We are as we think We’re told we are as we think. Perception can have a dramatic impact on wellbeing but the reality is far more complex. We are as we are treated Mostly we believe we are as we are treated. When we’re treated well, we presume that who we are and what we do[…]
How many people do you know who can – Identify the biases they bring to the table and understand how they can be used (for good or bad)? Listen to and respect all views while recognising ideas are not equal? Bring others along but not at the cost of sound decision-making, even when that means[…]
If I offer you my trust am I – Agreeing with you? Doing what you ask of me? Offering robust feedback? Protecting your feelings? None of the above? What is considered a sign of trust to one may appear as a betrayal to another. We cannot define the minutia of every interaction but without a[…]
The leadership space is peculiarly susceptible to platitudes. But oversimplification makes them inadequate for dealing with the real difficulties that people face. We relate to the grain of truth that a platitude embodies but often apply them in the wrong context in ways that do not fully reflect the complexities of a situation. Part of a[…]
I was talking to a friend about a situation in which he felt powerless in the face of change. He was ‘waiting’ for an outcome about his future in the volatile manufacturing sector that was making him increasingly anxious and he was struggling to stay engaged. At times, he admitted, he felt depressed. Waiting for[…]
Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult. Warren G. Bennis I was recently part of a discussion where it was put that people perform better uplifted and leaders were responsible for the happiness of their teams. The underpinning philosophy: positivity activates the heart.[…]