Archive For: Transformational Leadership
In my last post on the brain, I covered three important parts of our brain and the various roles they play in our responses to sensory input. In this post, I want to look at how perceived threats impact our behavior. I was coaching an executive who was having a problem with one of his ... Read More
There are more neurons in our brains than stars in the Milky Way, and nobody fully understands how our brains really work. Still, as the statistician George E. P. Box wrote, “all models are wrong, but some are useful.” So, over the next few blog posts I will provide a simplified model (taken from our ... Read More
I stared at the piece of paper in front of me, taken aback by how insightful and obvious my notes were. Learning as Leadership had organized a race and gender dialogue conference, and seven of the participants were gathered in a conference room: three African-Americans, three Caucasians and one bi-racial woman who was struggling mightily with ... Read More
In my last blog post, I discussed how discovering our unconscious drivers was key to getting rid of unwanted behaviors. In this post, I want to pick up where we left off and discuss another aspect of this, which is the degree to which our ego reinforces those behaviors. One of my clients has high ... Read More
One of my clients is your typical type A, fast-paced, multi-tasking Vice President. He can’t sit still, and his electronic devices are constantly invading his work and home life — and he knows it. He prides himself on being organized and efficient, is a Harvard graduate and a rising star in his company. He is ... Read More
When asked to step up to the next level and be more strategic, many managers worry because they often don’t know what that means, how to do it or what it looks like. They’re intimidated by an image in their minds of visionaries like Steve Jobs and Bill Gates and think, “Well, I’m not visionary ... Read More
Late one night last week, an executive whom I coach sent out an irate email. The following morning as he logged on to find a flurry of “reply all’s” flying around the corporate space in response, he came to regret his haste in hitting the send button. But the damage had already been done. He ... Read More
Typically when we think about time management we focus on the structural aspect of time - the practical and organizational implementation of how we manage our paperwork, files and to-dos. What we don’t often recognize is the impact of our unconscious behaviors and beliefs on our ability to be productive. Here are three behavioral aspects of time management that undermine even the best-intentioned time management structures.
Note: This post is the final in a four part series. In this final post of the series on emotional clarity as a pathway to self-discipline, we’ll examine how these tools can help leaders breakthrough the most common form of procrastination I see in US organizations: conflict avoidance.
In last week’s post, we examined the power of using the emotional clarity of contribution to move beyond our fears and find a higher purpose for taking action. This week, we explore the other tool for emotional clarity: learning goals.
In previous posts, I’ve been discussing my resistance to writing a book as an example of how emotional clarity can lead to discipline. This week, I’d like to offer up a different example to highlight the importance of learning goals: My role as CEO of LaL.