We sometimes become pretty invested in our false selves, in the “representative,” as Glennon Doyle Melton calls it, that we send out into the world instead of showing up fully and authentically as ourselves. We create representatives to protect ourselves, often in response to unstable or abusive situations. Sometimes, we aren’t yet able to separate our false selves from our real ones. We want to defend the important representative that has worked so hard for us for so long. And that’s okay…so long as we can see where our representative is holding us back, and that it is, of course, the truth that will eventually set us free.
We know that behind most of these athletes is a highly effective coach. While the athlete is the one who ultimately performs, the coach was undoubtedly there to help facilitate the journey.
There’s a nice analogy here to education, since at a fundamental level, coaches and teachers are trying to do the same thing: help young people realize their full potential. So as we start a new school year, what can we learn from the practices of highly effective coaches?
SIX LESSONS FROM THE PLAYING FIELD 1. Effective coaches develop themselves as well as their athletes. Effective coaches are quick to analyze how their coaching influences their athletes’ success. They constantly make adjustments to their training programs based on what their athletes need at that particular moment in time.
As a teacher, are you regularly assessing your own practice and making adjustments as needed?
When's the last time you sat in total, utter silence? While it's not easy to find true peace and quiet, there's now evidence you may want to find more opportunities to embrace noiselessness throughout your day.
We already know too much noise is not a good thing for our brains or our bodies. Research has linked noise pollution to increased blood pressure, sleep loss, and heart disease. These results have led to even more research on the long-term effects of noise. Along the way, almost by accident, scientists who study noise are uncovering benefits of its absence.
A recent piece in Nautilus explores in detail the positive effects that silence can have on our brains. Journalist Daniel A. Gross elaborates on several studies in which researchers set out to study the effects of various types of noise--such as music, short bursts of sound, and white noise--only to discover the silence in between the sounds they were studying produced interesting results. Here are a few gems this body of research has revealed.
Creativity happens in the intersection of expertise, creative thinking skills, and motivation. You cannot do anything about expertise and creative thinking skills, but here is what you can do to motivate your employees to be creative. And the best part? It costs nothing!
Via Ron McIntyre
Today’s managers talk a lot about wanting employees to be more accountable and to act on their own initiative. And yet, those same managers turn around and say to employees: “I have to give you assignments; I have to give you feedback; I have to hold you accountable.” This leaves employees, much like children, left to take feedback, to take assignments and to passively wait to be held accountable.
Today’s top-performing organizations are leaving this style of Parent-Child leadership behind and replacing it with a new model of leadership that treats employees like adults who have unlimited potential and who deserve the opportunity to take control of their own futures. Establishing an Adult-to-Adult dynamic encourages employees to become self-leading and self-sufficient and results in a more motivated, fulfilled and energized workforce. Employees are more aligned with their organization’s vision and more committed to helping the organization achieve that vision.
Like this CEO, there are many (often successful) people in organisations who are direly lacking in empathy. Some executives are quite narcissistic. Self-centered as they are, they may find it difficult to put themselves in other people’s shoes. Other executives may have sociopathic traits. They project an air of sincerity, but in reality they feel nothing, and are fine with that. Some people even turn empathy into a destructive force, using their keen sense of a person’s emotional state to manipulate or destabilize him or her. Many more people, like the CEO, are wary of the chaos that might ensue if “personal feelings” were acknowledged. But behaving in these ways in our increasingly network-oriented society comes with a steep price.
Empathic executives are better at managing relationships. They establish safe environments in which people can express hopes and fears. Because it is “contagious,” empathy contributes to better negotiation, collaboration, and conflict resolution.
Empathy plays an important role in effective team formation. When the expression of empathy is part of a company’s culture, its stress level will be lower. All of these advantages lead to a more committed workforce with a greater motivation to perform beyond expectations.
Manfred Kets de Vries, INSEAD Distinguished Clinical Professor of Leadership Development & Organisational Change
In an essay published in the July 2016 issue of Daedalus, the journal of the American Academy of Arts and Sciences, Barbara Kellerman, James MacGregor Burns Lecturer in Public Leadership at Harvard Kennedy School, argues that the “leadership industry’s” focus on single individuals has hampered its ability to improve the human condition. The title of Kellerman’s essay, “Leadership—It’s a System, Not a Person!,” sums up both her main thrust and her frustration with the industry’s constant elevation of single leaders at the expense of other important facets of leadership.
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