are better at resolving conflicts and motivating employees. In summary, communication skills are multifaceted and critical to success in diverse personal and professional contexts. Verbal and written communication ensure clarity and precision, while presentation and meeting management enhance engagement and collaboration. Negotiation and emotional intelligence enable individuals to manage conflicts constructively and achieve positive outcomes. Finally, professionalism and listening skills build trust, respect, and long-term success. Developing these skills requires continuous practice and reflection, but the benefits—ranging from stronger relationships to organisational effectiveness—make communication one of the most valuable competencies in the modern world. References Adler, R.B. & Rodman, G. (2019) Understanding Human Communication. Oxford: Oxford University Press. Anderson, C. (2013) TED Talks: The Official TED Guide to Public Speaking. Boston: Houghton Mifflin Harcourt. Bradberry, T. & Greaves, J. (2009) Emotional Intelligence 2.0. San Diego: TalentSmart. Brownell, J. (2012) Listening: Attitudes, Principles, and Skills. Boston: Pearson. Caruso, D.R. & Salovey, P. (2004) The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. San Francisco: Jossey-Bass. Craver, C.B. (2013) ‘Emotional Intelligence and Negotiation Performance’, George Washington University Law Faculty Publications. Available … Read more

The Power of Coaching: Developing Effective Leadership Through Coaching

September 17, 2025June 7, 2024 by Mohammad T Islam (BSc, MBA, MEd)

In today’s rapidly evolving business landscape, coaching has emerged as a strategic development tool that goes beyond mere performance management. It fosters self-awareness, encourages goal-oriented behaviours, and builds leadership capacity across all levels of an organisation. In essence, coaching empowers individuals to unlock their full potential, making it an indispensable approach in leadership development. The Evolving Role of Coaching The perception of coaching has shifted over the past two decades—from a remedial activity to a strategic investment in talent development. Leaders are now expected to be coaches themselves, enabling their teams through questions, feedback, and support rather than top-down directives (Gregori & Martin, 2025). Moreover, modern coaching aligns with transformational leadership theories, where the focus is on individualised consideration, intellectual stimulation, and inspirational motivation (Bass & Riggio, 2006). The International Coach Federation (2023) outlines coaching as a partnership that focuses on thought-provoking and creative processes to inspire clients to maximise their personal and professional potential. Goals of Coaching Coaching’s core purpose is to catalyse change—whether it’s behavioural, emotional, or cognitive. In leadership development, this includes: Enhancing decision-making and problem-solving skills. Improving emotional intelligence (Goleman, 1998). Cultivating a growth mindset and resilience in uncertain times. According to the CIPD (2022), effective coaching begins by identifying clear, measurable goals and involves the use of reflective questioning to explore options, identify obstacles, and define pathways to success. For example, a mid-level manager struggling with delegation might work with a coach to recognise limiting beliefs about control and develop strategies to empower team members instead of micromanaging. Responsibilities of a Coach An effective coach does not provide answers; rather, they facilitate insight. As Passmore (2015) notes, a coach must: Discover: What lies beneath the surface—values, beliefs, motivations. Clarify: Help clients view situations from multiple perspectives. Support: Maintain accountability and motivation through regular sessions. Align: Ensure that actions match long-term goals and core values. This non-directive approach is echoed in the work of De Haan et al. (2013), who found that the relationship quality between coach and client—rather than the coaching technique—was the strongest predictor of successful outcomes. Coaching Models: The GROW Framework The GROW model, pioneered by John Whitmore (2017), is widely respected for its structure and versatility. The extended version includes: Goal – What do you want to achieve? Reality – What is the current situation? Options – What could you do? Will – What will you do? Tactics – What are your next steps? Habits – How will you maintain progress? This model is particularly effective for leadership coaching, as it helps leaders reflect on strategic issues and explore decisions with greater clarity and commitment. For instance, a CEO might use GROW to navigate a company restructure, starting from defining the end goal (smoother operations) to developing habits like weekly strategy reviews. Key Coaching Skills Leadership coaching is underpinned by a suite of interpersonal skills that enhance trust, dialogue, and insight. Grant (2014) identifies ten core skills: Active Listening – Essential for understanding subtext and emotion. Unlocking Limiting Beliefs – Identifying subconscious barriers. Empathy – Establishing rapport and psychological safety. Powerful Questioning – Encouraging deep reflection. Feedback Delivery – Constructive, clear, and timely. Goal Focus – Maintaining alignment with agreed objectives. Non-Judgemental Attitude – Promoting openness. Flexibility – Adapting to the client’s pace and needs. Summarising – Reinforcing key learnings. Confidentiality – Building trust and professionalism. Developing these skills not only benefits coaches but also equips leaders to coach their teams, fostering cultures of autonomy and continuous improvement (Rao, 2025). Avoiding Common Coaching Mistakes Despite best intentions, coaches often fall into traps that diminish effectiveness. Grover and Furnham (2016) highlight these common pitfalls: Over-advising – Coaching is not consulting. Talking more than listening – This stifles client ownership. Being overly formal – Reduces rapport and candour. Poor preparation – Undermines trust and direction. Avoiding these errors ensures that the coaching space remains a client-centric, empowering environment. The Science Behind Coaching Impact A growing body of research supports coaching as an evidence-based leadership tool. Studies show that coaching can improve managerial performance, wellbeing, and team climate (Theeboom, Beersma & Van Vianen, 2014). In particular, coaching that leverages positive psychology and solution-focused techniques has shown to be more effective than deficit-based models. For example, a recent study by Dalimunthe (2025) found that leadership coaching in corporate transformation projects led to higher engagement, clearer strategic vision, and enhanced two-way communication among senior teams. Similarly, Abdikadir and Ng’ang’a (2025) concluded that supportive management practices, including coaching, significantly improved service delivery in Kenyan commercial banks. Killer Coaching Questions Powerful questions prompt introspection and insight. Examples include: “What would success look like for you?” “What are you avoiding?” “What’s holding you back?” “What would you do if failure wasn’t a risk?” “How would others describe your leadership?” These questions help clients move from surface-level issues to deeper insight, promoting sustainable change (Hawkins & Smith, 2013). Leadership Through Coaching: Organisational Examples Many forward-thinking organisations are embedding coaching into their leadership pipelines. Google’s ‘Project Oxygen’ found that great managers are also effective coaches, not micromanagers (Garvin et al., 2013). At Unilever, coaching is woven into the leadership development journey, helping future executives reflect on purpose, self-awareness, and inclusive leadership behaviours (ICF, 2023). Similarly, PT Hakaaston’s transformation strategy (Dalimunthe, 2025) showed that coaching helped align leadership with business innovation and empowered decision-making across business units. Coaching and Inclusion Leadership coaching is also being used to foster inclusive cultures. Leaders coached in empathy, active listening, and bias awareness are more capable of leading diverse teams effectively (Gregori & Martin, 2025). In conclusion, coaching is a powerful enabler of effective leadership. It nurtures self-directed growth, enhances emotional intelligence, and fosters strategic alignment between individual goals and organisational needs. By investing in coaching, organisations not only develop better leaders but also build resilient, adaptive cultures capable of thriving in complexity. Whether you are a seasoned executive or an emerging leader, adopting a coaching mindset can transform not only your leadership style but also the people and systems you influence. References Abdikadir, A.A. & … Read more

