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Leadership Compendium: Leading Forward In the Face of Complexity, Change or Crisis » Just Coach It-The 3Q Edge

Leadership Compendium: Leading Forward In the Face of Complexity, Change or Crisis » Just Coach It-The 3Q Edge | Coaching Leaders | Scoop.it

HOW?  Shift your mindset

Seeing your strengths and challenges, stressors and turning points, even your most difficult transitions or crises with new eyes that help YOU build your most important advantage, your 3Q Edge™. Yes, learning and unlearning faster and better than before.  Making a pivotal shift in mindset that will help you learn and unlearn faster, develop improved whole brain thinking and embrace a new solution focused philosophy is critical to the reach, resonance and results you seek to achieve. “ Leaders are made rather than born.” Warren Bennis

►WHY? We must distrupt/change what no longer works. Innovation-Actualization-Optimization of Potential is Key

Go ahead and disrupt/change/transform what no longer works. Build a new and better relationship with changes that helps YOU optimize your potential and the potential of others.  Our unsurpassed access to knowledge, information, technology and training alone cannot help us actualize and sustain greater leadership.

 

..... read more: http://justcoachit.com/blog/2013/01/10/leadership-compendium-leading-forward-in-the-face-of-complexity-change-or-crisis/


Via Ricard Lloria, Mercor
David Hain's insight:

I recommend Irene's work. Follow her on @justcoachit for lots of ideas, energy and commitment to a better world.

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Mercor's curator insight, January 11, 2013 1:59 AM

Scooped by Ricard Lloria onto Help and Support everybody around the world

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Want to be a better leader? Observe more and react less. | McKinsey & Company

Want to be a better leader? Observe more and react less. | McKinsey & Company | Coaching Leaders | Scoop.it

I think today’s “always on” work culture is taking a heavy toll on today’s leaders, and we need coping mechanisms. Meditation isn’t the only one; it’s just one that I feel somewhat qualified to talk about because of my experiences with it over the past five years. I’m far from alone; mindfulness has been gaining currency in business circles, and a few business schools also have been wading into the topic of meditation through the leadership of professors like Ben Bryant at IMD, Bill George at Harvard, and Jeremy Hunter at the Drucker School of Management.


In my experience, though, most of today’s workers—and senior executives perhaps most of all—lack what they need, whether it’s meditation or a different approach, to balance and offset the demands of their “anywhere, everywhere” roles in today’s corporations. The famous hitter Ted Williams, at the conclusion of a long baseball season, used to go hunting and fishing to relax and recharge. Winston Churchill was an amateur painter who once said, “If it weren’t for painting, I couldn’t live. I couldn’t bear the strain of things.”

David Hain's insight:
Overloaded executives need coping mechanisms. This personal reflection shows how meditation can help.
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How small shifts in leadership can transform your team dynamic | McKinsey

How small shifts in leadership can transform your team dynamic | McKinsey | Coaching Leaders | Scoop.it
Simple tweaks in communication and role-modeling based on the latest behavioral research can nudge employees into top form and create a more productive environment for everyone.
David Hain's insight:

'With a little behavioral science in their toolkit, leaders can build a more productive team—and a happier one at that.' McKinsey Research

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The Unknown Motivational Factor

The Unknown Motivational Factor | Coaching Leaders | Scoop.it
If there is one thing that you can always count on when leading people, it’s that they know how and what motivates them. The most common motivational factors are family, financial, recognition or career progression, but sometimes it can be something out of the norm. However one thing holds true, everyone has something that intrinsically motivates them. Great leaders and businesses understand the science behind intrinsic and extrinsic motivation.
David Hain's insight:

Have all your employees got the chance to do work that's important to them? Why not? makes a huge difference to motivation.

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Navigating complexity: hold onto your core!

