Uncertainty tends to breed anxiety, and for most people, uncertainty is the only certainty there is at the moment.
We all thrive on a bit of uncertainty; it spices up our lives. But it needs to come as just that—a spicy addition to an otherwise solid foundation of certainty.
When there is more uncertainty than certainty, it’s easy to drift into victim mode—which is what we also call going below the line. If we do, it tends to spread as we suck others into our drama triangles.
If you have two or more people reporting to you, you’re a team leader. As a team leader, you need to think about what you can do to keep yourself mentally fit and above the line because the last thing you need now is for a victim atmosphere to spread to your surroundings.
The only thing more contagious than COVID-19 is a negative emotion. It spreads...
Before you plunge into this, take a moment, and think about leaders that you have admired in your life. This could be a teacher, scout leader, sports coach or boss. Go on. Do it now.
When you think of a leader in your life that you've admired, does a specific conversation come to mind?
I think most people can remember at least one—maybe even several—conversations that they have had with a great boss. A conversation that somehow shifted something in their thinking, understanding or behavior.
But great conversations are also time-consuming. For exactly that reason, they're also often the most neglected part of your leadership toolkit. Most people don’t seem to find the time.
That's a shame because when you neglect your conversations, you miss out...
Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work. And the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run. Whether they are trying to solve a major scientific mystery or simply produce a high-quality product or service, everyday progress, even a small win, can make all difference in how they feel and perform. — The Progress Principle
This quote, which makes so much sense to me, brings one to another aspect of not just why there is a need to focus on developing the people around, but also how it can be done.
To progress, you need a baseline to advance from. Once you have a baseline, you can start thinking about what you need to learn or practice to get better.
For learning to...