 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.
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 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:  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.  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?
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.
Your First 90 Minutes Can Make or Break The Rest of Your Day (The 90 Minutes Focus Technique)
21/6/2018
To transform your workday, start by transforming your morning. (Photo Laura Mancke/Unsplash)
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.
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.
- Your morning should be spent on outputs, not inputs.
- Do your best work in the morning whilst your brain and body can deliver the best results.
- It pays to protect your morning.
- Wake up early and be productive with that time.
Instead of letting others dictate your priorities, give yourself at least an hour to focus without external distractions.
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.
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