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:
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:
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?
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.
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.
by Thomas Oppong
You are most productive in the morning, according to research.
Your best work happens within a short time span of the day. And you should be making the most of it.
Instead of letting others dictate your priorities, give yourself at least an hour to focus without external distractions.
by Cayla Vidmar posted on Thrive Global
I lay in bed in the middle of the night, looking at the ceiling when my chest seized up in excruciating pain. This chest pain was something that had been going on for some time, but this was next level. At that moment I realized something was wrong: I hated my job, the one I had worked so hard to get.
My job itself wasn’t overly stressful, but I couldn’t shake the thought that my life still wasn’t what I thought it should be, and it was quickly ticking by, with every year being the same as the last.
The work I was doing wasn’t changing people’s lives, I wasn’t helping anyone, I didn’t feel like there was any meaning in my day to day life.
On top of that, I couldn’t figure out what my purpose was, or what I’d rather be doing. I was running in circles, consuming as much information as I could about starting businesses and flip-flopping from one passion to the next.
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.
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.
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: