Happiness and meaningfulness, similar or dramatically different? Stanford researchers found five key differences between meaningfulness and happiness. Is it as simple as givers and takers? Now is the time to read the full article.
Leadership is not about acting the part, but rather being your most authentic self to serve the organization and advance others, while avoiding the traps of self promotion. How does your first impression begin to impact performance, morale, attitude, trust and innovation?
This article highlights 14 things to consider if you want to make an unforgettable first impression. Read more now.
So often, we assume that excellence requires a monumental effort and that our lofty goals demand incredible doses of willpower and motivation. But really, all we need is dedication to small, manageable tasks. Mastery follows consistency.
Our brains are more likely to seek out negative information and store it more quickly to memory. You can learn to cultivate that resilience by training your brain to stay positive when times are tough. This article gives you three techniques to practice. Read more now.
70% of respondents said they’d feel better about themselves if their bosses were more grateful.
Maria Rachelle's insight:
Food for thought....and an opportunity to make a difference. Excerpt: "Although people say they want to be thanked more often at work, fewer than 50% of Americans polled for the John Templeton Foundation, a philanthropic organization, reported that they would be very likely to thank salespeople, their mail carriers, or cleaning crews, and just 15% express daily gratitude to friends or colleagues. 74% never or rarely express gratitude to their bosses—but 70% said they’d feel better about themselves if their bosses were more grateful. "
Thousands of thoughts and feelings course through our minds each day. And trying to avoid, ignore or “manage” the negative ones only make them more powerful. Christina Congleton and Susan Davd wrote about this for HBR in November, encouraging readers to build something we call “emotional agility” – that is, the ability to attend to and use one’s inner experiences (both good and bad) in a more mindful, productive way (http://sco.It/6TqSn).
The first step in the process is to understand your patterns: Do you buy into your negative thoughts and emotions? Or do you avoid them? Or both?
The response to the article has been so strong that the authors worked with HBR to develop an interactive assessment designed to help you with this first part of the process and then offer advice tailored to your specific profile. Click the link to access the asessment (alternatively, you can access the link through the article):
The prevailing wisdom says that negative thoughts and feelings have no place at the office. But that goes against basic biology. All healthy human beings have an inner stream of thoughts and feelings that include criticism, doubt, and fear. David and Congleton have worked with leaders in various industries to build a critical skill they call emotional agility, which enables people to approach their inner experiences in a mindful, values-driven, and productive way rather than buying into or trying to suppress them. The authors offer four practices to explore. Now read more.....
It's the most valuable attribute we're not teaching our high-potentials.
Maria Rachelle's insight:
Books, articles, and studies warn us of the perils of hubris. The word comes from the Greek and means extreme pride and arrogance, generally indicating a loss of connection to reality brought about when those in power vastly overestimate their capabilities. And yes, many of us have also seen evidence that its opposite, humility, inspires loyalty, helps to build and sustain cohesive, productive team work, and decreases staff turnover. Read more now....
From the article: "We all hope our merits will be recognized — and it's a jarring comeuppance when they're not. Some people begin to doubt themselves: should I actually be going back to graduate school? Others get angry at the people who have failed to see their potential (or their actual demonstrated ability). But the best plan, of course, is to ensure we're vigilant upfront about conveying our expertise — and that if we falter in an encounter, we move quickly to correct those misimpressions." Read more now....
The building blocks of trust are unsurprising: They’re managerial virtues like consistency, clear communication, and a willingness to tackle awkward questions. Building a trustworthy (and trusting) organization requires close attention to those virtues. And it also requires a defensive game: You need to protect trustworthiness from its enemies, both big and small, because trust takes years to build but can suffer serious damage in just a moment. This article take a look at some of those enemies, discuss trust in times of crisis, and explores the ways to rebuild trust when it’s been breached. Read more now.
Excertp: "What makes some people more successful in work and life than others? IQ and work ethic are important, but they don't tell the whole story. Our emotional intelligence -- the way we manage emotions, both our own and those of others -- can play a critical role in determining our happiness and success." Now check out the 14 signs of emotional quotient (EQ).
Think of two people who work in your organization: one a level or two below you, and the other a level above. Now imagine getting an email from each of them. Ask yourself how long it would take you? Now is the time to read this article for great insights.
Except: What’s the difference between someone with a good idea and a person who can transform their ideas into real impact? To tackle the world’s biggest problems, we need to be able to identify and support the people who are capable of creating lasting change.
And what we’ve found time and again is: Resilience matters most.
Resilient leaders have three key characteristics:
Grit: Short-term focus on tasks at hand, a willingness to slog through broken systems with limited resources, and pragmatic problem-solving skills.Courage: Action in the face of fear and embracing the unknown.Commitment: Long-term optimism and focus on big-picture goals.Read more now....
Proud of yourself for not giving up? Sorry, but that's not enough.
Maria Rachelle's insight:
From the article: "Dreaming is at the heart of disruption. Whether we want to disrupt an industry or our personal status quo in order to make that terrifying leap from one learning curve to the next, we must dream. The good news is that the causal mechanism for achieving our dreams is always, always, always showing up: and as we show up, our future will too."
“Authenticity” is the new buzzword among leaders today. We’re told to bring our full selves to the office, to engage in frank conversations, and to tell personal stories as a way of gaining our colleagues’ trust and improving group performance. But the honest sharing of thoughts, feelings, and experiences at work is a double-edged sword. Getting it right takes a deft touch, for leaders at any stage of their careers.