Controlling Screen Addiction in Children: Strategies for Healthy Media Habits

August 15, 2025June 6, 2024 by Mohammad T Islam (BSc, MBA, MEd)

With the increasing accessibility of digital devices such as smartphones, tablets, and television, children are engaging with screens more frequently than ever before. While technology offers educational and entertainment benefits, excessive screen addiction can have detrimental effects on a child’s physical health, emotional regulation, cognitive development, and social interactions (American Academy of Paediatrics, 2016; Keikha et al., 2024). This article provides an evidence-based overview of strategies to reduce screen addiction in children. Drawing on textbook theories, academic research, and guidelines from reputable health organisations, these strategies focus on setting boundaries, promoting alternative activities, and developing healthy digital habits. 1.0 Set Screen Time Limits Setting appropriate limits on daily screen use is vital to maintaining a healthy balance between screen-based and offline activities. Excessive screen use is linked to issues such as reduced attention, poor sleep quality, and delayed academic skills (Domoff et al., 2019). According to the Royal College of Paediatrics and Child Health (RCPCH) (2019), consistent rules and open conversations about screen time contribute to better outcomes. Tools such as parental control apps can help enforce boundaries and create accountability. Tip: Establish a clear daily or weekly screen time budget, and stick to it using visual timers or app-based monitoring tools. 2.0 Create Tech-Free Zones Designating specific areas of the home—such as bedrooms, dining areas, and study corners—as screen-free zones reduces the temptation to use devices and promotes better sleep and communication (Robinson, 2021). Keeping screens out of sleep environments helps protect circadian rhythms and improve overall wellbeing. Tip: Encourage the whole family to follow tech-free rules in designated areas, leading by example and creating consistency. 3.0 Encourage Balanced Activities Children are more likely to reduce screen use when engaging alternatives are readily available. Activities such as reading, drawing, outdoor play, music, and board games can fulfil their need for entertainment and stimulation (Straker et al., 2017). Keikha et al. (2024) note that increasing access to diverse, stimulating non-digital experiences significantly reduces screen dependency across various age groups. Tip: Rotate and refresh offline activity options regularly to prevent boredom and foster creativity. 4.0 Be a Role Model Parental behaviour plays a key role in shaping children’s media habits. Children are more likely to manage their screen use effectively when they observe their caregivers engaging in offline hobbies, meaningful conversations, and screen-free moments (Hiniker et al., 2016). Tip: Avoid checking devices during meals, conversations, or family time. Demonstrate your own boundaries with screen use. 5.0 Establish Screen-Free Times Creating device-free routines—such as during meals, before bedtime, or while engaging in shared family activities—promotes meaningful interactions and supports healthy development. Excessive evening screen use has been shown to delay sleep onset and impact melatonin levels (Gentile et al., 2014). Tip: Implement a “no screens after dinner” policy or create a family media schedule that allows for structured screen breaks. 6.0 Monitor Content Carefully It is not only the amount of screen time that matters but also the type of content being consumed. Exposure to violent, commercialised, or age-inappropriate material has been linked to behavioural problems, emotional distress, and unhealthy attitudes (Livingstone et al., 2017). Tip: Choose educational or age-appropriate platforms, use filters, and engage in co-viewing to better understand and discuss what your child is watching or playing. 7.0 Promote Active and Educational Screen Use Not all screen time is passive. Educational apps and interactive games that involve physical movement, problem-solving, or creative thinking are more beneficial than passive consumption. Active screen use can promote language development, executive function, and fine motor skills (Straker et al., 2017). Tip: Encourage digital tools that require interaction, and always be present to guide the experience and reinforce learning. 8.0 Reward Positive Behaviour Positive reinforcement can be a powerful motivator. Children who are praised or rewarded for choosing non-screen activities or following digital limits are more likely to internalise those behaviours (Hollis et al., 2016). Tip: Use charts, tokens, or verbal praise to recognise screen-free choices and follow through with enjoyable offline rewards such as special outings or family time. 9.0 Maintain Open Communication Rather than dictating screen rules, involve children in conversations about why balance is important. Explaining the benefits of limiting screen use—such as improved energy, better relationships, and more fun—helps children feel included and respected (Palladino, 2015). Tip: Ask open-ended questions like “What was your favourite part of today that didn’t involve a screen?” to spark discussion and reflection. 10.0 Seek Professional Guidance When Needed If screen use is interfering with your child’s behaviour, sleep, or emotional wellbeing, it may be time to consult a professional. The Problematic Media Use Measure (PMUM) developed by Domoff et al. (2019) can help identify signs of screen addiction, including withdrawal, tantrums, and loss of interest in other activities. Tip: Speak with a paediatrician, school counsellor, or child psychologist if concerns persist despite efforts to manage screen habits. The Role of Parenting Programmes and Community Support Evidence-based programmes like Triple P (Positive Parenting Program) and BePresent offer guidance and support for families navigating digital media use. These initiatives have shown positive outcomes in managing screen-related behaviours and enhancing family communication (Baumel et al., 2025). Community campaigns and screen-free challenges can further reinforce positive behaviour and create supportive peer environments for children and parents alike (Keikha et al., 2024). Managing screen use in children requires a thoughtful, consistent approach that involves clear limits, engaging alternatives, and strong communication. Rather than eliminating screens altogether, the goal is to cultivate a balanced media diet that supports children’s mental health, relationships, and learning. When used intentionally, technology can become a tool for growth, not a barrier to it. The key lies in setting the right tone at home—where screens are just one part of a rich and varied daily experience. References American Academy of Paediatrics (2016). Media and Young Minds. Paediatrics, 138(5), pp. 25–91. Baumel, A., Mishina, K., Kinnunen, M., & Ristkari, T. (2025). BePresent universal internet-based parenting intervention. Journal of Medical Internet Research, 27(1), e65391. https://www.jmir.org/2025/1/e65391/ Domoff, S.E. et al. (2019). Development and validation of the Problematic Media Use … Read more

