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Emotional Intelligence-Based Executive Coaching: Mindfulness Compassion Practice

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"What is mindfulness? Mindfulness is to be aware of everything you do every day. Mindfulness is a kind of light that shines upon all your thoughts, all your feelings, all your actions, and all your words. Mindfulness is the Buddha. Mindfulness is the equivalent of the Holy Spirit, the energy of God." - Thich Nhat Hanh

Practicing mindfulness metta meditation can help you develop executive presence and collaboration skills.

Here’s a guided metta meditation for your mindfulness practice. Work through it slowly, taking it step by step. If you don’t have the time or the patience to do all the stages, do as many as you feel comfortable with. Be gentle with yourself, right from the beginning.

1. You can practice loving-kindness in a seated or lying down position.

You can even practice it while walking. What’s most important isn’t the position you adopt, but the intention of kindness and friendliness you bring to the process. Make yourself warm and at ease. Gently close your eyes, or keep them half open, looking comfortably downwards.

2. Begin by feeling your breath.

Notice the breath sensation wherever it feels most predominant for you. This awareness helps create a connection between your body and mind. Continue to feel your breath for a few minutes.

3. When you’re ready, see if certain phrases arise from your heart for what you most deeply desire for yourself, in a long-lasting way and which you can ultimately wish for all beings.

Phrases like:

‘May I be well. May I be happy. May I be healthy. May I be free from suffering.’

4.  Softly repeat the phrases again and again.

Allow them to sink into your heart. Allow the words to generate a feeling of kindness towards yourself. If that doesn’t happen, don’t worry about it – your intention is more important than the feeling. Just continue to repeat the phrases lightly. Let the phrases resonate.

5. Now bring to mind someone you care about; a good friend or person who inspires you.

Picture the person in your mind’s eye and inwardly say the same phrases to him or her. Don’t worry if you can’t create the image clearly. The intention works by itself. Use phrases like:

‘May you be well. May you be happy. May you be healthy. May you be free from suffering. Send loving-kindness to the person using these words.’

6. When you’re ready, choose a neutral person; someone you see daily but don’t have any particular positive or negative feelings towards.

Perhaps someone you walk past every morning or buy coffee from. Again send a sense of loving-kindness using your phrases:

‘May you be well. May you be happy. May you be healthy. May you be free from suffering.’

7. Now choose a person you don’t get on with too well.

Perhaps someone you’ve been having difficulties with recently. Say the same phrases again, from the mind and heart. This may be more challenging.

8. Now bring all four people to mind: yourself, your friend, your neutral person and your difficult person.

Visualize them or feel their presence. Try to send an equal amount of loving-kindness to them all by saying:

‘May we be well. May we be happy. May we be healthy. May we be free from suffering.’

9. Finally, expand your sense of loving-kindness outwards, towards all living beings.

Plants, animals of the land, air and sea. The whole universe. Send this sense of friendliness, care, loving kindness and compassion in all directions from your heart.

‘‘May all be well. May all be happy. May all be healthy. May all be free from suffering.’

If the metta phrases suggested don’t work for you, then here are other suggestions. Choose two or three and use them as your metta phrases. Or you can be creative and come up with your own too:

·   ‘May I be at peace with myself and all other beings.’

·   ‘May I accept myself just as I am.'

·   ‘May I find forgiveness for the inevitable hurt we bring to one another.’

·   ‘May I live in peace and harmony with all beings.’

·   ‘May I love myself completely just as I am now no matter what happens.’

·   ‘May I be free from the suffering of fear and anger.’

·   ‘May I love myself unconditionally.’

Metta meditation can be a profoundly healing practice. Be patient with yourself and practice it slowly and lovingly. Let the phrases come from your heart and see what happens.

Once you become experienced at this meditation, you can even practice it whilst walking.  However, remember to keep your eyes open or you may mindfully bump into something!

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness. After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to: http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

Categories: 

Emotional Intelligence-Based Executive Coaching: Developing Empathy

Category: 

 

What Is Empathy?

Empathy can be defined as the ability to see things from the other person’s point of view— to be able to “walk in someone else’s moccasins.” Daniel Goleman defines it as the ability to read other people. Other definitions include the concept of identifying with the other person or their situation.

This implies more than a cognitive understanding, more than just remembering a similar situation that you may have gone through yourself. Empathy means that you can recall some of those same feelings based on your own memories. There is a sharing and identifying with emotional states.

According to Goleman, empathy represents the foundation skill for all the social competencies important for work:

  1. Understanding others: sensing others’ feelings and perspectives, and taking an active interest in their concerns
  2. Service orientation: anticipating, recognizing and meeting customers’ needs
  3. Developing others: sensing others’ development needs and bolstering their abilities
  4. Leveraging diversity: cultivating opportunities through diverse people
  5. Political awareness: reading the political and social currents in an organization.

Empathy skills are those that involve paying attention to other people - for example, listening, attending to the needs and wants of others, and building relationships. When empathy skills are high, one is more likely to build collaborative relationships and inspire people.

At the outset empathy involves real curiosity and a desire to know or understand. There is a genuine interest in what the person is saying and feeling. You cannot have empathy without asking questions. Some typical ones are:

1.    “Can you say more about that?”

2.    “Really? That’s interesting. Can you be more specific?”

3.    “I wasn’t aware of that. Tell me more.”

4.    “I’m curious about that…let’s discuss this in more depth.”

