I was recently involved in a Global Women’s forum on Resilience and it reminded me of the importance of taking time out from our BAU to think more broadly about our work environments and (more so) our wider lives. When you take the time to stop and look around, you might be amazed at the… Read more
Being a leader takes a lot out of you. The minute you have responsibility for other people, their motivation, direction, performance etc, you have a lot demanding your attention compared to the days when you were an individual performer. Taking a senior role ramps that up even further when you have more stakeholders to pay attention to (the board, media commentators etc).
The one thing that is common is that both take significant time and energy. Many successful people begin to notice a lack of personal energy resulting in diminished performance or motivation at work. This blog explore that lack of energy and motivation
Getting better at what we do is hard, especially for those who are well along in their careers or relationships. Those years of learning, testing, observing are supposed to be finished long ago. We are professionals and mature adults and past those needy days. The idea of getting better at what you do at work and in your valued relationships is a well known need and most of what is available to you are generalized tools aimed at one-fits all kind of improvement. These types of guidance, tools and support are aimed at helping people go from beginners to essentials— not for professionals who have years of experience.
Coaching is aimed at improving the performance of people who are seasoned professionals and in mature relationships this is less common. It is also riskier: the wrong kind of guidance, tools and support can make people worse off and lose confidence.
In this blog Zeke explores the idea that Performance is an attitude
Your Leadership Brand
Today’s leaders are becoming increasingly aware that they have a brand. As a leader, your brand equates to others’ total experience of you. You therefore have a brand, whether you like it or not.
Being at least aware of perceived inconsistencies of how the leader sees themselves relative to how others see them, can really help them to develop and grow a consistent brand and thereby retain their integrity.
Occasionally we hear executives say, ‘I don’t have time to build my brand.’ We say, as you go about your business, like it or not you are building or dismantling your brand, so make your interactions count.
Achieving ‘Flow’ in what we do can be helped by a number of different elements. Taking time to reflect on which of these works for us gives us the opportunity to replicate the effect more often.