Communication Skills: Key to Achieving Leadership Success

October 23, 2025June 4, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Communication skills are at the heart of effective leadership, acting as the foundation upon which trust, collaboration, and organisational success are built. In contemporary organisations, leaders are constantly required to inspire, motivate, and guide their teams through complex challenges and changing environments. Research consistently shows that communication effectiveness is one of the strongest predictors of leadership success, influencing everything from employee engagement to overall performance outcomes (Robbins & Judge, 2018). This article explores the crucial role of communication in leadership, focusing on five interlinked dimensions: clarity in articulating vision, active listening and open dialogue, constructive feedback, transparency and authenticity, and conflict resolution. Each dimension illustrates how leaders can harness communication as a powerful tool to empower teams, strengthen culture, and achieve strategic goals. 1.0 Clarity in Articulating Vision and Goals One of the primary responsibilities of a leader is to articulate vision and goals with clarity. Without clear communication, even the most innovative strategies can falter. Taylor (2021) argues that leaders who express their goals persuasively create a sense of direction and purpose, inspiring team members to align their work with organisational objectives. For instance, Steve Jobs was renowned for communicating Apple’s vision of “putting a dent in the universe” with simplicity and passion, motivating employees to strive for innovation. According to Northouse (2018), clarity in vision not only enhances motivation but also reduces ambiguity, allowing employees to prioritise their efforts effectively. Practical techniques for ensuring clarity include using plain language, aligning messages with values, and reinforcing key messages through multiple communication channels. In large organisations, leaders often use town halls, newsletters, and digital platforms to ensure consistency in communication (Daft, 2015). 2.0 Active Listening and Open Dialogue Active listening is central to leadership communication. Leaders who merely transmit information without listening fail to engage with their teams meaningfully. According to Robinson et al. (2018), active listening involves more than hearing words; it requires demonstrating empathy, asking probing questions, and creating space for open dialogue. Open dialogue fosters psychological safety, enabling team members to share concerns, ideas, and innovative solutions without fear of reprisal (Edmondson, 1999). For example, Google’s Project Aristotle identified open communication and listening as essential to high-performing teams, demonstrating how dialogue drives collaboration and innovation (Rozovsky, 2015). Leaders can practise active listening by using techniques such as paraphrasing, nodding, and providing verbal acknowledgements. These small but significant cues reassure employees that their perspectives are valued, thus strengthening trust and engagement. 3.0 Constructive Feedback Strategies Providing constructive feedback is one of the most challenging but essential aspects of leadership communication. Poorly delivered feedback can demoralise employees, while well-structured feedback can motivate growth and improve performance. Clark and Turner (2018) emphasise that effective feedback is specific, timely, and balanced—highlighting strengths while identifying areas for improvement. For example, instead of saying, “Your report was inadequate,” a constructive leader might state, “The report was well-structured, but adding more data analysis would strengthen your argument.” Organisations such as Adobe have adopted a “check-in culture,” replacing annual reviews with ongoing feedback sessions. This model demonstrates how frequent, constructive feedback enhances employee development and reduces turnover (Cappelli & Tavis, 2016). Moreover, effective feedback reinforces a culture of continuous learning, where mistakes are seen as opportunities for growth rather than failures. 4.0 Transparency and Authenticity Transparency and authenticity in communication are vital for building trust between leaders and teams. Leaders who conceal information or appear inauthentic risk eroding credibility and fostering suspicion. According to Brown and Wilson (2019), authenticity is about aligning words with actions, while transparency ensures that employees remain informed and engaged. For instance, during the COVID-19 pandemic, leaders who communicated openly about organisational challenges—such as revenue losses or job risks—were more successful in maintaining employee trust compared to those who withheld information (Harvard Business Review, 2020). Authentic leaders also show vulnerability, admitting when they do not have all the answers. Avolio and Gardner (2005) define this as authentic leadership, where openness fosters loyalty and commitment. Such communication creates an atmosphere of mutual respect, where leaders and employees work together towards shared objectives. 5.0 Conflict Resolution through Communication Conflict is inevitable in any organisation, but the way leaders handle it determines whether outcomes are destructive or constructive. Davis (2020) argues that communication is the most effective tool for conflict resolution, enabling leaders to mediate disputes, facilitate dialogue, and guide teams towards mutually beneficial solutions. An effective leader refrains from avoiding conflict, instead addressing it proactively through open conversations and structured dialogue. Techniques such as interest-based negotiation and active mediation are particularly effective in aligning divergent perspectives. For example, Satya Nadella at Microsoft has been praised for transforming internal rivalries into collaborative opportunities by fostering open dialogue and encouraging empathy-driven communication (Microsoft, 2019). This has significantly improved innovation and team cohesion within the organisation. The role of communication skills in leadership cannot be overstated. From clarity in articulating vision to active listening, constructive feedback, transparency, and conflict resolution, communication is both the foundation and the driving force behind effective leadership. Leaders who master communication build trust, enhance collaboration, and foster innovation, while poor communication breeds confusion, disengagement, and mistrust. As businesses face increasingly complex challenges, leaders must continue to refine their communication strategies to remain effective. Ultimately, the ability to communicate with clarity, authenticity, and empathy transforms leaders from mere managers into inspirational figures, guiding their organisations toward sustainable success. References Avolio, B.J. & Gardner, W.L. (2005) ‘Authentic leadership development: Getting to the root of positive forms of leadership’, The Leadership Quarterly, 16(3), pp. 315–338. Brown, P. & Wilson, G. (2019) Trust and Authenticity in Leadership. London: Routledge. Cappelli, P. & Tavis, A. (2016) ‘The performance management revolution’, Harvard Business Review, 94(10), pp. 58–67. Clark, E. & Turner, S. (2018) ‘Inspiring greatness: The role of inspirational leadership in motivating teams’, Leadership Quarterly, 31(2), pp. 123–137. Daft, R.L. (2015) The Leadership Experience. 6th ed. Boston: Cengage Learning. Davis, R. (2020) ‘Resolving conflicts in the workplace: Strategies for effective conflict resolution’, Journal of Organisational Behaviour, 45(3), pp. 321–335. Edmondson, A. (1999) ‘Psychological safety and learning … Read more

