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Employee Engagement - The Evidence - Engage For Success

Employee Engagement - The Evidence - Engage For Success | Coaching Leaders | Scoop.it

The UK has an employee engagement deficit. Survey after survey indicates that only around one third of UK workers say they are engaged – a figure which leaves the UK ranked ninth for engagement levels amongst the world’s twelfth largest economies as ranked by GDP (Kenexa 2009).


Via Richard Andrews
David Hain's insight:

It seems to me that the case for better performance through better engagement is proved time and again.  Yet when I look at the annual surveys, the numbers change very slowly if at all.

 

So, either the evidence is wrong, which I don't believe.  Or organistions don't knowit, believe it or implement it very well.  Or something else I haven't fathomed yet...

 

Any ideas?

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How to identify the “jellyfish” leader and six skills to avoid being one yourself

How to identify the “jellyfish” leader and six skills to avoid being one yourself | Coaching Leaders | Scoop.it
I feel like a biologist who has codified and named a new species of corporate leader: the jellyfish. You’ve likely already encountered it and just didn’t have a name for it. 

What are its behavioral characteristics? It survives by going with the flow and not standing out. Its direction changes (frequently) based on the wind and currents around it. And it eats as long as it drifts through enough food, but it cannot master its own destiny and swim to new food or create its own supply.

Simply put, invertebrates make bad corporate leaders. Why? Because employees model what they see being practiced by their leaders, so it’s critical for them to set the standard. The cost of not doing so is enormous. Poorly led organizations become breeding grounds for politics. Politics get in the way of execution. And execution, not strategy, is often the determining factor that enables one company to succeed and causes another to fail.
David Hain's insight:

Jellyfish leaders drift with the current! Great analogy by Tim McDonough!

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A Leader’s Guide To Executive Coaching

A Leader’s Guide To Executive Coaching | Coaching Leaders | Scoop.it
Are you preparing to embark on an executive coaching programme?

If so, then this has been written with you in mind, to get the very best from the coaching relationship.

There is little written to which people can turn that is specifically for them to make sense of, understand and be a collaborative partner in the coaching arrangement.

Hence I’ve written this short guide for anyone, of any profession, planning to engage with coaching where the focus is on senior leadership development.
David Hain's insight:

Great 5 minute read from @kjcoach Kevin Watson on how to get the best from working with a coach. If you're not, you should be!

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Steve Bax's curator insight, September 27, 3:48 AM
Very good set of questions to ask a potential coach here. 
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Leaders Grow Leaders: How You Can Encourage Your Employees to Lead

Leaders Grow Leaders: How You Can Encourage Your Employees to Lead | Coaching Leaders | Scoop.it
“An important part of leadership is helping others step up into their leadership. Learn how you can encourage more people to be leaders.”
Via Mel Riddile, Dean J. Fusto, Vicki Moro, Mark E. Deschaine, PhD
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Monica S Mcfeeters's curator insight, September 24, 9:01 AM
Students are future leaders too!
Ron McIntyre's curator insight, September 24, 3:41 PM

Totally agree, leaders must grow other leaders. If they are not then they are a pied piper!

 

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How to Stop Being a People-Pleaser

How to Stop Being a People-Pleaser | Coaching Leaders | Scoop.it
We sometimes become pretty invested in our false selves, in the “representative,” as Glennon Doyle Melton calls it, that we send out into the world instead of showing up fully and authentically as ourselves. We create representatives to protect ourselves, often in response to unstable or abusive situations.
Sometimes, we aren’t yet able to separate our false selves from our real ones. We want to defend the important representative that has worked so hard for us for so long. And that’s okay…so long as we can see where our representative is holding us back, and that it is, of course, the truth that will eventually set us free.
David Hain's insight:

People pleasers - some tips to take of your mask and let your real feelings show.

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Tom Wojick's curator insight, September 22, 10:03 AM

The key to unlocking the jail cell of people pleasing is emotional intelligence.

