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A Brief History of Organizations: The Quest to Reinvent Work

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The way we work isn't working anymore.

Some experts blame traditional organizational hierarchies, incentives that fail to motivate, disengaged employees (two-thirds of the workforce), and a system that overcompensates management while undervaluing frontline workers.

New ways of working have already evolved, explains corporate coach Frederic Laloux in Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. He poses an important question:

Can we create organizations free of politics, bureaucracy and infighting; free of stress and burnout; free of resignation, resentment, and apathy; and free of the posturing at the top and the drudgery at the bottom?

Some say we’re on the verge of a shift in the way we organize and manage people who must work together. Others aren’t so sure. Is it really possible to reinvent organizations? Can we devise a new model that makes work more productive—and, even more importantly—truly fulfilling and meaningful?

In the course of history, humankind has repeatedly reinvented how people come together to get work done, each time creating a new, vastly superior organizational model. What’s more, this historical perspective hints at a new organizational design that may be just around the corner, waiting to emerge.

Organizations’ Evolving Stages

A review of the major stages in the development of human consciousness and organizations reveals how we can potentially reinvent work to be more productive and meaningful.

Many scientists and historians have categorized how we organize to get things done, but naming the stages is always a struggle. It’s challenging to use a single adjective to capture the complex reality of any organizational model.

One way to understand and clarify developmental stages is to assign descriptive names and colors, which vary according to experts. Laloux uses names and colors suggested by Ken Wilber, Integral Theory, Spiral Dynamics and others.

Early Tribal Organizations

Reactive-Infrared Paradigm: This paradigm addresses humanity’s earliest developmental stage, spanning 100,000 to 50,000 BC. Humans lived in small bands of family kinships.

These bands typically numbered just a few dozen people who foraged to survive. There was no division of labor, so there was nothing resembling an organizational model. There was no hierarchy, chief or leadership. There were usually high rates of violence and murder.

Magic-Magenta Paradigm: Around 15,000 years ago, humanity started to shift into tribes of up to a few hundred people, representing a major improvement in members’ ability to handle complexity. Tribes sought comfort in ritualistic behaviors, following an elder or shaman with strong beliefs in spirits and magic.

Early Organization of Labor

Impulsive-Red Paradigm: Around 10,000 years ago, chiefdoms and proto-empires evolved as the first forms of organizational life. Thinking was shaped by a black-and-white worldview: strong vs. weak, us vs. them.

Role differentiation and divisions of labor existed, with a chief, foot soldiers and sometimes slaves. Some present-day organizations still operate with this model: prisons, crime cartels, countries at war or civil-war states. Gangs and inner-city neighborhoods may organize using the Red Paradigm.

A Red Organization’s defining characteristic is the chief’s use of overwhelming power to remain in position. There’s no formal hierarchy and no job titles, so this organizational model doesn’t scale well. Fear and submission keep the structure intact.

Conformist-Amber Paradigm: Every paradigm shift opens up new capabilities and emerging ways for groups to get things done. Around 4000 BC, more sophisticated societies emerged in Mesopotamia. Humankind leaped from a tribal world subsisting on horticulture to the age of agriculture, states and civilizations, institutions, bureaucracies and organized religions.

A new class of rulers, administrators, warriors and craftsmen emerged. To feel safe in the world, members of the Amber Paradigm sought order, stability and predictability, creating control through institutions and bureaucracies. Societal roles and rules were well defined.

Most people today operate from this paradigm. They grasp cause-and-effect relationships and linear time, and they can project into the future. These capabilities foster self-discipline and foresight in planning.

Amber Organizations: With the Amber level of consciousness, organizations evolved because of two breakthrough ideas:

1.     Medium- and long-term planning

2.     Stable and scalable structures

These breakthroughs led to unprecedented innovation: irrigation systems, pyramids, the Great Wall of China, trading posts, merchant shipping and the Catholic Church.

The first large corporations of the Industrial Revolution were run on this paradigm. Amber Organizations are still very present today: government agencies, public schools, religious institutions and the military.

Today’s Organizations

Achievement-Orange Paradigm: As consciousness evolves, people can handle greater complexity. They move beyond absolute right-or-wrong reasoning, weighing relevant variables. Effectiveness replaces morals as the decision-making yardstick.

Orange thinking emerged with the Age of Enlightenment and the Industrial Revolution. It was adopted by most Western societies after the Second World War. Orange is the dominating worldview of most modern businesses and political leaders.

Orange thinking has spurred scientific investigation, innovation and entrepreneurship, bringing unprecedented prosperity in just two centuries. Yet, every paradigm has its dark side.

Driven by materialism and individual egos, the Achievement-Orange Paradigm has also yielded corporate greed, short-term thinking, overconsumption, and reckless exploitation of resources and ecosystems.

