 There are five common motives that impact the type of job you should have. BY STEPHANIE VOZZA - 4 MINUTE READ
Ever have to psych yourself up to go to work? If that’s the case more often than not, your job might not align with your personal motives, says Carter Cast, author of The Right (and Wrong) Stuff: How Brilliant Careers are Made and Unmade. Strengths are your natural skillsets, and motives are the place from which you draw energy, says Cast. They differ from values, which are what’s important to you. “If you ask someone what their values are, they can rattle them off quickly,” he says. “Motives are much harder to identify because we’re often not conscious of them. They’re the river that flows under us.” A mismatch in job and motives will wear you down and eventually cause you to fail to live up to your potential, says Cast. “Currently, the assumption is that if you took this job, it’s the right job for you,” says Cast. “But people who are smart, don’t have a skill gap, and are good interpersonally will underperform if they don’t have energy for position.”
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From Bad Bosses to Safe Spaces - How to Create Psychological Safety in Management Relationships7/6/2018  How to Create Psychological Safety in Management Relationships by Maktuno Suit - Leadership Consultant & Psychotherapist
Christine dreads going into work everyday to face her manager, Paula. She feels as though Paula is ready to criticise her for any mistake that she makes and hence tries to avoid her due to the anxiety that she feels in her presence. Christine spends excessive amounts of time trying to make her work ‘perfect’ before presenting it to Paula - fearful of the critique she will receive. Christine feels like she is constantly undermined and that Paula is threatened when she performs well. Christine describes her as a ‘bad boss’ who makes her feel unsafe and she is looking for a new job. Recently, the notion of creating psychologically safe cultures and teams in the workplace has become central to our understanding of an effective organisational environment.  Burnout:Take care of yourself before you reach that point - The Coaching Group of Switzerland Published by The Local
The number of sick days taken by Swiss people because of stress and other mental health issues has shot up by 35 percent in the last five years, new figures show.The data from health insurer Swica shows the number of days taken off by Swiss employees for health reasons has risen overall by 20 percent in the last half decade. But a spokesperson for the company which provides pro-rata sickness indemnity to 30,000 Swiss firms said it was the skyrocketing number of sick days for mental health reasons that was particularly “alarming” given this is the health issue that companies can do most to combat. “A lot of employees can no longer deal with rising work pressure,” Adrian Wüthrich of Swiss trade union TravailSuisse told the NZZ am Sonntag newspaper, adding that flexible working hours and unpaid overtime were making the situation worse.  Proper delegation is your key to success. - The Coaching Group of Switzerland By Peter Barron Stark
On a scale from 1-10, how would you rate your productivity as a leader? Many of us, if not all, wouldn’t rate ourselves as high on the productivity scale as we would like to be. Sometimes leaders feel like they are constantly busy but are somehow still unable to accomplish their goals. Have you ever started your workday with a list of things to do and at the end of the workday STILL had the same number of things to do? If you are nodding your head in agreement as you read this, take a look at our recent blog post [1] which will walk you through conducting a time audit [2]. Once you have completed at least one time audit, you will be able to take a more objective look at how you spend your time. Chances are good that you will have several tasks on your list that can be delegated to your employees, freeing up more of your time to work on higher level assignments that will help you and your team achieve the organization’s goals. It’s important to remember that as we rise further up the ladder in organizations, our responsibilities change from less emphasis on the operational or the “doing” tasks and more emphasis on the leadership tasks (managing, planning, leading).  Toxic Work Environment = 'Social Pollution' By Monica Torres
No good employer is going to outright say that they kill you, but new research finds that too many modern workplaces are grim reapers inflicting a fatal amount of stress on our bodies and minds. Jeffrey Pfeffer, a professor of organizational behavior at Stanford, is ringing the alarm that job stress and poor management is killing us — accounting for up to 8% of annual health costs and leading to 120,000 excess deaths every year in the United States. In his new book, “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance — and What We Can Do About It,” he explains how long hours, a lack of job autonomy through micromanagement, and unstable health insurance are making us sick to death. He talked with Ladders about his research and what leads otherwise reasonable people to stay in toxic jobs:  How to Give Emotionally Intelligent Feedback by Key Step Media Time to read: 4 min.