5.    “Let me see if I understand you correctly…here is what I hear you say…”

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness. After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to: http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

Categories: 

Creating a State of Flow at Work

Category: 

Flow

One of my CEO executive coaching clients is working with his executive leadership team to create an organizational culture that unleashes employees’ intrinsic motivation and state of flow. I am coaching him to become more effective at appealing to employees’ intrinsic motivation and core values, and helping leaders at all levels of  the organization become more fully engaged in creating a culture that supports flow.

The CEO knows that for the organization to thrive depends on creating an organizational culture and climate that nourishes constant innovation. Human Resources is partnering with me in supporting senior leaders to motivate people by building authentic relationships.  Our current executive coaching and leadership consulting work is also focused on helping leaders throughout the organization increase their ability to motivate team members by tapping into their purpose and values.

The CEO and his senior leadership team members are each heading up two strategic initiatives to energize growth and increase revenues.The goals are clear and tap into each leader’s purpose and desire to be doing meaningful work. In our executive coaching meetings, company leaders are reporting a significant increase in their energy, happiness and business results.

Each senior leader has autonomy over what they’re doing and how they do it, including choosing their time, tasks, team and techniques. They have the opportunity to master their work and make progress through deliberate practice. The executives have a sense of purpose in their work — to something higher and beyond their job, salary and company. They are empowering their direct reports and all company employees with the same opportunities and creative mindset.

Creating Flow

People are most productive and satisfied when their work puts them in a state of “flow” — more commonly recognized as being “in the zone.” In the flow state, one experiences a heightened sense of focus, happiness and joy.

What we know about flow is primarily based on the work of psychologist Mihaly Csikszentmihalyi, whose seminal book, Flow: The Psychology of Optimal Experience, describes it as the moment in which “a person’s body or mind is stretched to the limits in a voluntary effort to accomplish something difficult and worthwhile.”

You can’t give people the opportunity to create “flow” experiences without providing autonomy, time to practice and improve mastery, and a sense of higher purpose.

“Flow at Work”

In the past few years, many leading companies, including Microsoft, Ericsson, Patagonia, and Toyota have realized that being able to cultivate work environments that nourish “flow” helps create more productive and satisfying work experiences.

These companies are now using Csikszentmihalyi's ideas to learn how they can  best engage their workers and  create more compelling connections with their customers. Without flow, there's no creativity or innovation, says Csikszentmihalyi. "To stay competitive, we have to lead the world in per-person creativity," says Jim Clifton, CEO of the Gallup Organization.

Csikszentmihalyi’s work on “flow” focuses on the positive states, the moments when human beings are at their absolute best. In the flow state, Csikszentmihalyi found, people engage so completely in what they are doing that they lose track of time. People emerge from each flow experience more self-confident, capable, and sensitive.

Csikszentmihalyi believes that flow has several necessary preconditions. These include having clear goals and a reasonable expectation of completing the task at hand. People must also have the ability to concentrate, receive regular feedback on their progress, and actually possess the skills needed for that type of work.

Enlightened leaders have been energized and inspired by the concept of flow and have applied the research-based principles to their workplace.

Stefan Falk, while vice president of strategic business innovation at Ericsson, was assigned the task of integrating the merger of two huge business units worth $16 billion. Layoffs were inevitable, and Ericsson hoped Falk could find a way to make the remaining workers more engaged and productive.

Falk hypothesized that the best way to create a state of flow was to have Ericsson managers spend a nearly unheard-of amount of quality time with each one of their employees. Managers were asked to work with employees to draw up separate "performance contracts" that included an assessment of each worker's strengths and areas for development, and set out a very specific action plan to help improve their skills. To monitor progress, managers would meet with each employee six times a year for intensive one-on-one sessions lasting as long as an hour and a half each.

At first, the managers balked at the extra work. However, the program was ultimately such at success that Ericsson exported the new management system to all of its offices around the world.

Falk subsequently worked at Green Cargo, one of Scandinavia's largest transport and logistics companies, in mid-2003, and instituted an even more comprehensive flow-based management overhaul. Every single month, he required meetings between employees and managers, 150 of whom were sent “Flow” to read as part of a six-day training process. Performance-review contracts were drawn up to cover three-month periods, and then renegotiated. Before each meeting, workers were asked to spend at least an hour reflecting on what had transpired since the previous one and determining the content of the upcoming one. The meetings are one-on-one intensives much like an executive coaching session.

What would happen if some of the best moments of your life happened at work? What needs to change for that to be possible?

Are you working in a company or law firm where leaders are energizing growth by creating a flow-state work environment? Does your company or law firm provide leadership coaching to help leaders to be more effective at unleashing employees’ intrinsic motivation and drive? During volatile economic times, leaders at all levels need to inspire others to work in a state of flow where they are fully engaged.

One of the most powerful questions you can ask yourself is “Am I helping to create a work culture and climate that nourishes a state of flow?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders to be more innovative at motivating others.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you create an organizational culture where the ability to motivate people based on purpose autonomy and mastery is a critical competency for leaders. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/drmaynardbrusman

http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

 

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.                                 


 

Categories: 

Midcareer Coaching - In Search of Meaning and Wisdom

Category: 

 

Midcareer Crisis ...or Opportunity?

Have you ever had a midcareer fantasy where you quit your job and go do something new?

