By  Jessica Hicks, Associate Multimedia Editor at Thrive Global

Managing people is tough — but managing people as they work from home during a global pandemic, well, that’s another story. Whether you’re a first-time manager or have been leading people for years, the coronavirus crisis has likely pushed you into uncharted territory. On top of overseeing day-to-day workflow, problem-solving, and paying attention to the bottom line and deliverables, there’s another big task on your plate: helping to take care of the human capital on your team when you don’t see them every day. 

“It is difficult to know what demands each individual is facing — whether it be navigating health issues, a partner that is a frontline responder, children in need of care, extended family members that are isolated,” Ashley Hardin, Ph.D., a professor of organizational behavior at Washington University in St. Louis, tells Thrive. “Many employees are balancing many roles and enacting those roles simultaneously for the first time.”

by David Sluss and Edward Powley

https://hbr.org/2020/04/build-your-teams-resilience-from-home?ab=hero-subleft-2

By Patrick Lencioni

I’m a big believer in reminders.  Samuel Johnson, the 18th-century author, once said that “people need to be reminded more than they need to be instructed.”  I’ve learned this in the context of managing my own life, in the parenting of my children, and even in consulting to CEOs and other leaders.  Which is why I wasn’t all that surprised when a long time client recently asked us the question, “as a CEO, I’m not sure how I should be spending my time every day.”
Here was a guy who has been using the organizational health concepts from The Advantage in his company for years, but who had lost sight of how those concepts should relate to the prioritization of his daily activities.  Basically, he needed a reminder, which prompted me to write this essay. 
The simplest answer to his question is this: “A CEO should spend most of his or her time doing the things that only he or she can do.  Anything else can be delegated, and should be whenever possible.”  There are a few responsibilities that leaders of an organization, whether they are CEOs, division presidents, school principals or pastors, cannot delegate.  A large part of those responsibilities relates to what we call organizational health.  They include:

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.