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What the world needs now…

What the world needs now… | Coaching Leaders | Scoop.it
Being nice is not just about more effective teamwork; it’s related to doing what we can to establish what Margaret Wheatley has called “islands of sanity” in a world that may feel increasingly mean-spirited and ugly.  At the risk of sounding a bit of a little old-fashioned,  there is nothing wrong, and everything right, with bringing more kindness into our lives (that includes our working lives).

As Dr. John McGurk stated in a 2010 study, “Using the Head and Heart at Work,” people skills are rarely neutral, that is, they have the power to influence in positive, as well as negative, ways.  It is by deployment of our ‘heart’ skills that we facilitate more effective application of our ‘head’ and ‘hand’ skills at work.  Now that our workplaces are becoming more and more relationship- and collaboration-based, the urgent need to develop greater ‘heart’ at work is before us.
David Hain's insight:

Nice guys win, one the end! A hymn to empathy at work by @JohnQShift! Makes sense to me!

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Ron McIntyre's curator insight, September 16, 11:13 AM

What do you think?

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How Your Brain Keeps You Believing Crap That Isn't True

How Your Brain Keeps You Believing Crap That Isn't True | Coaching Leaders | Scoop.it
what counts as common knowledge is a mix of things that are true and other things that are false, all of which are believed because they’re widely held, frequently repeated, and routinely recalled. It’s this fluency-as-a-surrogate-for-truth shortcut that makes innovation tricky: We trust in assumptions about the way the world operates that seem so obviously true that we fail to test them. And in failing to check these basic assumptions, we slam the door shut on finding new and better ways to do things.
David Hain's insight:

Check your assumptions!  Our brains need a crap detector  to stop us acting on false illusions!

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The CEO guide to boards | McKinsey & Company

The CEO guide to boards | McKinsey & Company | Coaching Leaders | Scoop.it
Building a strong board of directors never seems to get easier. High-profile board failures, the boom in activist investing, and the disruptive forces of technology are only a few of the reasons effective board governance is becoming more important.

Start with oversight, a role of the board that, most directors would agree, is no longer its sole function. Directors are now required to engage more deeply on strategy, digital, M&A, risk, talent, IT, and even marketing. Factor in complexities relating to board composition, culture, and time spent—not to mention social, ethical, and environmental responsibilities—and the degree of difficulty continues to rise.

To help CEOs and board chairs, as well as executives and directors, build strong boards, this CEO guide synthesizes multiple sources to make quick sense of complex issues in corporate governance, while focusing on four areas that are essential for building a better board.
David Hain's insight:

McKinley's taken the 4 key essentials of effective Boards.

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Thinking Clearly About Your Company’s Purpose

When you present the choices properly, it soon becomes clear that there is no one overarching purpose for an organization in any sector. All organizations have multiple purposes depending on their list of key stakeholders. You can write a valid purpose statement for employees, suppliers, shareholders, or whoever is key for a particular organization — as well as for customers. It’s discovered by addressing this question: “What difference does our organization intend to make in their lives?”

Let me be clear. Nothing in what I have said means that you can’t prioritize one difference over another. In fact, with very good reason, management may choose to emphasize purpose for customers over purpose for other stakeholder groups, as this engages and motivates staff. But it’s very important to have clarity about what you’re choosing between. Creating a false dichotomy may well set you up to choose badly. Companies may end up prioritizing shareholders when they should put customers first, and vice versa. So when you’re in a discussion about purpose or mission, make sure that the proposed statements are comparing apples with apples — and not with oranges.
David Hain's insight:

Useful article on how to frame purpose for different stakeholders.

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Guiding Words Anyone? - We develop resonant leaders

Guiding Words Anyone? - We develop resonant leaders | Coaching Leaders | Scoop.it
Clarity. Alignment. Intensity. Neat words, right?