Orange Organizations: The global corporation is the embodiment of this paradigm. Orange organizations have achieved more than any of their brethren, primarily through three breakthroughs:

1.     Innovation

2.     Accountability

3.     Meritocracy

Orange organizations are process- and project-driven, retaining the pyramid as their basic structure, but with project groups, teams and cross-functional initiatives that enable faster innovation.

They aim to predict and control, inventing tactics like management by objectives, key performance indicators, strategic planning, budget cycles and scoreboards to track progress. The reigning metaphor is the machine; people are resources managed with incentives.

With meritocracy, in principle, anyone can move up the ladder. Individual success is highly valued. Leadership is goal-oriented, focused on solving tangible problems, putting tasks over relationships. Dispassionate rationality is favored over emotions.

A downside of the Orange paradigm is “innovation gone mad,” or growth pursued for growth’s sake. When the bottom line is all that counts, collective greed may triumph.

When there’s a lack of shared values and purpose—when success is driven year after year by numbers and targets, milestones and deadlines—people may end up bereft of meaning and fulfillment.

Achievement-Orange is clearly the dominant paradigm of today’s corporations, but not all organizations are satisfied with the bottom line as their sole focus.

Pluralistic-Green Paradigm: The Pluralistic-Green worldview attempts to fill the void of individual success by being sensitive to everyone’s feelings. In the Green stage, the emphasis is on social equality and community. All people deserve respect, fairness and harmony through cooperation and consensus.

The Green Paradigm brought about the abolition of slavery and equality for women and minorities in the late 18th and 19th centuries, and it continues to make inroads today. While Orange is predominant in business and politics, Green largely prevails in postmodern academic thinking, nonprofits and community activism.

Green Organizations: Green strives for bottom-up processes, gathering input from all levels to achieve consensus. The Green perspective is uneasy with power and hierarchy. But consensus among large groups of people is inherently difficult.

Green Organizations have contributed three breakthroughs:

1.     Empowerment: Although they retain the pyramidal hierarchical structure, Green leaders push a majority of decisions down to frontline workers. Top and middle managers share power.

2.     Shared Values and Purpose: Research shows that values-driven organizations can outperform others by wide margins.

3.     Multiple-Stakeholder Perspective: While Orange companies strive to increase shareholder value, Green looks to benefit all stakeholders: employees, customers, suppliers, communities and the environment.

If Orange businesses use a machine metaphor, the metaphor for Green is the family. Examples of Green organizations include Southwest Airlines, Zappos and Ben & Jerry’s.

Teal: The Newest Stage of Organizations

The next stage of human consciousness corresponds to Maslow's self-actualizing level and has been variously labeled “authentic,” “integral” or “Evolutionary-Teal.” People transitioning to Teal deal with the world in more complex and refined ways. For example:

·      The shift to Conformist-Amber happens when Impulsive-Red internalizes rules that allow them to disidentify from impulsively satisfying their needs.

·      The shift to Achievement-Orange happens when Amber disidentifies from group norms.

·      The shift to Evolutionary-Teal happens when we learn to disidentify from our own ego.

When we minimize the need to control, to look good, to be right and to fit in, we are no longer fused with ego. We refuse to let fears reflexively control our lives. We listen for wisdom in others and to the deeper parts of ourselves.

The fears of the ego are replaced by a capacity to trust the abundance of life. With this belief, if something unexpected happens or if we make mistakes, we are confident things will turn out all right. (And when they don’t, we believe life will give us an opportunity to learn and grow.)

·      In Impulsive-Red, a good decision is the one that gets me what I want.

·      In Conformist-Amber, decisions conform to rules and social norms.

·      In Achievement-Orange, decision yardsticks are effectiveness and success.

·      In Pluralistic-Green, decisions are judged by the criteria of belonging and harmony.

In Evolutionary-Teal, we are concerned with inner rightness: Does this decision seem right? Am I of service to the world? Does my decision resonate with my deep inner convictions?

In Teal, we do not pursue recognition, success, wealth and belonging to live a good life; we pursue a life well lived. Our ultimate goals are reimagined:

·      To become the truest expression of ourselves

·      To live into authentic selfhood

·       To honor our gifts and calling

·       To be of service to humanity

Leaders of Teal Organizations

What happens when leaders run an organization from the Teal Paradigm?

The higher they climb on the developmental ladder, the more effectively they’ll lead others, according to several researchers.

William Torbert has established that a CEO’s developmental stage significantly determines the success of large-scale corporate transformation programs. Leaders who operate from Evolutionary-Teal were by far the most successful Clare Graves came to a similar conclusion in his research.

The more complex our worldview and cognition, the more effectively we can deal with problems. In Teal Organizations, some of today’s common corporate ills disappear. But many questions arise:

·      When trust replaces fear, does a hierarchical pyramid provide the best structure?

·      Are all the rules, policies, detailed budgets, targets and processes that give leaders control still necessary or effective?

