If your boss (or other key stakeholder) has a tendency to get excited about every new, exciting idea, you may feel whip-sawed by changing direction. How to cope? #meetings #conflict #bestadvice To learn more about SSG, please visit: https://lnkd.in/gxq36bfb
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Transform the way you communicate in ‘high stake situations’ to have Confidence, Conviction & Clarity | CEO, Passion and Purpose | Inspiring Authentic, Influential leaders through our EMPOWER methodology
‘HIGH-STAKES SITUATIONS' 'High-Stakes Situations' are situations where we tend to feel pressure to perform, to be ‘on show’. They are situations that can derail our confidence, disconnect us from our authentic self. We feel judged, assessed and measured. High-Stakes situations are key meetings, important presentations, challenging communication, networking, business development…Sometimes it could be specific stakeholders that create a crisis of confidence. These high-stakes situations trigger self-doubt, excessive nerves, anxiety, imposter, self-sabotage. What triggers it in me, may not trigger it in you… so there is no set-formula. It is individual and it is, for most of us a complex and challenging path to navigate. Are you encountering these 'high stakes' situations yourself? Passion and Purpose have built a number of programs that have transformed many people when it comes to conquering high-stakes situations. Our programs are ‘Stepping Up’, ‘Own your Space’, ‘Showing Up’. The names reflect the subtle nuance in how our clients perceive success. This reflects their language. Here’s a suggestion to get you going. The next time you are asked to be part of a meeting that will involve your participation and possibly trigger your nerves, ask yourself why you are there? We refer to this as ‘Intra-Connection’. Likely you are there because you were invited, or asked, or persuaded. That’s someone else’s reason for you to be there. Next time, find your own reason. Dig a little deeper than usual and link this to your attendance. Let's work together to EMPOWER you and your team to deliver powerful, structured narratives with authenticity and passion. #LeadershipDevelopment #EmployeeGrowth #CommunicationSkills #ProfessionalDevelopment #OrganizationalSuccess #Passionpurpose #highstakesituation #presentation #passionandpurpose
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For the last 6 years I have got into the habit of sending Happy Friday emails to my different teams. They cover a range of work topics but have also included a number of reading recommendations. So when I left ADNOC recently I wrote up my top 10 favourite leadership and business books which I thought I would share. The pile starts from the personal: 'Man’s Search for Meaning' is a slim but deeply powerful autobiographical story from an Austrian psychologist about finding purpose in the worst possible circumstances and how ultimately you always have the power over how you choose to react to a situation. 'GTD' is at the opposite end of the spectrum and is a highly practical book on how to organize yourself. I like the fact it identifies key principles but is agnostic on how you apply them, be it paper, digital or some combination of the two. The list includes the business orientated: 'Good Strategy, Bad Strategy' is the best of the strategy books not least its chapters with examples on bad strategy. It excoriates untethered goal setting, as well visions without execution thinking. Ultimately it comes down to a deep understanding of, and focus on, what your real challenges are. A lot of you know my fondness for 'Industrial Megaprojects', and I have made it required reading often. I still find its core insights based on the analysis of thousands of projects pivotal to how I see Capital projects. I haven’t shared 'Execution' as much which is about how you really drive things forward, and marry up Operations, People and Strategy. Of course, I had to have some books on teams, and these three all have a military theme running through them: 'Team of Teams' is my favourite about busting siloes and how you get large communities to work together. It is even in my leadership triangle which I force on everyone! 'Team of Rivals' is about bringing a disparate team together in a crisis and the story of the phenomenal Abraham Lincoln. I think it is a reminder that teams are made as well as selected. Lastly it includes a more unusual book 'About Face' which, if you strip away some of the military details, is about deeply caring for a team. Ultimately Hackworth was sacked for defending his soldiers against his superiors despite being the US Army’s most decorated soldier. The chapter on how he turned around the 4/39 battalion in Vietnam is amazing. To round it off are two slightly different books: 'The Power Broker' is a beautifully written (and Pulitzer Prize winning) story of one of the most powerful figures of the 20th century you have never heard of. It also is an incredible examination of power and how ultimately absolute power corrupts. It is a long book but worth it. Finally, 'The Art of Fairness' is an interesting combination of lessons but two stand out for me: Why being kind to people is proved to work better than using fear, and why you must have an environment where people feel free to speak up. Happy New Year - wish everyone success in 2024.