Microsoft realized it was time to step it up. Re-energize how it does business. So a few years back it ushered in Satya Nadella as its new CEO. Only the third CEO since the company launched. First thing the leadership team did when Mr. Nadella took the reins? Clarify its purpose. This is what they came up with:

Our purpose is to bring Clarity, Alignment, Intensity. (NY Times, 2/21/2014)

I must confess, at first I bristled at the word alignment. Too “corporate-speak.” A near-cliché.

But then I began to ponder. Words create a framework for what we do. They carry potent energy. They become the force which we shape what happens every day, and they are a lens with which we view that which we encounter. As my Appreciative Inquiry friends so generously remind me: “Words create worlds.”

So why not Clarity, Alignment, Intensity?
 
I propose a little experiment. Turn the Microsoft Mantra into 3 questions. Apply these questions to all that you are doing this month.
David Hain's insight:

Words create worlds! Positive and insightful suggestions, as per usual, from @AchimNowak. What are your watchwords?

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Do Your Employees Know Where They Stand?

Do Your Employees Know Where They Stand? | Coaching Leaders | Scoop.it
Many managers underestimate their employees’ ability to handle constructive job performance feedback – so nine out of 10 of them don’t give any. As a result, fewer than half of employees are clear on whether they are doing a good job, Leadership IQ founder Mark Murphy wrote on Forbes.com.
David Hain's insight:

Don't swerve performance feedback - make it straight, regular and bitesized to manage both sets of anxieties!

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How to test your decision-making instincts | McKinsey & Company

How to test your decision-making instincts | McKinsey & Company | Coaching Leaders | Scoop.it
Given the powerful influence of positive and negative emotions on our unconscious, it is tempting to argue that leaders should never trust their gut: they should make decisions based solely on objective, logical analysis. But this advice overlooks the fact that we can’t get away from the influence of our gut instincts. They influence the way we frame a situation. They influence the options we choose to analyze. They cause us to consult some people and pay less attention to others. They encourage us to collect more data in one area but not in another. They influence the amount of time and effort we put into decisions. In other words, they infiltrate our decision making even when we are trying to be analytical and rational.

This means that to protect decisions against bias, we first need to know when we can trust our gut feelings, confident that they are drawing on appropriate experiences and emotions. There are four tests.
David Hain's insight:

Give your gut feeling a reality check before making that big decision! 4 useful tests outlined.

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8 Things Employees Desperately Wish Managers Would Do More

8 Things Employees Desperately Wish Managers Would Do More | Coaching Leaders | Scoop.it
The gulf between manager and employee can often seem impossibly wide. Yet employees in these situations rarely feel empowered to offer criticism (even constructive criticism) to their superiors at work. But what would they say if they could?

TINYPulse asked 1,000 workers what they would change about their managers, and many of the answers came down to interpersonal skills.  Unfortunately, people are often promoted based on their hard skills rather than soft skills.
David Hain's insight:

These behaviours are what your people really want from you!

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Jose Luis Yañez's curator insight, September 17, 3:12 AM
8 Things Employees Desperately Wish Managers Would Do More
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5 Signs That You've Fallen Into The Trap Of Parent-Child Leadership

5 Signs That You've Fallen Into The Trap Of Parent-Child Leadership | Coaching Leaders | Scoop.it
Today’s managers talk a lot about wanting employees to be more accountable and to act on their own initiative. And yet, those same managers turn around and say to employees: “I have to give you assignments; I have to give you feedback; I have to hold you accountable.” This leaves employees, much like children, left to take feedback, to take assignments and to passively wait to be held accountable.

Today’s top-performing organizations are leaving this style of Parent-Child leadership behind and replacing it with a new model of leadership that treats employees like adults who have unlimited potential and who deserve the opportunity to take control of their own futures. Establishing an Adult-to-Adult dynamic encourages employees to become self-leading and self-sufficient and results in a more motivated, fulfilled and energized workforce. Employees are more aligned with their organization’s vision and more committed to helping the organization achieve that vision.
David Hain's insight:

Leadership needs to move to adulthood - but for most of us that will mean unlearning and reducing our parental tendencies!