Whether you are a team leader or a member of a team, you will likely encounter situations in which you need to offer criticism or constructive feedback. While this can be difficult, giving feedback is a necessary part of leadership and being a member of a team. Teams that openly address counterproductive behavior create an environment that fosters continuous development, learning, and innovation. The ability to give effective, emotionally intelligent criticism is essential to high levels of team performance. What Does It Mean to Offer Effective Criticism? People who give effective criticism balance empathy and an understanding of the person they are giving feedback to with an objective and calm demeanor. They have developed trust through interpersonal understanding and compassion. They know team members’ strengths, weaknesses, and unique abilities. They know if someone would rather receive feedback one on one, or if they are fine with a group setting. They offer objective criticism and deliver it calmly, without divisive emotions.  Coaching Group of Switzerland By Holly Green
Twenty-five years ago, fax machines – which took minutes to transmit one page of data and print it out on wax paper in barely legible text -- were considered the height of communications technology. These big, bulky devices had to be plugged into an electrical outlet in order to function and were not very portable. Today, 4G cell phones can instantly connect us to any person or piece of information, anywhere in the world, at any time. These completely portable devices fit in the palm of our hands and require only a charged battery to operate. They can forward information to printers, web sites, Facebook pages, email accounts -- basically anywhere you need the information to go. How’s that for change? I bring this up because... (click below to read more)  Coaching Group of Switzerland Source: Getty images By Andy Molinsky
Few people like to deliver bad news. But the ability to do so with grace and compassion is an essential skill for any leader or manager. Here are some essential tips I’ve discovered based on interviews with more than 40 managers about delivering bad news in a professional and compassionate manner. 1. Prepare for the conversation. You never want to "wing it" when delivering bad news. The conversation can get heated and emotional. Sometimes people receiving negative news feel it's unfair. They want to fight back and argue. And as a person delivering the message, you can't let this happen. You need to control yourself in a way that diffuses a potential conflict instead of fueling the fire. You want to prepare for what you're going to say (even potentially scripting out a few opening phrases). You want to prepare for their reaction - and for your reaction to their reaction.  Dealing with Conflict - The Coaching Group of Switzerland By Chelsea Catlett
Smart ways to handle your next heated situation, shared by Nadia Lopez. She should know — she’s a school principal. Nadia Lopez, founding principal of Mott Hall Bridges Academy, is no stranger to a challenge. When she opened the school in Brownsville, Brooklyn — one of the most underserved and violent neighborhoods in New York City — she did it with knowledge that it would be no easy task. “In challenging spaces, the greatest challenge is that we don’t know what’s causing the challenge — you can’t see it correctly, so you can’t ask the right questions,” says Lopez. Armed with a quiver of experience from her corporate and education backgrounds (she previously worked at Verizon and as a teacher in Fort Greene, Brooklyn), Lopez has faced innumerable obstacles with perseverance, grace and immutable passion. Here she shares some of her favorite ways to dial down conflict — applicable in situations far beyond the classroom.  The Coaching Group of Switzerland - Prevent Burnout (photo halfpoint/istock) BY MALISSA CLARK - 3 MINUTE READ
When I tell people that I study workaholism for a living, I’m usually bombarded by suggestions of subjects I could do a case study on. It seems that everyone can think of at least one person in their lives that they’d label a workaholic–or, perhaps, they identify as a workaholic themselves. The definition of workaholism has expanded over the years to include motivational, cognitive, emotional, and behavioral components–but understanding why you’re overworking can help you unlock ways to deal with it. A BRIEF TAXONOMY OF WORKAHOLISM These are a few of the leading causes of overwork:
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