Much of what we have been led to believe until now about ‘natural talent’ is being shown to be untrue. It’s been shown that it’s more about application and practice of skills than an inherent ability. The same applies to leadership skills where a process of turning the theory into practical action (and keeping trying) is the key to development of excellence
Being a working mother for nearly a decade and working with other working mothers I have come to understand the trials and tribulations we all seem to have in common. It struck me during a recent coaching session that one of the repeating Aha moments many professional mothers I have worked with have, is the… Read more
‘Get over Yourself?’
We fancy ourselves as pretty tough in this country. ‘Get over yourself’ is a reasonably common phrase here. However, just telling ourselves to ‘get over yourself’, and ignoring our state of mind, doesn’t work by itself. It’s important to take note when we’re ‘out of sorts’ because in fact brain-wise we may be. As simple as it may be, getting a good night’s sleep, and breathing well throughout the day, will set you up for integrated brain success. So, ironically by attending (i.e. ‘getting into yourself’) rather than ignoring your current state, you’ll make significant steps toward ‘getting over yourself’ and moving forward in an elegant and integrated way.
I’m not aware of there being a drug that improves leadership (unless coaching is a drug) but given the sporting world’s example, I wonder how widely it would be used if there was? And how it would be justified. Lance Armstrong seemed to say that he wasn’t cheating because everyone else was taking drugs too. No doubt similar responses will come out in Australian sport, because we humans have an uncanny capacity to justify things in our minds. Many of us that stand outside of sport are horrified by the lack of ‘ ethics’ or ‘morals’ of the people that take drugs, and can’t understand those who justify it. But not all of us. In this blog we explore the leaders role in ethics of a business and ask whether we all know where we draw our line.
We live in a world where extroverted behaviour is rewarded and valued more than more reflective, introverted behaviour. This flows through into organisations where managers who are more extrovert than introvert tend to get noticed and promoted more readily, even though their capability is not necessarily any better than their introverted colleagues. It’s time for introverts to stand up and demonstrate the gifts they bring through their reflection; thinking; listening and relating abilities.