Navigating complexity: hold onto your core! | Coaching Leaders | Scoop.it
I am a pilgrim on the edge, on the edge of my perception. We are travelers at the edge, we are always at the edge of our perception. ~ Scott Mutter 

The people I know in this impact community often do a great deal for others. As caretakers and as innovators, we need reminders to slow down and also take care of ourselves.  This message is particularly for all my colleagues fostering social innovation. Here are a couple of exercises I hope sharpen your senses and allow you more grace in the midst of the pressure that comes with being change agents.
David Hain's insight:

Who are you, really? When did you last ask yourself that question, deeply and sincerely? Inspiration from @JenniferSertl!

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Why more women need seats at the table

Why more women need seats at the table | Coaching Leaders | Scoop.it
Studies show that collective intelligence rises with the number of women in a group. Engaging a critical mass of women is linked to more progressive and positive outcomes and to more sustainability-focused decision-making across sectors.

Yet, women have remained a notable minority in climate negotiations at both the national and international level, in the global scientific body on climate change, the Intergovernmental Panel on Climate Change (IPCC) and in media debates about climate.
David Hain's insight:

How diverse is your organisation leadership? Why you should care...

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Kimberley Richardson's curator insight, January 25, 10:20 AM

Everyone has something of value to contribute, both in spirit and in intelligence.  It's about more than diversity, it's about culture and results and it's 2015 folks!

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Sustainability Leadership: Disruptively Smart Business

Sustainability Leadership: Disruptively Smart Business | Coaching Leaders | Scoop.it
Why have the topics of sustainability and gender balance still not become key priorities for smart business leadership? And why does coverage of business “disruption” still seem to focus solely on the clever, the hip and the solely technological when culture demands organizational change to a whole other level?
David Hain's insight:

Andrea Learned - connecting dots between sustainability and women leadership! Good article on www.because.net from @Nadine Hackglobal associate!

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How Angela Merkel's Leadership Style Made Her Time's Person of the Year

How Angela Merkel's Leadership Style Made Her Time's Person of the Year | Coaching Leaders | Scoop.it
Time magazine named Germany's Chancellor Angela Merkel its person of the year Wednesday afternoon.

Merkel, who has served as Germany's chancellor since 2005, earned the honor ahead of a short list of finalists including Donald Trump, Iranian President Hassan Rouhani, Uber CEO Travis Kalanick, and Caitlyn Jenner. "Her political style was not to have one; no flair, no flourishes, no charisma, just a survivor's sharp sense of power and a scientist's devotion to data," observed Time in its profile.  

Though the worlds of politics and business are profoundly different, Merkel's leadership traits offer plenty of pointers for entrepreneurs who are fond of learning lessons from the larger stage of global government. Here's a short list of Merkel's standout attributes from Time's writeup:
David Hain's insight:

Leading from behind, or viewing leadership as a collective activity, wins Merkel the Time Award

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The Productivity Secrets of 13 Olympic Athletes | Kevin Kruse

The Productivity Secrets of 13 Olympic Athletes | Kevin Kruse | Coaching Leaders | Scoop.it
How do Olympic athletes maintain their focus, discipline and energy? How do the unsponsored athletes juggle their rigorous training with their “day job” and family obligations? What are the time management and productivity secrets of Olympians?

I recently had the chance to interview 13 Olympic athletes from around the world while researching my new book, 15 Secrets Successful People Know About Time Management. The athletes varied in gender, sport and nationality and their advice varied, but there were also clear themes that emerged.
David Hain's insight:

Productivity in sport - it's all about managing energy and focus, apparently.

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20 Questions for Business Leaders

20 Questions for Business Leaders | Coaching Leaders | Scoop.it
Whether we’re conscious of it or not, every management decision is motivated by a desire to find universal answers to very specific questions. People who succeed in organizations tend to be pragmatic problem solvers. They have to be, because of the myriad challenges they face. How to grow the enterprise. How to get work done. How to find customers. How to be themselves in the workplace. And so on. Because there are no easy answers to these complex problems, they test the answers by starting a company, launching a project, or making a move. As they succeed and fail, the most attentive of them learn from the results. The history of business is thus the story of entrepreneurs, executives, leaders, and employees, lurching from one experimental answer to another. They gain expertise and acumen, and profits and revenues, and, along the way, add to the theory of management.
David Hain's insight:

The big questions for businesses?