Verbal Communication: The Power of Words

October 3, 2025June 1, 2024 by Mohammad T Islam (BSc, MBA, MEd)

The Power of Words: Influence, Persuasion, and Responsibility Words are more than tools of verbal communication; they hold immense power to influence, persuade, and shape lives. They can uplift, inspire, and empower—or wound, divide, and mislead. From personal experience, I have seen how words can convince others to adopt beliefs, even when those beliefs are false. Once, in a casual conversation, I fabricated a story claiming that eating chocolate was more harmful than smoking. Shockingly, several friends believed me, and two even began smoking as a result. This revealed to me that the power of words, when used carelessly or dishonestly, can have life-altering consequences. This article explores the influence of words on behaviour, the psychology behind language, their role in social and environmental change, their use as weapons or tools of healing, and finally, the ethical responsibility that comes with wielding such influence. 1.0 The Influence of Words on Behaviour Language is one of the most powerful elements of human interaction. Our words shape perceptions of the world, define relationships, and influence behaviours. As I experienced when misleading friends, words delivered persuasively—even when false—can override rational thought. Persuasion is a form of social influence guiding thought and action (Gass & Seiter, 2017). How a message is delivered determines whether it builds trust or erodes it. In my case, persuasive but false communication caused harm, reminding me that every speaker carries responsibility for their words. Example: In marketing, companies often use carefully crafted words to influence consumer decisions. However, misleading advertising can damage both consumer trust and brand reputation, illustrating the double-edged nature of persuasive communication. 2.0 The Psychology Behind Words Words trigger cognitive and emotional responses. I witnessed this with my young son. Frustrated with his habit of scribbling on walls, I snapped, “Are you stupid? Don’t ever do that again!” He defied me and repeated the behaviour. Later, when I spoke calmly—“Sweetie, don’t do that. You’re a big boy now”—he stopped. This contrast demonstrates how positive communication is more effective than harsh words. Bandura’s (1977) social learning theory shows that people internalise behaviours through observing how authority figures communicate. Harsh words provoke resistance, while calm, respectful speech fosters compliance. Example: In classrooms, teachers who encourage students with affirming words create stronger engagement and cooperation than those who rely on criticism. Gottman (2015) similarly stresses that relationships thrive on positive reinforcement, not negativity. 3.0 Words in Social and Environmental Change Beyond personal interactions, words shape public discourse on global challenges. One area where this is evident is climate change communication. Despite the urgency of the crisis, many remain indifferent, partly because messages are presented in overly technical ways. Nisbet (2009) argues that scientific communication often fails because it lacks emotional framing. People disengage when bombarded with jargon and graphs. Entman’s (1993) framing theory explains that the way information is presented—its “frame”—shapes interpretation. A message framed as “rising global temperatures” may seem abstract, but when reframed as “our children’s future is at risk,” it connects emotionally and motivates action. Example: Campaigns that highlight how climate change threatens daily life—such as food supply or children’s health—are more successful in mobilising communities than those that rely solely on scientific data. 4.0 Words as Weapons or Tools of Healing Words can harm as much as they heal. A personal example is the tragic story of my friend Jonathan. He idolised his father, but when he shared news of academic success, his father dismissed him with a cold, “I’m busy.” That careless phrase devastated him, contributing to years of self-destructive behaviour. Research confirms this reality: children who experience verbal rejection or neglect are more likely to suffer low self-esteem, depression, and destructive behaviours (Rohner & Britner, 2002). Jonathan’s story illustrates how words, or their absence, can shape a life’s trajectory. Yet words can also heal. When I changed my approach with my son—using calm, affirming language—his behaviour improved. This aligns with Gottman’s (2015) findings that encouraging words strengthen relationships. Example: In healthcare, doctors who use empathetic communication not only reduce patient anxiety but also improve treatment adherence. Words of reassurance can literally aid healing. 5.0 The Ethical Responsibility of Using Words Because words wield such influence, their use carries profound ethical responsibility. As Rawlins (2006) argues, ethical communication demands honesty, transparency, and awareness of consequences. Whether as parents, professionals, or leaders, our words matter. Leaders in particular bear responsibility, as their words often shape collective beliefs and actions. Misleading or inflammatory speech can create division, while constructive and truthful language can inspire cooperation. Example: During public health crises, accurate and empathetic communication from leaders builds trust and compliance, whereas dismissive or contradictory words undermine public confidence and endanger lives. The responsibility extends to everyday life: a careless insult can fracture a friendship, while a kind word can restore it. Thus, choosing words mindfully is not only a personal virtue but a social duty. The power of words lies not only in their ability to convey information but in their capacity to influence thought, shape behaviour, and affect lives. They can act as weapons of destruction when used carelessly, as seen in Jonathan’s story, or as tools of healing, as demonstrated with my son. They can mislead entire groups, as my fabricated smoking story revealed, or mobilise societies, as effective climate change framing has shown. Ultimately, words are not neutral; they carry weight. As Gass and Seiter (2017) stress, persuasion is unavoidable in human interaction. With that influence comes responsibility. Whether in private conversations or public discourse, we must strive to use words ethically, positively, and thoughtfully—to build rather than break, to inspire rather than harm, and to guide others towards truth rather than deception. The proverb “sticks and stones may break my bones, but words will never hurt me” is misleading. Words do hurt—but they can also heal. Their true power lies in how we choose to wield them. References Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall. Entman, R.M. (1993). ‘Framing: Toward clarification of a fractured paradigm’. Journal of … Read more