·      Are there simpler, more efficient ways to run organizations?

To answer such questions, Laloux researched a dozen pioneer companies that operate on Teal principles. Next month’s article will explore their structures, practices and cultures.

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 2.0, Hogan Lead, 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 and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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, and more stress resiliency 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: 

Priority Skills for the Future

Category: 

The Towers Watson consulting firm and Oxford Economics research firm asked employers which skills they’ll need most over the next five years. Employers' top priorities include:

·  Relationship-building

·  Teaming

·  Co-creativity and brainstorming

·  Cultural sensitivity and diversity management

These are right-brain social skills. It’s important to note that survey respondents did not cite business acumen, analysis or other left-brain thinking skills.

Other research supports this finding. The McKinsey Global Institute reveals that “interaction jobs” were “the fastest-growing category of employment in advanced economies” between 2001 and 2009. More specifically:

·  Transaction jobs (bank teller, checkout clerk) decreased by 700,000 in the United States.

·  Production jobs decreased by 2.7 million.

·  Doctors, teachers and other highly interactive jobs increased by 4.8 million.

Historically, the most skilled and educated U.S. workers were assured the high-salaried jobs. But researchers at the University of British Columbia and York University found a decline in demand in 2000—one that has steadily dipped over the last 15 years.

Inflation-adjusted wages for U.S. college graduates have stagnated. We cannot suggest that education is no longer valued, but it’s obviously no longer enough to guarantee success.

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 2.0, Hogan Lead, 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 Resourcesis a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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.  Mindfulleadership 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, and more stress resiliency 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: 

Mindful Leaders Cultivate an Attitude of Gratitude

Category: 

Gratitude unlocks the fullness of life. It turns what we have into enough, and more. It turns denial into acceptance, chaos to order, and confusion to clarity. It can turn a meal into a feast, a house into a home, a stranger into a friend. Gratitude makes sense of our past, brings peace for today, and creates a vision for tomorrow. - Melody Beattie

Happiness and Success

The key to happiness and success in life and work is to be thankful for the gifts you have received. You live in the present moment, tap into positive energy, and generate optimism about future possibilities.

It starts with being grateful, and developing a prosperity mindset. Abundance will flow into your life and work when gratitude flows from your heart. You will experience more joy, love, peace, and happiness.

Appreciating others and saying thank you is good for your health and peace of mind. A large body of research on positive psychology and happiness suggests that developing an attitude of gratitude can improve psychological, emotional, spiritual and physical well-being.

Recent research indicates that people who frequently feel grateful have increased energy, more optimism, increased social connections and more happiness than those that do not. Grateful people are less likely to be anxious, depressed, self-absorbed and greedy or suffer from substance abuse. They are economically better off, sleep better, exercise more regularly, and are more resilient.

The research is part of the “positive psychology” movement, which focuses on strengths. Cultivating gratitude is a mindfulness practice that broadens and builds the capacity for happiness.

As simple as it sounds, gratitude is actually a complex emotion that requires self-reflection, humility and empathy for others. Being grateful requires a shift in mind-set from negativity and blaming others focusing on problems, annoyances or perceived injustices to appreciating and giving credit to others.

Gratitude is essentially being aware of and thankful for the good things in our lives. We consider the things for which we are grateful; we count our “blessings.”

Psychological research indicates that the experience of gratitude makes us happy, and that the regular experience of gratitude can actually enable us to elevate our typical level of happiness in a sustained way. It takes regular practice to become a healthy habit.

Imagine quieting your mind being fully present, and intentionally focusing on the things in your life for which you are grateful. These might include significant relationships, your own achievements, or the contributions others have made in helping you accomplish your goals including small kindnesses from loved ones.

Notice how the experience of sitting quietly for a moment without the intrusion of your smart phone or obsessively checking e-mail can help shift your attention to what truly matters. How much more energized do you feel?

Gratitude increases well-being because it promotes the savoring of positive experiences. When we contemplate our “blessings” we squeeze the most out of these experiences.

We stop taking things for granted and notice small things with a sense of wonder and appreciation. Gratitude allows us to get the most from the good things in our lives.

One of the most mindful questions you can ask yourself is “Do I regularly express gratitude, and say thank you?” Develop the positive habit of expressing gratitude and thrive.

Emotionally intelligent and mindful organizations provide executive coaching and leadership developement for collaborative leaders who create conscious businesses.

Are you working in a professional services firm or other organization where executive coaches provide leadership development for senior leaders? Does your organization provide executive coaching to help leaders develop a more sustainable business? Expressing gratitude and appreciation helps enlightened leaders tap into their emotional intelligence and social intelligence skills to fully engage employees.

One of the most powerful questions you can ask yourself is “Do I regularly express gratitude and say thank you?” Emotionally intelligent and socially intelligent organizations provide executive coaching for collaborative leaders who create sustainable businesses.

