Latest news with #careergrowth
Forbes
2 days ago
- Business
- Forbes
'No': Why The Most Powerful Word In Business Is Often Overlooked
Kathryn Lancioni | Founder & CEO at Presenting Perfection | Globally recognized communication expert and Award-winning academic. In today's competitive, 24/7/365 business world, saying "yes" to opportunities, meetings, collaborations, partnerships and just about anything else is the norm, not the exception. In the early days of our careers, many of us were told to capitalize on opportunities, that collaboration leads to growth, that being agreeable builds relationships and that saying "yes" was expected. Essentially, the word "no" and the mere idea of walking away from anything offered were not possibilities. But with age and experience comes wisdom. Today, many experienced leaders have realized that using the word "no" is a strength, not a weakness. By integrating "no" into your vocabulary, you are not shutting down opportunities, but rather choosing the ones that make sense. Why 'No' Feels Awkward The word "no" carries weight and risk. For many professionals, it comes with apprehension and fear: fear of passing on a career-advancing opportunity, fear of losing visibility or fear of missing out. But as Brené Brown, author and researcher, explains in her book The Gifts of Imperfection, "Daring to set boundaries is about having the courage to love ourselves, even when we risk disappointing others." This perspective is critical for professionals constantly under pressure to make complex decisions, reshuffle priorities and navigate high-stakes environments. Without the courage to say "no," we lose focus—and with it, direction, clarity and efficiency. 'No' As A Strategic Filter Saying "no" is not a sign of weakness—it's a sign of strength, leadership, courage and confidence. Warren Buffett is often quoted as saying, "The difference between successful people and very successful people is that very successful people say no to almost everything." The word "no" serves as a strategic filter. It helps you channel your energy, align your actions and stay focused on long-term goals. It's not about turning down opportunities; it's about selecting the ones that make strategic sense for your career. Saying "no" in the workplace is particularly challenging for women, who frequently, and reasonably, fear it will be used against them when it comes time for a promotion or a raise. As Alizah Salario notes in a recent article, women face a double standard when it comes to the use of the word "no." When women say no, they "risk being seen as difficult, aggressive, or selfish." But, when they say yes, they "wind up feeling resentful or burnt out from taking on tasks outside [their] job scope, then deal with the repercussions of not making the best decision." Salario further explains that "a 'no' without explanation or context is often received differently from a woman executive than it is from her male counterpart. Yes, women are under greater pressure to be liked in order to be successful, making it harder to respond with a flat-out 'no.'" Personal Branding And The Power Of 'No' An underestimated benefit of saying "no" is how it strengthens your personal brand. Your personal brand is not just what you say "yes" to—it's what you prioritize and focus on. Every "no" is a decision underscoring who you are, what you value and the direction you want to take. A personal brand is like a painting, with each color and line specifically chosen to enhance the themes of the piece. An artist, just like a business professional, elects to emphasize certain traits. Most of us know, or at one point may have been, a professional who said "yes" to everything out of obligation. But once they learned to say "no" without remorse or fear, their confidence grew, their messaging sharpened, their stress levels dropped and their impact expanded. Four Ways To Harness The Power Of 'No' If you find it challenging to say "no," consider these practical steps: Take some time to consider what you want from your career. Ask yourself: What do you value? What do you want to be known for? How do you want people to view you? Saying "no" protects your time, mitigates your stress levels and helps manage expectations. It lessens the potential for disappointment and false promises. A firm "no" can still be gracious: "I'm flattered you asked, but I need to decline as I have to focus on my existing commitments." Suggest a different timeline, refer someone else or suggest an alternate way of collaborating in the future. Final Thought In business—and in life—"no" is not a rejection. It's a declaration of focus and a statement of confidence. It's how we protect what matters, honor our time, manage stress and lead with authenticity. As Tony Blair, former prime minister of the U.K., once said, "The art of leadership is saying no, not saying yes. It is very easy to say yes." In today's world, authenticity is a hallmark of successful leadership. Gen-Z and Millennial business professionals respect leaders with a clear vision, strong sense of self and authenticity. Digging deep to understand who you are and what matters to you both personally and professionally will empower you to say "no" where appropriate. At first, it will be tough, but over time, you'll develop the confidence to say it and the self-appreciation for using it. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
