Tidbits, titbits or tipbits?

It’s that time of year when many of us get motivated to make ourselves better—healthier, wealthier, wiser, or just different—in the new year. Roughly six in 10 of us make New Year’s resolutions, according to a 2016 Harris poll.

But following through on those goals isn’t easy. Roughly half of those who are earnestly vowing to make improvements in 2018 are likely dusting off the same list they had last year. So if you want to actually accomplish those goals—or at least make a dent in them—by this time next year, use these five approaches.

If you’re always working for the weekend, you’re not alone. Just one-third of employees are actively engaged at work, leaving the majority of us unhappy on the job, according to the most recent State of the American Workplace Gallup poll. Instead of keeping an eye on the clock and the calendar, take the reins by creating a career that you love, experts suggest.

“People often find themselves on a lifelong career journey without a destination in mind, only to look back at some point and realize they are not where they expected or wanted to be professionally,” says Tom Kemp, MBA executive-in-residence at the University of Richmond’s Robins School of Business. “Often this reflection happens when they either find themselves confronted with a job loss or they simply become so disenfranchised that they quit with little idea or thought about what they want to do next.”

It happens to high- and low-performing teams alike: The ties that bind everyone together just aren’t as strong as they could be. Maybe you’ve inherited a team that’s always been sluggish and uninspired, or one that’s usually steady, but the trust is eroding under pressure. Or perhaps you’re just trying to take your team to the next level. Whatever the case, every team needs to reflect once in a while on what could be improved. It’s human nature to be conflict-averse, but it’s every manager’s job to bring points of conflict out into the open and move forward together.

Unfortunately, most meetings aren’t the best venues for doing that. Typical team meetings focus on planning what’s ahead–an upcoming project, the next quarter’s top goals and metrics, expectations moving forward. But there’s a simple alternative, focused on reviewing the immediate past, that can change how your team works for the better.

To effectively lead and motivate employees, you don’t need charisma and a grand vision. Research from Michigan State University (MSU) found that being a successful boss was more about mind over matter.

The study, published in the journal Organizational Behavior and Human Decision Processes, found that a leader’s focus, or mind-set, affects his or her own behavior, which in turn affects employees’ motivation. And the good news is that your mind-set can be changed to produce certain outcomes from workers, from creativity to loss prevention.

“Effective leadership may be based in part on a leader’s ability to recognize when a particular mental state is needed in their employees and to adapt their own mental state and their behaviors to elicit that mind-set,” says Brent Scott, MSU professor of management and study coauthor. “Part of the story here is that you don’t have to be Steve Jobs to be an effective leader. There is no one-size-fits-all approach to managing.”

We all know that the work landscape is changing. The jobs that will be in demand are shifting as more are automated by artificial intelligence, machine learning, and robots. Teams are becoming more disparate and globalization has added new collaboration challenges. At the same time, more millennials are taking on management roles, and even our work spaces will undergo changes between now and 2025.

“Change will be happening so quickly that 50% of the occupations that exist today will not exist 10 years from now. So we’re going to be living in an environment that is extremely adaptable and changing all the time,” says Liz Bentley, the founder of Liz Bentley Associates, a leadership development consulting firm.

You don’t need to be told why it matters to be transparent and honest at work–that much is a given. So is the overall usefulness of expressing yourself clearly, confidently, and with as few filler words as possible. But in the effort to do that, many of us fall back on common expressions that might sound totally fine in social situations but can do some quiet damage in the workplace. One of them is “I’m sorry.” Another is “to be honest.”

The latter turn of phrase–and versions of it, like “honestly,” “frankly,” “if I can be honest with you,” or “let me be frank”–is easy to resort to when you want to cut through the crap, come clean, or offer your unvarnished opinion. But these expressions also tend to attach themselves to–and subtly encourage–certain messages that are either better left unsaid or ought to be rephrased. Here are times when “to be honest” can make you sound less authoritative around the office.

Research has shown that when we receive an email, we’re predisposed to view the tone of that message negatively–or at least more negatively than the sender intended it.

Given that everyone has this natural “negativity bias” against email, it’s important to pay close attention to your phrasing. For the most part, we use email either to remind people about things they said they’d do, or to ask them to do something for us. In the absence of social cues, this is a delicate task. With that in mind, here are a few tips for making your emails friendly and appealing—without running on too long or coming off as ingratiating.