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Ron McIntyre's curator insight, September 12, 9:29 AM

Excellent share from Forbes, thanks David Hain.

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A Coaching Culture Conversation Checklist for Smart Managers

A Coaching Culture Conversation Checklist for Smart Managers | Coaching Leaders | Scoop.it
In spite of learning coaching skills, many managers struggle to have effective coaching conversations that lead to insights and change. A checklist for coaching conversations can help.

Zenger and Stinnett suggest using the FUEL model in The Extraordinary Coach:

F = Frame the Conversation. Set the context by agreeing on the discussion's purpose, process, and desired outcome.
U = Understand the Current State. Explore the current state from the coachee's point of view. Expand the coachee's awareness of the situation to determine the real coaching issue.
E = Explore the Desired State. Help the coachee to articulate a vision of success in this scenario. Explore multiple alternative paths before prioritizing methods of achieving this vision.
L = Lay Out a Success Plan. Identify the specific, time-bounded action steps to be taken to achieve the desired results. Determine milestones for follow-up and accountability.
David Hain's insight:

Want to develop a coaching culture? Then FUEL up!

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Jose Luis Yañez's curator insight, September 17, 3:14 AM
Share your insight
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The Four Damaging Myths About Employee Engagement

The Four Damaging Myths About Employee Engagement | Coaching Leaders | Scoop.it
It probably wasn’t a major focus of your studies in business school. It’s may not the primary focus of your job duties. It isn’t always easily quantifiable. But it is critical to building the reputation and industry advantage for your business.

 What could be so important and so critical yet be so under used and poorly applied? Answer: Employee engagement.
Employee engagement is an intentional focus on building trust, collaboration, morale and active participation with employees. An engaged employee will speak highly of your company to others, producer higher than average results, and be emotional attached to the values and purpose of the organization.


You might be thinking by now, “Yes! That is the type of employee I want!”. This thought is also typically followed with, “Why aren’t my employees this committed to my business?” and “What can I do to make them get there?”

The key here is about intentionality. You may desire engagement, but are you actively pursuing engagement?  Engagement must be fostered and developed at every stage and in every level of your business.1 If you aren’t being this intentional, you aren’t reaping the results. Worse, you may have fallen prey to one these four myths.
David Hain's insight:

Bored with employee engagement talk? Buzzword? Tick boxing? Make it real, and reap the benefits!

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Ron McIntyre's curator insight, September 10, 8:46 AM

While these are not new concepts they do bear being repeated. Employee engagement is for all businesses, period.

Sandeep Gautam's curator insight, September 10, 11:52 PM
On engaging employees.
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This Personality Trait Predicts Success

This Personality Trait Predicts Success | Coaching Leaders | Scoop.it
"Highly conscientious employees do a series of things better than the rest of us," says University of Illinois psychologist Brent Roberts, who studies conscientiousness.

To start, they're better at goals: setting them, working toward them, and persisting amid setbacks. If a super ambitious goal can't be realized, they'll switch to a more attainable one rather than getting discouraged and giving up. As a result, they tend to achieve goals that are consistent with what employers want. 

Roberts also owes their success to "hygiene" factors. Conscientious people have a tendency to organize their lives well. A disorganized, un-conscientious person might lose 20 or 30 minutes rooting through their files to find the right document, an inefficient experience conscientious folks tend to avoid. Basically, by being conscientious, people sidestep stress they'd otherwise create for themselves. 

Being conscientious "is like brushing your teeth," Roberts says. "It prevents problems from arising." 
David Hain's insight:

Conscientiousness a great asset in organisation life? Wonder if it works the same in more entrepreneurial settings with less structure?

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Ron McIntyre's curator insight, September 10, 8:47 AM

What do you think?