Many executives secretly admit to their coaches that they’re contemplating midcareer shifts. They may not actively seek change, but they certainly start imagining it.

Of LinkedIn’s 313 million members, 25% are active job seekers; 60% are passive job seekers (not proactively searching for new jobs, but seriously willing to consider viable opportunities). There’s also been a steady increase in self-employed and temporary workers over the last two decades. Entrepreneurship may sound lucrative every time a startup goes public.

Regardless of your age, background or professional accomplishments, you’ve probably dreamed about a new career at some point. Midlife is often a time when we reevaluate our goals, aspirations and what truly matters to us in life.

In “5 Signs It’s Time for a New Job (Harvard Business Review, April 2015), Columbia University Professor Tomas Chamorro-Premuzic examines what happens to many people at midcareer.   Few of us actually shift to something different. As he explains, complacency often trumps transformation:

Humans are naturally prewired to fear and avoid change, even when we are decidedly unhappy with our current situation. Indeed, meta-analyses show that people often stay on the job despite having negative job attitudes, low engagement and failing to identify with the organization’s culture…So at the end of the day, there is something comforting about the predictability of life: it makes us feel safe.

Chamorro-Premuzic cites five signs that indicate it’s time to seriously consider a career switch:

  1. You feel undervalued. 
  2. You’re not learning. 
  3. You’re underperforming. 
  4. You’re just doing it for the money.
  5. You hate your boss. 

Yet, who hasn’t experienced these feelings periodically? Do they mean you’re headed for a full-fledged midlife or midcareer crisis?

The Stereotypical Story

Hearing the phrase “midlife crisis” evokes the cliché of a successful man, between 40 and 55, who wakes up one day and decides he’s been chasing all the wrong things: his career, family, wife, car and possessions. Nothing provides him with the satisfaction he craves. He demands more.

Suddenly, he divorces, changes career or organization, dresses differently, gets a young girlfriend and buys a red sports car. Years later, he finds himself with the same unfulfilled yearnings, having metaphorically changed seats on the Titanic.

While this scenario has become today’s hackneyed midlife-crisis narrative, the concept of middle age as a distinct life stage dates back to the 19th century, according to Patricia Cohen, author of In Our Prime: The Invention of Middle Age (Scribner, 2012). The term “midlife crisis” was first coined in 1965 by psychologist Elliott Jaques. In 1974, journalist Gail Sheehy famously depicted the midlife crisis as a life stage in her bestselling book Passages: Predictable Crises of Adult Life.

Roughly a quarter of Americans reports experiencing a midlife crisis, according to research published in 2000 by Cornell University sociologist Elaine Wethington. Many who disclaim the notion regard midlife crises as a lame excuse for behaving immaturely.

The term crisis also contributes to stigmatization, as it suggests a shock, disruption or loss of control. But the actual data on midlife experience and the relationship between work and happiness points to something different: an extended and unpleasant—but manageable—downturn.

The Happiness U-Curve

The average employee’s job satisfaction deteriorates dramatically in midlife, according to a British survey conducted by Professor Andrew Oswald of The University of Warwick.

Midcareer crises are, in fact, a widespread regularity, rather than a few individuals’ misfortune.

But here’s the good news: In the second half of people’s working lives, job satisfaction increases again. In many cases, it reaches higher levels than experienced early in one’s career, essentially forming a U-shaped curve. (Source: “Crisis, “The Atlantic, December 2014)

Subsequent research revealed this age-related curve in job satisfaction is part of a much broader phenomenon. A similar midlife nadir is detectable in measures of people’s overall life satisfaction and has been found in more than 50 countries.

The U-curve tells a more accurate tale of what happens midlife and midcareer. It’s not a story of chaos or disruption, but of a difficult—yet natural—transition to a new equilibrium.

Just knowing the phenomenon is common can be therapeutic. Princeton University health economist Hannes Schwandt cites a feedback effect: “Part of your disappointment is driven by the disappointment itself.”

Understanding the U-shaped curve allows us to recognize midlife as challenging, yet ultimately gratifying. We should resist judging ourselves harshly for feeling disappointed. We can avoid making bad decisions that potentially lead to midlife divorces and career catastrophes.

The Other Side of Midlife

Fortunately, most people avoid upending their lives at the first signs of midlife dissatisfaction. As noted earlier, only 25% of us even admit to experiencing a crisis. So, what happens to the75% who may feel dissatisfied at midlife, but who don’t do anything about it? Are they in denial or simply more mature?

Freud described two requisites for sanity: work and love. What happens when work and love lose their sparkle, as often occurs in midlife?

Work carries a large, invisible burden: the presumption that it will provide our lives with meaning and energize our spirits. Sometimes it does. By midlife, however, we may find that work drains us.

The ego tends to prefer security over development. Heeding it too closely means you may wind up with neither.

At midlife, most of us feel the need to rethink our priorities. Unfortunately, we avoid this task. It’s much easier to succumb to fear. We view change as threatening, and we don’t want to risk losing our hard-earned stability.

In Search of Meaning and Wisdom

Psychologists have not yet determined why people in 50+ industrialized nations experience midlife crises. It’s certainly a major reason why executives hire executive coaches. “What’s next?” is one of life’s most worrisome questions. A coach can help you reevaluate your cherished convictions, morals and guiding principles.

Experiencing disappointment doesn’t necessarily mean something is wrong. It signals that something is missing.

