By Karen Bridbord, Ph.D., Licensed Psychologist and Organizational Consultant
When I wrote about the inflection of workplace culture back in May, I was expecting the pandemic to be a distant memory by now. Remember when we all thought it was going to last three weeks? Yet today, six months into the most significant global health crisis of our lifetime, we find ourselves still grappling with uncertainty.
Instead of creating new rituals to uplift and ground us as we find ourselves, as I recommended in the beginning of the pandemic, we now must find a way to sustain ourselves. We’re collectively exhausted. This pandemic is a marathon, not a sprint, and we need to act accordingly. This includes adjusting our company values and how they’re operationalized in our organizational cultures.
as seen on one of Robert Gordon's slides:
One of the basic facts about emotion - Feelings motivate
One of the basic facts about business life: Meetings are… suboptimal
We have a lot of (probably WAY too many) fairly useless meetings. They don’t GO anywhere, people leave having heard, but not feeling heard. The leave with ideas but not meaning.
Put the two facts together:
If you consider that every meeting is an opportunity give a gift of emotion — emotion that will create some value for the person, the team, the organization — what gift will you give?
By Sweta Bothra, Lead Therapist at InnerHour, a Mental Health Platform
What kind of mindset do you have? Is it one that drives you to become the best version of yourself, even when times get tough?
A mindset can be defined as the way in which a person perceives themselves and the world around them. Your mindset can hugely impact your behaviours, ideas and choices you make when it comes to your goals. It can even affect your work, relationship with others and daily routine. Ultimately, the kind of mindset you have defines you who are and who you can become.
There are two types of mindsets – fixed and growth. Let’s look at each in a little more detail.
By Ryan Frankel, Founder, CEO at This App Saves Lives
Entrepreneurs are notoriously driven. We are laser-focused souls, keen on achieving our objectives and willing to overcome mountains of challenges in order to do so. And while the rigors and joys of entrepreneurship ebb and flow throughout the lifecycle of a business, we’re all too familiar with periods of tremendous stress and moments when it’s unclear how we will bounce back from the latest challenge.
Having a healthy outlet for stress release is critical to coming back recharged day after day.
For me, this has always been taking part in endurance fitness events such as triathlons, running races or cycling trips. And yet several years ago, I found myself literally physically broken after sustaining a ...
by Suzie Doscher
This is a big topic and unique to each person depending on what exactly your self-sabotage routine is and how it shows up. Have you ever wondered just how much you hold yourself back and / or limit yourself with self-sabotaging behaviour patterns?
Self-sabotage can be described as running interference on yourself. I suggest ‘awareness’ is the first and most important step towards dealing with it – the awareness of this patterns existence. Everybody has an inner saboteur’; the ‘inner critic’. Think of the times when you have asked yourself “Why did I do that?” I like to think of self-sabotage as ‘a virus in the software,’ The job is to get rid of it and run a new program. Healthy routines are those that move your life forward, such as maintaining some kind of equilibrium, maintaining your physical and mental health.
A routine becomes sabotage when it keeps you stuck in the same place, treading water, not moving forward. What started these self-sabotage routines and where they come from is well researched in psychology.
by Suzie Doscher, Executive Coach and Life Coaching focusing on Personal Development, Self-Help Author: Balance - A Practical Handbook for Life's Difficult Moments
Coaching your team? Add this skill to your coaching style – being non-judgmental.
There is an abundance of articles on being a coach to your people. I enjoy reading the quality information provided by the Harvard Business Review.
The desire to increase, enhance or maintain the quality of work, and in some cases even the quality of life at work, is evident.
The article in the HBR: Most Managers Don’t Know How to Coach. But They Can Learn, offers wonderful insights on what coaching is all about and aims to achieve.
Your responsibilities include leading, motivating, inspiring and with your coaching you hope to further their growth, development and enhance their skills.
By Brigid Schulte, BBC Worklife
Let’s see if this sounds familiar: You churn through the day at work under deadline pressure, racing to meetings, dashing off emails, feeling busy, purposeful and a little breathless. Yet as the end of the traditional workday draws near, you realise with a sinking feeling that you haven’t even begun the big project you meant to tackle that day.
So you bring work home, or decide not to and can’t stop feeling guilty about it. Either way, your work is spilling over into the rest of your life, stealing time and mental bandwidth away from family or rest or fun, and leaving you feeling exhausted and a little resentful. You resolve that tomorrow will be different. But come morning, you inevitably find yourself back on the treadmill of busyness.
That’s a pattern Antonia Violante has seen a lot at workplaces she’s been studying in the United States for a project on work-life balance. Behavioural scientists and researchers like her call it “tunnelling”. When we’re stressed and feeling pressed for time, Violante explains, our attention and cognitive bandwidth narrow as if we’re in a tunnel. It can sometimes be a good thing, helping us hyper-focus on our most important work.
When we’re stressed and feeling pressed for time…our attention and cognitive bandwidth narrow as if we’re in a tunnel.
Learning how to respond to a situation rather than just reacting to it brings huge rewards. Needless to say, it is one of those behaviour changes that is easier said than done. However it can be achieved.
Responding rather than reacting means you will have taken time to consider the situation and which response and consequent outcome best suits you.
The difference between reacting and responding:
To react means you are not able to influence your emotions and you act emotionally rather than from a place of clarity.
What you can gain by stopping knee-jerk reactions is a sense of strength, achievement, power to influence, calmness, plus an increase in your self-esteem. The rewards will be felt not only in your private life, but also at work.
Raise your self-awareness with this: