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Saying No can be a Big Yes

Saying No can be a Big Yes
Saying ‘no’ is harder in a ‘jittery’ climate of organisational restructures. We’re keen to keep our jobs but then we make the leap between saying ‘no’ and losing our jobs. However, saying ‘no’ to more work is part of self-leadership because it is linked with job effectiveness.
Saying ‘no’ is easier when we: are crystal clear on our job purpose; understand our personal purpose and do more of our ‘sweet spot’ activities; know and spend the bulk of our time on our high leverage activities; sort out in our own head that ‘doing it all’ does not equate to feeling valued; set boundaries and expectations clearly with others; jointly find solutions; are proactive in managing changing priorities.
There is no one thing that will get us saying ‘no’ but a clear head, underpinned by a sense of purpose and progress makes it far easier to say ‘no’ in a jittery employment environment.


Balancing guilt

Have you ever noticed when you talk to a professional mum, in some form, the notion of guilt arises.  In fact talking to most mothers there is an element of guilt, whether they have returned to paid employment, considering it, or choosing to stay at home. Mums and guilt seem to go hand in hand…. Read more


The Problem with Introverts (by an Extrovert)

When it comes down it, there is no problem with Introverts. Well none that can’t be solved by you giving us a bit of energy, not taking tasks so personally, saying what you are really thinking and remembering that its not really conflict! This blog explores the habits of introverts from an Extroverts (tongue in cheek perspective)


Happiness Leads to Success

Positive psychology an neuroscience are showing that success is a function of happiness rather than the other way round. This requires us to re-think how we develop ourselves and our people. We need to work on our thinking and happiness as the route to success.


Engage for Engagement

A lot of organisations claim to have put effort into a coaching culture, but when we look at them we find that many have trained a few managers to be internal coaches and others have rolled out a coaching model at the management level. In our view these essentially miss the definition of the word culture, which to us means ‘how we do things around here’. Unless everyone is engaged in it, it’s not cultural. In this blog we explore how Altris deliver coaching culture projects and raise engagement in a Kenexa survey