by Suzie Doscher
The reason I feel this way is my opinion that in order to think positive, a positive mindset is necessary. Naturally even positive thinkers can have moments of drifting off into negative thoughts. Their strength is to return to a more positive approach rather than go the place of doom and gloom of a negative thinker.
To ‘Just think positive’ it is necessary to have a positive mindset.
When you are struggling to stay positive about something, you are probably feeling stressed. This might be the result of feeling uncertain or lacking clarity about the situation, person or project, or any number of other reasons. So when I hear that the advice given by a helpful, supportive friend or colleague was ‘Just think positive’, I want to ask: “And exactly how do you suggest your friend or colleague does this while feeling stressed?” Click 'Read More' below
By Suzie Doscher, Professional Executive and Life Coach Zurich
How about going out for a sail, swim, drink, run, meet friends, play with your children, talk to your partner - without your head still being full of work related information?
First of all it helps to remember and accept as an important truth is: Your work is only part of your life.
It is wonderful if you love what you do and have passion for your work, but do not forget that your personal life is at least as important as your work. ... Click 'Read More' below
Comment by Suzie Doscher:
I enjoyed reading this article written by a fellow coach.
I never understand the reasons that companies do not offer more one-to-one coaching for their employees.
As Liz Hall states: "However, if an individual gets the right support, they can not only recover from a breakdown, but also become more self-aware and more resilient as a result." I will add that burnout's / breakdowns can possible be avoided if the support is offered early enough.
Offer your employees a safe place to talk openly knowing the info will remain confidential offers untold amount of benefits - not only to the employee but also the company. If your employees are in good shape, your company can be in good shape!
I suggest it to read the article to gain a good understanding of how beneficial one-to-one support can be especially if it is company-sponsored. When an employee has to pay out of their own pocket in order to be able to give the company their best, what will be lost is motivation and loyalty to the company. No wonder there is so much employee turnover! ...Click 'Read more' below
Suzie Doscher: Great tips by Harvey Deutschendorf relating to the soft skills also known as Emotional Intelligence. I find in my coaching practice helping clients recognize when emotions are interfering with clear thinking is extremely helpful. Harvey raises a very valid point with this statement: "Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. We know that the biggest reason that people give for leaving an organization is the relationship with those above them." ...Click 'Read More' below
By Daniel Goleman,Contributor, Korn Ferry Institute
He was doing great—at least in his own line of vision. As a senior director at a Fortune 500 retail company, Greg had become one of the company’s best performers, overseeing a $1 billion market. He knew he wasn’t afraid to take swift action and that he brought true intensity to his work. The company had even handed him a second market.
But it turned out that our confident district manager had a critical blind spot: himself. He didn’t realize that all that vaunted success had come at the expense of the store managers he constantly berated. Intensity, in his case, meant focusing only on what was wrong. Sure, he had managed to spot and fire failing managers before, but in his new territory, he had demoralized the team so much that too many leaders for him to oust were missing their targets. As the second market’s results sank, Greg couldn’t understand what was wrong.
Think about it: Is there anything more frustrating than a corporate executive who is clueless about his or her own weaknesses? Is there no harder leader to work with or improve?
We are talking here, of course, about the importance of self-awareness and just how dramatically it alters the workplace. Self-awareness is part of what makes up what I call a leader’s “emotional intelligence” (EI), a group of competencies that studies show may well be the best measure of a leader’s odds at success. In all, there are a dozen competencies that make up EI, ranging from possessing empathy to having a positive outlook to resolving conflict. But in the end, the one that matters most is one Greg didn’t have.
Indeed, new research done for Korn Ferry Hay Group has found that when executives demonstrate high self-awareness, they are likely to show strengths in as many as 10 of the dozen major competencies that define EI. It is the self-aware leader who has the most positive impact on a team’s working climate and performance—and who instills the most loyalty. High EI leaders, research shows, build team climates in which people know what is expected of them, have challenging but attainable goals and feel empowered to attain goals in their own way.
But Greg’s high-drive style—with the opposite effects—has become all too common in many businesses, when leaders push their people to hit ever-higher targets and put a hypercritical focus on people’s failures while ignoring successes. That may work at first, but as time goes on, it batters morale, lowers motivation and loses people. And because such leaders seem to be succeeding in the short term—as they hit quarterly targets—they turn a blind eye to the downsides in the long term.
The good news is that the blindsided leader can be turned around. Greg connected with Jennifer Joss, a veteran executive coach in Oregon, who tells me her first step was a universal one: making Greg aware of what was limiting his own success. She told him to pay careful attention to his thoughts and feelings when he talked with district or store managers about their performance, and to note what worked well and what did not. Through Joss, he also received candid feedback from 15 stakeholders, people who worked with him and could tell him how he might improve. And finally, he started to think about leaders he admired and realized he wanted to model himself on one who, early in Greg’s own career, cared about and believed in him.
When he saw himself falling back on his old confrontational style, he would take a moment and remember to apply an approach that he took with his two young daughters: Engage the person in an open, curious way—a joint inquiry that invites critical thinking and problem solving.
This exercise in self-management goes hand in hand with another EI competency: empathy or understanding and connecting with his direct reports in the moment.
This attunement creates receptivity, so that his people are open to his influence, and motivated and enthusiastic about their own abilities. In fact, the results would speak for themselves: Greg’s initial market continued to perform exceptionally, and within the first six months, his new market turned in their best performance in many years. In the end, there would be confidence—and self-awareness.
If more self-awareness would help you in your work and life, contact us for a free session.
