A bad first impression can be hard to shake. But changing how others view you is not impossible. Here are four ways to overturn entrenched beliefs: Surprise people. For example, if you’ve developed a reputation for never speaking up, make a point of being the first person to speak in meetings, and make multiple comments. Overcompensate over time. Bombard people with a lot of evidence to suggest that their first impression was wrong — do it not just once, but consistently. Get closer to people. If you’ve started out on the wrong foot with someone, don’t avoid them. Find ways to get to know them better so they can see who you really are. Wait it out. Sometimes the bad impression your colleague formed has nothing to do with you. If you’re patient and continue to act in ways you’re proud of, most people will come around eventually. Adapted from “4 Ways to Overcome a Bad First Impression,” by Dorie Clark

When you’re angry or disappointed with a colleague, it can be tempting to dash off a text or email to say so. But an angry message sent in haste can ruin a relationship. Before communicating, ask yourself: What outcome do I want? Think about your end goal and respond in a way that will achieve it. What should I communicate? If, for example, you want to be in the loop on a project, saying “I’m concerned that you didn’t include me in that meeting” is clearly a better choice than “I can’t believe you didn’t include me!” How should I communicate? If you listen to other people, they’ll most likely return the favor. Be curious and ask questions. Ask other people whether you’ve understood their perspective. When should I communicate? Wait until you can approach the conversation with curiosity, compassion, and clarity, and until the other person is likely to be generous and calm. Adapted from “Outsmart Your Next Angry Outburst,” by Peter Bregman

The term “middleman” usually conjures up a negative image — someone who creates costs and slows things down. The truth is almost the opposite: Middlemen usually can make things happen more efficiently than those who specialize in other job functions. Middle managers can learn from middlemen in three ways: Look for gaps between the silos. People who can bridge the “structural holes” in organizations, who understand the needs and resources of different teams, can bridge cultural divides. Keep both sides honest. The middleman’s power comes from a unique vantage point that can keep one or both sides accountable for delivering on the end product. Be a single point of contact for your team. Middlemen can help with information overload, filtering out the noise and delivering crucial data. Adapted from “What Middle Managers Can Learn from Agents, Brokers, and Other Middlemen,” by Marina Krakovsky

If you want to continue working in some capacity after you retire, you’ll have to do some planning. Start by asking yourself four questions: How much money do I need to earn? If a certain income is mandatory, this criterion needs to come first and will influence your other decisions. How much location independence do I want? If you have visions of balancing some work with a lot of travel, or if you’d like to spend winters in sunny climes, think carefully about how to cultivate a location-independent second act, such as a seasonal or internet-enabled job. How much change am I seeking? If you’d simply like to downshift in your current career, ask your manager about transitioning into a consultant role. A bolder change will require additional groundwork. How can I start test-driving my future career now? Experiment with some small side projects while you have the security of your regular income. Adapted from “Planning Your Post-Retirement Career,” by Dorie Clark

If you dislike having a structured work schedule but find it difficult to maximize productivity without one, it may be time to change the way you think about time management. Consider your unique creative rhythm: How do you work best on a monthly, weekly, and daily basis to help create order and flexibility? Most people have a natural rhythm in which they can accomplish about one major professional project per month. Projects, meetings, and commitments can vary week to week, but it’s helpful to have a general sense of the weekly cadence that’s right for you. For daily cadence, there’s no single formula. The trick is to be honest with yourself about when you do your best focused work, when you prefer to have meetings, and when you’ll make space for the processing and planning that keeps everything moving. Experiment with your own monthly, weekly, and daily rhythms to find the cadence that’s right for you. Adapted from “How to Get into a Rhythm at Work If You Can’t Stick to a Schedule,” by Elizabeth Grace Saunders

Not all leaders are comfortable giving employees feedback — especially when it’s negative. The fear of hurting people’s feelings and dealing with potential drama holds too many managers back. But people thrive on feedback, which is why giving it early and often is so important. The next time you need to have a difficult feedback conversation with an employee, use these guidelines: Be direct but kind. Don’t beat around the bush. Include specific examples of desired behaviors to help illustrate what you mean. Listen. This provides a space in which both people feel respected. Don’t make it personal. Imagined slights and malice are toxic, but if you acknowledge the emotions being felt, you open a relief valve for the stress. Be present. Show up fully for the discussion, and don’t rush off once it’s over. Follow up later so afterthoughts don’t create imagined distance. Inspire greatness. Be sure to communicate your aspirations for the person you’re giving feedback to. Adapted from “Two-Thirds of Managers Are Uncomfortable Communicating with Employees,” by Lou Solomon

When meetings veer off track, everyone’s time gets wasted. But what if you’re not in charge and the meeting leader is the source of inefficiency? It can be daunting to question a superior, but you can do it without challenging their authority. First, think about the standard procedures for planning a meeting: inviting the right people, sending out pre-work, and developing an agenda. Start your feedback there, since focusing on procedures won’t feel like a personal attack. If you do need to address the way someone runs a meeting, tread with caution. You certainly can’t say, “This was a lousy meeting, and here’s how to make it better.” But you can offer some quick assessment mechanisms to help the meeting leader reach their own conclusions: a meeting process checklist that people fill out anonymously, a survey that participants complete online, or quick questions that everyone discusses at the end of every meeting. We all are accountable for keeping meetings effective, whether we are leading them or simply participating. Adapted from “Keeping Meetings on Track When You’re Not in Charge,” by Ron Ashkenas