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🔥 The "Broken Record" Technique: Stop Overextending Yourself. Here's a powerful tool to add to your arsenal: When a colleague or client pushes your boundaries, simply repeat your stance calmly and firmly, like a broken record. Example: Client: "Can we squeeze in one more meeting this week?" You: "I appreciate your flexibility, but my schedule is full for the week." Client: "It'll be a quick one, I promise!" You: "I understand, but my schedule is already booked." Client: "I'm happy to pay extra for your time." You: "I appreciate the offer, but I can't accommodate any more meetings this week." Notice how you're not making excuses or engaging in negotiations. You're simply repeating your boundary until it's respected. This technique might feel uncomfortable at first, but with practice, it becomes a powerful tool for establishing healthy boundaries and maintaining your professionalism. Remember, your time is valuable, and you deserve to be treated with respect. 💋 #NoMoreDoormats #SetBoundaries #RespectYourself #ProfessionalWomen #WomenInBusiness #Empowerment #Ava3.0 #Leadership #WorkLifeBalance #CareerSuccess #syraxfitness #syraxmindset #syraxsquad
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Great choices
For the last 6 years I have got into the habit of sending Happy Friday emails to my different teams. They cover a range of work topics but have also included a number of reading recommendations. So when I left ADNOC recently I wrote up my top 10 favourite leadership and business books which I thought I would share. The pile starts from the personal: 'Man’s Search for Meaning' is a slim but deeply powerful autobiographical story from an Austrian psychologist about finding purpose in the worst possible circumstances and how ultimately you always have the power over how you choose to react to a situation. 'GTD' is at the opposite end of the spectrum and is a highly practical book on how to organize yourself. I like the fact it identifies key principles but is agnostic on how you apply them, be it paper, digital or some combination of the two. The list includes the business orientated: 'Good Strategy, Bad Strategy' is the best of the strategy books not least its chapters with examples on bad strategy. It excoriates untethered goal setting, as well visions without execution thinking. Ultimately it comes down to a deep understanding of, and focus on, what your real challenges are. A lot of you know my fondness for 'Industrial Megaprojects', and I have made it required reading often. I still find its core insights based on the analysis of thousands of projects pivotal to how I see Capital projects. I haven’t shared 'Execution' as much which is about how you really drive things forward, and marry up Operations, People and Strategy. Of course, I had to have some books on teams, and these three all have a military theme running through them: 'Team of Teams' is my favourite about busting siloes and how you get large communities to work together. It is even in my leadership triangle which I force on everyone! 'Team of Rivals' is about bringing a disparate team together in a crisis and the story of the phenomenal Abraham Lincoln. I think it is a reminder that teams are made as well as selected. Lastly it includes a more unusual book 'About Face' which, if you strip away some of the military details, is about deeply caring for a team. Ultimately Hackworth was sacked for defending his soldiers against his superiors despite being the US Army’s most decorated soldier. The chapter on how he turned around the 4/39 battalion in Vietnam is amazing. To round it off are two slightly different books: 'The Power Broker' is a beautifully written (and Pulitzer Prize winning) story of one of the most powerful figures of the 20th century you have never heard of. It also is an incredible examination of power and how ultimately absolute power corrupts. It is a long book but worth it. Finally, 'The Art of Fairness' is an interesting combination of lessons but two stand out for me: Why being kind to people is proved to work better than using fear, and why you must have an environment where people feel free to speak up. Happy New Year - wish everyone success in 2024.
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The Art of Prioritizing: Embracing What's Important Over What's Urgent In our fast-paced world, it's easy to get caught up in the urgency of daily tasks and lose sight of what truly matters. We often find ourselves putting out fires and responding to immediate demands, neglecting the essential aspects of our lives that require time, attention, and nurturing. It's time to shift our focus from the urgent to the important, to invest in personal development, relationships, long-term partnerships, and the art of delegation. Personal development is a lifelong journey that requires deliberate and consistent effort. It involves setting aside time for self-reflection, acquiring new skills, and pursuing goals that contribute to our growth and fulfillment. As Stephen R. Covey once said, "The key is not to prioritize what's on your schedule, but to schedule your priorities." When it comes to relationships, quality always trumps quantity. Cultivating meaningful connections with family, friends, and partners demands intentionality and time. As author and speaker Robin Sharma wisely noted, "The quality of your life is a direct reflection of the quality of your relationships." Investing time and energy into building and maintaining these connections can lead to a life rich in love, support, and joy. Long-term partnerships, whether in personal or professional spheres, thrive on sustained effort and attention. By prioritizing the important aspects of these partnerships over the urgent demands, we can foster trust, collaboration, and mutual growth. As Stephen Covey put it, "The main thing is to keep the main thing the main thing." Learning the art of delegation is crucial in freeing up time for what truly matters. Trusting others to handle urgent tasks allows us to focus on important long-term goals and relationships. As John C. Maxwell aptly stated, "If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate. "In the dance of life, I choose to lead with purpose and passion, embracing what's essential and nurturing what truly matters."- Eric Bosnyak May we all strive to prioritize what's important over what's urgent, and may our lives be enriched as a result. #important #success #relationshipgoals #businessadvice
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Ever tried to manage a family? It’s a lot like leading a team. You juggle different needs, settle disputes, and keep everyone motivated. The skills you use at home can help you lead better at work. Think about it. When you solve an argument at home, you use negotiation. At work, it's the same. You listen, find common ground, and reach an agreement. It's all about balance and understanding. Empathy is another big one. When your child is upset, you try to understand why and help them feel better. At work, understanding your team's feelings builds trust and loyalty. It shows you care. Then there's crisis management. At home, a sudden illness or broken appliance requires quick thinking. At work, crises happen too. Your ability to stay calm and find solutions transfers directly from home to office. Reflect on these experiences. How do you handle challenges at home? What lessons can you bring to work? Think about the last time you resolved a family issue. How did you do it? Use that same approach with your team. Leadership is not just about what you do at the office. It's about who you are and how you handle life. Your personal experiences shape your professional skills. Embrace them. They make you a better leader. Next time you face a challenge at work, remember the skills you've honed at home. Use negotiation, empathy, and crisis management. They are powerful tools in both personal and professional settings. By leveraging your personal experiences, you can enhance your leadership abilities. Reflect, adapt, and lead with confidence. Your team will thank you, and you will see the results. #leadership #lifelessons #teammanagement
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I help leaders build liberatory cultures so their teams can become more unified so they can focus on their mission and do great work together. Looking for Co-Conspirators to Change the World.