3 days ago
- Business
- Forbes
How First-Time Job Seekers Can Negotiate Without Settling For Less
Negotiation isn't just for seasoned pros. First-time job seekers can secure better offers by staying ... More clear, calm, and confident during the conversation. Landing your first full-time role is exciting, but once the offer comes in, it's easy to go from proud to panicked. Should you negotiate? Are you even allowed to? What if asking for more makes them pull the offer altogether? These fears are common, but here's the truth: negotiation isn't just for seasoned professionals. In fact, negotiating early in your career helps set the tone for your long-term growth and shows potential employers that you understand your value. The key is knowing how to approach it without letting fear get in your way. Here are a few lesser-known but powerful strategies that can help you negotiate your first job offer with confidence and without overstepping or second-guessing yourself. Start By Reframing What Negotiation Really Means Most first-time job seekers think negotiation is about demanding more. In reality, it's a collaborative conversation about fit and fairness. You're not begging for a favor. You're starting a dialogue about how you and the employer can both thrive. The mindset shift here is essential. Rather than seeing yourself as 'lucky' to have any offer, understand that you're bringing skills, energy, and potential to the table. You're not a burden, but an asset. Negotiation is about alignment, not arrogance. Learn To Talk About Money Without Apologizing One of the biggest mistakes new professionals make is treating salary like a dirty word. If you tiptoe around the topic, apologize for asking, or over-explain why you need a higher number, you dilute your power. Practice saying something simple like, 'Based on my research and the scope of this role, I was hoping we could explore a starting salary closer to [your number] Practice Saying The Number Out Loud It sounds simple, but this one works. Before the conversation, get used to hearing your ask in your own voice. Practice in the mirror, say it to a friend, or record yourself. The more familiar the number becomes to you, the easier it'll be to say without flinching. When you hesitate or stumble, it signals uncertainty. But when you say your number like it's just a fact (and it is), you remove the emotional charge and let your confidence do the talking. Signal That You're Serious, Not Desperate There's a fine line between eagerness and desperation. You want to show enthusiasm for the role, but you don't want to come across like you'll take anything they offer. Desperation reads as a lack of options, which can weaken your position. Instead, say something like, 'I'm really excited about this opportunity, and I want to make sure it's a strong fit on both sides.' This keeps the conversation balanced and makes it clear you're thinking long term, not just rushing to say yes. Build Your Leverage With Quiet Confidence If you don't have other offers, that doesn't mean you're out of leverage. Your strengths, your potential, and the way you carry yourself all contribute. Be ready to speak about what you bring to the team, even if your experience is limited. Focus on your problem-solving skills, your initiative, and your adaptability. You don't need a 10-year resume to prove you're valuable. You just need to show you've done your homework and that you're prepared to make an impact. Make The Conversation About Mutual Fit Hiring isn't charity, it's strategy. The employer is choosing someone who will add value to their team. Your goal in a negotiation is to reinforce why you're that person. Keep the tone collaborative. Try: 'I want this to be a great long-term fit, and I believe I can contribute a lot in this role. Would it be possible to revisit the compensation so that it reflects the value I'm ready to bring?' This keeps the conversation focused on partnership, not personal need. Use A Future-Focused Mindset One reason many first-time job seekers hesitate to negotiate is that they're worried about 'messing it up.' But here's the thing: you're not just negotiating for this role, you're setting a standard for the roles that come after. Even if you only increase your salary by $2,000, that raise compounds across every future offer that builds off this one. You're not being difficult. You're being smart. Think beyond your starting paycheck and focus on the precedent you're setting. Accepting an offer without negotiation doesn't make you easier to work with; it can make you easier to undervalue. The act of negotiating, when done respectfully, sends a signal that you take your career seriously. It shows that you understand boundaries, goals, and self-advocacy, which are all qualities of a strong employee. This isn't about pushing for the moon. It's about setting a foundation you can build on. Negotiating your first offer is about honoring yourself. You've put in the work, the interviews, the waiting. Now is the moment to speak up with clarity and calm. Even if the number doesn't change, the act of asking will teach you something powerful: your voice matters. Practice using it now, and you'll carry that skill for the rest of your career. You've got this!
