When major changes are announced, leaders tend to emphasize all the benefits that will follow with the successful new strategies. Fanfare and power point presentations are theatrical and entertaining. However, we tend to ignore, discount, or deny the reality of loss that the changes will bring. Change means loss. First you lose, hopefully you accept, and then and only then can you decide to change.Read More
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.Read More
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.Read More
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.Read More
There have been enough corporate scandals in recent times to create healthy skepticism towards optimism. CEOs who project a Pollyanna-ish view that everything’s rosy in the corporation are not necessarily wise or nor effective, and definitely not authentic. Rather, an authentic leader speaks openly and frankly, with realism. When a leader is able to resonate honestly with those he or she leads, he or she can then point out a positive perspective or path available. Leading with optimism, and projecting it for others to adopt, is meant to be done in a realistic manner.Read More
Too much strategic thinking leads to not enough attention to operational details. Too much dominance and hard-driving encouragement leads to not enough listening and empathy to individuals.
How can leaders manage people by using their strengths “just right” without overextending them to the point where they become liabilities? How do leaders take full advantage of their natural talents, without going too far? The first step is to acknowledge where you overuse your strengths.Read More
The theory of developmental stages for leadership indicates that if we try to grow leaders' inner game, rather than outer competencies, leaders increase their capacity to handle more complexity and thus lead more effectively. When working with leaders, we relate the inner game to a strong personal foundation that further underpins competencies. A strong personal foundation includes well-developed emotional intelligence.Read More
Developmental theories have been around for decades based on 50 years of psychological research into how adults mature. How are developmental stages applied to leader-managers? How do leader-managers grow into more effective levels of maturity, wisdom and agility? Organizational psychologists have since applied the basic tenets to leadership development. Read further to learn about their conclusions and the affect on leader-manager effectiveness and peak performance.Read More
Mental toughness strengthens your ability to distinguish positive emotions from negative ones. Then you can choose to express feelings appropriately in a way that connects with other people, their needs, and desired outcomes.
Self-awareness is the ability to accurately perceive you own emotions. To be successful, you must say alert to emotions in order to manage behavior in various contexts.
Self-discipliine is not an attitude of harshness; instead it requires inner strength to choose what you will make a priority.Read More
More and more business owners and executives acknowledge that on-going investment in developing Star Performers delivers significant returns to their top-line business growth and reflects (quietly) on their bottom-line profit. Do you have Star Performers ready to step out to centre-stage?Read More