We often don’t go for bigger roles because we doubt our abilities. But developing our strengths builds our capacity and capability to take on more than we initially believed. Here's how.
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Many people negatively compare how they communicate with the kind of people who are able to naturally stand up in front of an audience and get their message across fluently. Very few of us have that strength, however, but we can learn to communicate eloquently from our own strengths. Here’s how.
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We’re often unconscious of those things we do most naturally because it’s effortless and enjoyable. These are our hidden strengths, unique to us. When we identify them as strengths and develop them we find ourselves operating at a completely new level of performance.
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We’re all taught to fix our weaknesses but research shows people develop must faster with more enjoyment by focusing on what they are already talented at - their strengths.
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Are you absolutely certain about something you find out later is untrue?
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It's a pretty good sign you have if you’re languishing, and have you've lost enthusiasm, desire, energy, and excitement for the future. A few of us react to the discomfort by making rash, even destructive choices. Some of us swap out the old job for a new one hoping it will be different (except we bring ourselves along!). Most of us simply contract waiting for something to happen.
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Generous listening is a potent leadership skill, yet I rarely hear it mentioned by any of the fancy journals. We have the ability to make people shrivel up and feel stupid and worthless or feel confident and free to express themselves intelligently, simply in how we listen. It is a big responsibility so here's how generous listening works. Let's put it into practice.
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It’s tempting to think someone we work with is either creative or they’re not. But in my experience, we can listen in ways that give people room to expand their thinking and come up with innovative ideas and solutions we could never think of.
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Sometimes we have to engage with people we find really difficult, or even despise. For example, at times I've had to get unions and management to work together even though they hold each other in contempt. The secret is in how you listen...
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So many of us default to giving advice when a colleague or customer is struggling with an issue. Learning how to ask good questions gives the power back to them. If we're patient they will come up with their own solutions, which will be better than anything we can think of! Empowering others builds trust, relationship, collaboration and discretionary effort. Here's how
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Inside the Mind Cage everything we think and perceive seems true and real. If nothing from outside the Mind Cage is allowed penetrate we'll never change our minds. It may not always be comfortable but here's how we can open up the cage and do a reality check!
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Taking the time to listen with understanding and empathy - what psychologists call ‘Active Listening’ - is one of the most effective skills we can develop as leaders, not to mention marketers, sales people, problem solvers, anyone making an organisation work. Here’s how.
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When we avoid difficult conversations we think will suck up our time, inconvenience us or will make us uncomfortable, we miss out on the huge opportunity to resolve difficult issues and move them forward. Here's how to get through the avoidance.
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Our unhelpful listening habits prevent others from formulating their problem properly and coming up with their own solutions. Here's how to go beyond these habits so people you work with will be more effective.
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Now more than ever we need to be attentive to the people we work with and those we serve and who serve us. The problem comes when we believe we're listening to someone, but are actually listening through layers of opinions, judgements and assessments in our heads filtering the message.
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Greg shares how what he learned through our mentoring relationship helped get him through the virtual shut down of his business, make tough choices and pivot.
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The absolute basics of listening are 'stop talking and pay attention'. Simple but not easy. Yet when we do it we transform our working relationships and can save millions!
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We all recognise that listening is important in our personal lives. But it makes a huge difference to us at work. Not only are we more effective because we're actually paying attention, we understand others so much better and can respond more effectively.
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There are often times when colleagues, customers, suppliers and people who report to us come with bad news. How we receive it makes all the difference for that person to be effective.
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The only way to transform bad news into action is to take responsibility for what happened, even if it's not our fault. When we take responsibility we're saying, "I can do something about this problem. It's not bigger than me." Here's how to do it.
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