How to Bring Your Emotional Intelligence to Any Difficult Situation
How to use the Goleman/Boyatzis 4-quadrant model of Emotional Intelligence as a coaching tool, or to prepare yourself for any challenge #EQ #EI
How to use the Goleman/Boyatzis 4-quadrant model of Emotional Intelligence as a coaching tool, or to prepare yourself for any challenge #EQ #EI
This article follows on from What Most Leaders Are Getting Wrong About Empathy, And Why That’s Dangerous In Times Of Change: Part 1 How To Stop Empathy From Destroying Organizations And Families As our organizations evolve into the 21st Century, where we move away from the bureaucratic kind of organizing towards more networked systems, and
Introducing Gervase Bushe’s concept of the Experience Cube (part of his Clear Leadership model) and how it can help you to be a more effective leader, develop your self-awareness, and build your ‘non-anxious presence’ Recently I was interviewed by my friend Gavin Ingham (top motivational speaker and sales guru) about the Experience Cube and how
The number one problem problem stopping managers from acting effectively in times of change is – empathy! No, hear us out… That sub-heading sounds like a ‘Randian’ or even sociopathic call to not care about others. It really isn’t, and here’s why. Most leaders, managers, and coaches think of empathy as a vital and necessary
Here’s the most effective way you can reduce speculation and combat anxiety in your team during the coronavirus pandemic.
There’s a wealth of research showing that most people give more attention to threats than opportunities, for example: Negative experiences are remembered in more detail than positive ones Our attitudes are influenced more heavily by bad news than good news (research by John Cacioppo) People feel more negative emotion if they lose $100 than positive
A recent paper reported in the very useful BPS Research Digest blog suggests that people often make a bad impression because they indulge in counter-productive tactics for trying to make themselves look better. The paper, “Impression mismanagement: People as inept self-presenters” by Janina Steinmetz, Ovul Sezer, and Constantine Sedikides, lists four ‘strategies’ that people use
Authenticity In Leaders Is Not Enough For Their Followers Some thoughts inspired by the discussion about ‘Are Leaders Getting Too Emotional?’ between Gautam Mukunda of Harvard Business School and Gianpiero Petriglieri of INSEAD on the always excellent HBR IdeaCast. There is a whole sub-industry of leadership advice telling us that you must be an authentic leader, and
Our self-awareness is necessarily limited. As Daniel Kahneman and other researchers have found, the reasoning that drives our actions is often hidden from our conscious minds. Our motivations are usually no clearer to ourselves than they are to others. Even if we had perfect knowledge of our own motivations, other people have their own viewpoints and may
You probably read about the psychology study last year that asked people to sit alone with their thoughts, with no distractions, for just fifteen minutes. Surprisingly, many of the test subjects (67% of the men and 25% of the women) preferred to distract themselves with a mild but painful electric shock rather than experience their
When I worked as a hypnotherapist in the 1990s, I occasionally had clients who were scared of going into trance, or even of relaxing. I think that in some cases at least this fear derived from the popular idea of the Freudian view of the unconscious mind as a kind of dungeon where you lock