Many people hate change; contemplating the unknown is scary. So many stick with familiar things even though they no longer fit. This is especially true of careers. Sometimes people get stuck in a career direction or work environment that makes them terribly unhappy, and they stay there because it's tough to change careers once you have gained experience, power, and good compensation.
People often end up in the wrong careers by accident. They start out with a job and become proficient, so they advance and make a good living. They may even start a company in that field. They get so focused on growth, meeting objectives, or making the money to support their lifestyle, they don't realize how toxic their life has become.
Truly effective leaders demonstrate the ability not only to have a compelling vision, strategic mindset and determination but also have a high degree of emotional connection with their followers. Emotions do matter.Emotions and leadership are not separate ideas. Positive leaders can uplift and energize teams to a new level of performance. Some people call emotions “soft” and un-business like. We all know the...
When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.
Via Mike Klintworth
Graeme Reid's insight:
Listening is the start of the change process - you then have to match your actions with your words.
You'd think it would be easy spot when you're working too hard--long hours, painful wake-ups and general exhaustion are sure tip-offs, right? The funny thing is, our bodies and minds have a funny way of adjusting to the demands we place on them, at least for awhile.
As your hours creep up and the pressure gradually intensifies, you may end up feeling like you're flying (or at least grinding it out) until one day, burnout hits with a vengeance and your health or your sanity crumbles. Rather than get to that point, wouldn't it be good if you could keep an eye out for early warning signs that your schedule and stress levels are starting to get out of whack so you can make adjustments before you collapse?
I have been staying with my parents recently, while my house is being renovated. I have also been breaking out in hives.
They appear in the evening, soon after my dad starts clearing his throat over and over while reading in his study. I start to itch furiously when my mom, every half-hour or so, slowly opens the door to the room where I am writing, peers in and cheerfully chirps, "How's it going?"
I have wonderful parents, and I love them, but after spending last weekend away from them—with zero hives!—I had a troubling thought: Am I allergic to them?
Experts use the term "social allergens" to describe behaviors or habits that drive others nuts. Some of these actions begin to annoy us soon after we meet someone. Others get to us slowly and surely over time.
How To Be The Leader They've All Been Waiting For Forbes An old colleague and leadership expert used to relate a little parable about the great British prime ministers, William Gladstone and Benjamin Disraeli.
Anybody who feels that far too many company reports and websites boast of a commitment to innovation will not be surprised to learn that this is the most cited value in a survey of how Standard and Poor’s 500 companies present their corporate culture. Innovation – mentioned by fully 80% [...]
Everyone wants to be well liked; it's in our nature as people. But it's hard to pinpoint what exactly it is that makes us more likeable. Is it a magic charisma that attracts people to us? Or maybe being outgoing and friendly? Or having an agreeable personality that doesn't put people off? Though there are plenty of theories floating around about what makes someone well liked, here are seven things that well-liked people always do--and that you can do today to make yourself a more likeable and magnetic person.
Companies spend a lot of time and money trying to motivate their employees.
But when was the last time a mug with your company’s logo or a coffee shop gift card made you truly excited? Real motivation doesn’t come from external rewards--it comes from making some shifts in how you think about your situation, says San Diego, California-based personal empowerment expert Susan Fowler.
“Give a whale a fish and it’ll jump as high as you want. Give a pigeon a pellet and it’ll turn 360 degrees. That whole animal behavior theory is what the workplace is built on. We’ve got to get away from that because we’re not pigeons and we’re not whales,” she says.
According to researchers at Duke University, habits account for about 40 percent of our behaviors on any given day.
Understanding how to build new habits (and how your current ones work) is essential for making progress in your health, your happiness, and your life in general.
But there can be a lot of information out there and most of it isn’t very simple to digest. To solve this problem and break things down in a very simple manner, I have created this strategy guide for building new habits that actually stick.
Think of the last time you really felt personally aligned with your job or the mission of your organization. Or maybe try picturing the last time you felt both fulfilled and challenged by the projects and tasks you were charged with completing. When was the last time, if ever, you had a clear direction for career development with defined goals? Did you ever have a job where your boss met with you more than once per year to review your performance?
A foundational behavior in effective leadership requires demonstrating congruence between what one says and what one does. Unfortunately, many times the behaviors of those in charge reflect a philosophy of “do as I say not as I do” rather than one of congruence.
Via David Hain
Graeme Reid's insight:
Unfortunately, many times the behaviors of those in charge reflect a philosophy of “do as I say not as I do” rather than one of congruence and they don't realise the impact this has.
While we all expect setbacks and challenges in work and life, sometimes they’re beyond epic. Perhaps you lost your job a year ago or you’re about to run out of money. Maybe you flunked your certification exam for the third time and everyone knows about it. Or it could be that your angry rant went viral, and now all of your coworkers are either whispering about you or shunning you entirely.
An occasional disaster does happen for most of us, either in our professional or personal lives. And while it’s not helpful for someone to say, “Well, at least you didn’t [insert something worse],” many people have been through unimaginable hardships.
What stands in the way of our being more satisfied and productive at work? That’s the fundamental question we sought to answer in a survey we conducted with HBR last fall. More than 19,000 people, at all levels in companies, across a broad range of industries, have so far responded to the questions we posed.
What we discovered is that people feel better and perform better and more sustainably when four basic needs are met: renewal (physical); value (emotional), focus (mental) and purpose (spiritual).
Have you ever felt like you're talking, but nobody is listening? Here's Julian Treasure to help. In this useful talk, the sound expert demonstrates the how-to's of powerful speaking — from some handy vocal exercises to tips on how to speak with empathy. A talk that might help the world sound more beautiful.
Graeme Reid's insight:
Excellent short talk on how to improve your chance of being heard.
No one likes getting criticism. But it can be a chance to show off a rare skill: taking negative feedback well.
It is a skill that requires practice, humility and a sizable dose of self-awareness. But the ability to learn from criticism fuels creativity at work, studies show, and helps the free flow of valuable communication.
Tempering an emotional response can be hard, especially "if you're genuinely surprised and you're getting that flood of adrenaline and panic," says Douglas Stone, a lecturer at Harvard Law School and co-author of "Thanks for the Feedback."