Loss is an element of dynamic change

Loss is an element of dynamic change

Regardless of whether we initiate change or change is forced upon us, loss is an element of change that needs to be noted, respected, and acted upon. Failure to identify and be ready for the endings and losses that change produces is the largest single problem that we encounter in transition. No one foresees how people will be impacted by a change even when the change is an improvement. We all lament and experience a sense of loss for "what was" whether it's related to our personal life or related to our job.

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5 Tips for Successful Return to Work after Critical Illness

5 Tips for Successful Return to Work after Critical Illness

When a diagnosis of a critical illness occurred at the peak of an executive’s career, it was a devastating tap on the shoulder and a reminder of her vulnerability. Her physical recovery went well. Her emotional recovery was a different story.

If you have been sidelined by a critical illness or you know of someone who is preparing to return to work, here are 5 tips for successful return to work.

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THRIVE: Life-changing events are just that: life-changing. To the core.

THRIVE: Life-changing events are just that: life-changing. To the core.

Reintegrating back into work isn’t easy after a long-term absence or critical illness, for anyone – the returning employee, their co-workers, or the manager.

Life goes on, or so they say, while the person is away. Work carries on, challenges are met, goals change, and the team sort of ‘re-forms’, either figuring out how to ‘get it done’ in spite of a void if the position is left open, or learning to work with a temporary replacement who does their best to fill in.

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Leadership: Change in the 21st Century is about feelings and perspectives

Leadership: Change in the 21st Century is about feelings and perspectives

Organizations that expect workers to contribute with their heads and hearts must accept that emotions are essential to the new 21st Century management style. The old management paradigm allowed people to have feelings, as long as the feelings were positive. The new management paradigm affirms that managing people is managing feelings.

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Leadership: Strategies for creating positive organizational culture

Leadership: Strategies for creating positive organizational culture

Many of us display a tendency to focus on what went wrong and what tasks are left incomplete in a given situation. Even when we make considerable progress toward our objectives, the elements that could have been performed better tend to be highlighted. While this is a condition of human nature, those seemingly lost opportunities have the potential to negatively impact workplace culture.

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Managing Dynamic Change in 2018

Managing Dynamic Change in 2018

For years, I have witnessed companies struggle with creating a better workplace, good profits, and true growth by introducing improvements into every function and process. Competitive pressures keep increasing, the pace of change keeps accelerating, and companies MUST continually search for higher levels of quality, service, and overall business agility. The treadmill moves faster, companies work harder, but results improve slowly or not at all. Dynamic change is not a DIY project.

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THRIVE: Control, Acceptance, and Letting Go

THRIVE: Control, Acceptance, and Letting Go

Going to discouraging or negative places is natural when coping with an intense life challenge such as critical illness. But how long do you allow yourself to stay there? Can you think of a time when you were in a hard place and all of a sudden, your mood or outlook spontaneously changed for the better? Perhaps you were deep in the flow of your work, out for a walk, or even doing some housework.

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Leadership: How attributional style errors contribute to faulty thinking

Leadership: How attributional style errors contribute to faulty thinking

There is a tendency for us to exaggerate our own talents – to believe we are above average in our endowment of positive traits and abilities - even when being modest in our self-assessment. The inclination to exaggerate our own talents is amplified by our tendency to misperceive the causes of certain events. 

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Leadership: How do you explain good or bad events?

Leadership: How do you explain good or bad events?

When optimists experience negative events, they tend to think "this is temporary, for this particular event only, and I'm not the cause of this event." When optimists experience positive events, they tend to think "This is permanent, this is true for all life events, and I'm the cause." 

An optimist explains the cause of good life events as being permanent, global, and internal: “I succeeded because I'm good.” An optimist explains the cause of bad life events as being temporary, specific, and external:“I failed because that assessment was only examining one part of my ability and it was too difficult.”

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Leadership, positive emotions, and making a difference

Leadership, positive emotions, and making a difference

How often are you or someone around you negative about society, other people, or the world in general?  If only you had the power to change things.  If only you had money like Bill Gates, you could make a difference in life.  Well, the truth is that you can make a difference in this world…and it doesn’t have to cost a thing.

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