By Lindsay Lavine

“Susan Cain is not depressed. She’s deep in thought, with her elbow on her desk, head resting on her hands. Yet colleagues would regularly come up to her and ask if she was okay. She was fine, she’d explain, just very focused. “For people to work best, they need choice,” says Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking.

Employees work best when they can move freely back and forth between quiet and more social spaces, she says. Cain cites psychologist Russell Geen’s research that gave introverts and extroverts math problems to complete with varying levels of noise in the background. The groundbreaking study found introverts performed better with soft background noise while extroverts did better with louder background noise.

Here are three reasons Cain says business owners should consider changing their workspace design to accommodate introverts:


“Introverts like being around people, [but] they want to do a deep dive in their work,” Cain says. “[They want to] focus, get in a state of flow, with deep thoughts.” In an open workspace, you’re subject to interruption, such as a tap on the shoulder, which breaks your concentration, Cain notes. Having a workspace that allows introverts to go into a private, quiet room is a social signal, letting others know the person doesn’t wish to be interrupted, she says.


Traditional open office space is difficult because conversations can be overheard, Cain says. In order to speak candidly, people need to have some degree of privacy, she says. In her book, Cain suggests friendships are formed in these moments. Having a space where one or two people can work quietly, yet have some privacy, is important, Cain says.


In 2011, the Huffington Post made news when it installed two nap rooms (Napquest I and Napquest II) in its offices to allow writers and editors a quiet, private place to recharge. (Due to popular demand, a third’s been added.) People may have been intimidated to use them at first, but once Arianna Huffington and her team used them, that signaled it was okay, and other employees signed up, Cain notes.

As for a downside, Cain says there isn’t one. “I don’t see any drawbacks to a workspace that gives people choice,” she says.

In her earlier example, a furrowed brow or frown would imply anger as opposed to deep thought. Having a workspace where you didn’t have to worry about managing others’ perceptions based on your facial expressions allows people to focus on their work, Cain says.

So, how does a company go about creating these spaces? It doesn’t require a full-scale remodel, Cain says. Most businesses can find spaces within their general layout.

The key is to create nooks and crannies for employees to transition into and out of, Cain says. A cozy, inviting environment where you have permission to be yourself, she explains. The spaces can be personalized with various seating options (table and chairs, couch, benches, depending on the space) and lighting.

In June, Cain is teaming up with furniture manufacturer Steelcase to introduce a series of workspace solutions tailored to introverts.

Introverts are often stigmatized, and Cain’s working to set the record straight. “[There’s a] myth of what a team player is–introverts want to do great work for the greater good, but they need a place to have uninterrupted thought,” she says”.

By Lindsay Lavine

By Vivian Giang:

“Getting fired might not be the most ideal way to learn a lesson, but the drive that comes later may be exactly what some people need to elevate into heights of success they could only reach after a bad burn.

Once it happens, there are two things you can do: you can either mope around feeling ashamed and defeated, or you can take the opportunity to become the best version of yourself you’ve ever known.

Some of the most successful business leaders today are those who walked out with that pink slip and seized their opportunity.

The late Steve Jobs once told a group of Stanford graduates that “getting fired from Apple was the best thing that could have ever happened to [him].” Like Jobs, after businessman Mark Cuban was fired, he, too, became a beginner again, but this time, for his own company.

Wall Street powerhouse Sallie Krawcheck became a leading example for professional women everywhere by rising quickly back to the top of the financial world after losing her executive job at Bank of America.

Here are some leading examples that show there’s certainly life after the pink slip:

Photo by Peter Foley, Bloomberg via Getty Images


She’s one of the most powerful women on Wall Street and made a name for herself as chief executive officer at Sanford C. Bernstein & Co. and later Citi wealth management business division. This year, Krawcheck was named one of our most creative people in business, but even this influential woman didn’t escape a very public ousting as head of Merrill Lynch’s global wealth management division in 2011.

Krawcheck tells Fast Company about that period of time that initially felt like “a punch in the gut”:

I certainly knew I wasn’t in the new CEO’s ‘inner circle,’ but my prior career experience had been that good business results, delivered in the right way, win out. On that day, Merrill Lynch was in substantially better shape than when I was brought in two years prior.

I was given 20 minutes from the time I was told until the announcement went out; I wasn’t able to reach my father by phone, so he learned about it on TV.

Perhaps counter-intuitively, this treatment made my leaving the company easier; it was a hard truth that I had been spending more time with these folks than with my own family, and the job had been receiving the majority of my waking attention.

Over time, I recognized I had been given a gift, which became more obvious when both of my children later experienced health issues, and I was able to give them my full time and attention. And, on the professional front, it taught me to look at business opportunities through the lens of the broader positive impact they can have, given the trade-offs we are forced to make in pursuing them.

In 2013, Krawcheck bought professional women’s organization 85 Broads and has increased the company’s revenue by more than 100% since.


