In an evening of viewing art and intellectual pursuits, |
| Dr. Laura Muggli PsyD, a licensed psychologist based in New York City and Zurich has extensive training and experience in neuropsychology giving her an in depth understanding of the brain-behavior connection. |  |
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by Suzie Doscher, Life and Executive Coach - The Coaching Group of Switzerland
Learning how to respond to a situation rather than reacting brings huge rewards. Needless to say, it is one of those behaviour changes that are easier said than done. However it can be achieved.
Being able to respond to /act upon means you are in a mindful place - a place where you are aware of your thoughts and feelings. This means you have considered the situation and the response that best suits you.
'Responding' rather than 'reacting' means you are choosing your behaviour. To 'react' indicates that a button has been pushed – something triggered you not to take the time to think and consider your response. This can often leave you in a position at the mercy of others.
Some of the benefits by stopping the knee-jerk type reactions are:
Learning how to respond to a situation rather than reacting brings huge rewards. Needless to say, it is one of those behaviour changes that are easier said than done. However it can be achieved.
Being able to respond to /act upon means you are in a mindful place - a place where you are aware of your thoughts and feelings. This means you have considered the situation and the response that best suits you.
'Responding' rather than 'reacting' means you are choosing your behaviour. To 'react' indicates that a button has been pushed – something triggered you not to take the time to think and consider your response. This can often leave you in a position at the mercy of others.
Some of the benefits by stopping the knee-jerk type reactions are:
- Sense of strength,
- Sense of achievement
- Power to influence – yourself and the situation
- Calmness
- An increase in your self-esteem
By Heather R. Huhman
Where has honesty in the workplace gone? With multiple reports of dishonesty in the workplace hitting headlines lately (yes, I’m thinking Te’o and Armstrong), it’s got me thinking: Do one-size-fits-all rules exist to navigating honesty in the workplace?
The short answer is “no.” The one-size-fits-all concept doesn’t work for most people in any situation, let alone in the workplace. Each company is different. Corporate and office dynamics change from year to year, and sometimes much more often than that. But in Manti Te’o’s case, for example, is it ok to tell certain colleagues and members of your “team” the truth about a situation and not others? Where does full disclosure actually come into play in the workplace?
By Heather R. Huhman
Where has honesty in the workplace gone? With multiple reports of dishonesty in the workplace hitting headlines lately (yes, I’m thinking Te’o and Armstrong), it’s got me thinking: Do one-size-fits-all rules exist to navigating honesty in the workplace?
The short answer is “no.” The one-size-fits-all concept doesn’t work for most people in any situation, let alone in the workplace. Each company is different. Corporate and office dynamics change from year to year, and sometimes much more often than that. But in Manti Te’o’s case, for example, is it ok to tell certain colleagues and members of your “team” the truth about a situation and not others? Where does full disclosure actually come into play in the workplace?
By Marcel Schwantes
Ever wonder if you're true leadership material? Perhaps you've been told you are, but the question is, by what standard? Thousands of leadership books are written each year, many of them with marketing agendas to rehash and repackage what has been talked about for decades.
What is true about leadership that will remain unchanged through the centuries is this: It's about people and relationships. And that requires that leaders have a natural bent for both. If you're not into either, you're not a leader.
And you can start with the proven fact that great leaders aspire to lead by serving the needs of their people. You don't need flavor-of-the-month books and expensive formal training to learn this concept.
But you do need to develop and measure yourself against the standards of great leadership (which I strongly propose to be servant leadership). Here are four top leadership characteristics I have witnessed that float to the top. Do any describe you?
Ever wonder if you're true leadership material? Perhaps you've been told you are, but the question is, by what standard? Thousands of leadership books are written each year, many of them with marketing agendas to rehash and repackage what has been talked about for decades.
What is true about leadership that will remain unchanged through the centuries is this: It's about people and relationships. And that requires that leaders have a natural bent for both. If you're not into either, you're not a leader.
And you can start with the proven fact that great leaders aspire to lead by serving the needs of their people. You don't need flavor-of-the-month books and expensive formal training to learn this concept.
But you do need to develop and measure yourself against the standards of great leadership (which I strongly propose to be servant leadership). Here are four top leadership characteristics I have witnessed that float to the top. Do any describe you?
By Judith E. Glaser
I have yet to meet an executive who joins a company to be ‘minimized,’ marginalized or to be intentionally held back from making a contribution.
We join a company to make a difference, to make a contribution, to be praised and rewarded. We join a company to bring our voice to the table, and ‘lean into conversations’ so our voices join in the spirit of partnering with others to shape, create and co-create the future.
Neuroscience is teaching us that ‘self-expression’ might be one – if not the most important way for people to connect, navigate and grow with each other.
I have yet to meet an executive who joins a company to be ‘minimized,’ marginalized or to be intentionally held back from making a contribution.
We join a company to make a difference, to make a contribution, to be praised and rewarded. We join a company to bring our voice to the table, and ‘lean into conversations’ so our voices join in the spirit of partnering with others to shape, create and co-create the future.
Neuroscience is teaching us that ‘self-expression’ might be one – if not the most important way for people to connect, navigate and grow with each other.
Self-Help Book / Personal Development
by Suzie Doscher
3rd Edition
BALANCE - offers you support in life's difficult moments.
This book is about change and finding balance in life. Full of self-coaching exercises to help you learn and grow.
Available in Paperback and Kindle at Amazon stores worldwide
Audiobook narrated by Suzie Doscher on Amazon, Audible or iTunes
This book is about change and finding balance in life. Full of self-coaching exercises to help you learn and grow.
Available in Paperback and Kindle at Amazon stores worldwide
Audiobook narrated by Suzie Doscher on Amazon, Audible or iTunes
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