5 Nov 2019
When I meet a leader for the first time to discuss coaching, I often hear these words “I’m a very self-aware person.” To my ears, that’s an indication that they are actually quite the opposite. To be self-aware means knowing how you come across to others. When we hear someone say they are very self-aware, we hear it as a lack of humility. This means that if you have said those words, you don’t understand how you come across to others, and by definition can’t be very self-aware. So how do you know if you're self-aware? Take our free assessment and find out.
30 May 2019
Regulating your attention seems easy from an intellectual standpoint. It’s just being disciplined and focused. But, as we find out once we try to do it, it’s not so easy - especially today with so many distractions occurring all the time. Why is that? We have to develop a capacity for greater mental effort which contributes to regulated attention.
3 May 2019
As a leader, when you work on shaping your attention, you develop a capacity to control your behavior, emotions, and thoughts in the pursuit of long-term goals. Rather than reacting by impulse, you develop the capacity to respond in a mindful way. In other words, you build your skill in thinking before acting. This is sometimes referred to as “regulating” attention, which involves directing your attention consciously for a specific developmental purpose, and sustaining it there despite distraction.
28 Mar 2019
So far in this series of posts, we’ve looked at team effectiveness: what it is, why it’s important, and what impact it has. To wrap up this topic, I want to share how you can measure it - whether informally or formally. Measurement is a critical part of ensuring that teams are effective. Measurement helps teams focus their energy on the characteristics of team effectiveness that need the most attention.
12 Feb 2019
Teams need a structure in which to operate, and without one they can easily run amok. Creating structure for a team is so simple that it’s often assumed by the members of a team. They may think, "we are all smart and know what we are doing and what we are trying to achieve... We don’t need to explicitly declare it, do we?"
21 Jan 2019
In my career I’ve been privileged to have been part of several executive teams trying to rapidly grow an organization. We were the most senior leaders, and charged with building out our functions so they would support the needs of the growing organization. We were all smart experts in our functional areas and very committed. We believed those qualities were sufficient for us to be effective, but in retrospect, not quite. What were we missing?
29 Oct 2018
We’ve all heard the saying “You could cut the tension in the room with a knife”. But what’s really going on when we sense an emotion like tension? Are we actually able to influence others with our emotions? Can you train your nervous system to be calm in the face of chaos? What does this have to do with leadership?