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Why the corporate world won’t adopt best practice from the Olympics

Why the corporate world won’t adopt best practice from the Olympics | Coaching Leaders | Scoop.it
Successful Olympians across disparate disciplines share a common motive: to be the best versions of themselves. To that end, who they are, is tightly interwoven with what they do.

This clarity of purpose shapes how they go about achieving their goals.
David Hain's insight:

Will the business world learn (this time!) for a world class Olympic effort. The lessons are well articulated here...

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64 Lessons For Leadership In A Crazy World

64 Lessons For Leadership In A Crazy World | Coaching Leaders | Scoop.it

in a crazy world, the winning operating system is radical optimism. I add that emotion is the business operating system. I talk about the primacy of your emotional quotient, and the unreasonable power of your creative quotient. A quote in the book is from George Bernard Shaw: “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” This theme of the inspirational leadership needed to break boundaries with big emotion is what I’m all about and it’s what I wrote about. It’s all through the book, most notably in shots 9 through 12. I call this the anti-VUCA turning SuperVUCA — building a world that is vibrant, unreal, crazy and astounding.  

David Hain's insight:

Is a radical optimist running your organisation? new book suggests you'd better hope so!

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Ron McIntyre's curator insight, September 8, 12:39 PM

What do you think of these concepts? 

Jerry Busone's curator insight, September 11, 9:05 AM

"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself." George Bernard Shaw

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Eight Technologies and Their Impact on Your Business

Eight Technologies and Their Impact on Your Business | Coaching Leaders | Scoop.it

I have just read a great report from PwC in which they highlight the essential eight technologies that matter now and in the near future. Here they are: 

Artificial intelligence (AI)
Augmented reality (AR)
Blockchain
Drones
Internet of Things (IoT)
Robots
Virtual reality (VR)
3D printing

 

Technology is the biggest challenge/opportunity for CEO's according to PwC

David Hain's insight:

Confused by blockchain or AI? better do some research, that could be your biggest opportunity!

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Ron McIntyre's curator insight, September 8, 12:44 PM

Love this list but how prepared are leaders to adopt these technologies? 

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Decoding leadership: What really matters | McKinsey & Company

Decoding leadership: What really matters | McKinsey & Company | Coaching Leaders | Scoop.it

Our most recent research, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. Next, we surveyed 189,000 people in 81 diverse organizations4 around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, we divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey's Organizational Health Index) and those that were weak (bottom quartile).

What we found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness (exhibit).

David Hain's insight:

Inclusive, supportive, results oriented problem solvers make 90% of the difference to leadership effectiveness. 4 golden keys?

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Use Social Influences to Be a Better Manager

Use Social Influences to Be a Better Manager | Coaching Leaders | Scoop.it

In Invisible Influence, Berger helps us understand how we are affected personally by the sometimes contradictory forces of social influence, and how managers can use these influences to more effectively lead others.

 

Fitting In
One of the most powerful forces of social influence is our desire to fit in. We are all hardwired to conform, and one way we demonstrate that is by mimicking the behaviors of others. Conversely, we respond to people who mimic us. To demonstrate that, Berger cites a study in which a team of management professors asked one subject to mimic the mannerisms of his or her counterpart during a negotiation. Simple mimicking boosted the number of successful deals fivefold. The bottom line for managers: “Be a chameleon in your interactions with employees,” Berger says. “Subtly mimicking their behaviors or mannerisms will make them trust you more.”

Standing Out
Surprisingly, given our strong desire to conform, we also strive to differentiate ourselves from others. Cultural and class differences aside, we want to diverge from others in some ways that reveal us as unique individuals. Berger illustrates this with research by two consumer psychologists who compared what people ordered at a microbrewery when they knew what their companions were ordering and when they didn’t. People who knew what their companions ordered enjoyed their beer less. Why? They ordered brews that they didn’t particularly like to avoid placing the same orders as their companions. The lesson for managers: “Don’t lump employees together in broad categories — recognize their individuality,” Berger says. “And give employees the opportunity to make some choices privately so they don’t feel pressured by the choices of others.”

