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By Charlotte Wiseman, Wellbeing and Leadership Consultant & Trainer MAPPCP at Charlotte Wiseman Consultants

Recent challenges have triggered much interest in the “epidemic” of employee burnout. Articles and podcasts highlight that 76% of employees will experience burnout at some point in time, offering leaders tips to support their team’s well-being and prevent such ends. However, as is too often the case, such studies fail to address that leaders, too, have limited resources. In fact, the last study into leadership burnout indicated that 96% of leaders will experience burnout at some point in their career. In the light of the unpredictable and unprecedented months ahead, burnout in leaders is as a risk that needs to be addressed. 
I have spent the last six months speaking to CEOs who have experienced a crisis of well-being, asking them for their advice for fellow leaders.

​Here are their top tips:....

By Karen Bridbord, Ph.D., Licensed Psychologist and Organizational Consultant

Organizations are about people and people are relational beings. It’s through relationships that we communicate with one another. It’s through relationships that trust is built. It’s through relationships that business happens. And it’s also through relationships that we experience our workplace lives—in both positive and challenging ways.

That’s why racism in the workplace is fundamentally a relational issue. As a founder or executive, you may think that you have a tolerant organizational culture, but racism and discrimination in the workplace isn’t always outwardly visible.

Racial microaggressions, which are experienced through subtle, daily interactions at work, can leave Black individuals feeling devalued. It’s the comment that may appear harmless to one well-intended person but offensive to another.

by Suzie Doscher - Executive and Life Coach for Personal Development in Switzerland

To reach your potential as well as feel confident, strong, motivated, energetic and content in the course of your life, having Life Skills is essential. They are the “software” you acquire along the way. You are born with the “hardware”; your body. Your behaviour comes under the heading “software” because this can be changed, improved, modified, extended or even deleted if necessary.

Many of these Life Skills are received in the home and at school while growing up, others you learn later in your development, taught by “the school of life”, friends, colleagues, courses, books, teachers, trainers, and coaches. Experiences, both positive and negative ones, are wonderful opportunities to learn from and grow.

What makes one person successful while others keep struggling? Everybody goes through difficult phases, has obstacles to overcome and disappointments to heal. This cannot be avoided. How you cope with all of these is the key to making your life a success.

Life Skills offer support with how you handle your life. They can be defined as a group of cognitive and personal abilities that enhance your capability to lead a life in which you reach your potential. 
Every person has strengths and weaknesses; getting to know them is important in the process of finding out “who” you are and therefore “what” you want. Not everybody has the same dream. 
You should not judge others but find your way forward based on your own values. The success of some people is not a matter of luck; they will have learned how to manage their life, and they will have acquired the “software”. 
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Understanding that life is about change, which is inevitable, is one of the first steps on this ladder to the top! Your personal worth will benefit knowing you have the necessary skills in life to face everything that comes your way with confidence.


an excerpt from BALANCE - A Practical Handbook for Life's Difficult Moments by Suzie Doscher

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  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.”