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 a happy and prosperous business where everyone is fully engaged. 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, Working Resources

Consulting Psychologist and Executive Coach

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.  Mindfulleadership 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

 

 

 

 

 

 

 

 

 

 

 

 

 

Categories: 

The Critical Need for Teams

Category: 

 

Human interactions rule our lives. In a world where technological advances increasingly provide solutions and perform jobs, our social skills can increase or diminish our value.

But most of us—professionals, employees and managers alike—undervalue our social skills. This is not an option in an era of dwindling job opportunities.

Success hinges on how well we can work in groups. CEOs recognize that teams are more productive, creative and valuable than individual workers—as long as team members work cohesively.

There’s a growing demand for relationship workers: people who are socially astute, no matter the field. As neuroscientist Michael S. Gazzaniga aptly states:

“Natural selection mandated us to be in groups in order to survive...that is how we are built. Without our alliances and coalitions we die. It was true...for early humans. It is still true for us.”

Most of us assume our jobs cannot be taken over by a computer, but history and technological advances prove us wrong. There are few skills computers cannot eventually acquire. Computing power doubles every two years, so more tasks can—and will—be handled by sophisticated algorithms, notes Fortune Magazine Senior Editor Geoff Colvin in Humans Are Underrated: What High Achievers Know That Brilliant Machines Never Will (Portfolio, 2015).

The Critical Need for Teams

CEOs are turning to teams to solve increasingly intricate problems. The most effective groups include people with strong social skills.

Wanting to work with other people is one of the healthier aspects of human nature. We rely on human interactions to:

·      Tell our stories and hear others’ stories

·      Brainstorm new ideas and create new products/services

·      Share our feelings and learn to appreciate other points of view

·      Connect on a deeply human level through our physical senses

·      Form coalitions and alliances

·      Negotiate agreements

Even if a computer spits out the right words and makes the right decisions, we want to follow human leaders. We need to look into someone’s eyes.

What We Don't Want Computers to Do

We must first identify the skills we want other humans to perform, regardless of a computer’s prowess. Most of these tasks involve projects or areas for which people are held accountable.

For example, computers have shown they’re superior to juries when evaluating criminal evidence. But there’s a social necessity for humans to be accountable for life-and-death decisions.

Humans are also critical to organizational life because priorities continually shift. It takes a human touch to redefine problems and goals.

Priority Skills for the Future

The Towers Watson consulting firm and Oxford Economics research firm asked employers which skills they’ll need most over the next five years. Employers' top priorities include:

·      Relationship-building

·      Teaming

·      Co-creativity and brainstorming

·      Cultural sensitivity and diversity management

These are right-brain social skills. It’s important to note that survey respondents did not cite business acumen, analysis or other left-brain thinking skills.

Those who will be hired, retained and capable of flourishing in almost all professions are the ones skilled at forming emotional bonds, persuading others and making judgments.

How Technology Is Changing Us

We tend to over-rely on tech tools to communicate quickly and efficiently. We text or email instead of calling or meeting face-to-face. This does, indeed, save time, but it’s impossible for us to pick up on nonverbal cues.

If you cannot face another person, you’re deprived of noticing facial expressions, as well as subtle shifts in vocal tone, eye movement, posture, physical distance and other social signals. Spotting these cues quickly is crucial to responding appropriately.

In one social experiment, scientists gathered a group of sixth-graders in a camp for five days, without any screen access: no computers, tablets, cellphones, music players, games or TV. They wanted to measure the children’s ability to recognize nonverbal emotional cues in others. After five days of solely face-to-face interaction, the students had become far more emotionally insightful.

American adults (ages 16 to 45) with access to at least two devices report 7.5 hours of screen time daily. Indonesians spend 9 hours a day and Filipinos just a few minutes less, so this is not an affluence-related phenomenon. Imagine what this does to our social sensitivity.

Nothing Beats Face-to-Face Contact

With digital communication, the quality of real human connection is weak. When two people talk face-to-face, their brains synchronize. This doesn’t happen when they're back-to-back, so our faces are vital communication tools. Video communication provides only weak synchronization.

Reading one another and conversational turn-taking determine how well a group performs a wide range of tasks. Teams that have met face-to-face at least once can thereafter work well virtually. Greater challenges occur with teams who have never met in person.

Our Most Crucial Human Skill

Empathy is the foundation for sociability. At its core, it’s the ability to discern what another person is thinking and feeling, as well as respond appropriately.

Employing highly empathic workers has numerous advantages, including better customer relations, team cohesiveness and a more positive working environment. Research confirms:

·      Empathic salespeople and negotiators are more successful.

·      Waiters who display empathy earn nearly 20 percent more in tips.

·      Debt collectors with empathy skills recover twice as much money.

·      Empathic doctors make more accurate diagnoses and fewer errors, incur lower costs and are sued less.