Leaders, have you ever avoided repairing a relationship so you could just “focus on the work?” What if I told you, you can’t focus on the work until you repair the relationship? When I was a COO, I was in charge of our organizational staffing model, and I made a staffing choice the Board disagreed with. They thought the position should be a chief. I thought it should be a director. I went with the director level based on the needs for the role, my own expertise, and counsel from a consulting firm that focused on staffing operations and talent teams. 😵💫 Well you would think I committed a serious crime, because members the Board proceeded to call me everything but a child of God saying I was “vile” and “abusive” among other labels, and they disparaged me and claimed I was getting kickbacks. It was a lot. (And probably illegal... but that's another post) 🙏🏽 I remember BEGGING for a restorative conversation so we could make agreements about how we might move forward together but the Board blocked it. Instead I was forced to engage with the Board regularly in contentious meetings where they would try to put things “on the record” about how they thought I should be disciplined regularly. 🤡 It got so bad that when others would join these meetings, they’d ask me, “Do they talk to you like that in every meeting?” And yes. Yes, they did. It was awful and the relationship deteriorated and it was nearly impossible to work together over time. Again it was a whole lot. ✨ But I wonder, what might have been possible if instead we’d been able to engage in a restorative conversation? What might we have been able to build if the Board had been willing to engage in repair? ❤️🩹 If you find yourself in a situation where a person with less power is asking for repair, I hope you’ll step into the possibility of resetting with them. You’ll be able to go much further together if you slow down and repair. If you need support to help your team repair relationships, please send me a DM. Restorative work rescued me - and it’s one of my favorite things to do. I’d love to set up time with you to see if I can help.
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CEO, Let's Grow Leaders. Practical Leadership Development for Human-Centered Leaders. Inc. 100 Leadership Speaker.
Karin, "How does your new book Powerful Phrases for Dealing with Workplace Conflict relate to your other recent book, Courageous Cultures? How do they work together?" #AskingforaFriend So glad you asked ;-) Let's start with this excerpt from Amy Edmondson's Foreword to Courageous Cultures. "Does psychological safety take away the need for courage? Or does courage take away the need for psychological safety? The answer to both questions is a resounding NO. Both are-- and will continue to be-- needed in a complex and uncertain world." You need people to feel safe and encouraged to speak up and share their ideas, and you also need to equip them with the skills and words to do that well. So in "Courageous Cultures", you get very practical ways to create psychological safety, to proactively create clarity about where you need remarkable ideas, to proactively invite people in a way that they feel encouraged to share those ideas and to "respond with regard" to those ideas. And in "Powerful Phrases For Dealing with Workplace Conflict", you get very practical approaches to take on challenging situations, the courage, and the skills to have the conversation you might rather avoid. How do you deal with complex conflict cocktails? How do you deal with a difficult coworker? How do you have a powerful conversation with your boss so that you have more influence, impact, less stress, better collaboration, and overall better results? We're delighted with the early response to Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to De-Stress the Workday, Build Collaboration, and Calm Difficult Customers. We're grateful for the collaboration with Barnes & Noble, Inc. for the fun window display and book signing in NYC yesterday and several more locations today, and for everything the team at HarperCollins Leadership and all of you are doing to get the word out. I'd love to hear from you. How do you see #psychologicalsafety and #courage play together in your work? What's one way YOU encourage courage? P.S. If you're headed to the Association for Talent Development (ATD) conference we have several programs on this topic. We hope you will join us. #ATD24 #businessbooks #bizbooks #leadership David Dye Tim Burgard Josh deLacy Let's Grow Leaders Jared Herr
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Book recommendations