We see the outspoken investor every Friday night on ABC’s Shark Tank, but Cuban wasn’t always the successful businessman we know today. In the early 1980s, he was sleeping on the floor of a tiny apartment in Dallas with five buddies and working as a salesman at a computer store.

The job paid him $18,000 annually, plus commission so when Cuban got an opportunity to close a $15,000 deal where he was going to make $1,500, he went for it and asked a co-worker to cover for him at the office.

The next day, Cuban was fired.

Instead of wallowing in misery, Cuban used the experience as a determining factor to never work for anyone else.

“I was thrilled to death,” he says. “My worst fear was that I would have to stay.”

That’s the thing–sometimes you know a job isn’t right for you, but unless something traumatic changes the way you think about business, you might end up staying in a bad job just because you didn’t know any better.

Less than a decade after receiving his pink slip, Cuban sold his first company MicroSolutions and made around $2 million.

Image: Flickr user TechCrunch


Before her successes at The Muse, Minshew had another company–one that she had put her entire life savings into–only to discover one morning in 2011 that she had been locked out of the system by her former colleagues.

She tells Fast Company about the events that occurred after:

I sometimes joke that, when I lost my first company, I spent the next three weeks alternating between the fetal position and the whiteboard. Those days were unbelievably awful, and I felt completely humiliated in front of the team I’d recruited and my friends and relationships. I couldn’t believe I had failed so utterly.

And yet, in that failure there was also an edge–the desire to start over, and to do things better the second time around. That’s where the whiteboard came in. After the first few days of utter dejection, I started thinking coherently again.

With my cofounder Alex, who was in the same position, we started chipping away at a very dangerous idea: what would we need to consider starting over? Eventually, the answer became concrete enough that we felt we were capable. A few days later, The Muse was born.

A few months later, Minshew’s company raised more than $2 million in venture and angel funding.


When Buergari was in law school, he was hired by a company to conduct “electronic discovery,” which meant digging through emails, instant messages, and other documents to discover useful information for litigation.

When one customer asked Buergari to find documents as quickly and cost-effectively as possible, Buergari asked his boss if he could try specific technology which would sift through the documents quicker. His boss turned down his offer since “electronic discovery” is meant to be expensive and for use by lawyers. If Buergari cheapened and quickened the process, he would also drop the value of the services and his boss did not want their e-discovery process to be cheaper, says Buergari.

Instead of agreeing, Buergari persisted and even offered to quit and become a consultant instead so that he could try out the new technology. That’s when his employer decided to fire and sue him, which led him to drop out of law school, live off of credit cards and, of course, start his own company.

“When everything is hard … you just have to stay strong. That’s when you know you can be a leader that drives a company forward,” he says.

Last year, Buergari’s company was listed on Inc.’s 5,000 fastest-growing companies with $18 million in sales and 1,120% growth in the last three years.


Like Krawcheck, Saladino also describes his experience as “a hard punch to the gut,” but without being fired, this former “Mr. Nine-to-Five” would have never forced himself to fall forward into entrepreneurship.

Still the experience was tough and Saladino thought, at the time, that it was the worst day of his life. It turned out to be the first of many better days, he says:

A few hours after the initial shock was over, anxiety set in. Mistakenly, I did not have a substantial savings safety net, so with the sudden loss off of income I was very concerned with how I was going to cover my monthly bills. The worst part of my firing was that it was not because of poor work performance or budget concerns. I was fired only because the owner of the company who was a family friend, had a personal issue with someone in my immediate family.”

With my back to the wall and no financial assistance coming from anyone, I was left with two options. Feel sorry for myself and sulk, or go out there and make it happen. The very next day I sprung into action. I vowed to never have my fate in someone else’s hands again. I was going to start my own company and control my own destiny.

The path of the least resistance was to leverage my existing contacts, knowledge, and skill-set and open an e-commerce company selling kitchen and bathroom cabinets nationwide.

Today, I look back on that day as one of the best things that ever happened to me. I learned that life is all a matter of perspective. Bad things will happen to everyone, but it is how you respond which separates the winners and the losers”.

By Vivian Giang

By Jane Porter

“Not long after Steve Blank‘s videogame company Rocket Science Games lost $35 million for its investors, his wife noticed he was acting a little strange.

“I was coming home and going to bed at four in the afternoon,” he says. The year was 1996. At the time, Blank, now the mastermind behind the Lean Startup Movement, was devastated. His company had been on the cover of Wired and the press had called him and his team “the first digital super group.” People believed Rocket Science would be responsible for revolutionizing the video game industry.

But the revolution never came. Rocket Science turned out to be a spectacular failure. When Blank’s investors dropped the company, he went through what he likes to call “the six stages of failure and redemption”–shock and surprise, denial, anger and blame, depression, acceptance, and last but not least–insight and change.

We were one of the hottest companies in Silicon Valley. To have our customers tell us our games sucked–I couldn’t believe it,” says Blank. “When the company was finally shut down and all the rubble stopped bouncing, I started thinking about what I could have done and why I didn’t do it.”