Wonderful that 'creativity' has moved up the list and 'emotional intelligence' added :)
What Is Emotional Intelligence?
In the list above, one can see which work skills were important in 2015 and what's changed for 2020. One notable change is that Emotional Intelligence is #6 on the skills list for 2020 and was not even on the list in 2015! Why is Emotional Intelligence now on the list?
Simple. Emotional Intelligence affects almost everything we do. It applies both to the understanding of ourselves and how we understand others.It's crucial to both People Management and Coordinating with Others (#4 and #5 on the 2020 list).
If you have Emotional Intelligence, you are attuned to your own feelings and can empathize with others on the basis of this. Understanding your own feelings enables you to recognize and interpret emotions in others, seeing how these emotions enter into your behaviour and attitudes. Emotional Intelligence also means that you can act on your perceptions in a productive manner.
Change management has become increasingly important for companies. For successful and sustained changes, coaching and training are essential and understanding Emotional Intelligence is a big part of it as change management is based on the emotional intelligence skills (soft skills) of the whole workforce.
The soft skills that make up Emotional Intelligence can be developed through learning the appropriate life skills and applying them at work.
How Increasing Your Emotional Intelligence Makes You More Effective at Work
The level of Emotional Intelligence (also called EQ) can be the difference between a merely good business-person and a successful one. What we mean by “successful” in this case is one who is confident, strong, emphatic, effective, productive, inspiring, and efficient at managing time and stress levels. Such a person will feel and be truly comfortable at work.
Today the concept of EQ is having a strong impact on the business and corporate world. It is now accepted that a well-developed EQ allows a manager or team member to restrain less productive feelings and focus on his or her goals with more positive feelings. Such a person will be a self-confident, open communicator who inspires other people. Anger, self-doubt and stress will not be in evidence.
Emotional Intelligence is defined as having the ability to recognize and understand emotions and their impact on behaviour and attitudes, especially in others. Those who have a high degree of Emotional Intelligence are able to understand their own feelings and thus tune into how others are feeling. The result is that they can act on their perceptions in a truly productive manner.
Having Emotional Intelligence includes possessing a level of awareness in the areas of: self-management, self-esteem, motivational skills, empathy, interaction skills, self-confidence, relationship management, stress management, time management, and emotional self-awareness.
Your EQ affects almost everything you do. For example, if you work in a solitary setting, the quality of your work is determined by your self-esteem and self-confidence. Both help to keep you motivated and inspired.
Studies have show that CEO’s make many of their decisions intuitively, mainly because in this fast-moving world there is not enough time to wait for all the facts. Thus a leader’s best thinking and decision-making is grounded as much in their EQ as their IQ. There is significant evidence that the skills a person with a high EQ brings to bear have a significant impact on organizational performance.
The good news is that whilst the IQ is relatively fixed, Emotional Intelligence (EQ) can be developed. For this reason, more and more companies are hiring life coaches to improve the standard of their management by increasing the EQ of their leaders and first-time managers. An organization that fails to recognize the need for Emotional Intelligence in its culture does so at its own peril.
by Suzie Doscher
(excerpt from 'Balance - A Practical Handbook for Life's Difficult Moments')
By Matthias Müller,Managing Director Eastern Switzerland at AS Elevators
Have you ever wondered which skills your good employees differ from the average? One of their most relevant ones is their behavior how they solve problems – especially in project business. But this scheme can also be applied to most of the other areas. Let’s consider the following degrees of maturity regarding the problem solving skills of your employees:
Level 1: Unaware – There are people in your organization, who are not even able to identify and recognize a problem. They are just not aware of the issues – I call them the ‘lucky ones’.
Level 2: Blame others – People of this level recognize a problem, but they always find some invincible dependencies caused by others, which are preventing them to fix the issue. They are blaming others.
Level 3: I can’t – In this stage, a problem has been identified and anybody can’t be blamed for it, but for some obscure reason, they can’t fix it themselves... because they don’t have access to this tool, because they don’t have the know how, because they have an appointment with the doctor...
Level 4: Wait and hope – Here, we are confronted with a mixture of coolness and helplessness. You can hear them mumbling “Keep calm, it’s gonna be alright” – but nothing happens.
Level 5: Acknowledge reality – People are talking about problems in an informal, frank, impartial, but non-binding way, e.g., during coffee breaks or over lunch time. But no actions will be taken, because they expect that someone else is attending to the issue.
Level 6: Own it - Now the trough has just been passed... Here we have people, who feel responsible for the problem – they own it.
Level 7: Find solutions – From people of this level, you get an e-mail with a short problem description, three possible proposals how to solve it and their preferred solution (out of the three) - and if you do not respond by noon, they are going to realize their indicated, preferred solution.
Level 8: Make it happen! You can just hand over a dossier to your employee without any additional comment and you know the task will completed to your utmost satisfaction. You can fully rely on her/him, she/he is gonna make it happen!
I had a time, when I hung up the problem-solving pyramid in my office - and each time, when an employee has entered the office complaining about a nasty problem, behaving like a victim, I showed him his actual level in the pyramid and asked him to come in 10 minutes again – with 3 three possible solutions how to resolve the issue. As a consequence, I had less visits, but with more qualified questions.
Because I spent a lot of time and I don’t want to be annoyed anymore, I always try to find out more about the problem-solving skills of a candidate during an interview – regardless of her/his quite impressive bunch of diplomas and certificates, because some of the most important skills you do not learn at school.
To Increase Your Problem Solving Skills