In business circles and leadership development programs, the word “vulnerability” has been used a lot lately. It is casually used to describe how those who need to connect with others must first show their human-ness. That is why it is not unusual these days to hear leaders talking about being vulnerable. We all understand, theoretically, that we are supposed to be vulnerable. However, it is rare to actually see leaders openly sharing in those moments when they actually feel vulnerable.
Using your emotional intelligence in conflict can resolve primary level confrontations and fallout. Likewise, a lack of emotional intelligence (EIQ) self-awareness and focus can result in greater interpersonal conflict. To create achievable and sustainable priorities when working with others, your EIQ’s inner resolution needs to establish what’s truly important and to what degree. Priorities, values, wants and desires need to navigate past our counterproductive tendencies of emotional intelligence during conflict.
Everyone is motivated. The big question is what are they motivated to do and why? Few subjects are more often discussed and less understood by managers and leaders than workplace motivation. To get the right results with people, you need to understand the basics of motivation to use it effectively.
In any relationship, business or personal, transparency is a key component in trust and confidence between the people involved. Now more than ever, leadership transparency is not only the respectful way to conduct yourself at the office, it is also the most efficient way as well. In this week’s story, Deb Calvert discusses just how…
When your team members become afraid to speak up and stress is caused by a high number of rules and hierarchy, then it means that you are working in a toxic environment. A toxic culture has a huge negative impact on employees. No one wants to be afraid to come to work. This is why you need to recognize the first signs of toxicity and act immediately.
Leadership is not about pretending to be something you are not. It is just the opposite – since true leadership’s foundation is credibility, being a leader requires you to be authentic.
Times are often tough, and they’re only getting tougher. As the Center for Creative Leadership says, we live in a VUCA world, surrounded by: Volatility, Uncertainty, Complexity and Ambiguity. It’s not easy to inspire others when there are so many variables working against us.