Each of us can learn to recognize the social signals we produce and perceive. We have innate empathic skills, but they weaken if we don't use them.

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 2.0, Hogan Lead, 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 and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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, and more stress resiliency 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: 

The Human Factor: A New Era of Relationships

Category: 

 

Human interactions rule our lives. Our social nature may be even more valuable than we realize. In a world where technological advances increasingly provide solutions and perform jobs, our social skills can increase or diminish our value.

But most of us—professionals, employees and managers alike—undervalue our social skills. This is not an option in an era of dwindling job opportunities.

“When people in an organization develop a shared and intuitive vibe for what’s going on in the world, they’re able to see new opportunities faster than their competitors, long before that information becomes explicit enough to read about in the Wall Street Journal. They have the courage of their convictions to take a risk on something new.” –Dev Patnaik, Wired to Care: How Companies Prosper When They Create Widespread Empathy (FT Press, 2009)

The term “Information Age” insufficiently captures our future professional landscape. We face unprecedented data streams, vast knowledge networks and unknown problems.

Success hinges on how well we can work in groups. CEOs recognize that teams are more productive, creative and valuable than individual workers—as long as team members work cohesively, using their finely honed social intelligence.

There’s a growing demand for relationship workers: people who are socially astute, no matter the field. As neuroscientist Michael S. Gazzaniga aptly states:

“Natural selection mandated us to be in groups in order to survive...that is how we are built. Without our alliances and coalitions we die. It was true...for early humans. It is still true for us.”

Most of us assume our jobs cannot be taken over by a computer, but history and technological advances prove us wrong. There are few skills computers cannot eventually acquire. Computing power doubles every two years, so more tasks can—and will—be handled by sophisticated algorithms, notes Fortune Magazine Senior Editor Geoff Colvin in Humans Are Underrated: What High Achievers Know That Brilliant Machines Never Will (Portfolio, 2015).

The Critical Need for Teams

Ample evidence demonstrates that we require flexibility, agility and diverse perspectives to understand and manage organizational complexities. CEOs are turning to teams to solve increasingly intricate problems.

The most effective groups include people with strong social skills. Wanting to work with other people is one of the healthier aspects of human nature. We rely on human interactions to:

·      Tell our stories and hear others’ stories

·      Brainstorm new ideas and create new products/services

·      Share our feelings and learn to appreciate other points of view

·      Connect on a deeply human level through our physical senses

·      Form coalitions and alliances

·      Negotiate agreements

Even if a computer spits out the right words and makes the right decisions, we want to follow human leaders. We need to look into someone’s eyes.

What We Don't Want Computers to Do

We must first identify the skills we want other humans to perform, regardless of a computer’s prowess. Most of these tasks involve projects or areas for which people are held accountable.

For example, computers have shown they’re superior to juries when evaluating criminal evidence. But there’s a social necessity for humans to be accountable for life-and-death decisions.

Humans are also critical to organizational life because priorities continually shift. It takes a human touch to redefine problems and goals. We must address the needs of numerous stakeholders, including customers, employees and the public—issues that people must work out for themselves.

Priority Skills for the Future

The Towers Watson consulting firm and Oxford Economics research firm asked employers which skills they’ll need most over the next five years. Employers' top priorities include:

·      Relationship-building

·      Teaming

·      Co-creativity and brainstorming

·      Cultural sensitivity and diversity management

These are right-brain social skills. It’s important to note that survey respondents did not cite business acumen, analysis or other left-brain thinking skills.

Other research supports this finding. The McKinsey Global Institute reveals that “interaction jobs” were “the fastest-growing category of employment in advanced economies” between 2001 and 2009. More specifically:

·      Transaction jobs (bank teller, checkout clerk) decreased by 700,000 in the United States.

·      Production jobs decreased by 2.7 million.

·      Doctors, teachers and other highly interactive jobs increased by 4.8 million.

Historically, the most skilled and educated U.S. workers were assured the high-salaried jobs. But researchers at the University of British Columbia and York University found a decline in demand in 2000—one that has steadily dipped over the last 15 years.

Inflation-adjusted wages for U.S. college graduates have stagnated. We cannot suggest that education is no longer valued, but it’s obviously no longer enough to guarantee success.

The New Relationship Era

The key to differentiation in all fields—from engineering to law, from management to medicine—lies in our ability to socially interact with others. Those who will be hired, retained and capable of flourishing in almost all professions are the ones skilled at forming emotional bonds, persuading others and making judgments.

In the late 1950s, management expert Peter Drucker coined the term “knowledge worker” to describe valued skills in an increasingly information-based economy. More than 50 years later,  our most valuable people can be dubbed “relationship workers.”

No matter your job or field, you must excel at being a person. Unfortunately, a focus on technology and skills acquisition has caused many of our interpersonal abilities to atrophy.