Those Who Speak Rudely Cannot Sell Honey, Those Who Speak Nicely Can Sell Chilli

October 26, 2025June 1, 2024 by Mohammad T Islam (BSc, MBA, MEd)

The proverb “Those who speak rudely cannot sell honey, those who speak nicely can sell chilli” captures the profound influence of communication style on success in human interaction. Honey represents something inherently desirable, while chilli symbolises something sharp or challenging. Yet the proverb reminds us that no matter how appealing a product or idea may be, poor communication can undermine it. Conversely, even difficult or unappealing propositions can be accepted if delivered with politeness, empathy, and respect. This article explores the meaning of the proverb by examining rude versus polite speech, and the broader role of communication style in personal relationships, business, leadership, and negotiations. 1.0 Honey: Symbol of Sweetness and Desirability Honey symbolises sweetness and attraction, both literally and metaphorically. Throughout history it has represented goodness, healing, and divine favour (Carroll, 2013). In modern markets it remains a premium product, valued for its natural sweetness. The proverb suggests that even honey can lose appeal if presented rudely. Communication acts as the medium through which inherent value is either amplified or diminished (Adler, Rosenfeld & Proctor, 2019). A rude seller of honey risks alienating customers, preventing them from recognising the product’s natural value. Example: A luxury goods retailer with superior products may still fail if sales staff communicate dismissively. Consumers increasingly link service experience with brand loyalty (Parasuraman, Zeithaml & Berry, 1985). 2.0 Rude Speech: Overshadowing Inherent Value Rudeness—abruptness, condescension, or insensitivity—creates barriers that overshadow even the best offerings. Mehrabian’s (1972) classic research shows that people often respond more strongly to tone and delivery than to content. A rude salesperson selling honey may drive customers away, despite product quality. Similarly, in leadership, dismissive communication can demotivate teams, undermining organisational goals. Goleman (1995) emphasises that emotional intelligence is key to managing relationships; rudeness erodes trust and goodwill, both vital for long-term success. 3.0 Chilli: Symbol of Sharpness and Challenge In contrast, chilli symbolises sharpness and difficulty. Its strong flavour divides opinion, much like controversial ideas or challenging tasks (Brillat-Savarin, 2009). Yet the proverb suggests that even chilli can be “sold” through polite and respectful communication. Example: A company promoting a new, unfamiliar technology may encounter scepticism. However, through empathetic communication—emphasising benefits, listening to concerns, and framing challenges positively—leaders can build acceptance. Thus, chilli becomes a metaphor for any difficult or less desirable proposition that can succeed when wrapped in kind communication. 4.0 Nice Speech: Enhancing Receptivity Politeness and empathy transform resistance into receptivity. Brown and Levinson’s (1987) politeness theory highlights how careful language fosters respect and cooperation. Covey (1989) further argues that effective communication is grounded in respect for others, creating conditions where people feel valued. Example: A skilled salesperson selling chilli may focus on its health benefits or culinary excitement, reframing perceptions. Rather than coercion, the seller uses positive and respectful communication, making customers open to considering the product (Brett, Behfar & Kern, 2007). 5.0 The Power of Communication Style The proverb underscores that style matters as much as substance. Thompson, Wang and Gunia (2021) argue that in negotiation and persuasion, delivery often determines outcomes. Warmth, politeness, and respectful tone shape perceptions more than factual content. Burgoon, Guerrero and Floyd (2016) support this with evidence that nonverbal and paralinguistic cues—such as tone, pitch, and friendliness—play a significant role in how messages are received. In short, how something is said often matters more than what is said. 6.0 Kindness Enhances Receptivity Kindness in communication creates openness, empathy, and willingness to engage. Rogers (1961) identified empathy as central to building authentic connections, while Bass (1990) showed that transformational leaders inspire greater performance by using encouragement and vision rather than criticism. Example: In workplaces, leaders who frame difficult feedback with kindness—acknowledging strengths while suggesting improvements—are more effective than those who rely on blunt criticism. Polite communication conveys respect, which in turn fosters trust and collaboration. 7.0 Rudeness Negates Value Conversely, rude speech negates value, no matter how inherently attractive the offering. Negative communication creates defensiveness and resistance (Mehrabian, 1972). Example: In negotiations, rude or aggressive behaviour often derails discussions, preventing agreement even when both sides would benefit (Fisher & Ury, 1981). Similarly, in customer service, poor communication overshadows even excellent products, leading to dissatisfaction and loss of loyalty. Thus, rudeness acts as a barrier, not just to selling products but also to sustaining relationships and opportunities. 8.0 Turning Challenges into Opportunities Perhaps the deepest wisdom in the proverb is that communication style transforms challenges into opportunities. Politeness, empathy, and tact can shift perception from resistance to curiosity, and from rejection to acceptance. Example: In diplomacy, tactful speech often defuses tension and opens space for cooperation, even in high-conflict situations. Carnegie (1936) long argued that winning people’s goodwill through kind speech is more powerful than forcing compliance. In everyday life, those who master kind, persuasive communication are able not only to “sell chilli” but also to build relationships, trust, and long-term influence. The proverb “Those who speak rudely cannot sell honey, those who speak nicely can sell chilli” offers timeless insight into the power of communication style. Honey symbolises sweetness and inherent desirability, while chilli symbolises difficulty and challenge. Yet the way we speak—whether with rudeness or kindness—determines whether value is recognised or dismissed. Research shows that rude communication overshadows even the best offerings, while kind and empathetic communication fosters trust, openness, and acceptance. In leadership, business, negotiations, and personal relationships alike, the tone of speech often outweighs content in shaping outcomes. Ultimately, the proverb reminds us that words carry power. Choosing to communicate with politeness, empathy, and respect enables us not only to sell chilli but also to turn obstacles into opportunities. In a world defined by complexity and diversity, the ability to speak kindly remains one of the most valuable human skills. References Adler, R.B., Rosenfeld, L.B. and Proctor II, R.F. (2019). Interplay: The process of interpersonal communication. 14th edn. Oxford: Oxford University Press. Bass, B.M. (1990). ‘From Transactional to Transformational Leadership: Learning to Share the Vision’. Organisational Dynamics, 18(3), pp.19–31. Brillat-Savarin, J.A. (2009). The Physiology of Taste. London: Penguin. Brown, … Read more

