Emotional Intelligence

When this is all over and we're cleaning the dust from our desks, let's remember to not sink into our old comfort zone. Let's ask ourselves now, how are our adaptations going to influence the ways that we lead our teams and lead up to our leaders? How do we hold on to our heightened sense of empathy to springboard our relationship management? Most importantly, what changes should we lead so that we are better prepared for next time? In fact, what changes can we start putting into place now?

Danielle Hilmes

These are challenging times for all of us, but hopefully you are able to find your own silver linings amidst the disruption you are facing.  Here is what I am learning about leadership from COVID-19:  Inclusion, Leadership Styles, and Networking...

After the first MOR session, with help from Peggy at our follow up coaching session, I set my goals and action items. One of my action items is shifting to intentional response to urgent matters. In order to apply that in my practice, I stopped taking phone calls when I am having a one-on-one. Even though I am not meeting my direct reports in person during the COVID-19 pandemic, there are plenty of distractions on my computer screen.

Be Still

By: Jim Bruce
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We have all heard the admonition to “be still” at various times in our lives. Usually, at least for me, it was when I was much, much younger and my mother or father or grandparents thought I was squirming too much in my chair at dinner or running around in the house, knocking into adults, or playing too rambunctiously with other kids. It was a physical thing.

On Being Grateful

By: Jim Bruce
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Two days from today on the fourth Thursday of November, people in the United States will celebrate a national day of Thanksgiving. A similar holiday is celebrated on the same or other days by people in many nations.
 

Burnt Out?

By: Jim Bruce
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Where are you on the burnout scale — exhaustion, cynicism and inefficacy — to fully engaged — energy, dedication, and absorbed?1

 

In a 2018 paper, Seppälä and Moeller2 introduce a young woman who is in a new workplace. She really liked her new job and was highly motivated to perform well. She undertook, and was highly successful at, organizing a large conference, accomplishing what was seen as a remarkable feat.
 

Neuroscience – Managing Self-Talk

By: Jim Bruce
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Several years ago, in a series of Tuesday Readings,1,2,3 I introduced the idea that when we understand how our brain works, we can better understand why we react the way we do. I wrote, then, that an individual’s brain, in the days of our early ancestors, had one key goal – survival, avoiding threats and seeking food (rewards). And, avoiding threats had a much higher priority with five times more neural networks devoted to threat detection than to identifying rewards.  

Gobsmacked

By: Jim Bruce
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Been gobsmacked1 recently? You are in a team meeting and make a proposal you believe is well thought out. You feel your work is solid. A coworker viciously attacks your proposal. Or, a friend, who also is your boss’s, boss’s boss, unexpectedly calls you early one morning to strongly admonish you for a comment you had made to a student employee at a demonstration about a university action the previous evening. (Just, how did he know?) Or, a staff member asks to meet with you, her manager, and when she arrives tells you that you are arrogant and difficult to work with.

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