What leaders can learn from elite archers

Precision under pressure is crucial for elite archers, who use mental imagery to rehearse movements and outcomes to maintain focus and calm in high-stakes situations, writes psychologist and performance consultant Jonathan Rhodes. Similarly, leaders can use imagery to practice timing their decisions, ensuring they act confidently and effectively, which can significantly impact an organization's success, Rhodes notes.

Put it into practice: Even the most skilled archers can miss the mark, but they have developed the resilience to handle setbacks with ease, Rhodes notes. "When facing a setback or a challenging situation, a leader can imagine the experience, acknowledge any frustration, and imagine refocusing with clarity."

When we think about celebrating wins, we often imagine the big moments -- hitting a major revenue goal, launching a new product or securing a massive client deal. But the truth is, these moments are rare, and waiting for them to boost your team's morale can leave long periods where people are simply grinding, writes Jim Kaveney, founder of Unlimited Heart Health & Wellness.

Put it into practice: Even the slightest acknowledgment, such as a public shout-out, can improve morale and build motivation over time, which can help your team achieve long-range goals, Kaveney writes. "When you acknowledge small wins, you're essentially breaking down a huge, often overwhelming project into manageable milestones."

Growth often comes from discomfort, and associating with people we may not like pushes us out of our comfort zones, writes Steve Keating, who recommends focusing on their positive traits, maintaining boundaries and seeking to understand their challenges. "Imagining the world from their perspective can help you see where they're coming from and reduce frustration," Keating notes.

Put it into practice: Be patient when working with difficult people, focus on the task, not the person and use the interaction to sharpen your communication skills and empathy, Keating recommends. "View these interactions as a chance to grow and improve."

Even if you get the minimum exercise recommended to stay in good health, too much sitting can still increase your heart age, according to a study in PLOS One. Study participants who sat almost nine hours daily experienced accelerated heart aging. Vigorous exercise mitigated but did not eliminate the risks associated with prolonged sitting.

Restaurants nationwide are embracing nostalgic desserts, with chefs revisiting classic recipes that evoke childhood memories. At Junoon in New York City, Ma's Rice Pudding, made by chef Akshay Bhardwaj's mother, is a standout. Chef Ben Sidell at Saltie Girl offers chocolate chip cookies with crispy edges and a soft center, while Nicholas Tamburo at Smithereens reimagines apple cider donuts.

A few years ago, a friend of mine told me about a boss she was having difficulty working with. She felt as if her boss didn't trust her or value her skills, yet she had to work with this boss every day.

The advice I gave her then is an echo of what Steve Keating suggests when dealing with co-workers or bosses that you don't personally like and find challenging to be around. My first piece of advice was to try to see the world from her perspective. She had been in her job a long time and may well have seen my friend as a young upstart, someone who was gunning for her job. By acting as if my friend was not talented, she may have been trying to discourage my friend from staying in the job, much less excelling at it. Her boss's treatment of her may be out of an unconscious fear.

I also told her what Keating advises -- stay focused on the task when you're working together and set boundaries when you're not. Stay patient, tolerant and respectful and try to have a sense of humor about the whole situation.

My friend put that advice into action and within the year, she and her boss actually became friends. Within five years, her boss retired, and my friend did, ultimately take her job with her boss's blessing.

Keating's advice is sound, and I've seen it work. You may not end up being friends with the difficult people you work with, but you'll find that following these steps can help you keep your sanity when you do have to interact, and you may find that you enjoy working with them more than you thought you would because everyone has something to teach us.

Even those "morally bankrupt" folks we encounter, as Keating notes, hold lessons for us. That lesson is that there are some relationships we don't need or want to invest in. Knowing when to walk away is just as wise as knowing when to engage.

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