It often surprises my executive coaching clients how important their emotions are to their workplace success. Most of us have been trained to keep our emotions out of the office, so we let lag an ongoing investment in our Emotional Intelligence (EQ). Part of the problem is that investing in developing EQ is work that doesn’t always have an immediate payoff, and most of us are focused on results now! But part of the problem is a fundamental misunderstanding about what EQ is. … Read More»
Some people measure success by the wealth they’ve accumulated, the power they’ve attained, or the status they’ve achieved. Yet, even though they’ve reached success beyond their wildest dreams, they still have an empty feeling — something is missing from their life.
In order to fill that void and be completely fulfilled in life, their soul may be searching for something more.
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YEC (Young Entrepreneur Council) surveyed some folks about one thing they need to do good work. Here are the responses…. Read More»
It’s all too easy to forget the human side of business. We get so bogged down in the processes and procedures, the board meetings and balance sheets, that we forget that business doesn’t exist for its own sake. Business is about human beings. It was invented to serve human beings. It employs human beings. It rewards, develops and sadly sometimes discards human beings. And any business has an impact on the human beings all around it…. Read More»
Some employers tend to underestimate the effect of their words and expressions on the morale of their workers. The truth is that what managers say and how they say it impacts employee engagement and loyalty, to the point when the supervisor’s comments become the prime motive for leaving the company. Here are some examples of things responsible employers should never say to their workers…. Read More»
People are problem-solvers and are indeed willing to use their set of skills and talents beyond the core of what they have been employed to do. And that is precisely where today’s problem possibly lies: whilst the pin-factory model has disappeared, A. Smith’s underlying principles of ‘specialization of labour’ are still very patent in spite of all that is done for personal development and growth. The direct consequence of this is that people’s talents are largely underused in most contemporary organizations. Today’s organizations should be fluid – so fluid that specialty/expertise can be tapped into at any time, from anywhere…. Read More»
Executives faced with the reality of leading change have much to learn from the performing arts. In this article we compare the role of the CEO to that of a film director.
Take a look at this photograph of Francis Ford Coppola with Marlon Brando on the set of “The Godfather”.
godfatherImagine the underlying tensions. At this stage, nobody knew that the film would become an all-time cinema classic. Brando was at the top of his game, one of the most enigmatic characters Hollywood had ever seen. Coppola was a young man of thirty-three, clearly talented but with little track record. The budget was large and the stakes were high. Neither man could contemplate a box-office failure…. Read More»
Self-evident and self-validating natural laws that don’t change or shift, providing true north direction for our lives. All are elegantly simple words that much like a compass, always show us the way. So simple however, that maybe, just maybe they are getting buried in the complexity of modern day leadership and life. Could this be what we are missing, what we are looking past when it comes to the leadership gap? I’ll let you be the judge…. Read More»
In the most fluid and high-performing workplace cultures, the differences in people, their cross-functional roles and department duties and the dynamics of hierarchy and rank are perfectly in sync.
Simply put, it’s about how the ‘dots connect’ within the workplace’s interconnected field of diverse personalities, capabilities and skills sets, competitiveness and expectations. Those leaders who can connect the dots become the Opportunity Makers with whom others most want to work. They enable colleagues to use best talents together more often, thus boosting performance, collective learning and a sense of meaning…. Read More»
I must be frank and honest that a knee injury caused my premature honorable discharge from the Army so I never commanded a team let alone saw combat. But that experience has given me a special connection with the men and women I went through basic training with and also provided me the ever-so-small window into a very different life. That said, I can see that any military service relies on those in command to always assess their ability to complete the task at hand given that the lives of our brothers and sisters, sons and daughters hang in the balance. But professionally, is it as black or white?… Read More»