David Hain's insight:

Sometimes we want to fit in, other times to stand out. Master of this paradox makes for better influence as a leader.

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How to Successfully Move Into a Strategic Leader Role - Center for Creative Leadership

How to Successfully Move Into a Strategic Leader Role - Center for Creative Leadership | Coaching Leaders | Scoop.it
You want to take that next step…Move from an operational leader to a strategic one.

It can come easy for some, but for most it takes hard work and a new mindset.

If you’re ready to step into a strategic role, or are a manager who is considering which candidate is best for a strategic job, the first thing to remember is that strategic leadership is different from operational leadership.

“The skills that make you a successful operational leader can, in fact, hold you back as a strategic leader,” says CCL’s Kate Beatty, co-author of Becoming a Strategic Leader.

Meeting short-term targets, mastering your functional area and creating stability for focused execution are some of the skills of strong operational leaders.

“Strategic leaders must make decisions that position the business for the future, while meeting current demands,” Beatty continues.

They focus on multiple facets of the business instead of ensuring success in a single area. And, typically, strategic leaders are involved in creating significant organizational change.

Strategic leadership occurs when individuals and teams think, act, and influence others in ways that promote the enduring success of the organization.
David Hain's insight:

I come across this dilemma weekly in my consulting and coaching work. Helps to break down role demands...

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Sean Spence's curator insight, September 7, 7:27 AM
Good for both aspiring & new execs. 
Ron McIntyre's curator insight, September 7, 10:21 AM

Thanks to David Hain for sharing this article. Great insights.

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The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One

The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One | Coaching Leaders | Scoop.it
The Mind of the Constant Learner

There are three distinct mindsets that allow new employees and leaders to become constant learners: the Gamer Mindset, the Beginner Mindset, and the Growth Mindset. Knowing all three can provide a framework that throws your personal switch to “LEARN” when you need to rapidly adapt and get to work.
David Hain's insight:

Great article on mindsets for success - and when to adopt them!

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Ron McIntyre's curator insight, September 7, 10:23 AM

Understanding the role of flexibility in leadership, without violating your personal values,  is critical to success.

Jerry Busone's curator insight, September 11, 9:04 AM

The adaptable leader also called the "Off the Bench" leader 

Jose Luis Yañez's curator insight, September 17, 3:16 AM
The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One
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psychotherapy-2016/Welcome

psychotherapy-2016/Welcome | Coaching Leaders | Scoop.it
Self-acceptance is one of our most difficult challenges, no matter how much meditation or therapy we've tried.

We have brought together 3 excerpts which speak with contemporary luminaries in spirituality, psychology, and creativity to learn how we can truly embrace who we are.

No matter how much spiritual practice, self-improvement, or therapy we've undertaken, there is one area where many of us still find ourselves challenged every day:  self-acceptance.  It seems all too easy to fall into the trap of judging ourselves as inadequate, finding fault with our achievements or our bodies, and believing our self-critical inner voices that insist we'll never measure up to who we ought to be.  Is there a solution?

Read The Self-Acceptance Project to find out.
David Hain's insight:

Excellent project, free for those who are keen to look after themselves better!

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13 Charts That Will Make Total Sense To People With Impostor Syndrome

13 Charts That Will Make Total Sense To People With Impostor Syndrome | Coaching Leaders | Scoop.it
“Impostor syndrome” is that feeling where — even if you get good grades, good jobs, accomplish things, have special talents, and people compliment you — you feel like you’re tricking everyone and you’re actually not good at anything.
And it can wreak total havoc on your peace of mind:
David Hain's insight:

Impostor syndrome can screw you, like it has me at times! Here's how...

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Ron McIntyre's curator insight, September 6, 4:03 PM

Great share from David Hain.  What do you think?

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