How Technology Is Changing Us

We tend to over-rely on tech tools to communicate quickly and efficiently. We text or email instead of calling or meeting face-to-face. This does, indeed, save time, but it’s impossible for us to pick up on nonverbal cues—a critical component of building relationships.

If you cannot face another person, you’re deprived of noticing facial expressions, as well as subtle shifts in vocal tone, eye movement, posture, physical distance and other social signals. Spotting these cues quickly is crucial to responding appropriately.

In one social experiment, scientists gathered a group of sixth-graders in a camp for five days, without any screen access: no computers, tablets, cellphones, music players, games or TV. They wanted to measure the children’s ability to recognize nonverbal emotional cues in others. After five days of solely face-to-face interaction, the students had become far more emotionally insightful.

American adults (ages 16 to 45) with access to at least two devices report 7.5 hours of screen time daily. Indonesians spend 9 hours a day and Filipinos just a few minutes less, so this is not an affluence-related phenomenon. Imagine what this does to our social sensitivity.

Nothing Beats Face-to-Face Contact

With digital communication, the quality of real human connection is weak. When two people talk face-to-face, their brains synchronize. This doesn’t happen when they're back-to-back, so our faces are vital communication tools. Video communication provides only weak synchronization.

Reading one another and conversational turn-taking determine how well a group performs a wide range of tasks. The personal connection helps us become smarter and more capable. Teams that have met face-to-face at least once can thereafter work well virtually. Greater communication challenges occur with those who have never met in person.

When people get together, they naturally try to learn about each other and understand what others are thinking. Face-to-face conversations are an intense, fully engaging experience that builds overall mental abilities.

Our Most Crucial Human Skill

Empathy is the foundation for sociability. At its core, it’s the ability to discern what another person is thinking and feeling, as well as respond appropriately.

Mirror neurons in the brain help us detect another person's state. Some of us are more skilled at choosing an effective response.

Employing highly empathic workers has numerous advantages, including better customer relations, team cohesiveness and a more positive working environment. Research confirms:

·      Empathic salespeople and negotiators are more successful.

·      Waiters who display empathy earn nearly 20 percent more in tips.

·      Debt collectors with empathy skills recover twice as much money.

·      Empathic doctors make more accurate diagnoses and fewer errors, incur lower costs and are sued less.

Measuring Sociability in Teams

Team interaction is so powerful that any increase improves group performance. Colvin offers a telling case study in Humans Are Underrated:

In a Bank of America call center of 3,000 employees, productivity vastly improved simply by changing the schedule of break times so that workers on the same teams spent more time together socially. When the bank aligned team breaks, productivity rose and turnover fell. Performance improved as workers had more time to interact with each other. The bank estimated a savings of $15 million a year.

Scientists are using new technologies to measure social interaction in organizations. Professor Alex Pentland’s Human Dynamics Lab at MIT invented a sociometric badge, worn on people’s clothing, that measures tone of voice, whether people face one another while talking, gesture frequency, and the ratio of talking/listening/interrupting. A sociometer doesn’t record the words people say, as they are irrelevant measures of social signals and interactions.

Organizations that use sociometers assert that social sensitivity in the workplace outweighs all other factors contributing to team effectiveness.

Social Signals

Our extraordinary ability to sense others’ feelings and thoughts relies on seeing faces, reading body language and assessing vocal tone. None of these abilities can be employed when we’re texting or using social media. There is some evidence that shows the next generation, known for its unprecedented dependence on technology, is showing lower empathy skills.

Each of us can learn to recognize the social signals we produce and perceive. We have innate empathic skills, but they weaken if we don't use them.

CEOs often seem overly concerned with performance and bottom-line results in a rapidly changing, uncertain and disruptive marketplace. Long-term viability will require them to value empathy and human interactions. People cannot perform well without developing rapport and trust, talking about fears and emotions, and confronting colleagues without destroying partnerships.

Relationship-focused success expands capacity and potential, and empathy is a business skill that actually grows when practiced and shared,” notes Cleary University President Jayson M. Boyers in a 2013 Forbes article. “Although it may be unlike any practice you have ever used within your business, empathy in the workplace creates and encourages sharing ideas free from the fear of ridicule. If we are to keep our businesses relevant and our consumers happy, we must embrace empathy and let it be the force that drives us forward.”

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 2.0, Hogan Lead, 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 and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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, and more stress resiliency 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: 

TIME IS RUNNING OUT

Category: 

Business man pointing the text: Millennials

If you’ve studied or better yet worked with any millennials in your organization, no doubt you’ve found their needs from a workplace to be different then previous generations. This isn’t to say that specifically what they want from their job is different than any other generation, however they are definitely more apt to be vocal and take action to achieve their needs.

How is it then that our organizations today, in their current structure can satisfy the needs of millennials? More specifically, how can we create an environment that provides flexibility in role and functions? How can we shift decision-making power from existing leadership structures to employee teams? Moreover, how can we make these kinds of significant shifts in an organizational that is fundamentally built around a management hierarchy that was originally derived from the military?