There’s a mental shift at midlife from “time since birth” to “time left until death.” We begin to feel time is running out and, more crucially, question whether what drove us in the first half of life is worthy enough for a fulfilling second half.

Being aware of the pitfalls associated with the midlife experience can prevent you from committing irreparable errors. If you know you’re vulnerable to doubts, anxieties and mood swings, you can stop yourself from storming out of a meeting or acting out of desperation. If you feel trapped, midlife can become a truly dangerous life passage. Perhaps Carl Jung said it best:

We cannot live the afternoon of life according to the program of life’s morning—for what was great in the morning will be little at evening, and what in morning was true will at evening have become a lie.

Midcareer Coaching

Consider retaining a professional coach to guide you through self-examination and reflection on what truly matters most to you. The process often entails reconnecting you to what you love about your life and career.

Clinging to the status quo may, on the surface, appear to be a safer, more mature choice. Nothing could be further from the truth. Redoubling your efforts to achieve happiness based on what drove you in the first half of life is foolish.

In the second half of life, facing our failures and losses facilitates course corrections. We are rewarded with deeper, more fulfilling life and career experiences. Avoiding life’s natural progressions prevents you from broadening consciousness and becoming your authentic self.

Midcareer is a time to examine regrets and accept mistakes. A coach can help you turn failures into meaningful learning opportunities. You won’t need to bury bad memories. Greater self-acceptance opens new avenues.

Unfortunately, most of us work so hard to obtain an identity that it becomes very hard to let it go. What worked earlier in your career is nearly always inadequate to meet the challenges of your mature years, as Marshall Goldsmith proved in What Got You Here Won’t Get You There (Hachette Books, 2007).

Acknowledging midcareer dissatisfaction opens a window to exploring your options. Ask yourself:

·      What steps must I take to transition to the next stage of my journey?

·      Can I give myself permission to explore new paths?

·      How does fear keep me in a reactive stance, constrained by outmoded routines?

·      Am I content to live partially, or am I ready and willing to explore new ways of thinking and feeling?

·      Can I gather the energy needed to realize my unlived potential?

·      How can I take one small step?

The age-old Serenity Prayer comes to mind:

“Grant me the courage to change the things I can, to accept the things I can’t, and the wisdom to know the difference.”

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

 

Categories: 

Midcareer Crisis ...or Opportunity?

Category: 

Have you ever had a midcareer fantasy where you quit your job and go do something new?

Many executives secretly admit to their coaches that they’re contemplating midcareer shifts. They may not actively seek change, but they certainly start imagining it.

Of LinkedIn’s 313 million members, 25% are active job seekers; 60% are passive job seekers (not proactively searching for new jobs, but seriously willing to consider viable opportunities). There’s also been a steady increase in self-employed and temporary workers over the last two decades. Entrepreneurship may sound lucrative every time a startup goes public.

Regardless of your age, background or professional accomplishments, you’ve probably dreamed about a new career at some point. Midlife is often a time when we reevaluate our goals, aspirations and what truly matters to us in life.

In “5 Signs It’s Time for a New Job(Harvard Business Review, April 2015), Columbia University Professor Tomas Chamorro-Premuzic examines what happens to many people at midcareer.   Few of us actually shift to something different. As he explains, complacency often trumps transformation:

Humans are naturally prewired to fear and avoid change, even when we are decidedly unhappy with our current situation. Indeed, meta-analyses show that people often stay on the job despite having negative job attitudes, low engagement and failing to identify with the organization’s culture…So at the end of the day, there is something comforting about the predictability of life: it makes us feel safe.

Chamorro-Premuzic cites five signs that indicate it’s time to seriously consider a career switch:

  1. You feel undervalued. 
  2. You’re not learning. 
  3. You’re underperforming. 
  4. You’re just doing it for the money.
  5. You hate your boss. 

Yet, who hasn’t experienced these feelings periodically? Do they mean you’re headed for a full-fledged midlife or midcareer crisis?

The Stereotypical Story

Hearing the phrase “midlife crisis” evokes the cliché of a successful man, between 40 and 55, who wakes up one day and decides he’s been chasing all the wrong things: his career, family, wife, car and possessions. Nothing provides him with the satisfaction he craves. He demands more.

Suddenly, he divorces, changes career or organization, dresses differently, gets a young girlfriend and buys a red sports car. Years later, he finds himself with the same unfulfilled yearnings, having metaphorically changed seats on the Titanic.

Roughly a quarter of Americans report experiencing a midlife crisis, according to research published in 2000 by Cornell University sociologist Elaine Wethington. Many who disclaim the notion regard midlife crises as a lame excuse for behaving immaturely.

The term crisis also contributes to stigmatization, as it suggests a shock, disruption or loss of control. But the actual data on midlife experience and the relationship between work and happiness points to something different: an extended and unpleasant—but manageable—downturn.

The Happiness U-Curve

The average employee’s job satisfaction deteriorates dramatically in midlife, according to a British survey conducted by Professor Andrew Oswald of The University of Warwick.

Midcareer crises are, in fact, a widespread regularity, rather than a few individuals’ misfortune.

Subsequent research revealed this age-related curve in job satisfaction is part of a much broader phenomenon. A similar midlife nadir is detectable in measures of people’s overall life satisfaction and has been found in more than 50 countries.

The U-curve tells a more accurate tale of what happens midlife and midcareer. It’s not a story of chaos or disruption, but of a difficult—yet natural—transition to a new equilibrium.

