How to Make Your Life Better by Sending 5 Simple Emails

This is why I often ask managers to write an e-mail of praise or thanks to a friend, family member, or colleague each morning before they start their day’s work—not just because it contributes to their own happiness, but because it very literally cements a relationship.

…you should make sure that your performance is visible to your boss and your accomplishments are visible. Your superiors in the organization have their own jobs, are managing their own careers, are busy human beings. And you should not assume that they’re spending all their time thinking about you and worrying about you and your career.

Any person lucky enough to have had one great teacher who inspired, advised, critiqued, and had endless faith in her student’s ability will tell you what a difference that person has made in her life. “Most students who become interested in an academic subject do so because they have met a teacher who was able to pique their interest,” write Csikszentmihályi, Rathunde, and Whalen. It is yet another great irony of the giftedness myth: in the final analysis, the true road to success lies not in a person’s molecular structure, but in his developing the most productive attitudes and identifying magnificent external resources.

The results were unequivocal. “The greater the proportion of face-to-face interactions, the less lonely you are,” he says. “The greater the proportion of online interactions, the lonelier you are.” Surely, I suggest to Cacioppo, this means that Facebook and the like inevitably make people lonelier. He disagrees.Facebook is merely a tool, he says, and like any tool, its effectiveness will depend on its user. “If you use Facebook to increase face-to-face contact,” he says, “it increases social capital.” So if social media let you organize a game of football among your friends, that’s healthy. If you turn to social media instead of playing football, however, that’s unhealthy.

In fact, in landing a job, Granovetter discovered, weak-tie acquaintances were often more important than strong-tie friends because weak ties give us access to social networks where we don’t otherwise belong. Many of the people Granovetter studied had learned about new job opportunities through weak ties, rather than from close friends, which makes sense because we talk to our closest friends all the time, or work alongside them or read the same blogs. By the time they have heard about a new opportunity, we probably know about it, as well. On the other hand, our weak-tie acquaintances— the people we bump into every six months— are the ones who tell us about jobs we would otherwise never hear about.