I doubt you disagree with any of my points above, but here’s the kicker. Time is running out. Millennials today are nearly 26% of the North American workforce (Baby boomers by comparison at 29% and dropping rapidly) growing to 40% of the workforce by the year 2020. That’s only five years away.

What we have are two questions. First, how can we make significant enough changes that satisfy millennials while not displacing other generations, and secondly what is the fastest route to achieve this outcome?

The answer is empowerment – shifting decision-making power from front line leaders to employees operating in teams where roles are dynamic and based on areas of accountability rather than specific points of responsibility. Making these shifts are not as difficult as you might think, and begin with changing how our front line leaders and managers interact with their employees. Changing perspectives on how decisions should be made, how meetings should be facilitated and how roles need to be dynamic are the fastest and most effective ways to start making these shifts now.

 

Built on the premise of my book Operational Empowerment, on January 18th I’ll be launching the Empowered Leader video series, an annual subscription that will provide the concepts, tools and training necessary to shift how your front line leaders interact with their teams. Watch for further information on this video series next week.

Categories: 

Decision Making for True Happiness

Category: 

 

I coach purpose-driven leaders to develop their emotional intelligence building trust in a culture of full engagement.

Decision Making for True Happiness

 “Happiness must be beyond, or the fire will not burn as brightly as it might--the urge will not be great enough to make a great success.” -- Theodore Dreiser

Marshall Goldsmith, world–renowned executive coach and executive development expert begins his coaching meetings with six ‘active questions’ that have been proven (in his research involving over 1,700 people) to lead to higher satisfaction with life. You will note that each question begins with, “Did I do my best to…”

Did I do my best to:

  1. Be happy?
  2. Find meaning?
  3. Build positive relationships?
  4. Be fully engaged?
  5. Set clear goal?
  6. Make progress toward goal achievement?

The good thing about beginning these questions with “Did I do my best to…” is that it is very difficult to blame someone else for my failure. No one can be responsible for “Did I do my best to…” but me!

“In terms of the happiness question, my philosophy of life is simple: Be happy now. I have a great life—wonderful wife and kids, good health, don’t have to work, love my job and don’t have a boss. If I weren’t happy today, someone screwed up—that would be me!” – Marshall Goldsmith, Triggers

At the end of last year (2014) two authors, Beshears & Gino published a fascinating article in the Harvard Business Review titled "Identifying the Biases Behind Your Bad Decisions". The intent wasn't really to address issues of happiness, in fact it was more focused on organizational effectiveness, but I believe the findings are very relevant to any and all of us wanting to live our best lives.

Here's a sample...

By now the message from decades of decision-making research and recent popular books such as Daniel Kahneman’s Thinking, Fast and Slow should be clear: The irrational manner in which the human brain often works influences people’s decisions in ways that they and others around them fail to anticipate. The resulting errors prevent us from making sound business and personal decisions, even when we’ve accumulated abundant work experience and knowledge.

The authors go on to discuss how being aware of our decision making biases can help us understand what we need to do to begin to make better decisions. 

Some argue that happiness is our natural state and the reason some of us don't enjoy as much of it as we could is because we do things that jeopardize it; for others, happiness is something we create through our daily actions and decisions. I believe it's probably a bit of both (and a few other things) but that either way, many of us make many bad decisions in our daily lives that don't do us or our mood any favors. So today we focus on decision-making and especially, how to make fewer bad decisions...

As noted above, research from a number of sources indicates that biases in our thinking affect our decision- making; which in turn can affect how much happiness and success we enjoy. Try the following tips, then, to become more aware of and to remedy these unhelpful beliefs and attitudes...

•    Learn to become more aware of your thoughts, attitudes and beliefs. You can achieve this simply by pausing at regular times through the day to write down whatever's going through your mind

•    Begin to assess the validity of these beliefs; remember that just because you think something doesn't mean it's true (or helpful) 

•    Review this list of common "thinking mistakes"(HERE) and be on the look out for any of these unhelpful thoughts

•    Practice questioning your thinking and assumptionsthe way you might question or debate someone else during a healthy discussion

The ultimate goal here is not necessarily "positive thinking" but more so, thoughts that are constructive, helpful and as realistic as possible. Achieving this will significantly boost your chances of enjoying happiness & success! 

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 elevatingenergy 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 2.0, Hogan Lead, 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.

...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.  Mindfulleadership 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, Forbes, 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 and more stress resiliency 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

 

 

 

 

 

The Business Case for Engagement

Category: 

The statistics on workforce engagement are shocking. This is an even worse scenario than the old joke in which a manager is asked how many people work in his company and he responds, “About half of them.”

According to research, only 29 percent of employees are motivated and energized. What, then, is happening to the other two-thirds of the people working in organizations?

