Most leaders, if they choose to, will admit that they get along better with some people on their team. True for all of us human beings. The good leaders I coach feel a responsibility to change that. They want to ensure the people with whom they “just click” aren’t privileged by it. They want to be fair. Rather than ask others to bend to suit their nature, good leaders know they need to adapt and respond to each person. Just as they adapt to changing market and industry conditions,
DisruptHR plans events around the globe. DisruptHR organizers say,” if you are an HR professional, a CEO, a technologist, or a community leader – and you’ve got something to say about talent, culture or technology – Disrupt is the place.”
DisruptHR events feature 14 speakers, 5 minutes each, and slides rotate every 15 seconds. The concept: Teach us something, but make it quick.
I was thrilled to share my views on ethical ways to engage with employees at the 3rd annual DisruptHR.
Along with a lot of the leaders I am coaching, I am finding myself stretched these days. It’s good to be busy, and busy tips easily into overwhelmed. The usual remedies – delegate, say no, set good boundaries, time-management, disciplined focus – only go so far.
I turned to this lovely passage from The One Who is Not Busy by Darlene Cohen. She is talking about how our way of viewing our activity is itself a source of anxiety.
If you lead, there’s a high chance that you got there as an outgrowth of your technical professional skills. Often, it’s the most experienced, the most proficient, and sometimes the most loyal (!) who is asked to lead the team. Many people believe you need to be a technical expert to gain leadership credibility. What’s called “expert power” does indeed give credibility, but a limited kind which can go stale in a minute these days. No one disputes they’d like their leader to understand what they are doing – the challenges,
Emotions at work are on public display these days, whether it’s Serena slamming her tennis racquet to the ground or Kavanaugh yelling at the Senate during his job interview. It makes for interesting news, for sure. And it makes me, a Leadership Coach, think more about the role of emotions at work.
Daniel Goleman’s seminal work on Emotional Intelligence gave HR professionals a way to talk about “soft skills”. EQ frameworks and assessments followed. The EQi 2.0 includes these factors: self-perception,