Leading in today’s volatile, uncertain, complex and ambiguous (VUCA) world takes up a lot of our psychological space. Leaders are required to think in more complex ways, build relationships with a wider range of people, and behave with a higher level of agility. All of these take a lot of conscious effort. When we are under pressure our psychological space shrinks and we are unable to make this effort. As a consequence, our thinking becomes black and white, we become emotionally defensive, and our behaviour becomes inflexible.
Like most executives, I travel a lot. This can mean a lot of planning, anxiety, frustration and tiredness. In the past, I would return from a trip in a bad mood, having had no time for myself, and plunge back into work and family life. I’d moan and complain, creating a ruckus if my tea wasn’t just right.
Life is stressful enough for most of us. Allowing a toxic individual to ravage your immediate environment can cause havoc in your mental well-being, which can lead to physical challenges.
A bad state of mind not only affects your physical well-being but makes it difficult for you to respond calmly under pressure. Ninety percent of top performers are skilled at managing their emotions, so your ability to perform effectively can be affected if you do not adopt strategies that will allow you to deal with toxic people.
In my workshops with leaders and high-potentials, I frequently hear comments like this: "My VP has asked me to be more strategic, but I'm not exactly sure what that means -- or how to do it." The lesson here? Companies shouldn't just assume future leaders understand that concept.
Rudeness and bad behavior have all grown over the last decades, particularly at work. How we treat one another at work matters. Insensitive interactions have a way of whittling away at people’s health, performance and souls.
What started off as an innocuous query from my leader soon became a chance to explore and grow myself as an individual contributor at a deeper leadership level -- someone who doesn't need a hierarchy, department or budget to make an organizational impact.
Excellent leadership is like good health. Everyone wants to experience it. And if you are interested in reading about becoming a great leader you have 150,000 titles to choose from on Amazon -- take your pick.
The two aspects of being human that set us apart from other mammals are metacognition and the deep desire to belong or feel felt. Our sense of needing to belong to a group is an inherited part of our neurobiology, and collaboration with others is the desired outcome. Metacognition is our brains' miraculous innate ability to self-assess, think about our thinking, and reshape our perspectives.
Feeling the emotions of others, social acceptance, and cooperation are critical to our early development of the identity and industry stages. Author and motivational speaker Daniel Pink states that the future belongs to conceptual cooperative thinkers.
The representation of women on corporate boards continues to increase, but the number of women leading boards still remains low globally. Overall, women now hold 12 percent of seats worldwide with only 4 percent chairing boards.
This fourth edition report outlines the efforts of 49 countries to increase the number of women occupying board seats.
Celebrate your accomplishments as you spend time with your friends and family members today. Know where you are in the 7 stages of the entrepreneur's life cycle so that you can celebrate the independence (or interdependence) of your business.
A new Ketchum leadership study of more than 6,000 respondents in 12 countries reveals people are looking more to employees at all levels for leadership instead of just those at the top of the org chart. According to the fourth-annual Ketchum Leadership Communication Monitor (KLCM), 41 percent of respondents believe leadership should come mainly from the organization and all its employees, compared with 25 percent that believe leadership should come only from the CEO.
This aligns with three years of KLCM data pointing to the demise of the CEO-as-celebrity leadership style and highlights a greater-than-ever opportunity for "leadership by all" – a collaborative and communicative culture that empowers employees at every level.
While the CEO, board and senior management still play an important role, the study suggests that employees throughout an organization can and should provide leadership. The survey identified the top five traits of an effective leader: leading by example (63 percent), communicating in an open and transparent way (61 percent), admitting mistakes (59 percent), bringing out the best in others (58 percent), and handling controversial issues or crises calmly and confidently (58 percent). These are traits that every CEO should possess, and also ones that every good employee would have.
Today’s life path requires us to learn more new things than a traditional education can possibly prepare us for. This is why we often see employee education and development programs appear in organizations to not only build contextual knowledge but also prepare people for changing roles. However, given the average tenure of jobs around 3.5 to 4 years, we should also consider the reality of voluntary and involuntary unemployment. The speed of knowledge becoming outdated and replaced is the other sword of Damocles over the traditional life path.
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