Many of us put off having that tough conversation, as we visualise it not going well. Even the term “tough conversations” primes us to expect difficulties and potential pitfalls.
As we develop ourselves, our teams, and organisations, what is needed to get to the next level changes. It takes more effort and energy to get there. In other words, what got you this far will not take you to the next level.
As we ring in the new year, many of us will begin the process of setting New Year’s Resolutions, hoping to spark positive and lasting change in our lives.
As organisations are pivoting and seeking to adapt to a new normal, many leaders are looking for a silver bullet.
Many organisations are waiting for the “new normal” to emerge so they can make choices on how they fit in the new economy.
One of the most sought-after traits in business and in life is that of self-confidence. A belief in oneself can be a precursor to better performance, better well-being, improved social standing and even better health outcomes...but can you have too much?
While teaming and collaboration are ubiquitous in our organisations, high functioning teams are not. And while most of us and our team members have learned to play nicely in the sandbox, larger goals and incentives still can create a competitiveness that prevents the team from fully functioning at an optimum level.
A transparent organisation can best be described as one where clear and open communication is expected and encouraged, both by leaders and front-line staff.
As we attempt to create more agile organisations, pivoting to meet the emerging opportunities in the marketplace, we understand that we need to take risks.
Optimism can be described as a tendency to expect good things to happen in the future, or to view success as the likely outcome in most situations.