Yahoo
4 days ago
- Business
- Yahoo
In his 20s, the boss of this 4,100-employee Fortune 500 company tried to refuse a promotion to CEO—his advice to new grads is stay ‘humble'
EXCLUSIVE: Tony Cheng rose up the corporate ladder at Reinsurance Group of America by embracing challenging roles early and credits his steady, decades-long career growth to continual learning, humility, and a willingness to take on responsibility. His leadership helped expand RGA's presence in Asia and beyond, encouraging individuals looking to lead companies to always be open to continued growth. It's rare to be offered a big promotion and turn it down, but it's even rarer to warn superiors you don't feel prepared for the role and be appointed anyway. Yet that's precisely what happened to Reinsurance Group of America boss, Tony Cheng, in his early years with the business. Cheng has worked his way up the ranks of RGA over the past three decades, helping grow the company to its current position of $3.9 trillion of reinsurance covering active policyholders. In 2025, RGA announced a landmark $1.5 billion deal with Equitable to reinsure $32 billion worth of life insurance policies, securing its place as an industry leader and expected to boost earnings for quarters come. Sitting down for an exclusive interview with Fortune this summer, Cheng reflected on that all-important promotion to CEO, and the value of staying humble even in the C-suite. The following has been condensed and edited for clarity. Tony, in an era where job-hopping is often seen as the fast track to career growth, you've chosen a different tactic—working up through RGA since 1997. Where did your work ethic come from, and what's inspired your long-standing commitment to the company? I was born in Hong Kong, and my parents—both teachers—felt for the future of their four kids (of which I was the youngest) Australia would provide the Western education they wanted. So I grew up in Australia from nine months to the age of 20 and didn't travel overseas much. My parents worked incredibly hard. Mom looked after the four kids and Dad unfortunately had to give up his love for teaching because it just wouldn't pay the bills. Eventually they opened up small businesses and then we, the four kids, on the weekend would go work there—12 hour days—and didn't think otherwise. That really bred in the sacrifice of the parents, the hard work, all things I'd wish to pass onto my kids. Growing up as many of us in a Western country but very Asian family do, I think I went to Asia once in my life, so [I took] an opportunity to join RGA in 1997 in Malaysia. Between 1999 and 2002 you returned to the States to earn an MBA while working for RGA, before leaving to head up the Hong Kong office. When you arrived, you had a team of 10. The Asia Pacific region now has more than 1,000 employees and revenues of $4 billion. Are there untapped career opportunities in emerging markets as opposed to progressing in established regions? We had a very small operation, but we were actually covering about 500 million people. It was Hong Kong and Southeast Asia so Malaysia, Thailand, all those countries. I went there as the actuary, and a year and a half later they promoted me to be the CEO of that business. It was daunting, right? The first time I was asked to take it by my boss, I sort of said, 'No, I'm too young.' At the time I was 29. He ignored that. The equation in my mind was I've probably got a 10% chance of success—and that would be great—or a 90% chance of failure, but hey, I'm gonna learn a hell of a lot. I had no mortgage, no kids, so just wanted to learn. Maybe that instinct, that desire and drive to keep learning was from my parents being teachers. In its latest financial results RGA reported revenues of $22.1 billion. How has the start-up mentality you learned in Asia helped grow the business globally? We built that business up with incredible hard work. I'd joke internally that once every month or so pest control would come in, and that meant we could go home at 5 o'clock because what else were we going to do with ourselves? That was the spirit. In the early days, you solve problems. I'd say to the team: 'Let's just try. We know it's really hard, but let's just try.' In the U.S., people usually don't create new products or create new things because the market's so big, a lot of it's already played out and it's been created. Any good idea has been thought of, and that's truly okay. It's actually more connecting the dots in the U.S., but with a drive to not just settle on: 'Hey, here's the market, we want a share of it' it's a drive to create new things or a new combination of things so that we [can] increase the pie and share in that greater value creation. That's always been in the company spirit, it was just really about bringing that out again to the forefront. Like a lot of other Fortune 500 CEOs we speak to, you clearly have a love for learning. In a world where AI is expected to disrupt the labor market, what are the skills you're looking for in new talent? I can only think of what I advise my son, who's in his second year of college. As the younger generation already knows, AI is gonna accelerate, and therefore number one they've absolutely got to be able to use it and partner with it. Ultimately AI, one would think, is gonna replace whatever is mathematically easier to replace. Had a conversation at one of the town halls with some risk professionals in the U.S. last week and I said all those soft skills really matter, you've still got to learn the hard skills, you've got to understand your subject matter expertise regardless of technology, but increasingly all those abilities to interact, to communicate, to join the dots, to be able to understand information, communicate it, and just put those dots together