Coaching Blog
The Coaching Group Of Switzerland

by Marina Khidekel, Editorial Director at Thrive Global

It’s time for bed but your brain won’t stop whirring. You’re heading into an important meeting and feel your mind spiraling. What do you do?

We often talk about the longer-term habits and behavior changes that help us live happier, healthier, and more purposeful lives. But sometimes you need in-the-moment strategies for an infusion of calm.
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We asked Thrive Global’s contributor community which short mental and physical tactics they swear by to quiet a racing mind. Which of these will you try?

By Sarah Landrum
​Employers seek loyalty and dedication from their employees but sometimes fail to return their half of the equation, leaving millennial workers feeling left behind and unsupported. Professional relationships are built on trust and commitment, and working for a boss that supports you is vital to professional and company success.

by Daniel Goleman, author of the international best-seller, Emotional Intelligence

In hindsight, the questions only become more nagging. Why didn’t Kodak jump into digital photography? Couldn’t BlackBerry, with such a hold on the corporate market, have adjusted better to the iPhone? And then there is Sears, probably the granddaddy of the never-saw-it-coming firms.
We call the missing skill set here adaptability. Companies (and the executives who run them) continually need to balance exploring new possibilities with exploiting what works. Adaptability takes many forms, from simple flexibility in handling change and juggling multiple demands to coming up with innovative approaches and openness to fresh ideas. You stay focused on your goals, but adjust how you get there.

By ​Adam Schorr
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​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?