 Quote by Dr. Wayne Dyer 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.  Resilience is not a characteristic gifted to some individuals and not others. It is not a passive quality, but an active process. by Suzie Doscher, Executive Coach, Life Coaching and Self-help Author
Knowing you have the skills to bounce back, not only on an intellectual and but also feeling this on an emotional level is true strength. Resilience in my opinion is knowing that no matter what comes your way - you can handle it. You know you have the strength and confidence to get up, dust yourself off and move forward. Your self-esteem is strengthened by this ability. You have the confidence to figure out and fix, or change whatever has set you back. This might sound easy so it is important to remember that when emotions are present (have been triggered) I can handle this is not necessarily the first thought or feeling that might occur. Neuroscience has proven when emotions are present the brain’s cognitive resources are the first to be disrupted. In other words emotions overpower thinking in that moment. When a situation results with you feeling stressed, kicked down, frustrated, angry, unsupported, alone, confused, overwhelmed etc. - these feelings are the emotions triggered by whatever happened in that moment.  The transition to management requires a transformation of thought. 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.  In times of stress, science shows focusing on breathing can really help. ..
By Moran Cerf Breathing is traditionally thought of as an automatic process driven by the brainstem—the part of the brain controlling such life-sustaining functions as heartbeat and sleeping patterns. But new and unique research, involving recordings made directly from within the brains of humans undergoing neurosurgery, shows that breathing can also change your brain. Simply put, changes in breathing—for example, breathing at different paces or paying careful attention to the breaths—were shown to engage different parts of the brain. Humans’ ability to control and regulate their brain is unique: e.g., controlling emotions, deciding to stay awake despite being tired, or suppressing thoughts. These abilities are not trivial, nor do ...  Companies with strong coaching cultures drive employee engagement by John Rampton Take a moment to think about the best boss, manager, or leader you’ve ever had. Why did you enjoy working with her? What made you admire her? Did she play a hand in helping you grow personally or professionally? If you were fortunate enough to work with someone like that, I bet she wasn’t just your boss. She was also a coach who clearly explained what was expected of you while encouraging you to play to your strengths. She educated you and helped you work on your weaknesses. In other words, she empowered, motivated, supported, and trusted you. At the time, that may not have seemed like a big deal. But research has found that organizations with a strong coaching culture “reported that 61 percent of their employees are highly engaged, compared to 53 percent from organizations without strong coaching cultures.” What’s more, 46 percent in organizations with strong coaching cultures notched “above-average 2016 revenue growth in relation to industry peers.”  Science-backed tips for how to improve your focus By Elizabeth Yuko, Staff Writer/Editor at Thrive Global
We all have days that are more productive than others, but there are some people who seem like they’re in the zone all the time. What’s their secret? Two scientists at MIT wondered the same thing, and, using the results of a survey they conducted in conjunction with the Harvard Business Review last year, they’ve narrowed it down to three habits. Before we get to those, let’s take a look at that survey. According to Robert C. Pozen, Ph.D. and Kevin Downey — the authors of the survey and subsequent HBR article — the aim of the survey was to help professionals assess their own personal productivity — meaning, the habits they associated with accomplishing more each day. It focused on seven habits: developing daily routines, planning your schedule, coping with messages, getting a lot done, running effective meetings, honing communication skills, and delegating tasks to others.  It’s impossible to avoid everything that drains you, but you can restructure your day to make the most out of your decision-making power. BY DR. JOSH DAVIS Most tasks, at least for professionals and knowledge workers, lead to some mental fatigue. After all, we are constantly engaging in activities that involve decision making and self-control. The key to limiting mental fatigue is recognizing the work that is most likely to deplete your resources in a substantial way and, when you have any say in the matter, to simply not engage in that work before you want to be at your best. So how can you identify the tasks that lead to mental fatigue and keep you from being incredibly productive? If you feel spent after doing a task, there’s a good chance it is tapping into your self-control. The degree to which tasks take a toll on self-control, decision making, or other executive functions varies with each person. Here are some examples of common activities that can lead to mental fatigue:  “Life is 10% what happens to you and 90% how you react to it” - Charles R. Swindoll 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 full of emotion rather than from a place of clarity. What you gain by stopping knee-jerk reactions is a sense of strength, achievement, power to |
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