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Uncomfortable Truths Don’t Just Go Away

Uncomfortable Truths Don’t Just Go Away | Coaching Leaders | Scoop.it
Telling truth to power is challenging when your livelihood may be on the line, and hearing that truth can also be unpleasant. Still, when accurate assessments are seen as essential to the larger mission, truth can become part of the organization’s DNA. This is both more difficult and easier than it seems at first. The difficulty lies in avoiding excessive rules that limit speed and flexibility. The ease comes in leveraging insights from companies that have gotten it right.
David Hain's insight:

How we deal with whistleblowers, or people who point out the Emperor's lack of clothing, is critical. Some ideas here.

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Profiles in cowardice, lessons in mis-leadership

Profiles in cowardice, lessons in mis-leadership | Coaching Leaders | Scoop.it
It's time we're honest with ourselves about what leadership really is. For far too long, we have been duped by imposters and it has cost us dearly. At the top, leadership deficiencies create a culture of impunity where corruption reigns and resources are squandered. At the grassroots level, those deficiencies create division, discord, and obstacles to generating sustainable outcomes that advance a grassroots agenda.

Here is the plain truth: Those with no leadership skills to speak of do things such as use coercion based upon their perceived power to compel people to do or not do certain things ('I can do whatever I want because I have more power than you to get it done'); manipulate people using lies or blackmail to get them to do what they want (i.e. 'if you don't stand with me in this press conference, your organization might not receive funding next year'); chase after the shallow accoutrements of leadership — the limelight of the media, the front-of-the-line-at-all-costs positioning at public events, the frantic efforts to ensure they are captured in the fickle view-finder of a local news camera.

I call this mis-leadership.
David Hain's insight:

A passionate plea to put an end to mis-leadership, by Amara Enya.

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Mandela:The art of the authentic leader

Mandela:The art of the authentic leader | Coaching Leaders | Scoop.it
At a time of incredible social change, there is much talk about the leadership traits required to drive positive outcomes for humanity. But, inspired by Nelson Mandela’s legacy, we believe that the focus on leadership at this time of volatility and uncertainty is somewhat misplaced – the real challenge is to inspire humanity towards following a path to peace and prosperity for all. 

And Mandela’s story provides insight into how building and sustaining a follower-driven movement can be achieved. 
David Hain's insight:

Who am I? Who are we? Where are we going?  Key questions for leaders who want followers.

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Ngonzi Henry's curator insight, December 10, 2015 3:57 AM

(From Article) : Mandela's unshakable faith in his goal for a better South Africa all the while remaining the down to earth Madiba everyone knew made him a great leader.

Ron McIntyre's curator insight, December 10, 2015 4:42 PM

We can learn a lot if we are open and willing to be authentic.

Zoe Routh's curator insight, December 13, 2015 5:23 PM

Who am I? Who are we? Where are we going?  Key questions for leaders who want followers.

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Leaders Who Can Read Collective Emotions Are More Effective

Leaders Who Can Read Collective Emotions Are More Effective | Coaching Leaders | Scoop.it
How a leader manages collective emotions can create or destroy enormous market value. It can also have a huge bearing on what large groups of stakeholders think of you.

One of the reasons Nokia lost the smartphone battle, despite holding a strong position before the iPhone came along, was its lack of speed and inability to react to changing circumstances. As I argued in a previous article, the reason for Nokia’s sluggish reaction was a collective fear among the company’s middle managers, not of the competition, but of losing status and resources within the organisation. 

With the management putting heavy pressure on departments to deliver more and faster, nobody wanted to be the bearer of bad news; that the company’s Symbian software platform wasn’t going to cut it in the new world of pocket computers. As a result of selective upward reporting, the leadership thought Nokia was progressing well against its competitors, when it wasn’t.

The oversight of the collective fear in the organisation cost Nokia dearly—its precipitious decline in the smartphone business and loss of about 90 percent of its market value which was greater than that of Apple Computers. But I believe the loss of market value and market share could have been avoided with a better view of the collective emotions of the organisation.
David Hain's insight:

How to tell the forest from the trees - and why it's potentially game changing!

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Gino Bondi's curator insight, December 8, 2015 6:07 PM

The importance of developing emotional literacy - Leadership 101

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The Power of Gratitude

The Power of Gratitude | Coaching Leaders | Scoop.it
For most people what really counts (apart from fair compensation) is respect, recognition, a sense of accomplishment, a sense of belonging, and a feeling of purpose.

When people are exposed to everyday acts of kindness, a simple “thank you” for work well done can be a great motivator and contribute to a more positive work environment.

The words grateful and gratitude derive from the archaic adjective “grate” meaning pleasing to the mind, being full of gratitude, or being disposed to repay favours bestowed. “Grate” originates from the Latin “gratus”, meaning the readiness to show appreciation for, and to return, kindness. Grateful people count their blessings, have the ability to appreciate the simple pleasures of life, and are always prepared to acknowledge whenever good things happen to them. They are also the kinds of people willing to give something back.
David Hain's insight:

Say thanks! '00s of philosophers, academics & enlightened leaders can't all be wrong! "Gratitude is the glue that enables reciprocity."

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Ian Berry's curator insight, December 9, 2015 5:27 PM

Like David Hain's insight that gratitude is the glue that enables reciprocity I would add an old adage that when we're grateful for what we've got we can have more of what we want

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Your Ultimate Guide To Saying "No" To People You Can’t Say "No" To

Your Ultimate Guide To Saying "No" To People You Can’t Say "No" To | Coaching Leaders | Scoop.it
"Saying ‘no’ is not something that comes naturally to the majority of people," says Susan Newman, PhD, social psychologist and author of The Book of NO—250 Ways to Say It—and Mean It and Stop People-Pleasing Forever. "For some, saying ‘yes’ is a habit, frequently an automatic response; for others, saying ‘yes,’ agreeing to take on whatever is asked, is an addiction."

Via Don Dea
David Hain's insight:

How to say no!

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Leadership Training for Entrepreneurs

Leadership Training for Entrepreneurs | Coaching Leaders | Scoop.it
In stark contrast to the corporate world — where people in large companies are promoted into leadership roles only after working their way up through the ranks — leadership development in the startup arena often happens overnight or even by accident.
Entrepreneurs often have to go without management training, development coaching or a course called “CEO 101.” They have to figure out out how to be a leader on the fly.
And because teaching yourself to lead is no easy feat, especially when you’re managing a rapidly expanding company, you may well fail. That’s part of the reason 36 percent of new businesses fold after just two years and 90 percent of technology startups simply don’t make it.
David Hain's insight:

Invest in your leadership self if you are an entrepreneur!

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Ron McIntyre's curator insight, December 6, 2015 7:21 AM

I appreciate the message of this post.  Even solopreneur's should look at some external leadership training, to help with decisions if nothing else. Having an external, objective coach can be a life saver.

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Networker vs. Relationship Builder in a Networked Age

Networker vs. Relationship Builder in a Networked Age | Coaching Leaders | Scoop.it
There’s a distinction between networking and genuine relationship building.

Networkers are transactional. They pursue relationships thinking only about what other people can do for them. And they’ll only network with people when they need something, like a job or new clients. Relationship builders, on the other hand, try to help other people first. They don’t keep score. They’re aware that most good deeds get reciprocated, but they’re not calculated about it. And they think about their relationships all the time, not just when they need something.
David Hain's insight:

Important distinction between networking and relationship building, using Reid Hoffman as example

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Movers And Packers Gurgaon's curator insight, December 4, 2015 7:29 AM

http://moversandpackers.delhi01.com/

Ron McIntyre's curator insight, December 4, 2015 10:19 AM

Great article.  Many times we network only to gain an advantage in a business transaction or market and this manipulation works in the short term. However when we build solid relationships we can have long term success.

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On Leadership, Suffering and The Sacrificial Leader

On Leadership, Suffering and The Sacrificial Leader | Coaching Leaders | Scoop.it
There is not one leader reading this that hasn’t struggled with the mystery of suffering or wrestled with the mastery of personal sacrifice.

These are universal and timeless concepts—regardless of background, education, economic status, etc. But what I’ve found over the past 30 years as a student of leadership is the selfless commitment to take pains with them is firmly embedded in the footings of every real leader’s platform.

Every real leader puts deliberate thought into how their commitment of the will in these areas is going to shape their behavior…their actions and the impact they have on others.”
David Hain's insight:

"By learning and helping others—by sacrifice and suffering–we begin transforming." - great point for leaders form Richard Dillard.

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Is Your Company Encouraging Employees to Share What They Know?

Is Your Company Encouraging Employees to Share What They Know? | Coaching Leaders | Scoop.it

Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience.



Via Kenneth Mikkelsen
David Hain's insight:

Where are the knowledge flows in your organisation? Are they comprehensive and open to all?

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Kenneth Mikkelsen's curator insight, November 7, 2015 11:04 PM

Analyst estimates suggest that the companies in the Fortune 500 still lose a combined $31.5 billion per year from employees failing to share knowledge effectively. By trying to recreate the wheel, repeating others’ mistakes, or wasting time searching for specialized information or expertise, employees incur productivity costs and opportunity costs for the organization.


donhornsby's curator insight, December 2, 2015 7:57 AM

(From the article): Leaders tend to place a disproportionate emphasis on tools like training materials or knowledge portals partly because they are easier to manage and control. It is less clear how to manage amorphous, interactive learning processes; you can’t simply force coworkers to interact and share experiences. However, more often than not, leaders simply need to remove obstacles that discourage people from seeking or sharing knowledge and learning vicariously. They can create a structure that allows these interactions to take place organically by focusing on three steps: (see article for the three steps)

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What Are the Required Skills for Today's Digital Workforce?

What Are the Required Skills for Today's Digital Workforce? | Coaching Leaders | Scoop.it

Are there new ways to think about our digital workplace skills that allows us to take our thinking up to a new plane, the next meta-level of thinking and working where we have much higher leverage, can manage change that is an order of magnitude or greater in volume than today, work in fundamentally better and smarter new ways — and perhaps even work a bit less — yet produce much more value?



Via Kenneth Mikkelsen
David Hain's insight:

The digital world is here, and advancing rapidly.  How are you keeping up? What messages are your people getting?

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Kenneth Mikkelsen's curator insight, November 21, 2015 3:25 PM

Insightful article by Dion Hinchcliffe. 


It’s become pretty clear that one of two things is going to happen in the future workplace: The world will continue to pull ahead of the average workplace, as our internal rates of change are greatly exceeded by the marketplace. We will steadily become irrelevant and ineffective, eventually replaced by digital startups and better-adjusted competitors. Or we’ll find entirely new ways of improving our capabilities in a way that allows us to maintain some kind of parity with progress in the world.


Stephen Dale's curator insight, November 22, 2015 5:51 AM

Key points: "Collaboration is becoming the most important strategic activity in organizations, even becoming a vital top-level corporate strategy and major fast-growth new business model as well. Workers today must be experts in digital collaboration techniques, know all the relevant platforms, and maintain an understanding of the current collaborative “channel catalog” at all strategic levels."

Daniel Tremblay's curator insight, December 2, 2015 1:30 PM

J'aime bien la colonne de droite du dessin "Improved Business Outcomes"...

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How New Leaders Use the Power of Words for Disruption

Words are the code that programs our thoughts and ultimately cultivate our internal and external environment that directs our behavior.