You’ve probably been taught that giving compliments build relationships. In the self-help classic How to Win Friends and Influence People, Dale Carnegie stressed the importance of “giving sincere and honest appreciation” to others in life and work. He’s not wrong, but the thing is that showing real appreciation is difficult to do.

How many times has someone given you a “compliment” and you just know they’re trying to get something from you? Compliments can easily veer into flattery and feel insincere, leaving the recipient wondering about the giver’s hidden agenda.

Here’s what it takes to avoid all that–it’s easier than you think.

Let’s not waste any time. The simple solution that we’re all looking for: It doesn’t exist. Want your business to thrive like Amazon’s? Want to emulate Steve Jobs or Mark Zuckerberg? Follow the road map of Nike or Warby Parker to build the next brand that matters? Sorry, it doesn’t work that way. What succeeded for them may not work for you. Too bad. Get over it.

One-size-fits-all strategies just aren’t effective in today’s age of flux (and maybe they never were). That’s one of the insightful messages in senior writer Austin Carr’s feature The Future of Retail in the Age of Amazon. It’s become common practice to refer to billion-dollar startups as “unicorns,” but there is no more one-of-a-kind business than Amazon: hard-driving, customer-focused, yet broadly directed, from books and groceries to entertainment, consumer electronics, and web services. Carr explains that competing with Amazon today–trying to beat it at its own game–is largely a fool’s errand. Instead, what increasingly defines retail success, and points the way toward the businesses of tomorrow, is a bespoke model, one that is crafted to deliver on a focused need, proposition, or brand essence.

Some people just seem to bounce back from whatever life throws at them. Whether it’s illness, loss, or tragedy, they do the tough work of picking themselves up, dusting themselves off, and carrying on—even when it seems impossible.

If you’ve ever thought, “I could never do that” when looking at one of these apparent “superheroes,” don’t be so sure. It’s actually possible to build resilience to make yourself better able to bounce back from even the most difficult times.

“It’s the ability to get back in the game after you’ve had some sort of failure. And indeed, we can learn to become more resilient,” says social scientist and leadership expert Frank Niles, PhD. Niles says there are a number of science-backed areas people can address to help them be more resilient.

Here are some ways you can shore up your “resilience bunker” to better prepare for when tough times strike.

Are you a micromanager? You will probably say no. Maybe you self-deprecatingly call yourself a “control freak.” Or just “hands-on.” You just “care too much.”

And it’s true: You do feel a certain need for a sense of control over your work. You are responsible, after all–perhaps more responsible than some of your coworkers or direct reports. You’re afraid of mistakes and believe that if something needs to be done well, you’d better do it yourself. But this isn’t just because you’re an “independent self-starter” who holds their work to a high standard. It might be that, too, but it’s probably also because you’re feeling stressed.

Getting smart people into your company is hard enough. Turning them all into great collaborators and risk-takers is even harder. Even on the most high-performing teams, coworkers don’t just openly share feedback and challenge each others’ ideas all on their own–managers need to create a culture that encourages this. And that usually requires building your team’s collective emotional intelligence. Here are a few straightforward (and entirely low-tech ways) to get started.

Millennials are starting to take control in the workplace. There are now more than 75 million millennials in the workforce, more than baby boomers (just shy of 75 million) and Gen Xers (66 million). Now entering their late 20s and early 30s, the oldest members of the generation are starting to take more leadership positions in major organizations.

Despite the fact that millennials are sporting one of the lowest rates of entrepreneurship in 25 years, 60% see themselves as entrepreneurs, and 90% recognize entrepreneurship as a mindset.

Combined with their natural tendencies toward independent thought and mild to moderate anti-establishment vibes, this is making millennials a strong force of direction and leadership—and an even stronger one to come in the next several years.

First-time managers often ask themselves how to develop a leadership style that suits them: “Who should I model myself after? What kind of leader should I be?” It’s great to think critically about your approach to managing others, particularly when you’re new to it, but these questions won’t exactly help you.

That’s because they assume that leadership is something you try on and show off, a “style” that’s curated and intentional. But especially in the beginning, your style will be based far less on mirroring others’ habits and behaviors and far more on instinct and intuition. And that’s not necessarily a bad thing.