Managers and Leaders: Are They Different?

August 25, 2025June 1, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Within organisations, managers and leaders both play critical but distinct roles. While the terms are often used interchangeably in casual conversation, scholarly research demonstrates that they embody different skill sets, priorities, and functions. Leaders are typically associated with vision, inspiration, and change, while managers are more closely tied to structure, planning, and execution (Northouse, 2018). Both roles are necessary for organisational success, but they contribute in different ways. This article explores the key differences between managers and leaders, supported by research from textbooks, journal articles, and reputable sources. 1.0 Vision vs. Planning One of the most widely cited distinctions between managers and leaders lies in their approach to vision and planning. According to Kotter (1996), leaders focus on creating a compelling vision for the future, setting long-term goals, and motivating others to align with this vision. For example, leaders may articulate a strategic direction that positions the organisation within emerging markets or technological shifts. Conversely, managers emphasise planning and organisation. Fayol (1916), a foundational theorist in management, described management as involving forecasting, organising, commanding, coordinating, and controlling. Managers translate broader visions into actionable plans, breaking them down into short-term objectives and concrete steps. Without planning, a vision may remain abstract; without vision, planning risks becoming short-sighted. 2.0 Innovation and Change vs. Stability Innovation and adaptability are hallmarks of leadership. Bennis (1989) argued that leaders often act as agents of change, encouraging creativity and challenging the status quo. Leaders seek to transform organisational culture by embracing uncertainty and promoting experimentation. Managers, however, are more strongly associated with stability and efficiency. Drucker (1974) highlighted that management is fundamentally about making organisations work effectively through clear processes and systems. Managers safeguard organisational consistency, ensuring that resources are allocated efficiently and that operations are predictable. Both roles are essential: without leaders, organisations may stagnate; without managers, they may descend into chaos. 3.0 People vs. Tasks A further distinction lies in the leader’s focus on people and the manager’s focus on tasks. Leaders often concentrate on building strong relationships, inspiring trust, and fostering the development of individuals within the organisation. Goleman (2000) emphasised that effective leaders rely heavily on emotional intelligence, including empathy, motivation, and social skills. By engaging with people at a deeper level, leaders inspire loyalty and commitment. By contrast, managers prioritise the allocation of tasks, monitoring of progress, and ensuring efficiency in workflow. Mintzberg (1973) described managers as playing roles such as monitor, disseminator, and resource allocator, focusing on task execution rather than individual empowerment. Managers are therefore indispensable in ensuring that objectives are met within timeframes and budgets. 4.0 Inspiration vs. Control Inspiration is a defining feature of leadership. Sinek (2009) argued that leaders inspire by articulating a sense of purpose—what he famously calls the “why.” Through compelling communication and role-modelling, leaders create a culture in which individuals feel motivated to go beyond their basic responsibilities. On the other hand, managers exercise control through rules, policies, and procedures. Taylor (1911), in his work on scientific management, stressed that efficiency arises from close supervision and standardisation. While this approach has been criticised as rigid, it remains relevant in environments requiring compliance and precision, such as healthcare or aviation. A balance between inspiration and control is critical to maintaining both engagement and accountability. 5.0 Risk-Taking vs. Risk-Aversion Risk orientation is another dimension that separates leaders from managers. Kouzes and Posner (2012) describe leaders as willing to take calculated risks in pursuit of transformative opportunities. Leaders encourage experimentation, innovation, and bold decision-making, recognising that progress often entails uncertainty. In contrast, managers typically display risk aversion. Weber (1947) linked managerial practice to bureaucratic systems, where strict rules and rationality minimise errors. Managers are therefore more likely to adopt a cautious stance, focusing on risk management and stability rather than radical change. This difference can create tension within organisations, but also balance—leaders push boundaries while managers safeguard continuity. 6.0 Long-Term vs. Short-Term Perspective A long-term perspective distinguishes leaders from managers. Zaleznik (1977) argued that leaders think strategically about the future, positioning the organisation to thrive over decades rather than focusing narrowly on immediate concerns. Leaders envision where the organisation should be and mobilise resources towards that destination. Managers, however, typically maintain a short-term focus on operational efficiency (Fayol, 1916). They are responsible for meeting daily targets, managing budgets, and ensuring smooth functioning. While leaders may set the horizon, managers navigate the path day by day. Both perspectives are necessary, but too much emphasis on either can undermine performance: exclusive long-term focus risks neglecting current demands, while short-term fixation limits growth. 7.0 Communication Style Communication style also distinguishes leaders from managers. Leaders use storytelling and vision communication to inspire commitment. Denning (2005) argued that storytelling allows leaders to convey complex ideas in relatable ways, strengthening emotional connection with followers. By framing organisational change within compelling narratives, leaders build trust and engagement. Managers, however, adopt a more directive communication style, focusing on clarity, accuracy, and efficiency. Mintzberg (1973) identified managers as disseminators of information, ensuring that tasks are communicated and monitored effectively. While leaders inspire through vision, managers provide the structure and information necessary to ensure accountability. Balancing Leadership and Management Although the distinctions between leaders and managers are clear, scholars emphasise that organisations require both. Kotter (1996) notes that leadership without management may lead to visionary but uncoordinated initiatives, while management without leadership risks producing orderly but stagnant organisations. The most effective individuals often display both sets of qualities, shifting between leadership and management roles depending on context (Northouse, 2018). For example, during times of crisis, leadership qualities such as inspiration, vision, and risk-taking may be essential. However, in periods of routine operation, management skills such as planning, monitoring, and control ensure stability. Developing individuals who can integrate both roles is therefore a strategic priority for modern organisations. In sum, the distinction between managers and leaders lies in their contrasting approaches to vision, innovation, people, inspiration, risk, perspective, and communication. Leaders emphasise vision, change, empowerment, and long-term growth, while managers focus on planning, stability, task execution, … Read more