Deloitte's Global Human Capital Trends 2015 reported that 3,300 global leaders in 106 countries said their #1 priority in 2015 was employee engagement; and 87% of top business leaders rated the lack of employee engagement a top issue.  Still need convincing?

The news isn't all bad.  Engagement levels have risen 2% points between since 2011 and 66% of HR professionals reported they are updating their engagement strategies for 2015. 

 

What is causing all these people to lose their enthusiasm and commitment?Almost everyone joins an organization with engagement.  What is it that extinguishes that initial engagement after the first few years of working in an organization? Here are some possible causes:

  • Little or no feedback or guidance from those in charge
  • Lack of opportunity to discuss problems
  • Lack of opportunity to provide ideas and input
  • Lack of resources to solve problems or to do a job well
  • Little or no reward or recognition
  • Little opportunity to develop one’s potential
  • Pressure to perform and achieve more with less
  • Lack of opportunity to interact socially
  • Interpersonal conflicts left unresolved
  • Little joy or humor except for office gossip and cynicism
  • Stress in balancing work and home responsibilities, leading to energy depletion

The Gallup Management Journal’s semi-annual Employee Engagement Index puts the current percentage of truly “engaged” employees at 29 percent. A majority of workers, 54 percent, fall into the “not engaged” category, while 17 percent are “actively disengaged.”

Here is how the Gallup Organization further defines these three types of employees:

  1. (29%) Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.
  1. (54%) Not-engaged employees are essentially “checked out.” They’re sleepwalking through their workday, putting in time—but not energy or passion—for  their work.
  1. (17%) Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

Employees who are not engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.

The way to get people to become a part of an organization is through relationships. Employees who feel disconnected emotionally from their coworkers and supervisor do not feel committed to their work. They hang back and do the minimum because they don’t believe anyone cares. These employees "lower the bar" for themselves by doing the least amount of work necessary.

Managers need to demonstrate a sense of really caring about employees and what’s important to them. Managers can help employees refocus on the demands of their roles and on the skills, knowledge, and talents they bring to their jobs. The manager who takes the time to have a dialogue about an employee’s strengths, and how these can make a difference forges essential ties and connections that lead to employee commitment.

Reflection Questions

 

Are you an emotionally intelligent and mindful leader who has regular coaching conversations with employees? Do you lead with warmth and competence demonstrating that you truly care about each individual tapping into their intrinsic motivation?

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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

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.  Mindfulleadership 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

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Sound Intuitive Decisions - Know and Check Yourself

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Self-checking and feedback are crucial for sound intuitive decisions, so some organizations have made these processes part of the culture in their executive suites. Intuitive thinkers admit their instincts are often plain wrong. They understand that human nature can cloud decision-making. For example:

·   We will often take unnecessary risks to recover a loss (the classic gambler’s syndrome).

·   We tend to see patterns where none exist—a phenomenon that statisticians call “over-fitting the data.”

·   We tend to be revisionists. We frequently remember when we didn’t trust our gut and should have, while conveniently forgetting when we were fortunate to have ignored our instincts.

·   We set up a self-fulfilling prophecy. When we hire or promote someone, for instance, we consciously or subconsciously expend extra effort to ensure the person’s success, obscuring whether our choice was actually a good one.

Decisions are fluid, and leaders know when to change them. We enjoy the greatest power of intuitive decision-making (coupled with continual feedback) when we hone the process into an effective management style for quick action.

Practice and feedback are the secrets to developing skilled intuition. Work on noticing situations, recognizing patterns and discerning best possible actions. You’ll eventually enjoy the rewards of sound intuitive-thinking skills.

If you struggle with this aspect of leadership, consider seeking help from a trusted mentor or executive coach.

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, Hogan 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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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

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: 

Disrobing Intuition

Category: 

Disrobing Intuition

“The real challenge is not whether to trust intuition, but how to strengthen it to make it more trustworthy.”~ Gary Klein, PhD, The Power of Intuition: How to Use Your Gut to Make Better Decisions at Work(Crown Business, 2004)

While some enjoy promoting its seemingly magical qualities, intuition isn’t some mysterious gift or touchy-feely psychic ability.  There’s science behind it, which means you can learn how to leverage your intuition for optimum results. We need to treat intuition as a strength that can be acquired and expanded by building—and making better use of—a rich experience base.

Intuition improves as we learn to process and fully understand the situations we face. The more experiences we have, the stronger our intuition becomes. Repetition (practice) sets the stage for competency. Intuitive decision-making improves when we acquire more patterns, recognize how they play out and develop a larger repertoire of strategies.

You cannot improve intuition with experience alone. You must continually challenge yourself to make tough appraisals and learn from the consequences. Intuitive leaders rely on keen observation, pattern recognition and mental models.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

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

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

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

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.  Mindfulleadership 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

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