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The practice of coaching has exploded recently as more and more leaders are looking to increase their overall effectiveness. However, the impact of coaching can be seen not just in the formal coach/client relationship, but also the supervisor/employee relationship as well.
With the new year in full swing, it’s a good time to assess your growth and development. Gauging your effectiveness as a leader starts from a standpoint of humility. Having a keen self-awareness of both your strengths and weaknesses can provide you with the proper foundation for how best to move forward in 2021.
If asked whether or not their organization has a set of core values, many leaders would respond in the affirmative. A smaller number could recite all or at least some of those values, as well as identify where those values could be found within the organization (i.e. company intranet, posted on the walls in their building, conference rooms, etc.). We submit that even fewer leaders yet, if many at all, know what those values specifically mean to and within their organization.
In this episode, we wrap up the conversation on resilience by looking at some character traits of resilient people. The list is certainly not exhaustive by any means, but rather a starting point when thinking about your own capacity for resilience and how to ultimately grow it.
It’s fair to say that just about every one of us has dealt with some form of adversity in our lives. From smaller bouts that have come and gone quickly to more prolonged episodes that really brought on a significant amount of stress; life happens. Yet, what is far less consistent, are the responses to adversity.
In this episode, we start a new series centered on a word that quickly became synonymous with 2020 and the ability to handle adversity; resilience. It’s our position that the ability to be resilient is comprised of three factors: personality, or our natural resilience; experience, or our exposure to adversity thus far; and skill set, or the tools we’ve developed in order to become more resilient.
Effective communication is vital to the success of an organization. So much that oftentimes it represents what leaders feel is one of the largest contributing factors to a poor company culture. While sometimes the issue lies primarily with the amount of communication taking (or not taking) place, other times this “quantity perception” is actually masking other problems.
As we wind down the conversation on the pressure and peace of leadership, we look at the peace that can come from looking outward. When we lead solely from the standpoint of satisfying our own needs, we miss opportunities to put others as well as the organization in the best position to be successful. This desire to satisfy our own needs can oftentimes lead to fear and arrogance; thereby increasing pressure.
First, give them time to adjust, and offer to help. Ask employees if there is anything you can do to support them. How can leaders
As leaders, we must accept the fact that pressure applied by internal and external forces is a given. If we set out with the mindset of trying to make it go away, we will be sorely disappointed. But does this pressure have to consume our lives? Rather, can we find ways to live with the pressure and maybe even turn it into an opportunity for growth?
We start a new series looking at the pressure placed on leaders every day. Whether it’s the internal pressure we put on ourselves or external pressure applied by groups like employees, supervisors, clients, board of directors; the pressure itself is real. But is it rational or appropriate?