Every Chief Executive Officer (CEO) is "on the stage" the majority of his or her work life but needs pre-performance quiet and confidential time to be creative, bounce their ideas off someone in a safe environment, and explore the unintended consequences of their future actions. Engaging in a personal coaching conversation is a refreshing opportunity where the CEO can be completely open and creative in a confidential and safe place.
When asked what was the best advice he ever received, Eric Schmidt, Chairman and CEO of Google, recognized it was from John Doerr, who in 2001 said, "My advice to you is to have a coach." Schmidt initially resented the advice, because after all, he was a CEO. He was pretty experienced. Why would he need a coach?
One of the toughest challenges in personal and corporate development is identifying blind spots and figuring out what to do about them. This is as true for coaches and corporate leaders as it is for any of the team members they direct.
If you are a modern-age professional, we expect you to be self-aware and reflect. At its best, this self-awareness is present in every moment. You engage with another person, and you are at the same time aware of the quality of your engagement and the choices you make. I call this ability double-tracking. In the moment, and watchful of the moment, all at once.
Reflection, however, tends to happen in a pause. The pause is the moment in-between active engagement. Often only milliseconds long. But whoa – what glorious things happen in a pause.
The habits of the best leaders are well documented. They’re self-aware. They admit mistakes. They take care of, recognize, and communicate well with their teams.
But what do these inspirational people do on their own time? What goes on behind the scenes that helps them be so effective on a day-to-day basis?
"I’ve definitely noticed some things that great leaders tend to do," says Danielle Harlan, founder and CEO of The Center for Advancing Leadership and Human Potential, an organization that helps individuals and organizations maximize their impact. And the things they do behind the scenes make all the difference when it comes to their professional leadership ability, she says. Here are five such common habits.
If you are reading this, chances are you have a pretty good idea of the several ways that mindfulness can benefit you. It is commonly used as a tool to reduce anxiety, be more present in activities and conversation, and to benefit in countless other ways.
While people are quick to tout mindfulness, it can sometimes be difficult to know exactly how and where to start. The documentation is diverse and people approach mindfulness from many different angles.
Take this as your starter’s guide to building a mindfulness toolbox. I have provided an introduction to some of the most popular ways to practice being mindful, an overview of how they work, and a few examples of places to start with each method.
How is it that Shackleton managed to provide the leadership to overcome mutiny and save all of his men despite the desperate nature of their predicament?
What can we take from it that would be useful in business today? I believe it came down to trust - the trust that Shackleton’s men had built in him, and the environment of trust that he created in his team.
There is a Trust Equation defined in the book The Trusted Advisor that shows the elements needed for trust to exist.
It’s this: Trust = (Credibility x Reliability x Intimacy)/Self Orientation
Most successful leaders have little difficulty saying no to a losing deal, to a project that’s wasting money, or to a request that doesn’t align with their priorities. But these same leaders can find it very uncomfortable to speak up when their concerns are less cut-and-dried or when their organization is hell-bent on pursuing a plan. In certain situations, it can feel politically risky to hesitate or ask too many questions. Even with their direct reports, many leaders find themselves putting off the difficult conversations needed to address issues such as drifting standards, inappropriate behavior, or emerging bad habits.
But, as difficult as it can be, saying no is often the key to effective leadership. Without the ability to push back when needed, you run the risk of “commitment drift”: promises made to customers or employees, or to promote safety, specific values, financial discipline, or social and environmental responsibility are eroded incrementally, without anyone really stopping to think about the consequences. As Joseph Fuller and Michael C. Jensen pointed out in their 2002 paper “Just Say No to Wall Street: Putting a Stop to the Earnings Game,” saying no to such dysfunctional momentum can be your best strategy for helping your company succeed as well as living your values.
Over the last several decades, through my work with tens of thousands of clients and meditation students, I’ve come to see the pain of perceived deficiency as epidemic. It’s like we’re in a trance that causes us to see ourselves as unworthy. Yet, I have seen in my own life, and with countless others, that we can awaken from this trance through practicing mindfulness and self-compassion. We can come to trust the goodness and purity of our hearts.
In order to flower, self-compassion depends on honest, direct contact with our own vulnerability. Compassion fully blossoms when we actively offer care to ourselves. To help people address feelings of insecurity and unworthiness, I often introduce mindfulness and compassion through a meditation I call the RAIN of Self-Compassion. The acronym RAIN, first coined about 20 years ago by Michele McDonald, is an easy-to-remember tool for practicing mindfulness.
I ask this question a lot. My team knows that when they come to me with a question, this is likely the question I’ll come back with first. Sometimes I even preface it with, “I don’t know.” As leaders in our organizations, it’s up to us to coach colleagues and our employees through finding that answer. More often than not, when I ask this question, my team has a better answer than I do — or one that I hadn’t thought about before.
It can be a powerful technique, especially if there is no single right answer – a situation that will be familiar to anyone doing leading-edge work. But it only works in an organization that values listening.
According to Jim Knight, someone I work with as an instructional coaching trainer, up to 90% of what teachers learn alongside coaches will be retained. This means, that unlike traditional professional development where Knight's research shows that teachers lose 90% of what they learn, coaching can provide an enormous impact.
Knight's work is highly respected, and is highly respectful of teachers. Instructional coaching, in Knight's research and philosophy, is about working in partnership with teachers where the learning is reciprocal on the part of the teacher and coach. After all, we can learn a lot from one another.
In order for coaching to work properly, the school has to have a climate conducive to learning, which means that there needs to be a balance between risk-taking and rule following. It also means that teachers need to be able to trust that the coaching-teaching relationship will be confidential, something Knight believes both parties should come to an agreement on before the coaching relationship even begins.
When using advanced eLearning authoring tools we are sometimes tempted to follow a mechanistic approach to designing feedback. It is easy to use templates or just to copy and paste automatic feedback comments in quizzes.
However, we should remember that proper feedback can be a very influential mechanism with an ability to improve people’s competencies. To use the full power and potential of feedback in eLearning we need to spend much more time on designing it and just forget about doing simplified work on it.
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