In Search of Meaning and Wisdom

Psychologists have not yet determined why people in 50+ industrialized nations experience midlife crises. It’s certainly a major reason why executives hire coaches. “What’s next?” is one of life’s most worrisome questions. A coach can help you reevaluate your cherished convictions, morals and guiding principles.

Experiencing disappointment doesn’t necessarily mean something is wrong. It signals that something is missing.

There’s a mental shift at midlife from “time since birth” to “time left until death.” We begin to feel time is running out and, more crucially, question whether what drove us in the first half of life is worthy enough for a fulfilling second half.

Being aware of the pitfalls associated with the midlife experience can prevent you from committing irreparable errors. If you know you’re vulnerable to doubts, anxieties and mood swings, you can stop yourself from storming out of a meeting or acting out of desperation.

Midcareer Coaching

Consider retaining a professional coach to guide you through self-examination and reflection on what truly matters most to you. The process often entails reconnecting you to what you love about your life and career.

Clinging to the status quo may, on the surface, appear to be a safer, more mature choice. Nothing could be further from the truth. Redoubling your efforts to achieve happiness based on what drove you in the first half of life is foolish.

Ask yourself:

  • What steps must I take to transition to the next stage of my journey?
  • Can I give myself permission to explore new paths?
  • How does fear keep me in a reactive stance, constrained by outmoded routines?
  • Am I content to live partially, or am I ready and willing to explore new ways of thinking and feeling?
  • Can I gather the energy needed to realize my unlived potential?
  • How can I take one small step?

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

 

 

Categories: 

HOW PERCEPTIONS CAN DEBILITATE PROGRESS

If I asked you to describe the limiting or disruptive behaviors of your employees or peers, there is no doubt you would describe people who behave in one or all of the following manners:

  • Painfully slow in completing work.
  • Socializes or complains too much.
  • Lashes out when under pressure.
  • A leader who is devastatingly slow in making decisions.
  • An executive who refuses to work collaboratively with others.

 

These behaviors can be a sign of discontent at work or be rooted in much deeper psychological problems. More often than not, however, our perceptions of weaknesses or faults in the behavior of others is the result of:

 

A. Our perceptions and filters as to how we view the world. 

B. The lack of awareness of others as to how they are perceived. 

 

Studies such as those conducted by William Marston in the 1920s on behavioral styles, as well as the work done by Carl Jung and Isabel Myers on personality types, all support a single hypothesis: we are all unique and different as a result of a variety of the influences of our surroundings. In essence, the lenses in which we view the world can cast a dramatically different picture for others viewing the same world.

 

Keeping this in the forefront of our observations can shed light as to why employees, peers, or even executives make decisions or take actions that conflict with our views. 

 

The good news is that awareness and perspective can be broadened, making our decisions and behaviors more robust and effective. Coaching, if approached correctly, is one of the most effective tools that can bring awareness to how we are perceived by others, and the impacts our behavours have on both ourselves and those around us, thereby increasing our flexibility and adaptability.

Question: Consider the employees, peers, or colleagues with which you don't see eye to eye. What are the influences that may impact their actions or decisions? How can you bring greater awareness to their limiting beliefs or conscious behaviors while being more flexible in your own perceptions?

  


Categories: 

Conversational IQ for Mindful Leaders -
 5 Conversational Blind Spots

Conversational IQ

“Human beings are the most highly social species on this planet. When we succeed in connecting deeply with others—heart to heart and head to head—trust is at its all-time high, and people work in concert in extraordinary ways.” ~ Judith E. Glaser, Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results (Bibliomotion, Inc., 2013

Conversations are more than a vehicle for sharing information. As social beings, our interactions involve words that trigger powerful physical and emotional responses. Our words can facilitate healthy, trusting conversations — or cause others to shut down with fear, caution and worry.

Bad conversations trigger our distrust network; good conversations trigger our trust network. This influences what we say, as well as how and why we say it. Our trust and distrust networks shape each conversation’s outcome.

Leadership Conversations

If you project positive intentions, your employees will likely respond to questions positively and feel more confident about taking risks and accomplishing tasks. When you offer support and praise, employees believe you trust them and will go the extra mile.

Negative conversations can occur despite our best intentions. Others internalize messages based on what they think we said — not our actual words. As Glaser notes:
“Unhealthy conversations are at the root of distrust, deceit, betrayal and avoidance —which leads to lower productivity and innovation, and ultimately, lower success.”

When you want to win and subsequently fight hard, you may go into overdrive as you persuade others to adopt your point of view. You push instead of attempting to pull others in your desired direction. If you try to win at all costs, your conversations will trigger others’ primitive fight-or-flight response. Your conversation partner’s brain will effectively shut down, and he’ll no longer be open to influence.

3 Conversation Levels

Leaders commonly rely on two types of conversations: telling and selling.

When telling, they try to clearly specify what employees need to do. When selling, they try to persuade them with reasons for doing it.

Employees may understand “what” to do and even “why” they should do it. But they’ll never fully engage unless they’re part of meaningful conversations that encourage connection, sharing and discovery.

The following table offers a graphic representation of Glaser’s identified conversation levels:
LEVEL ITransactional
How we exchange data and information
LEVEL IIPositional
How we work with power and influence
LEVEL IIITransformational
How we co-create the future for mutual success

Too often, we get stuck in Level II conversations because we’re addicted to being right. We fail to realize the negative impact this has on others. We may start out with an exchange of ideas, but we then become trapped in a power dance.

