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.
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.
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.
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