To transform culture, we must reprogram the language, firstly of the leaders, and then the whole organization.

Such is the power of language, that as well as being the code that programs our minds, language shapes our thinking, behavior, feelings and the quality of our relationships and lives. In fact the word is so powerful that it literally shapes our beliefs. So strong, it can resonate forever, because words don’t just have energy, they are energy; energy that has the power of the atom.

Words can create great emotions of love that transforms lives for the better, or ignite a world war and destroy the planet and all of life on it.

As the great Manly Hall said ‘Words can be used, misused and abused.’ He also said that words work on three levels: those that evoke truth, evoke hope, or evoke fear.’
David Hain's insight:

Why leaders need to learn to harness the power of language. Choose your words wisely! ~ Fi Haywood

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Ron McIntyre's curator insight, December 1, 2015 11:27 AM

I find it interesting that we are returning to a philosophy that is centuries old. "Your word is your bond of trust" nothing else required. But can we do it in a VUCA world that is saturated in manipulation.

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Sunil Bali

Sunil Bali | Coaching Leaders | Scoop.it

The ancient Greeks had two different words for time:

Chronos – this is calendar time. Seconds, minutes, hours and days

Kairos – this literally means, "when the time is right"

Most of us wear chronometers (watches). But what if we wore kairometers instead which tapped into our heart, our gut and our soul, so we took the right action at the right time. To eat only when we’re hungry, to rest whenever we’re tired, and to take the action that our intuition is nudging us to take.

Time is a bit like the wind, it lifts the light and leaves the heavy. 

So make sure you do the light thing.

David Hain's insight:

Two ways of looking at time, via Sunil Bali. "The length of a minute depends on which side of the bathroom door you are."

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How mixed mentoring develops an inclusive culture

How mixed mentoring develops an inclusive culture | Coaching Leaders | Scoop.it
Skanska is adopting a variety of initiatives to help develop and cement an inclusive culture. One of the most successful has been mixed-pair mentoring, which has brought benefits to both established managers and those starting their careers.
David Hain's insight:

Break down silos with a mixed mentoring scheme  great idea, paying off!

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We're not afraid of failure, we're afraid of success

We're not afraid of failure, we're afraid of success | Coaching Leaders | Scoop.it
I've been running my business for 3 years now. During the first year I was driven by fear of failure – the fear of not being able to survive and put food on the table. I worked hard - and the failure never came. I surprised myself – I earned more and enjoyed myself more than ever.

In Years 2&3, I still felt fear, but now it was the fear of success. It’s the fear that many of us don’t own up to, but which is holding so many of us back. We are not supposed to be afraid to succeed, but the truth is that many of us are. Psychologists explain that we associate the excitement of success with the same reaction to trauma, so we subconsciously avoid subjecting themselves to such excitement-inducing circumstances. People are also often conditioned to believe the hope of success means risks – and risks are the precursor of disappointment.

As I approach Year 4, I have overcome my fear of success. I’ve outflanked it by doing these 3 things:-
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Withdrawing at Work: Why You Do it, and One Way to Cope

Withdrawing at Work: Why You Do it, and One Way to Cope | Coaching Leaders | Scoop.it
“That’s not what I meant.”

If you’ve ever had that thought in the workplace, you’ve likely considered two choices: To clarify the situation or hold your tongue. Those who hold their tongues often do so out of habit to protect themselves, a pattern that develops when work culture drives staffers to feel belittled, embarrassed or devalued. In an instant, a smart, accomplished person – even an outspoken person -- can suddenly find themselves withdrawing. Without meaning to or even knowing about it, a company loses the voice of a valued member.

Preventing such situations isn’t easy. They’re formed by companies’ unique cultures. But understanding what drives these patterns can help you better foster the kind of communication that leads to co-creation and innovation.
David Hain's insight:

To get diversity benefits, you need trust, not withdrawal! Here's a thought form Judith Glaser...

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Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.