Only when we participate in Level III conversations can we transform ourselves and our conversation partners by sharing thoughts, ideas and belief systems. We realize that:
•  We shape the meanings our words have on others.
•  We need to validate our words’ true meanings.
•  Breakdowns occur when others interpret our words in unanticipated ways.
•  Breakdowns occur when we try to persuade others that our meanings are the right ones.
•  Breakthroughs occur when we take time to share and discover.
•  Breakthroughs occur when we co-create and partner to create a shared reality.

Conflicts commonly arise when there’s a reality gap (an opposing interpretation of reality). They trigger an array of fears that activate our distrust network. We begin to process reality through a fear-based (vs. trust-based) lens.

Conversational Blind Spots

Five common conversational blind spots plague us.

Blind Spot #1: False Assumptions

When we assume others see what we see, feel what we feel and think what we think, we’re operating with blinders on. If you’re engrossed in your own point of view, you can’t connect with another’s perspective.

Blind Spot #2: Underestimating Emotions

Words can trigger strong emotions: trust, distrust, excitement and fear. When this happens, we may misinterpret reality. If we feel threatened, we move into protective behaviors and fail to realize we’re doing so.

Blind Spot #3: Lack of Empathy

Fear prevents us from empathizing with others. We become insensitive to others’ perspectives and cannot hear important parts of the conversation.

Blind Spot #4: Making Our Own Meaning

We assume that we remember what others say. In truth, we actually remember our responses to what others say. A chemical process within the brain seizes on our responses to others’ words — and these responses form the basis of memory.

Blind Spot #5: Assuming Shared Meaning

We assume that the person speaking creates the message’s meaning. In truth, the listener decodes the message and assigns meaning to it. As a listener, you run a speaker’s words through your personal vault of memories and experiences and attempt to make sense of the conversation.

Two conversation partners can’t be sure they’re on the same page until they take the time to validate a shared meaning.

Improve Your Conversations

You can take several basic steps to enhance the quality of your conversations:
•  Slow down. A conversation is not a race.
•  Breathe deeply. Take appropriate pauses. Allow time to process conversations.
•  Check your emotions.
•  Ask discovery questions.
•  Validate shared goals and meanings.

You can develop these qualities by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a mindful leader with high conversational IQ who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders cultivate conversational IQ. You can become a mindful leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage  and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman
 Consulting Psychologist and Executive Coach

Trusted Advisor to Senior Leadership Teams



Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.



“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching 



For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.



Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com 


Connect with me on these Social Media sites. 



http://twitter.com/drbrusman

http://www.facebook.com/maynardbrusman


http://www.linkedin.com/in/maynardbrusman


http://www.youtube.com/user/maynardbrusman

 


 

Categories: 

Baby Boomers’ Retiring Effect on the US Economy

Baby Boomers’ Retiring Effect on the US Economy

Succession planning is critical in preparing for the transition of Baby Boomers to retirement.
Perhaps you’ve noticed the term ‘brain drain’ more and more in the popular media. This term is being used to describe the anticipated loss of skilled talent from our workforce as members of the baby boom generation begin to retire. The younger Gen X and Gen Y (New Millennials) are growing impatient to ascend to leadership responsibilities.

Boomers, born from 1946 to 1965 grew up in affluence: Economic progress was assumed, freeing them to focus on idealism and personal growth. Sitting at home through a 20-or 30-year retirement is no longer an option for an increasing number of Baby Boomers. Some are looking to do something else because they have to for financial reasons. Many Boomers are reimaging their work lives and embarking on entirely different careers after retirement.

  • Baby Boomers are finding second or ‘encore’ careers as an option
  • And many are becoming entrepreneurs or working at non-profit agencies

Boomers are expected to live longer than any previous generation, and many hope to continue working in a desire to feel alive and engaged contributing to our growing economy.

You can retire more happily by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I reimagining the next phase of my life” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders reinvent themselves and create a new future.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage  and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams

Dr. Maynard Brusman is a consulting psychologist, executive coach and workplace expert specializing in emotional intelligence and mindfulness-based leadership development.

He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/maynardbrusman

 

 © Copyright 2014 Dr. Maynard Brusman

Categories: 

Imagine Your Life Purpose Quiz

Your Life Purpose

John Lennon once said, “Life is something that happens to you when you’re busy making other plans.” Of course, you can listen to Woody Allen, who famously said: “Half of life is just showing up.”

Are you a leader who would like to reinvent yourself and have a more fulfilling life and career. For over thirty years, I have been working with people to discover their purpose and passion to create work that is fulfilling and delivers happiness.

It takes self-awareness, energy and an entrepreneurial spirit to discover your true passion, identity and the work that you are meant to be doing. I have practiced mindfulness meditation for many years and enjoy work serving others that is filled with joy and financial well-being.

I received a call from one of my former executive coaching clients last week. He had been working as a senior executive for a high tech company in Silicon Valley for ten years, but was feeling he was on automatic no longer fully engaged.

We discussed his desire to end his current situation, but his emotional connection to several team members was making it difficult to leave. He knew my passion for helping people co-create a plan for the next chapter in their lives. We set up a coaching meeting to focus on a self-knowledge process to reveal a new meaningful work direction.

