How Resilient Are You?
A resilient organization does more than respond to change, crisis, or threats. To establish a culture of resilience, leaders model resilient behaviors, use the language of resiliency, and inspire teams to keep moving forward. Review the four critical characteristics of resilient leaders.
What Does it Mean to be Authentic?
As a leader, authenticity increases the likelihood that those we lead will believe us and follow our requests. Becoming an authentic leader is not necessarily easy, but the concept is simple. During this episode, Janet connects to the foundation of authenticity: self-awareness. She offers 6 actions to practice if you want to become an authentic leader.
Communicate Decisions by Connecting the Mind and the Heart
Nothing stays the same. In fact, if we keep doing things the same way we’ve always done them, it’s likely our performance will decline. Change is the only constant in our organizations and in life, and for most, change is uncomfortable. Here are 3 leadership characteristics necessary for managing continuously changing organizations.
Are you where you thought you'd be right now?
As the decades keep passing by, what can we do to ensure we achieve the goals that will matter to us most in life? How do we know we are living a life we will one day look back on and be proud? Today, Janet Pilcher focuses on what to consider as we set goals for a meaningful life.
What are 3 Organizational Barriers to Change?
The speed of information and higher demands from consumers forces leaders to shift the way change is approached. Commonly, there is much anxiety attached to change, people like to do things, “the way they’ve always done it,” but that’s not the attitude that will achieve success in today OR tomorrow’s world. How do we shift the way we think about change?
Check Your Burnout Level
Many successful, hardworking Americans experience burnout more than once during their careers, even people who are passionate about what they do. High performers can be obsessed with achieving excellence and exceeding results to the point of exhaustion. Begin reducing stress by taking small steps to prevent overload burnout.
3 Things to Consider About Giving and Receiving Feedback
Receiving feedback is an emotional experience. It’s often difficult to take in. Whether the feedback is positive or negative, we humans are quick to respond emotionally, sometimes overreacting, even to the point of denying the accuracy of our data. How can we strengthen the use of feedback to help us improve?
What makes you happy?
Most employees start work with passion, excitement, and willingness to take on new challenges. Over time, some employees may find themselves in a rut, dreading going to work each day. As leaders, it’s critical to work with employees to link their job roles with the mission of the organization and their internal passions.
Reacting too fast?
Have you ever found yourself regretting an answer, reaction, or outburst? Have you ever sent an email you wished you could get back? Learning to pause, gain a new perspective, and learn about the process can help leaders regulate their emotions, make better decisions, and respond to difficult situations in a positive way.
Only You Can Stop It
We will have days when we face challenges, obstacles, and we may even choose to feel like the world is against us or we don't control what's happening to us. Facing up and down moments in our career is inevitable. How you choose to deal with those moments will affect your relationships, productivity, and future opportunities.
How will feedback help me improve?
In this video, Robin explains after feedback is collected, its important to review the results and analyze the differences in the way we are actually perceived and the way we think we are being perceived. Learning more about our strengths and weaknesses provides us room to develop into better professionals and coworkers.
What Do They Really Think?
We all like to think we have a good idea of how others perceive our actions and behaviors. Surprisingly, we aren't as good at predicting how our coworkers see us as we think we are. Collecting feedback from a variety of levels provides essential information for self-reflection and improvement at work.
Strengths and temperament
The majority of people focus on fixing their weaknesses, rather than growing their strengths. In this video, Wendi Ochs tells us about her journey to strengths discovery and how leaning into our strengths and temperaments can bolster a team's performance.
Sad v. Forlorn: How accurately do you describe your emotions?
Studies show we lack consistent emotions from person to person. This lack of consistency shows emotions aren’t universal and improvement is possible. By digging deeper into our emotional development and expanding our vocabulary, a greater range of emotional flexibility can be achieved.
Gratitude makes a difference
Showing gratitude is necessary for a healthy workplace culture and the opportunity for employees to experience true engagement in the workplace. Intentional expressions of gratitude by leaders provide opportunities for peers to express gratitude and help employees reconnect to purpose and worthwhile work.
Stop the Meeting Madness
We spend a lot of time in meetings. In fact, our research has found that some of us spend as much as 50% of our time just attending meetings. While they are a great way to keep teams connected, wouldn't it be great if we could structure these meetings to be more efficient and effective to give us more time back in the day?
Are you fully invested?
High performing organizations want to fill their employee ranks with owners and effective leaders seek to recruit employees who exhibit ownership, while at the same time strategically developing ownership in current employees. Fortunately, leaders can find, hire, and retain owners within their organizational ranks.