 When anger rises to the surface, they don't react -- they respond. by Marcel Schwantes
Anger is one powerful human emotion. It is also a very normal human emotion that needs to be expressed in a healthy way. But there's a place and time for appropriate anger, and we all have to learn how to manage it before it escalates. That takes emotional intelligence -- the ability to exercise self-awareness to understand the situation from multiple angles and self-control to see things through other filters before pulling the anger-trigger. When anger comes knocking, and it will, we have to know how to deal with it appropriately. If mismanaged, it can take down company morale and sabotage your ability to lead and collaborate well. Here are six habits of people that manage theirs remarkably well.
0 Comments
 Leadership means bringing your team along with you By Adam Schorr
Consider a married couple. He’s spent the last 20 years working on himself. Learning, exploring, discovering. Changing. So has she. Each has been on a journey of enlightenment to become a better person. And they are, in fact, both of them, wonderful people. But they’ve each been on their own journey, and now, while each is one with the universe, they’re not in the same universe. They have nothing left in common. He doesn’t fit in her world. And she doesn’t fit in his. This scenario came to mind recently during a conversation with a financial services executive I advise. He is interested in becoming a more creative leader. And it occurred to me that there are really two dimensions to this challenge. Or any leadership challenge. There’s the internal work of improving yourself. But in parallel, there must also be the work of engaging your team. When you work on yourself but not on your team, two unintended consequences can unfold.  by Tsedal Neeley
When you exchange pleasantries with a co-worker in the elevator, the two of you are building trust. When you stop by a colleague’s office and see their family photographs on a desk, you learn about that person’s life outside the office and, as a result, usually feel closer. Face-to-face meetings, office parties, and opportunities to socialize together after working hours can all contribute to the feeling that your fellow employees will be reliable in what they say and do and that they will act for the good of the team and the organization. You believe they are trustworthy because you’ve developed this feeling over time. So how do you trust a co-worker you barely see in person?  Remain in the simplicity of the present moment. by Suzie Doscher
There are wonderful books, classes, films, talks, workshops, DVDs, magazine articles, conversations, coaches, and therapists teaching the importance of being in the moment, staying in the now and going with the flow. But how do you really do this? It seems odd that we do not just naturally live in the now. After all, almost everyone would agree that the present moment, the now, is all we have. The fact remains that most people do not live in the present moment and have to learn how to do so. Reasons to master living in the moment:
Steps to practice being in the moment:  Finding work-life balance is deeper than you might think By Carol Tuttle
Overwhelmed, scattered, totally worn out. Does that ever sound like you? Even though you’re committed to work-life balance, sometimes equilibrium isn’t as easy to find as you’d like. Most advice suggests that you set boundaries, manage time better, and practice self-care. Yes, those are important. But if you’re juggling a hundred balls, you need an overall strategy to calm things down — not just tactics that give you more to do. Consider the possibility that you can have work-life balance with a simpler (and even counterintuitive) approach. Where your balance (and imbalance) actually comes from It’s easy to look at your emails, phone calls, meetings and to-do’s and believe that they are the problem. Everything coming at you is just too much!  by Suzie Doscher, Executive and Life Coach, Zurich, Switzerland
In the Oxford Dictionary, the definition of a “control freak” is “a person who feels an obsessive need to exercise control over themselves and others and to take command of any situation.” The Merriam Webster dictionary says that a control freak is “a person whose behavior indicates a powerful need to control people or circumstances in everyday matters.” One way or another, control freaks are not always easy to be around. I understand this personality trait could stem from a chaotic childhood. Such experiences can make it hard for people to trust others or relinquish control to others. The fear of falling apart pushes them to control what they can. As their emotions are all over the place, they feel loss of control. For this reason, control freaks will micromanage whatever they can with the belief that this makes them strong. People who feel out of control tend to become controllers. Elon Musk Once Gave Some Surprising Business Advice - 4 Years Later, It's Clearly Quite Brilliant9/8/2018  The road to self-improvement is a lifelong process. By Marcel Schwantes
Does a high IQ contribute to success? Certainly. But not without hard work, experimentation, failing forward, and an undying devotion to self-improvement. Take Elon Musk, one of the smartest people on the planet. The driving force behind Tesla, SpaceX, and OpenAI is never satisfied with where he is, and he knows that there's always room for improvement -- whatever the challenge he's tackling at the moment. But he takes the cake with this quote from a 2014 interview: You should take the approach that you're wrong. Your goal is to be less wrong. To Musk, being wrong (and failing) is always an option because if you're not, he says, you're not innovating enough. This is what we call a growth mindset -- the ability to fail, learn something new, and then approach the problem from a different angle until you find a solution that works.  How Does Your Cognitive Profile and Style Impact Your Performance 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. |  |
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
Finding the right amount of honesty 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 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?
RSS Feed