is the stuff that's gonna be obviously harder for AI to replicate. Maybe it will one day, but then you've just got to keep elevating yourself. So, what is that a lesson of? It is a lesson of continually adapting, continually learning, a bit like a sports person. When they've lost their passion to play and fight, it's time to retire. For me, when I've lost that passion to learn and grow, you're probably not gonna give it your full go, hence maybe the learning really just keeps me going. It's not like I ever said, 'Hey, I want to be the CEO of the company.' I was so far away, I just wanted to be treated right and enjoy the journey and the growth, So the lesson to individuals is you've just got to keep learning, you've got to be humble. If you're not humble, you're not gonna listen to yourself or your failings, you're gonna blame them on something else as opposed to, 'Well, what was my role in that?' so I can learn. This story was originally featured on Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
4 days ago
- Business
- Forbes
4 Questions To Ask Before Accepting A Temp Job This Summer
Summer jobs aren't just for extra cash—they can open doors. Ask the right questions to find a temp ... More role that fits your goals, schedule, and future opportunities. We often associate summer with beaches, vacations, and relaxation. But what makes summer even better is that you can earn extra cash while still having fun outside. Whether you have experience or not, there are plenty of temp jobs to choose from, helping you maximize the slowdown. In fact, youth labor force participation hit 60.4% in July 2024, according to the U.S. Bureau of Labor Statistics. But before you say yes to a temp job this summer, you should first consider a few factors. Here are four questions to ask and see if it's the right opportunity for you. What Are The Opportunities Here? You might think of a temp job as just for the summer. But asking about the company's future goals or opportunities can make a huge difference. For instance, you might have a chance to go back for a different project that they will launch in the coming months. If the company is planning to expand, they may consider you for a higher or more permanent role. By the time your summer job is over, you've already proven your work ethic and adapted to their workflow and company culture, making you a strong candidate. Asking also shows initiative, genuine interest in the company, and commitment to growth. Who knows? They might create a new role for you or even refer you to another company that's a better match for your strengths. When Can I Start? According to Recruitics, over 65% of summer job seekers prefer schedules with under 30 hours per week. Of course, we all have different summer plans, from traveling and trying new hobbies to just trying to achieve work-life balance. Depending on the role and demand, temp job schedules could be flexible or fixed. If you're in food service, recreation, or hospitality, you may have morning, afternoon, or even night shifts. That's why you should know when you and your workmates are set to start. This helps you prepare and set your expectations right. For example, if others have already started working, this means you should adjust faster. If it's the opposite, you may have to help them learn the ropes. Understanding everybody's schedule also prevents miscommunication, strengthens teamwork, and makes sure there's enough support for everyone. How Can I Go Above And Beyond In My Role? Summer jobs may be the perfect training ground for some, but you can also push yourself further to unlock better opportunities. By asking what you can do to go above and beyond in your role, you're showing how dependable and eager you are to learn and improve. Perhaps you're open to working a few extra hours during peak times. You may be willing to get trained by a superior from another department. Or you might want to join the company's events and volunteer initiatives. By being more visible and engaged, you can grow your network, increasing your chances for better roles. Also, take advantage of all the soft and hard skills you can gain from the job. Whether it's time management, leadership, or learning new platforms, you can use them to build your portfolio and resume. What Perks And Kinds Of Support Are Available? Although temporary, summer jobs usually include exciting perks and privileges. These include flat bonuses, employee discounts, free meals or admissions, and flexible schedules. According to the National Recreation and Park Association (NRPA), the most popular incentives given to summer workers are pre-determined flat bonuses, and 46% of agencies that offer incentives use this approach. Other perks include referral bonuses, rewards based on the total number of hours rendered, and even end-of-summer parties. Besides the fun part, you can also ask about training opportunities. For example, the NRPA noted that 64% of park and recreation agencies provide training and certification to help keep their lifeguards. You can also ask about the onboarding process. Some companies use a buddy system where they pair you with a more experienced member to help you settle in more quickly. There may be resources available, too, like manuals and checklists. Maximize everything not only to do well in your temp job but also to develop relevant, transferable skills for future opportunities. Temp jobs during summer allow you to strike the right balance between work and having fun. You'll gain valuable skills, boost your income, and even enjoy special perks. To make the most out of your experience, ask the right questions, including what future opportunities are available and how you can go the extra mile in your role. May your career shine this summer and beyond. Rooting for you!