Accepting his failure took well over a year. Six months later, he heard from the VCs who’d pulled their funding out of the business. They wanted him to evaluate their portfolio. Seriously? Blank was in awe that they’d make such a request.

The company had failed, they told him, but they still thought he was a smart business guy. Not long after, Blank went on to found E.piphany, which developed customer relationships development software and earned its investors $1 billion a piece in returns.

Here are six lessons Blank learned from his first failure that helped him succeed the second time around:


Your business is about much more than you let on in your marketing spiel. Blank got swept up in all the press and positive attention his business was getting, letting practical matters like whether or not they were actually able to monetize their ideas slip through the cracks.

‘”If you can’t differentiate your press from bullshit, your tenure as the founder and CEO is short,” says Blank. Focus on the cold hard numbers–“not the echo-chamber of press and PR most founders live in,” he says.


When Blank realized his core customer base was 14-year-old boys, he couldn’t help but feel put-off. He wanted to build video games with complex and compelling storylines, but his customers were more interested in killing stuff.

“You can’t blame your customers for who they are,” he says. Still, he couldn’t help resenting them. Once you disconnect yourself from customer needs and desires, unless you get really lucky, says Blank, you’re in trouble. “If you find yourself hating your customers, you should shut down your company.”


Founding a company and developing an innovative idea means you’re taking a risk. It requires a healthy ego and some hubris. But there’s a thin line between having the confidence to know what you need to do and feeling like you don’t need to listen to anyone but yourself.

Blank didn’t have an advisory board of people who were guiding him when he started Rocket Science. “I would have been better helped by having people in the domain I trusted who could say, ‘Steve, you should understand what you are about to do here,'” he says.


Rocket Science developed four different games from the get-go. Feeling the pressure of shipping them out in time for Christmas, rather than testing one game with customers and figuring out how to make it better, they went in full force.

Blank’s lean startup model comes out of his realization that ideas need to be tested and iterated before you get too deep into developing them. Users hated the first two games Rocket Science made, but it still pressed on and made two more. “That was a pretty big wakeup call,” says Blank.


Entrepreneurs need to be able to convince investors, customers, and potential employees that they are worth taking a chance on. That’s a key requirement if you want to scale your startup. Believing in your goals and future plan is important, but don’t ever let the risk involved escape you.

“You should lose sleep over what you are saying, not feel smug and satisfied,” says Blank. “At Rocket Science, I believed every word I said.”


Blank often let his board call the shots. Even when he didn’t agree with them, he would relent to a decision they made because they were the ones with the money. But often that meant going against what he felt was best for the business.

Having advisors outside of his board would have helped him better weigh his options. “I wish I would have had some great advisors who would have slapped me silly,” he says. “If you don’t stand up for what you believe is right, then you don’t deserve to be the founding CEO.”

By Jane Porter

We are happy to announce that our company has been short-listed in the category: Interpreting -UK by Finance Monthly. We were informed that one of our corporate clients – Law Firm – made an application.

We are honoured and grateful that our daily work has been appreciated in such a lovely way.

Thank you,

Traductio Team law-awards-2014

Traductio for Law Firms

Our company cooperates with British Family Law companies and Cafcass offices on a regular basis, furnishing linguistic assistance in any situation involving Law.

In an answer to the specific needs of the UK’s legal companies, Traductio provides interpretation services in courts, at police stations, and prisons.

We provide high quality translation and interpreting services in all languages; privately and at legal aid rates (LAA).

Our work for Law Firms includes regular consecutive interpreting in Courts and at medical commissions for Law Firms (ie. International Family Law Group, Saunders Law, MW Solicitors, Debenhams Ottaway LLP, Moore Blatch Resolve LLP, Grazing Hill Law Partners and many others)

Traductio has provided services for a number of important business, culture and media conferences, including simultaneous and consecutive interpretation at the EURO 2012 Conference in Cardiff. We provided interpretation at conferences and high-profile meetings for organisations such as the Mayor of London, London Fire Brigade, Polish Ministry of Justice, the Polish Ministry of Sport, the Polish Ministry of Finance, Lidl, Gerda, investment and retail banks, Aiport ID Centres and other leading institutions.

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Traductio has provided simultaneous interpreting and business interpreting for government representatives in London.

Our work includes simultaneous and consecutive interpreting for:

Polish Embassy in London

The Polish Ministry of Health

The Polish Ministry of Economy

The Polish Government

Polish Cultural Institute in London

and many others

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At Traductio we offer both certified and sworn translations of all types of British and all language documents.

We are a Full Member of Association of Translation Companies and we are authorised to provide certified translations in all languages.

We also undertake specialist translation projects for our individual clients, including translations of books, articles, manuals, and construction plans.

Traductio also offers assistance at Registry Offices, doctors surgeries and hospitals, in courts, and at police stations and probation centres. At Traductio we assure high quality of this service as well as confidentiality and punctuality of our interpreters.