Life is to be lived to its fullest maximizing your capability. I have coached hundreds of leaders and lawyers to create happier and more productive work lives. You can choose to work with an executive coach to help facilitate your career reinvention or practice self-coaching. 

If you could create a plan that would fulfill your dreams for purposeful work what would it be? Create a positive intention with kindness and self-compassion that will guide your life. The following quiz may help you uncover your heart’s intention for an inspired life.

"There comes a time in the spiritual journey when you start making choices from a very different place. . . And if a choice lines up so that it supports truth, health, happiness, wisdom, and love, it's the right choice." -- Angeles Arrien

                                        Imagine Your Life Purpose Quiz

Take this True or False Self-Insight Quiz to determine whether you are living a life aligned with your true purpose.

1. When I get up in the morning I am excited about the day ahead.

2. I love the work I do and am intrinsically motivated — external rewards I consider “icing on the cake.”

3. My work makes me feel fulfilled and motivated rather than drained and exhausted.

4. In my free time, I participate in activities that I’m passionate about and that reflect my purpose.

5. I know what my greatest talents and strengths are, and apply those attributes to my work.

6. I know I’m living my true purpose when I contribute to others well-being.

7. My personal and professional life is in alignment with my core values.

8. I consistently base my decisions on my beliefs and values, not on the expectations of others.

9. If money were not an issue, I wouldn’t change much of how I lead my life.

10. My work environment is supportive of my personality and talents, and allows me to express my true self.

11. When my work environment doesn’t fully utilize my unique abilities, I make a positive change.

12. My good (and great days) at work far outweigh the occasional “bad” days.

13. My work is enjoyable and often feels like play.

14. By fulfilling my dreams and desires, I am making a positive contribution to world peace.

15. Discovering one’s life purpose is a mindfulness contemplative process asking questions of my inner-self.

16. I pursue interests that make me happy, and accept others who may be different

17. I focus on living a life that matters.

18. The stories I tell myself enhance my confidence and self-esteem.

19. I challenge my limiting beliefs, and ask myself “Is it true”.

20. I am resilient in the face of adversity.

If you answered many of these questions false, you may benefit from discovering how to live a life on purpose. Living a purposeful life is as much about how things are done (with love, attention, passion and focus for example) as it is about what is done. It’s also a great way to feel fulfilled regardless of the “job” you may find yourself in.

“When we are no longer able to change a situation, we are challenged to change ourselves." —Victor Frankel

"Again and again I therefore admonish my students in Europe and America: Don't aim at success -- the more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater than oneself or as the by-product of one's surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run -- in the long-run, I say! -- success will follow you precisely because you had forgotten to think about it."~ Viktor Frankl from Man's Search for Meaning

Are you working in a company or law firm where executive/career coaches help people align their purpose with the company’s vision? Does your organization provide executive coaching for leaders who are leading meaningful careers? Enlightened leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I clear about my life purpose?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders engage in fulfilling work.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders gain self-knowledge. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage  and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

"Imagine" – John Lennon

Imagine there's no heaven
It's easy if you try
No hell below us
Above us only sky
Imagine all the people
Living for today...

Imagine there's no countries
It isn't hard to do
Nothing to kill or die for
And no religion too
Imagine all the people
Living life in peace...

You may say I'm a dreamer
But I'm not the only one
I hope someday you'll join us
And the world will be as one

Imagine no possessions
I wonder if you can
No need for greed or hunger
A brotherhood of man
Imagine all the people
Sharing all the world...

You may say I'm a dreamer
But I'm not the only one
I hope someday you'll join us
And the world will live as one

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

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http://www.youtube.com/user/maynardbrusman

 

© Copyright 2013 Dr. Maynard Brusman
 

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Executive Coaching to Enhance Emotional Intelligence

Executive Coaching

Sustainable leaders know that serving others is the key to more innovation and creativity, greater team involvement, happier followers, creating a high involvement culture and better business results.

For the past year, I have been been collaborating with the senior VP of Human Resources of a multi-billion dollar global engineering company. He is supporting my executive coaching and leadership development with one of their senior vice presidents who is an introvert.

"There is no such thing as a pure extravert or a pure introvert. Such a man would be in the lunatic asylum."
- C.G. Jung

As part of the coaching process, I facilitated a comprehensive assessment which included a structured interview, data collection and relevant assessment instruments to clarify emotional intelligence competencies, leadership skills, values, interests, and her communication style. We engaged in an in-depth dialogue of relevant issues focused on performance improvement.  A 360 feedback performance appraisal informed the process.

Additionally, my client was offered a diverse suite of coaching and leadership development tools, including the Myers-Briggs Type Indicator Step II Form Q (MBTI), Spectrum CPI-260 Coaching Report, Fundamental Interpersonal Relations Orientation (FIRO-B), EQ-i 2.0 and a 360 Feedback Performance Appraisal - Leadership Practices Inventory (LPI). The results of the structured interview and assessments informed the executive’s EQ leader Action Plan which was shared with her boss. The coaching goal was to help the executive improve her interpersonal communication style, and become an inspiring leader worth following.

My coaching client is taking more time for self-reflection, and learning to be more flexible incorporating different communication styles when leading her geographically diverse teams. We are working on her building positive relationships by “telling” less taking more of a coach approach listening and asking questions to build trust and motivate her people. Our approach is aligned with the company’s initiative of creating agile teams.

