Emotions are not something to be afraid of; we all have them and as a beating heart ensures life, so our feelings give that life meaning. However, we live in a world of constant motion and commotion: A Volatile, Uncertain, Complex and Ambiguous world.
One in five of us report feeling unusually tired each and everyday – even following a full nights sleep. Whilst in the workplace, passion and purpose are back on the corporate agenda. They are the current boardroom buzzwords that tell us as employees exactly what’s expected of us in the workplace, as margins continue to be squeezed, further efficiency savings are sought and greater productivity demanded.
Self-regulatory focus of promotion and prevention lead to different associated emotions like joy-sadness and anxiety-contentment. An effort is made to link the same with the concept of flow as espoused by Mihaly.
“ After in-depth interviews with 170 world leaders and classroom discussions with 6,000 executives and MBAs in Authentic Leadership Development (ALD) at Harvard Business School, we've learned three essential steps to building your self-awareness.”
The vast majority of us dream of a workplace free of competition. One where our ideas are bolstered by coworkers and we can find creative solutions to problems without management questioning every decision. We dream of a workspace where the higher ups understand that hard work doesn’t always produce quantitative results – sometimes just qualitative ones. Most of all, we dream of an environment that promotes knowledge sharing over information hoarding.
Fortunately, some of these employers do exist. They have integrated a giving mindset into their companies and created a culture based upon the idea of collaboration. It may come as a surprise to many traditional managers and company owners, but businesses that support these ideals tend to have both the happiest and most productive employees out there.
Everyday leadership begins with the silence inside of us; it is the platform of our own self-knowledge. It stands as the pillar of our character which motivates our outside behavior. Yet, these qualities are often invisible to others.
“It is only with the heart that one can see rightly; what is essential is invisible to the eye.” – Antoine de Saint-Exupéry, The Little Prince
You may not think of yourself as a leader. I know that I didn’t when a college resident adviser chose me for a leadership position in residence life. I asked my superiors on staff if they believed I could handle the responsibility. Their answer: “Yes.”
An article in the New York Daily News reports that nearly 70% of U.S. employees are miserable at work. According to the story, research conducted by the Gallup Poll suggests that the majority of American’s dislike or feel disengaged on the job. Needless to say, this is disturbing news. It’s also an indicator that leaders are having trouble finding ways to stimulate engagement with today’s employees – a workforce that is much more diverse and younger than ever before. Many corporations are experiencing transformation mode, where leadership is about enabling the full potential in others. It’s about allowing employees to be their authentic selves so they can leverage their strengths and unique perspectives.
Ten years ago Jubilant FoodWorks Ltd, the exclusive Domino's Pizza franchisee in India, was failing. Not only was the company bleeding red ink and struggling to service its debt, it had also generated significant controversy over food hygiene problems in a country with poor roads, terrible traffic and unpredictable delivery [...]
If you are involved in any way with HR or L&D it is likely you have heard about mindfulness. It may well feature somewhere on your ‘to do’ list, whether filed in the ‘figure out what everyone is talking about’ column, or under choosing a ‘taster’ session or programme for your organisation. Whether it is central to your strategy right now, or just on your horizon, knowing more about how mindfulness has come to prominence and how it can help you is a step in the right direction.
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