by Suzie Doscher
Feel like you keep facing the same uphill struggle?
Sometimes you create your own problems with your thoughts and beliefs. It is these particular thoughts that hold you back, keep you stuck and consequently limit you. In my coaching practice, as well as my own personal experience, I have witnessed how a self-sabotage routine can be created with these thoughts and beliefs. If you find that you keep coming back to the same type of situation again and again, it is well worth exploring if, in fact, you are running a self-sabotage routine.
To break this self-sabotage cycle, you will need to first determine what this limiting thought or belief is. Once you have figured that out (by yourself, with the help of a friend/boss or qualified coach), consider the information below to help yourself make a lasting change.
The best approach is to replace whatever you are thinking is with a thought that is more positive. For example:
By Marcel Schwantes at Inc.
In 2016, the World Economic Forum released its fascinating Future of Jobs Report, where they asked chief human resources officers from global companies what they saw as the top 10 job skills required for workers to thrive by 2020.
One skill projected for success in 2020 that didn’t even crack the top 10 list in 2015 was — you guessed it — emotional intelligence.
According to many experts in the field, emotional intelligence has become an important predictor of job success for nearly two decades, even surpassing technical ability.
In one noteworthy CareerBuilder survey of more than 2,600 U.S. hiring managers and human resources professionals, it was found that “fifty-nine percent of employers would not hire someone who has a high IQ but low [emotional intelligence].”
In fact, 75 percent of survey respondents said they’re more likely to promote someone with high emotional intelligence over someone with high IQ.
Companies are placing a high value on workers with emotional intelligence for several reasons. In my own studies and observations over the years as a leadership coach, here are six that really stand out...
By Angela Duckworth, CEO and Co-Founder of Character Lab, UPenn Professor of Psychology at Character Lab
How are you feeling?"
Uncle Marvin wanted to know.
Marc Brackett, now the founding director of the Yale Center for Emotional Intelligence, was 12 years old. It was one of the first times in his life that someone had asked him this question sincerely and seemed open to an answer other than “Fine, thanks.”
In fact, Marc was anything but fine. And because Uncle Marvin’s question gave him permission, he told the truth: “I have no real friends… I suck at sports… I’m fat, and the kids at school all hate me.”
Around other adults — including his own parents — Marc felt unseen. But Uncle Marvin was different.
By Leo Babauta, Creator of Zen Habits. Vegan, dad, husband.
For the last dozen years, I’ve been living a (relatively) simple life. At times, the complexity of my life grows, and I renew my commitment to living simply.
Living a simple life is about paring back, so that you have space to breathe. It’s about doing more with less, because you realize that having more and doing more doesn’t lead to happiness. It’s about finding joys in the simple things, and being content with solitude, quiet, contemplation and savoring the moment.
I’ve learned some key lessons for living a simple life, and I thought I’d share a few with you. ...
Dr. Travis Bradberry
When emotional intelligence (EQ) first appeared to the masses, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70 percent of the time. This anomaly threw a massive wrench into the broadly held assumption that IQ was the sole source of success.
Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90 percent of top performers have high emotional intelligence.
“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” – Jack Welch
Emotional intelligence is the “something” in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results.
by Kelly Miller, Positive Psychology. com
So many humans are walking around this planet unaware of the impact they have on the people around them. Within each of us is a tremendous capacity to affect change. Yet, too many of us simply react to the creations of others.
Being self-aware and practicing daily reflection and introspection allows each of us the opportunity to find what we really want out of this precious life.
We are all susceptible to outside influence and personal bias. Without self-awareness, we are even more susceptible.
When one can accomplish self-mastery through a deep understanding of the internal self and the public self through the attainment of true self-awareness, real freedom can be achieved.
Let’s explore more:
Is Self-Awareness the Same as Self-Reflection & Introspection?
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 Michael Schneider
The transition from individual contributor to manager is not an easy one. In many cases, the skills that got you the promotion will not be the same ones that make you effective as a manager. Luckily, we have organizations like Google that have spent years researching this transition, to help us demystify the secrets to new managers' success.
Using Project Oxygen, an internal study that analyzed more than 10,000 manager impressions including performance reviews, surveys, and nominations for top-manager awards and recognition, Google identified eight habits of highly effective managers. Google also designed a management training workshop to share its newfound knowledge with its bosses and now the world.
Through the company's Re:Work website, a resource that shares Google's perspective on people operations, Google posted this training presentation in hopes that it could benefit all.
Let's take a look at the six key attributes that Google instills in its managers.
Raise your self-awareness with this: