It’s lonely at the Top. Apparently the more senior we get, the more lonely we can get. Recent research shows that the powerful can become the architects of their own loneliness. Power apparently inspires us to think cynically about others’ motives for their deeds. The very state of being powerful also causes us to feel less connected to others. By implication, we may get an ever-decreasing circle of goodwill.
What can we do about this? Like any challenge, just being aware of the downstream effects of loneliness, does help. Notice how you explain the causes of behavior and events. Not to change anything, but just to notice. As a second step, take a fresh look and test yourself. Differentiate between you and your various roles rather than transfer over feelings of power from one context to another. Be aware of what role you are in at any point in time. Create cues that remind you to move from one role to another. So feeling lonely has its drawbacks not only for oneself but also for our relationships with others. As senior executives it behoves us to be aware and to act responsibly.
Sometimes we get so close and involved in an issue that we become myopic and unable to see things clearly. Taking a step back and thinking from another’s perspective can be a powerful way of getting out of the ‘issue’ and to begin to identify potential ways forward.
the International Leadership Association conference in Auckland. The presentation focused on leadership development and attempted to give an axiological perspective on what it takes for managers to take the ‘theory’ they get in development programmes and turn it into action in the workplace.
In this blog we quickly share a few of the thoughts presented, to stimulate some thoughts about your programmes or your participation in leadership development training.
I recently attended a Leadership conference, bringing together the minds of academics and practitioners to listen and discuss the research and development of leadership. We covered topics about how the brain works, the three hearts of leadership, Axiology and putting learning into practice, Poetry in leadership, Pacifica leadership and more. The value of immersing myself… Read more
Making time for our own self-development
Promises, promises, promises….the tyranny of the urgent means that many of us leave our own self-development to the last thing on the list. So how do we get traction? We need to be very clear about why we’re on the journey of self-development. Each of us has our own unique motivators for becoming committed. So choose self-development activities that connect to the way we learn.
Once clear on why we’re doing it, we then need to make time for it. Commitment has an emotional component to it, driven by a deeper sense of what really matters, with the consequence of easily saying ‘no’ to what doesn’t. It requires a large dose of continued self-discipline to make our self-development a priority.
It also helps to connect our plan to our values.
Making time for our own self-development is gratifying and beneficial for all concerned. So when we catch ourselves saying ‘I don’t have time,’ think on.