McGregor’s Theory X and Theory Y: Leading Unmotivated Employees in the Workplace

August 25, 2025June 1, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Understanding employee motivation remains one of the central challenges of modern management. Douglas McGregor, a professor at the MIT Sloan School of Management, addressed this challenge in his influential work The Human Side of Enterprise (1960), where he proposed Theory X and Theory Y as contrasting perspectives on workforce motivation. These two models reflect managers’ assumptions about employees and form the basis for distinct leadership and management styles. Theory X is based on the belief that employees inherently dislike work, require control, and resist responsibility. Conversely, Theory Y assumes that employees view work as natural, seek responsibility, and are motivated by higher-order needs such as creativity and self-actualisation. While the models may appear simplistic, they remain profoundly relevant for understanding how managers respond to unmotivated employees and for shaping effective leadership practices (Miner, 2005; Northouse, 2018). 1.0 Theory X: Managing Unmotivated Employees McGregor’s Theory X represents a pessimistic view of human behaviour in the workplace. It assumes that employees inherently dislike work, avoid responsibility, and must be coerced, controlled, and supervised to achieve organisational goals (McGregor, 1960). Assumptions of Theory X: Inherent dislike for work – Work is seen as a burden, and employees will attempt to avoid it when possible. Need for control – Strict rules, close supervision, and threats of punishment are necessary to ensure compliance. Avoidance of responsibility – Employees prefer direction and security rather than autonomy. Lack of ambition – Workers lack initiative and avoid opportunities to demonstrate leadership. Management Implications: Managers applying Theory X often adopt an authoritarian style, marked by strict supervision and a focus on task-orientation (Kreitner & Kinicki, 2013). These managers prioritise productivity and compliance over employee development. For example, in manufacturing plants where repetitive tasks and safety compliance are critical, Theory X practices such as tight control and monitoring can ensure standardisation and minimise risk. Similarly, in the military, strict hierarchies and obedience to orders remain necessary for discipline and operational success (Schein, 2010). However, Theory X has significant drawbacks. Excessive control can lead to low morale, lack of innovation, and high turnover (Greenberg, 2013). Employees who feel mistrusted or micromanaged may disengage, reinforcing the cycle of low motivation. 2.0 Theory Y: Unlocking Potential Through Empowerment In contrast, Theory Y reflects a more optimistic and modern view of human behaviour. McGregor (1960) argued that under the right conditions, employees not only accept responsibility but actively seek it. Assumptions of Theory Y: Work as natural – Employees may enjoy work as much as play when conditions are supportive. Self-direction – Workers can exercise autonomy when committed to objectives. Capacity for responsibility – Employees can be trusted to take initiative. Imagination and ingenuity – Creativity and problem-solving are widely distributed among employees. Motivation by higher needs – Beyond pay, employees seek self-actualisation, growth, and recognition (Maslow, 1943). Management Implications: Managers who embrace Theory Y tend to adopt a participative leadership style, encouraging collaboration, feedback, and shared decision-making (Hersey, Blanchard & Johnson, 2012). The emphasis shifts from controlling employees to empowering them, fostering development-oriented workplaces where individuals feel engaged and valued. Examples of Theory Y in practice can be seen in companies like Google, where employees are given 20% of their time to pursue innovative projects. This autonomy has led to the creation of successful products such as Gmail. Similarly, Southwest Airlines empowers employees to make customer service decisions on the spot, which has strengthened its reputation for service excellence (Kinicki & Fugate, 2016). By trusting employees and encouraging self-direction, Theory Y managers unlock intrinsic motivation, leading to higher creativity, stronger job satisfaction, and sustained organisational growth (Robbins & Judge, 2017). 3.0 Comparative Analysis: Theory X vs. Theory Y The practical value of McGregor’s work lies in its ability to highlight how managerial assumptions shape workplace culture and employee behaviour. Work Motivation: Theory X assumes employees are motivated primarily by extrinsic rewards and punishment avoidance. Theory Y emphasises intrinsic motivation such as achievement, recognition, and personal fulfilment. Management Style: Theory X supports a top-down, command-and-control style. Theory Y promotes a bottom-up, participative approach, with managers acting as facilitators. Employee Behaviour: Theory X predicts that employees require constant supervision and external direction. Theory Y assumes employees are capable of self-management and initiative. Organisational Culture: Theory X fosters rigid, hierarchical structures. Theory Y supports flexible, adaptive, and innovative cultures (Schein, 2010). While Theory Y is widely celebrated in modern organisations, there are contexts where elements of Theory X remain necessary. For example, in sectors such as aviation maintenance or nuclear energy, strict compliance and standardisation are essential to avoid catastrophic errors. Thus, the balance between the two approaches depends heavily on context. 4.0 Application in Modern Management Modern organisations increasingly draw from Theory Y principles as they recognise the importance of employee engagement and empowerment. Research by Latham and Pinder (2005) demonstrates that organisations adopting participative management achieve higher motivation and job satisfaction. 4.1 Blended Approaches In practice, many successful leaders combine aspects of both theories. For instance, Toyota’s lean manufacturing system incorporates close monitoring of processes (Theory X) alongside employee involvement in continuous improvement initiatives (Theory Y). This hybrid approach maintains discipline while fostering innovation (Greenberg, 2013). 4.2 Addressing Unmotivated Employees When faced with unmotivated employees, Theory X-style measures may be necessary in the short term to restore discipline. However, long-term improvement requires Theory Y strategies that focus on empowerment, training, and recognition. For example, a sales team with declining performance might initially face stricter targets and supervision (X), but sustainable improvement will emerge only if employees are later given development opportunities, autonomy, and incentives for innovation (Y). 4.3 Leadership Development Leadership training programmes often emphasise Theory Y principles, encouraging managers to adopt coaching and mentoring roles (Northouse, 2018). By investing in employees’ growth, managers not only motivate individuals but also strengthen organisational resilience. 5.0 Criticisms of Theory X and Theory Y While widely influential, McGregor’s framework has also been criticised for oversimplification. Critics argue that employees are not strictly Theory X or Theory Y but exhibit behaviours across both categories depending on context … Read more

