#Professionaldevelopment

A rising voice in workplace communication says three phrases many professionals slip into every day are quietly eroding credibility, particularly for women seeking to speak up or lead. The message comes from Kate Mason, PhD, a former world champion debater turned executive coach and founder of Hedgehog + Fox, who argues that these “minimizing” phrases—meant to be polite or considerate—often backfire, signaling that what you’re about to say is unworthy of serious attention. In her view, the pattern, which she labels an “imposing syndrome,” can constrain careers and widen gaps in presentation, influence, and advancement. Mason’s new insights appear in her latest work, and they sharpen a timely question for Thai workplaces: how often do everyday courtesy phrases undermine the very leadership and expertise many employees bring to their teams?

Groundbreaking psychological research by organizational expert Adam Grant challenges the fundamental misconception that emotional intelligence equals perpetual niceness, revealing how this widespread belief actually diminishes genuine emotional competence while undermining both personal and professional relationships throughout Thai society. Harvard University studies demonstrate that equating emotional intelligence with constant pleasantness creates psychological barriers that prevent authentic communication, healthy conflict resolution, and effective leadership development—particularly problematic within Thai cultural contexts where social harmony often masks deeper relationship issues.

Cutting-edge psychological research transforms approaches to measuring emotional intelligence, providing sophisticated frameworks that challenge traditional assessment methods while offering practical guidance for individuals, organizations, and educational institutions throughout Thailand. Washington University researchers have developed comprehensive measurement systems that address long-standing debates about accurately evaluating emotional intelligence capabilities, presenting Thai educators and professionals with timely opportunities to enhance assessment practices in schools, workplaces, and personal development contexts where emotional competency increasingly determines success outcomes across diverse social and professional environments.

A new study has reignited the conversation around how best to measure emotional intelligence (EI), providing deeper insights that challenge traditional approaches and offer practical guidance for individuals, workplaces, and educators worldwide, including in Thailand. As emotional intelligence continues to be recognized as a vital asset in personal and professional success, these findings present Thai readers with a timely opportunity to rethink how we assess—and develop—our own emotional savvy.

Emotional intelligence, often called “EQ,” has permeated both academic circles and everyday Thai conversations, often invoked to explain behaviors in family life, schools, or the workplace. Yet, despite the popularity of the concept, the challenge of accurately judging someone’s EI remains a source of ongoing debate. Washington University researcher, an expert in psychological assessment, has brought clarity with a new framework that both highlights the complexity of EI and breaks down its measurement into three key approaches: self-reported EI, ability-based tests, and observer ratings. Her insights, published in a recent analysis, underscore the need to use a nuanced, situation-appropriate blend of these methods (Psychology Today).

A new wave of research from leading universities reshapes how emotional intelligence is measured in Thailand. By combining self-reports, ability-based tests, and observer feedback, Thai schools, workplaces, and institutions can build richer profiles of emotional competency that support student learning, customer service, and teamwork. Data from respected research institutions shows these multi-method approaches outperform single-test strategies in capturing real-world emotional skills.

Self-report tools remain popular for their accessibility, but reliability can be uneven in Thai contexts. Modesty, face-saving, and social harmony norms may cause underestimation of challenges or overconfidence in strengths. To counter this, Thai educators mix self-reflection with structured feedback from peers and teachers, creating a more accurate picture of how students and professionals manage emotions in daily life.

In the age of “rizz” and viral TED Talks, having charisma is often viewed as a shortcut to career success and popularity. But the latest research from psychologists and leadership experts reveals a surprising twist: while boosting your charisma can indeed help you make friends and climb the career ladder, too much charisma may actually become a liability, even for those born with the social “gift.” New insights from studies published in 2024 and 2025—including an influential feature in The Atlantic and key academic reviews—are rewriting our understanding of what charisma is, how it shapes happiness, and why there is such a thing as being too magnetic for your own good The Atlantic.

Charisma can open doors to influence, promotions, and popularity. New research from 2024 and 2025, and reviews in major outlets, suggest a nuanced view: more charisma isn’t always better. A certain level helps people connect and follow, but excessive charisma can backfire even for naturally sociable leaders.

Charisma is best seen as a mix of influence and affability. Influence is the confidence and competence to guide others; affability is warm, approachable energy. This blend has helped leaders rise, but studies indicate peaks of charisma may yield diminishing returns once a threshold is crossed. Ultra-charismatic figures can inspire, yet they may struggle with practical execution or cause discomfort among teammates. Some studies link excessive charisma to narcissistic tendencies grounded in strong self-belief.

Game theory, long associated with economics classrooms and high-stakes negotiations, is finding renewed relevance in the modern workplace, as recent psychology research highlights its potential to reshape how Thais can thrive in both local and global job markets. Insights featured in a new Forbes article by psychologist Mark Travers suggest that applying game theory principles thoughtfully—not rigidly—can help employees and leaders better navigate collaboration, motivation, and career advancement, even amidst complex social dynamics (Forbes).

In Thailand’s fast-changing economy, game theory can inform how professionals collaborate, stay motivated, and advance. A recent analysis suggests that applying game theory thoughtfully—without rigid rules—helps Thai employees and leaders navigate teamwork and global competition. The idea blends logic with psychology, recognizing how rewards and emotions shape effort.

Game theory studies strategic interactions where outcomes depend on others’ choices. Motivation, however, isn’t only a cold calculation. Brain science supports the “Expected Value of Control” concept: people invest effort when the potential reward matters and when they believe their actions can influence results. This aligns with core game-theory questions and underscores how mindset influences performance in Thai offices.