The senior VP of HR and I both believe in the importance of having a psychological understanding of human behavior based on neuroscience and emotional intelligence when coaching executives. We both understand that system issues also need to be addressed for the executive to thrive. We have had a number of conversations related to the need for my coaching client’s division in the San Francisco Bay Area to create a high involvement culture where innovation and creativity flourish.

I am consulting with the VP of HR to create a collaborative and high involvement corporate culture based on trust and respect utilizing the Denison Culture Survey. We are also discussing how a number of other company executives could benefit by working with a seasoned executive coach, who knows the culture.

“More than anyone else, the boss creates the conditions that directly determine people’s ability to work well.”
~ Daniel Goleman, Primal Leadership

I have discussed the key takeaways from our coaching sessions with my executive coaching and leadership development client. The ideas that resonate most follow:

Lessons in Leadership

  • Thinkof the person not as a problem bearer.
  • Develop emotional intelligence competencies.
  • Focus on being a positive emotional attractor to thrive.
  • Reframe interpersonal thinking style from engineer to coach and mentor.
  • Build resonant relationships based on trust.
  • Be mindful to create compassionate engagement.
  • Inspire through hope, shared purpose and vision.
  • Evoke commitment.
  • Access right brain to tap into intrinsic motivation
  • Create sustained desired change.
  • Promote positive culture and climate.
  • Take small steps each week for intentional positive change.
  • Experiment and practice self-improvement behaviors daily.
  • Ask for feedback.
  • Think passionately beyond the possible.

Ask yourself “How am I growing as a leader and developing my team members?”

“Accountability should be the strongest thread that runs through the complex fabric of any organization. It is the single biggest issue confronting organizations today, particularly those engaged in enterprise-wide change efforts.”~ CEOs Roger Connors and Tom Smith, Change the Culture, Change the Game (Portfolio Hardcover, 2011)

Leadership Worth Following

We all need feedback to get better. My executive coaching client finds the following check list derived from a 360 survey helps keep her open and vulnerable so she continues to grow as a leader.

Do More

  • Be open to input from team members
  • Listen attentively
  • Reflect
  • Get input first
  • Respect others
  • Situation specific – not personal
  • More constructive
  • Appreciative inquiry – focus on what people are doing right
  • Take a breath before focusing on judgment piece
  • Be aware of message you are sending
  • Seek first to understand
  • Dialogue with team members
  • Positivity

Do Less

  • Sarcasm
  • Judgment
  • Blaming
  • Telling
  • Pessimism
  • Ego stroking

Feedforward

Our second year of working together, will involve a process called “Feedforward developed by Marshall Goldsmith. Team members and the client’s boss will be asked to give my coaching client “Feedforward Instead of Feedback”. Co-workers will reinforce behaviors for positive change and provide accountability.

Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change.

Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. Just as employees need feedback from leaders, leaders can benefit from feedback from their employees. Employees can provide useful input on the effectiveness of procedures and processes and as well as input to managers on their leadership effectiveness. This “upward feedback” has become increasingly common with the advent of 360 degree multi-rater assessments.

But there is a fundamental problem with all types of feedback: it focuses on a past, on what has already occurred—not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

The eleven reasons we are shifting to feedforward in our coaching follow:

1. We can change the future. We can’t change the past.
2. It can be more productive to help people be “right,” than prove they were “wrong.”
3. Feedforward is especially suited to successful people.
4. Feedforward can come from anyone who knows about the task.
5. People do not take feedforward as personally as feedback.
6. Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies.
7. Face it! Most of us hate getting negative feedback, and we don’t like to give it.
8. Feedforward can cover almost all of the same “material” as feedback.
9. Feedforward tends to be much faster and more efficient than feedback.
10.Feedforward can be a useful tool to apply with managers, peers and team members.
11. People tend to listen more attentively to feedforward than feedback.

The intent of this approach is not to imply that leaders should never give feedback or that performance appraisals should be abandoned. The intent is to show how feedforward can often be preferable to feedback in day-to-day interactions. Aside from its effectiveness and efficiency, feedforward can make life a lot more enjoyable. When managers are asked, “How did you feel the last time you received feedback?” their most common responses are very negative. When managers are asked how they felt after receiving feedforward, they reply that feedforward was not only useful, it was also fun!

Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together. By using feedforward—and by encouraging others to use it—leaders can dramatically improve the quality of communication in their organizations, ensuring that the right message is conveyed, and that those who receive it are receptive to its content. The result is a much more dynamic, much more open organization—one whose employees focus on the promise of the future rather than dwelling on the mistakes of the past. Adapted from Marshall Goldsmith.

Summary

"Everyone needs a coach." Eric Schmidt, former CEO of Google

My executive coaching client has put in a lot of hard work, and modeled a great deal of courage to enhance her emotional intelligence and be a leader worth following. Transformation of her EQ leadership capability takes time, but the results so far are stunning!

Are you working in an organization where executive coaches provide leadership development to help leaders improve their communication style? Does your organization provide executive coaching for leaders who need to learn how to inspire their people? Mindful leaders tap into their emotional intelligence and social intelligence skills to create a sustainable future.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders create trust-based and accountable cultures. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage  and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman

http://www.linkedin.com/in/maynardbrusman

http://www.youtube.com/user/maynardbrusman

 

                                                                    © 2013 Dr. Maynard Brusman, Working Resources

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