Personal Mastery for Executives
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Personal Mastery for Executives
Personal mastery is the key competence for personal contentment and success in the role of an executive - and in any other role.
Curated by Thomas Gelmi
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You Lead By Virtue Of Who You Are - Forbes

You Lead By Virtue Of Who You Are - Forbes | Personal Mastery for Executives | Scoop.it
Millions of dollars are spent annually on developing leaders in organizations. Yet despite the abundance of material on leadership, and the money invested in cultivating leaders, a quick informal survey of those around you will likely reveal a deficit in the perceived quality of those who lead us.
Thomas Gelmi's insight:
Never underestimate the power of your example: it speaks far more loudly than your words ever can
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17 Ways to be Happier at Work

It's not difficult to experience more joy at work. You just need to know the rules.
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How to Turn Your Weaknesses Into Strengths

How to Turn Your Weaknesses Into Strengths | Personal Mastery for Executives | Scoop.it

We all have weaknesses, and we tend to try to work on eliminating them - on changing ourselves in order to become better. But change is difficult- very difficult. What if instead ...

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Hirnforschung: Der unbewusste Wille -

Deutsche Hirnforscher geben der Debatte um den freien Willen neue Nahrung. Schon zehn Sekunden vor einer bewussten Entscheidung wird das Gehirn aktiv. Was folgt daraus?
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Just One Thing: Leading is Lonely Work

Just One Thing: Leading is Lonely Work | Personal Mastery for Executives | Scoop.it
Leading is lonely work. The higher you climb on the ladder, the tougher and lonelier the decisions become. Get used to it. No one ever signed on as a senior leader because of the potential for camaraderie.

Via The People Development Network
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Your Brain Is Hooked on Being Right

Your Brain Is Hooked on Being Right | Personal Mastery for Executives | Scoop.it
The adrenaline and dopamine rush you get from winning an argument feels good. Too good.
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Can Mindfulness Increase Our Resilience to Stress?

Neuroscientist Richard Davidson and clinical mindfulness expert Jon Kabat-Zinn on how mindfulness training can lead to greater resilience to stress.
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The Conscious Lifestyle: A Leader Must Know What to Do

The Conscious Lifestyle: A Leader Must Know What to Do | Personal Mastery for Executives | Scoop.it

In this series of posts we're discussing the qualities of leadership using the acronym L-E-A-D-E-R-S. The fourth letter, "D," stands for doing.

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Leader, Manager, Operator - Which Are You? - Forbes

Leader, Manager, Operator - Which Are You? - Forbes | Personal Mastery for Executives | Scoop.it
Leading, managing and operating a business are 3 very different things. Here's how to tell which you might be good at and which...not so much.

Via Dr. Susan Bainbridge
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Alexander Falkov's comment, February 12, 2014 2:09 PM
How can we judge our selves in order to know which of the 3 criteria explained in this text we should improve? And how can we train to improve the fact of being a leader, a manager or an operator? Moreover, being a leader is more like a natural thing no?
Victorine Fabre's comment, February 12, 2014 8:54 PM
I find this article very interesting because it adds a notion: operator. We are used to hearing to leader and manager all the time in the business world. I find the word “operator” is less used.<br>A very good director has to succeed in linking these three notions: Leadership, Management and Operating a business. To comment this article, I would like to focus on this last notion. Erika asks the question: what make a good business operator, and how can someone develop that capability? <br>I am a student in a Business School and I ‘m currently doing an internship in an event company. I can notice now that we can really understand this capability when we have an experience in the field, in a firm. Indeed, we can’t really apply our lessons of our business school in a firm when there are operating problems. Each firm is different, each problem is different, and each environment of the firm (competitors, country, trends) is different. We must adapt to the situation, to changes. That is the difficulty. There is no model suited to all operating changes! <br>To illustrate the notion of “operating a business”, I take the example of a Spanish brand, Desigual. It has been in USA since around 4 years. She was already a leader brand in Spain with its colors, its new design (forms like Gaudi), its dynamic and its Mediterranean spirit… “la vida es chula”! The beginning in USA was very difficult. This dynamic didn’t seduce American people. New country, new trend, new minds… It had to find a new idea to seduce a new market. American people, above all New Yorkers want to see something BIG, NEW, SHOCK! The Spanish brand had an idea… to create undies parties: “Be one of the first to arrive in your undies. Leave in a FREE 2-pieces Desigual outfit of your choice”<br>These “parties” were a success all around the world, and now Desigual make profits in New York! They adapted their brand to their new markets thanks to a new idea!<br>To operate a business in a good way, we have to be like a designer when he creates a new product. We have to observe and to connect things by different ways to create. To solve operating problems, we have to observe the environment, the competitors, the economic changes and the behavior of consumers. <br>To be the best, be Leader, Manager and Operateur as better as possible !<br>
Muhammed Sisman's comment, February 14, 2014 2:54 PM
The first thing you think about when you read the words operator or operating team is people who face situations or involved in concrete situations. In the example given by Susan, her son is probably solving a daily problem that his customers faces in his cafe. This kind of approach is not always used by managers or leaders and it's also not obvious to get. Then this article is a good reminder and it shows us that every leaders or managers should integrate this approach because solving problems start with how you face the problem, and how you understand it. As a business school student, it gives me an other image of how we should be to better run businesses and analyse projects.
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Gehirnforschung: Formeln beschreiben unser Denken - New Scientist

Gehirnforschung: Formeln beschreiben unser Denken - New Scientist | Personal Mastery for Executives | Scoop.it

In unseren Köpfen herrscht heilloses Chaos? Von wegen: Forscher entdecken immer präzisere Formeln, die unser Denken und unser Bewusstsein beschreiben.