Overcoming Despair: Embracing Life’s Simple Joys

August 29, 2024May 30, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Do you ever feel a sense of despair about life? It’s a common feeling that can be hard to shake off. But, with the right perspective, you can turn that despair into contentment and joy. Here’s How You can Shift Your Mindset and Embrace the Beauty of Your Life: Understanding Dissatisfaction Often, we find ourselves feeling unsatisfied with our lives. It’s easy to overlook the many blessings we have when we focus on what we lack. Consider this: there are countless people around the world who dream of having the life you lead. Many of them strive tirelessly, sometimes without success, to achieve what you already possess. Recognising this disparity can help put your own struggles into perspective. The Grass Isn’t Always Greener Have you ever looked up at an aeroplane and yearned to travel far away? The idea of leaving your daily life behind and exploring new places can be incredibly appealing. But think about the pilot of that plane. While we gaze up with envy, the pilot might be looking down at the villages, cities, and homes with a longing to return to their own familiar surroundings. This paradox highlights a crucial truth: no matter where we are or what we have, there’s always a part of us that yearns for something different. Accepting this can help you find peace with your current situation. Wealth and Happiness If wealth were the ultimate source of happiness, we would expect the rich to be perpetually joyful. However, reality tells a different story. Often, it’s not the wealthy who are seen dancing joyfully in the streets but those with modest means. The wealthy are frequently preoccupied with maintaining their security and managing their assets, which can prevent them from enjoying the simple pleasures of life. On the other hand, those who have less materially often find joy in everyday experiences and relationships. Power and Security Power is often associated with security, but this too can be misleading. If power guaranteed peace of mind, the powerful would live without the need for extensive security measures. Yet, it’s usually the ordinary people who can sleep soundly at night without the constant worry of threats or safety concerns. This suggests that true security comes not from power or influence but from a simpler, more grounded existence. Beauty, Fame, and Relationships We might think that beauty and fame lead to perfect relationships. However, celebrities, who seem to have it all, often struggle with their personal lives. This contradiction reveals that external appearances and public admiration do not necessarily equate to happiness or successful relationships. Real fulfilment in relationships comes from mutual respect, understanding, and genuine connection, which are not dependent on fame or physical attractiveness. Embrace Simplicity and Kindness The key to overcoming despair and finding joy in life lies in simplicity and kindness. Living a simple life, being humble, and helping others can bring immense satisfaction. Good deeds are never wasted; they create a positive ripple effect that can come back to you in unexpected ways. By focusing on what you can do for others and appreciating the small blessings in your life, you cultivate a sense of gratitude and contentment. Life is full of challenges and moments of despair, but it’s also filled with opportunities for joy and fulfilment. By shifting your focus from what you lack to what you have, and by valuing simplicity, kindness, and genuine connections, you can overcome feelings of despair. Remember, happiness is not found in wealth, power, beauty, or fame, but in the simple, everyday moments and the good we do for others. Embrace your life as it is, and you will find that despair gives way to a deep and lasting contentment.