Many of my clients deal with a fear of criticism. I see it in several aspects of their lives. At work, people fear criticism from their managers and colleagues, so they keep quiet and don't share their opinions. They play it safe. At home, people fear that they'll be criticized by their spouse or partner, so they don't speak their mind. They back down when they sense conflict. In friendships, people often don't have boundaries because they fear that establishing them would lead to criticism or that they would be viewed as selfish.
Whatever the setting, it's this fear that keeps people stuck. For example, by not speaking up and not sharing your ideas, you'll never advance. People won't know your thoughts and will have no reason to recognize your worth and promote you.
HRmagazine.co.uk Senior leadership 'character' impacts on bottom line, research finds HRmagazine.co.uk In the study of more than 100 CEOs and senior teams in US companies, organisations where senior leaders were perceived by employees to have a...
Research found a clear link between those leaders with higher scores on four universal moral principles: integrity, responsibility, forgiveness and compassion.(termed “virtuous CEOs” in the study) and higher business performance.
We’ve all had the situation when an employee walks into our office with a problem they want us to solve (or dozens of problems they want solved). Maybe they walk into our office and say, “I need your help boss, that other division won’t respond to my emails about giving [...]
What Companies Can Do to Hire and Develop More Great Managers:
Create a holistic, talent-based human capital strategy. Talent is the strongest predictor of performance in any role. Smart businesses place talent at the core of their human capital strategy, weaving it into every aspect of how they align, attract, recruit, assess, hire, onboard and develop managers. These companies clearly understand what success looks like in every manager role and strategically think about how each hire fits into their short- and long-term objectives.
A manager who is manager is open and approachable, helps employees set work priorities and goals are engaged and focuses on their strengths or positive characteristics will develop a more engaged team.
There are many different ways to be corageousThat means bravery sometimes an extraordinary level of bravery--is required in business and entrepreneurship. Like taking a chance when others will not. Or following your vision no matter where it leads. Or standing up for what you believe in even though those beliefs are extremely unpopular.
Or simply doing the right thing, even though the right thing is definitely the hardest thing.
(Think of courage that way and you may be surprised by just how brave you really are.)
Here are ways otherwise ordinary people display extraordinary courage:
Now more than ever, there is a great opportunity to bring coaching into organizations. According to Gallup’s study on the global workplace, only 13% of employees worldwide are engaged at work or are psychologically committed to their jobs and likely to be making positive contributions to their organizations. Therefore, 63% are "not engaged." If this is the case, then why not integrate coaching into your talent management strategy, not only to increase employee engagement, but to achieve other talent development goals such as developing certain competencies like problem-solving, strategic thinking or filling your talent pipeline with ready-now talent for upward or lateral assignments?
In order to integrate coaching into your talent management strategy, Renee Robertson recommends the following five steps should be taken.
If you're introverted (like me), you may find it difficult to connect with people at social gatherings. If you're extroverted, you face a different challenge--your outgoing personality may run roughshod over people you'd like to know better.
Not to worry. There's help for all of us.
At the Reader's Legacy awards last weekend, I had the opportunity to meet with Larry Benet, who is the co-founder of SANG Events, which feature speakers like Tony Hsieh, Tony Robbins, and Jack Canfield.
emotional intelligence, which evaluates how well individuals perceive and deal with affectively charged interpersonal situations. But there are situations in which leaders have to deal with the emotions of large groups of people, not just those of one or a few individuals and most managers don’t have time to operate on a one-on-one basis all the time. Understanding the collective can help leaders respond effectively to the group as a whole. This happens in situations such as dealing with the collective anxiety of executives facing the news of corporate restructuring; or public authorities dealing with the collective anger of large groups of people in the streets; or politicians seeking to inspire large groups of people to win an election. Those with the skill to pick up on the subtle emotional cues of the collective can adapt accordingly and, according to our research, earn more respect as a result. So how can this ability to see the forest for the trees be applied by leaders?
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