Via Slavica Sovilj
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Slavica Sovilj's curator insight, February 15, 2013 3:28 AM

In unseren Köpfen herrscht heilloses Chaos? Von wegen: Forscher entdecken immer präzisere Formeln, die unser Denken und unser Bewusstsein beschreiben.

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Relax! You’ll Be More Productive

Relax! You’ll Be More Productive | Personal Mastery for Executives | Scoop.it
Stress is very often the result of constant partial attention or "multitasking", which doesn't really exist. The key lies in presence and focus on what you're currently doing.
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Mindfulness: an antidote for "continuous partial attention"

Mindfulness: an antidote for "continuous partial attention" | Personal Mastery for Executives | Scoop.it
One of the main problems in the workplace today is a lack of attention. People are distracted. They're in a state of what's called "continuous partial attention"
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When stopping is the best way to go: the 3 step personal off-site

When stopping is the best way to go: the 3 step personal off-site | Personal Mastery for Executives | Scoop.it

Being in a position of responsibility in pressured circumstances can sometimes feel lonely and intense.It doesn't matter if you are the head of an organization, shepherding a group project, or working on your own. It often feels the same. 

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Concert pianist: how to perform under pressure

Concert pianist: how to perform under pressure | Personal Mastery for Executives | Scoop.it

To get to Carnegie Hall - so goes the old adage - you need to practice, practice, practice. Concert pianist Frederic Chiu disagrees, saying that performing under pressure takes more than that

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Great Leaders Have Emotional Intelligence

Great Leaders Have Emotional Intelligence | Personal Mastery for Executives | Scoop.it
John Mackey, CEO and founder of Whole Foods, talks about why self-awareness matters in business.

Via The People Development Network
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Der Wille kann nur wollen, was das Hirn entscheidet

Der Wille kann nur wollen, was das Hirn entscheidet | Personal Mastery for Executives | Scoop.it
Warum wir Abschied vom freien Willen nehmen sollten - und trotzdem weder die Moral noch unser Rechtssystem aufgeben müssen.
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A Vision of Leadership Development for the 21st Century

A Vision of Leadership Development for the 21st Century | Personal Mastery for Executives | Scoop.it
One lovely Wednesday morning in February, a group of people, passionate about leadership, gathered together to reflect on current leadership development

Via Dr. Susan Bainbridge
Thomas Gelmi's insight:

Key sentence for me: under­stand­ing the self is cru­cial to lead­er­ship development.

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Deb Nystrom, REVELN's curator insight, March 8, 2013 10:40 AM

This format reminds me of elements of "Presencing."  As  far as the key theme, of course!  ~  Deb

Thomas Gelmi's comment, March 28, 2013 5:03 PM
Agree - there are some parallels with theory U, in which presencing is a key element.
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Fear is ego

Fear is ego | Personal Mastery for Executives | Scoop.it

A friend of mine introduced me to a new saying a little way back; “Fear is ego”. When I asked her to elaborate on what this meant, she explained it this way...

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Your Brain Is Hooked on Being Right

Your Brain Is Hooked on Being Right | Personal Mastery for Executives | Scoop.it
The adrenaline and dopamine rush you get from winning an argument feels good. Too good.
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Eat, Smoke, Meditate: Why Your Brain Cares How You Cope

Eat, Smoke, Meditate: Why Your Brain Cares How You Cope | Personal Mastery for Executives | Scoop.it
Quieting the self-obsessing chatter in our heads may be what happiness is all about. But how do you do this?
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Developing Emotional Intelligence

Developing Emotional Intelligence | Personal Mastery for Executives | Scoop.it

You may have heard that we're born with a huge amount of brain cells, and then we lose them steadily until we die. Now, the good news: that’s neuromythology!

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How to be more authentic in our leadership

How to be more authentic in our leadership | Personal Mastery for Executives | Scoop.it
Loving who we are (weaknesses and all), loving the work we do, and the people we are here to serve are key to authentic leadership.
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Honesty and "trustability" as a competitive advantage

Honesty and "trustability" as a competitive advantage | Personal Mastery for Executives | Scoop.it

Being trustable requires you to be proactively trustworthy – that is, to proactively watch out for your customers’ interests. This might mean, for instance, preventing a customer from making a mistake - even if it would mean more profit for your organization. 

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Chaos to calm: Building a mindful workplace | Mindfulness Unbound

Chaos to calm: Building a mindful workplace | Mindfulness Unbound | Personal Mastery for Executives | Scoop.it
Initiatives to introduce mindfulness into the workplace, hold great promise.ThinDifference's insight: At times, mindfulness sounds like something for "new age" organizations, yet read this: "Many companies such as Raytheon, Proctor and Gamble,...
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Your company should follow its instincts

Your company should follow its instincts | Personal Mastery for Executives | Scoop.it

We are rational beings. It is what makes us human, but we are not rational all the time, or in every situation. Sometimes we just follow our instincts.

Thomas Gelmi's insight:

Because not everything that can be measured counts, and not everything that counts can be measured (Albert Einstein).

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