Controlling what we can control, and letting go of what we can’t, can make us feel we are making a difference. What we can control is what is happening in our own lives, making the practical decisions that reduce our stress and empower us.
I’ve created a checklist of decisions we all need to make and/or consider, especially if we are experiencing great stress, worry and anxiety at this present time. They are decisions around our finances, our work, our health and well-being, our housing, our overall life-style and around our businesses if we have one.
Some of these decisions may well be difficult because they are usually the areas of our lives which we don’t want to change. They are where we are most settled and comfortable.
These are considerations that were not even on our agenda before this pandemic hit. In other words they weren’t on our agenda even 6 months ago.
This guest post by Jacqui Edge, recruitment consultant, follows an interview I did with her on how leaders can recruit the right people for the right positions in their organisations and why this is so important. I asked Jacqui to outline for you, my readers, a process that needs to be followed to achieve that. Jacqui highlights and develops out the 4 steps leaders need to go through. 1. Define the roles, skills and experience you need. 2. Develop a campaign to attract talent. 3. Determine the right fit for you, your business and your team. 4. Set up your team for success. And if you find that daunting, engage a recruitment consultant to help you.Read More
Leading through uncertainty is the challenge of our times for leaders. It’s times like this that we all look to our leaders to restore certainty, to bring back equilibrium, stability and normality. We see their role as seeking out the facts, discovering the truth and taking action to make things happen. But that was before COVID-19 imposed itself upon us.
Because of the threat to many parts of our lives, especially our health, leaders have had to make decisions quickly and more often than not the information they needed to make those decisions was not there. They have had to act with the most current information and facts at hand only to discover later that there was information and facts they didn’t have at the time. If they had had them they would have made a different decision. They have then found themselves having to say something like: “In retrospect I would have made a different decision” or “In retrospect I could have handled this differently.”Read More
A significant part of my work involves helping leaders and managers develop and enhance the performance of their people. When they have a team that is engaged, committed and intrinsically motivated they can do great things together. The challenge, however, is to build such a team. The crucial first step is to recruit the right people for the right positions.
Jim Collins made a strong point of this in his classic, all time, bestseller book, “Good to Great”. While it was written in 2001, these comments he made have resonated with so many leaders ever since and have been constantly quoted. He said that the first thing great leaders do is get the right people on the bus (and the wrong people off the bus), and then get those right people in the right seats. Those leaders together with their people, he said, will move their organisations from being good organisations to being great ones.Read More
In the unpredictable, uncertain and changing times, even before COVID-19, being proactive was a most significant and important skill for all of us, especially for leaders. I’ve always called on people to be proactive. I’ve always believed it was a matter of mindset. By changing your thoughts you could change your behaviour. It was a shift that was possible if you developed some self-awareness of what was happening within you. You could see the considerable benefits of being proactive as compared with being reactive.
Yet here we are now caught in this unprecedented reality of the COVID-19 pandemic that I feel challenges those beliefs.Read More
How our lives have been turned upside down in a very short period of time! In fact, as I write this today, we can expect that tomorrow more change will envelop us that we can’t even foreshadow right now. As for next week and the week after that…….. that is so unforeseeable.
As I have already said in an earlier article, we have lost control of most of the parts of our life that gave us a sense of security and stability. We have to take back control over what we can control. That is not just our physical reality but also our emotional lives.
Tony Schwartz and Emily Pines, in an article titled “Coping with Fatigue, Fear and Panic During a Crisis”, called on us to move out of our Overwhelmed and Survival Self and into our Adult Self as the way to take back control in this challenging time.Read More
Networking, for me, is first and foremost about making connections and building relationships with people – the more high quality and targeted to my work the better. It’s about staying connected to these people over the long term developing a mutually supportive relationship where I can get to know, like and trust them, and they me. I believe that what happens, as I authentically engage in doing that, is that we begin to build our personal brand, our profile and our reputation.
No amount of money can buy those three things. We have to earn them and networking is one of the most effective ways of doing that. Only then will we be ready to do business together, refer clients to one another and work on joint projects together. Networking is as much about what we can give as what we can get.Read More
Why were you promoted to leadership? Do you even know? I asked a group of leaders this question recently and there was little clarity. In fact, they seemed surprised to be asked. There was no one who said they were appointed because they were skilful at leading, motivating and inspiring people to be high performers. That was one of the answers I was looking for.
So why are people appointed to leadership? I’ve come up with 8 reasons.Read More
If you are a Baby Boomer, or even a Generation X professional, you will remember when there was a career ladder. It had rungs, levels, that showed you how to get from the bottom to the top, how to progress your career. At each rung or level, there were fairly clear cut performance expectations that if you met granted you the opportunity to step up to the next rung or level. Depending on how far up you wanted to go and how quickly, you could get to the top of your career.
Today young professionals do not have that luxury, that certainty about how to take their career where they want it to go. There is no career ladder or if there appears to be one, many of the rungs are broken and getting from where you are to the next level seems a huge leap, often impossibly big.Read More
What kind of a leader do you want to be in the midst of these changing, uncertain and challenging times? Do you want to be an emotionally intelligent one or an emotionally unintelligent one? In the article I refer to here on the importance of working on yourself as a leader there is the story of Ann who was invited by her manager to give feedback.He took her comments and feedback and allowed his emotions to personalise them, became offended and then threatened her with withholding her bonus for no other reason than the fact that he couldn’t manage his emotions intelligently and appropriately as a leader. Emotional intelligence, like self-awareness, are crucially important leadership skills and deserve a high priority in our professional development as leaders. I doubt that Ann’s manager would have learned anything from this experience Who would be courageous enough to tell him if they were going to get the reaction that Ann received? Make a commitment to developing your emotional intelligence in 2020.Read More