Yahoo
4 days ago
- Business
- Yahoo
In his 20s, the boss of this 4,100-employee Fortune 500 company tried to refuse a promotion to CEO—his advice to new grads is stay ‘humble'
EXCLUSIVE: Tony Cheng rose up the corporate ladder at Reinsurance Group of America by embracing challenging roles early and credits his steady, decades-long career growth to continual learning, humility, and a willingness to take on responsibility. His leadership helped expand RGA's presence in Asia and beyond, encouraging individuals looking to lead companies to always be open to continued growth. It's rare to be offered a big promotion and turn it down, but it's even rarer to warn superiors you don't feel prepared for the role and be appointed anyway. Yet that's precisely what happened to Reinsurance Group of America boss, Tony Cheng, in his early years with the business. Cheng has worked his way up the ranks of RGA over the past three decades, helping grow the company to its current position of $3.9 trillion of reinsurance covering active policyholders. In 2025, RGA announced a landmark $1.5 billion deal with Equitable to reinsure $32 billion worth of life insurance policies, securing its place as an industry leader and expected to boost earnings for quarters come. Sitting down for an exclusive interview with Fortune this summer, Cheng reflected on that all-important promotion to CEO, and the value of staying humble even in the C-suite. The following has been condensed and edited for clarity. Tony, in an era where job-hopping is often seen as the fast track to career growth, you've chosen a different tactic—working up through RGA since 1997. Where did your work ethic come from, and what's inspired your long-standing commitment to the company? I was born in Hong Kong, and my parents—both teachers—felt for the future of their four kids (of which I was the youngest) Australia would provide the Western education they wanted. So I grew up in Australia from nine months to the age of 20 and didn't travel overseas much. My parents worked incredibly hard. Mom looked after the four kids and Dad unfortunately had to give up his love for teaching because it just wouldn't pay the bills. Eventually they opened up small businesses and then we, the four kids, on the weekend would go work there—12 hour days—and didn't think otherwise. That really bred in the sacrifice of the parents, the hard work, all things I'd wish to pass onto my kids. Growing up as many of us in a Western country but very Asian family do, I think I went to Asia once in my life, so [I took] an opportunity to join RGA in 1997 in Malaysia. Between 1999 and 2002 you returned to the States to earn an MBA while working for RGA, before leaving to head up the Hong Kong office. When you arrived, you had a team of 10. The Asia Pacific region now has more than 1,000 employees and revenues of $4 billion. Are there untapped career opportunities in emerging markets as opposed to progressing in established regions? We had a very small operation, but we were actually covering about 500 million people. It was Hong Kong and Southeast Asia so Malaysia, Thailand, all those countries. I went there as the actuary, and a year and a half later they promoted me to be the CEO of that business. It was daunting, right? The first time I was asked to take it by my boss, I sort of said, 'No, I'm too young.' At the time I was 29. He ignored that. The equation in my mind was I've probably got a 10% chance of success—and that would be great—or a 90% chance of failure, but hey, I'm gonna learn a hell of a lot. I had no mortgage, no kids, so just wanted to learn. Maybe that instinct, that desire and drive to keep learning was from my parents being teachers. In its latest financial results RGA reported revenues of $22.1 billion. How has the start-up mentality you learned in Asia helped grow the business globally? We built that business up with incredible hard work. I'd joke internally that once every month or so pest control would come in, and that meant we could go home at 5 o'clock because what else were we going to do with ourselves? That was the spirit. In the early days, you solve problems. I'd say to the team: 'Let's just try. We know it's really hard, but let's just try.' In the U.S., people usually don't create new products or create new things because the market's so big, a lot of it's already played out and it's been created. Any good idea has been thought of, and that's truly okay. It's actually more connecting the dots in the U.S., but with a drive to not just settle on: 'Hey, here's the market, we want a share of it' it's a drive to create new things or a new combination of things so that we [can] increase the pie and share in that greater value creation. That's always been in the company spirit, it was just really about bringing that out again to the forefront. Like a lot of other Fortune 500 CEOs we speak to, you clearly have a love for learning. In a world where AI is expected to disrupt the labor market, what are the skills you're looking for in new talent? I can only think of what I advise my son, who's in his second year of college. As the younger generation already knows, AI is gonna accelerate, and therefore number one they've absolutely got to be able to use it and partner with it. Ultimately AI, one would think, is gonna replace whatever is mathematically easier to replace. Had a conversation at one of the town halls with some risk professionals in the U.S. last week and I said all those soft skills really matter, you've still got to learn the hard skills, you've got to understand your subject matter expertise regardless of technology, but increasingly all those abilities to interact, to communicate, to join the dots, to be able to understand information, communicate it, and just put those dots together is the stuff that's gonna be obviously harder for AI to replicate. Maybe it will one day, but then you've just got to keep elevating yourself. So, what is that a lesson of? It is a lesson of continually adapting, continually learning, a bit like a sports person. When they've lost their passion to play and fight, it's time to retire. For me, when I've lost that passion to learn and grow, you're probably not gonna give it your full go, hence maybe the learning really just keeps me going. It's not like I ever said, 'Hey, I want to be the CEO of the company.' I was so far away, I just wanted to be treated right and enjoy the journey and the growth, So the lesson to individuals is you've just got to keep learning, you've got to be humble. If you're not humble, you're not gonna listen to yourself or your failings, you're gonna blame them on something else as opposed to, 'Well, what was my role in that?' so I can learn. This story was originally featured on Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
