 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.
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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
Do you have a natural bent for people and relationships? That's a good starting point.
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?
Driving Self-Expression in the Workplace - Judith E. Glaser
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.
Raise your self-awareness with the help of FIND YOUR WAY Coaching Cards
FIND YOUR WAY Coaching cards offer guidance questions to help you discover your path in life.
All you need are the cards, a journal, and a little time set aside to deepen your self-awareness and design the life that you love. Surrender to the fun creativity that the cards provide, carefully contemplate and, write down answers to each question, be patient, take massive action, and then trust that you will find your way.
This inspiring 54-card deck does not follow any particular formula. You can use it any way you like. There are no rules, simply let your intuition and creativity guide you, and you will find answers and meaning.
All you need are the cards, a journal, and a little time set aside to deepen your self-awareness and design the life that you love. Surrender to the fun creativity that the cards provide, carefully contemplate and, write down answers to each question, be patient, take massive action, and then trust that you will find your way.
This inspiring 54-card deck does not follow any particular formula. You can use it any way you like. There are no rules, simply let your intuition and creativity guide you, and you will find answers and meaning.
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.”
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.”
From Bad Bosses to Safe Spaces - How to Create Psychological Safety in Management Relationships
7/6/2018
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.
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.
By Ellie Kaplan
Most people fail to achieve their goals and the success they want — here’s why.The classic “marshmallow test” proved the universal importance of delaying one’s gratification. The ability to resist immediate rewards in anticipation for much bigger things is a test of character that only successful people benefit from.
However, while you strive to reach your long-term goals, energy-draining struggles and challenges will come your way and affect your mindset. If you are not in your best shape mentally and physically, your performance will become compromised.
The good news is that Harvard Business Review found a solution to this dilemma through a series of extensive studies.
Read on to get some tips on how to properly motivate yourself over the long-term and crush your goals, without having to give up on what’s truly important in life.
Most people fail to achieve their goals and the success they want — here’s why.The classic “marshmallow test” proved the universal importance of delaying one’s gratification. The ability to resist immediate rewards in anticipation for much bigger things is a test of character that only successful people benefit from.
However, while you strive to reach your long-term goals, energy-draining struggles and challenges will come your way and affect your mindset. If you are not in your best shape mentally and physically, your performance will become compromised.
The good news is that Harvard Business Review found a solution to this dilemma through a series of extensive studies.
Read on to get some tips on how to properly motivate yourself over the long-term and crush your goals, without having to give up on what’s truly important in life.
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