For the last 6 years I have got into the habit of sending Happy Friday emails to my different teams. They cover a range of work topics but have also included a number of reading recommendations. So when I left ADNOC recently I wrote up my top 10 favourite leadership and business books which I thought I would share. The pile starts from the personal: 'Man’s Search for Meaning' is a slim but deeply powerful autobiographical story from an Austrian psychologist about finding purpose in the worst possible circumstances and how ultimately you always have the power over how you choose to react to a situation. 'GTD' is at the opposite end of the spectrum and is a highly practical book on how to organize yourself. I like the fact it identifies key principles but is agnostic on how you apply them, be it paper, digital or some combination of the two. The list includes the business orientated: 'Good Strategy, Bad Strategy' is the best of the strategy books not least its chapters with examples on bad strategy. It excoriates untethered goal setting, as well visions without execution thinking. Ultimately it comes down to a deep understanding of, and focus on, what your real challenges are. A lot of you know my fondness for 'Industrial Megaprojects', and I have made it required reading often. I still find its core insights based on the analysis of thousands of projects pivotal to how I see Capital projects. I haven’t shared 'Execution' as much which is about how you really drive things forward, and marry up Operations, People and Strategy. Of course, I had to have some books on teams, and these three all have a military theme running through them: 'Team of Teams' is my favourite about busting siloes and how you get large communities to work together. It is even in my leadership triangle which I force on everyone! 'Team of Rivals' is about bringing a disparate team together in a crisis and the story of the phenomenal Abraham Lincoln. I think it is a reminder that teams are made as well as selected. Lastly it includes a more unusual book 'About Face' which, if you strip away some of the military details, is about deeply caring for a team. Ultimately Hackworth was sacked for defending his soldiers against his superiors despite being the US Army’s most decorated soldier. The chapter on how he turned around the 4/39 battalion in Vietnam is amazing. To round it off are two slightly different books: 'The Power Broker' is a beautifully written (and Pulitzer Prize winning) story of one of the most powerful figures of the 20th century you have never heard of. It also is an incredible examination of power and how ultimately absolute power corrupts. It is a long book but worth it. Finally, 'The Art of Fairness' is an interesting combination of lessons but two stand out for me: Why being kind to people is proved to work better than using fear, and why you must have an environment where people feel free to speak up. Happy New Year - wish everyone success in 2024.
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We help people thrive together | Bespoke Executive Coaching | Leadership & Team Development | Accrediting Ambassadors within your organisation for a scalable & sustainable performance solution.
There's a reason people don't speak about what's really going on. It's the same reason we say "nothing is off limits" in our programs. Because most people have tried to have a brave or honest conversation. And most have had an experience when it didn't go well. Without the skills or tools to do it differently, we decide... "I'm not going there again". This very human response creates a layer of pretence that protects but also pushes the root cause further underground. Busy people stay busy skimming the surface fixing symptoms, but not creating the progress they otherwise could be. - Teams stay in silos - Workarounds evolve to avoid 'difficult' people - Valuable time and resources are wasted - Senior leaders tolerate each other instead of truly collaborating - Cooperation and politeness bury creativity and opportunity - Innovation is stifled. So why aren't clever people raising the real challenges? Here's what we hear every day from all seniority of leadership... 1. "I've tried before but people get offended / become defensive" 2. "I don't want to be the only one / seen as a non-team player" 3. "I don't want to sound stupid / be wrong / feel judged" 4. "I don't know how to raise it without causing a reaction" 5. "There's no point, no-one is listening" Every team is a melting pot of personalities, preferences, biases, blind spots and baggage - every human being brings their own mix. When we don't know how to navigate these human traits - in ourselves and others - we stop short of having the kind of conversations needed to create real progress. When momentum is valued over taking a pause, it takes some gumption to be the one to say... "I'm not ready to move forward, l don't think we're at the heart of it" (or something similar). Here are 4 signs the real issues aren't being raised... 1. Conversations on repeat - the same problems between the same business functions are raised every meeting and the air is thick with frustration. 2. Language of dependency vs language of intention - "if they had done abc, we could've delivered xyz" is common in the language of dependency. The circumstance may be true, but in a culture of intentionality where people adopt 100% responsibility, you won't hear that as a throw away line. 3. Opinions out-ranking questions - leadership and expert teams are usually groups of high performing individuals, but the depth of knowledge/experience and familiarity with each other can get in the way of deep listening and new questions. 4. Side bar conversations - a big red flag. These signs do not mean anything unique is wrong in your organisation. They do mean, however, your people are in need of new skills and tools to cut through the noise that’s slowing them down. Start with supporting everyone to turn their expert opinions into new questions. And if you're ready to explore how we can help your people work better together, DM me and let's discover if we're a good fit.
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