by the BBC - (great tips for all uncertainties not just pandemic related)
"It may feel like we are living in extremely uncertain times, and that we now lack control over many important things in our lives, but is it still possible to be happy?
Here are six tips from experts in psychology and neuroscience on how to better manage the uncertainty in your life during these unprecedented times".
Video by Eleonore Voisard Click to see the video
By Suzie Doscher, Executive Coach & Life Coach focusing on Personal Development,
When a company focuses solely on reaching targets and continually pushes employees to reach these goals, the side effects often result in a high turnover and burnout rate.
Ironically, this can cause the company NOT to achieve its targets in the desired timeframe. Pushing too hard in one direction results in an inevitable push back from the opposite direction. This is a law of nature that applies to the business world as well.
Stressed employees trying to reach sometimes unrealistic or unnecessary targets tend to operate at half of their capacity. They start to make mistakes and lose track of the details amid their overwhelming work schedules. They tend to suffer physically exhaustion as well. All of this hurts productivity, the very thing the company is trying to increase.
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 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...
I have attended some events and thought the same "UGH" when I heard the word Icebreaker! I whole heartedly agree that bringing the group together, creating a safe environment and encouraging a feeling of connection is important for a workshop / group event to get off the ground successfully. Some people will open up more easily if they have had 'eye contact' with the people next to them, others are happy to open up without this being necessary. Individuals are exactly that 'individual'.
I like the suggestions in this article because they offer 'ice breakers' that are more neutral and connect the group in a more meaningful way in my opinion.
As Peter Block says: "“Connection before Content.” If a group is going to concentrate on a difficult issue, they need to learn who others are, the skills they bring, the experience they represent, and the values they hold".
and Nancy Dixon's rule are great.
Please! No More Icebreakers -
Raise your self-awareness with this: