Wednesday 18 August 2021
I hear from more than one client lately that they find it very difficult to talk about their mental health at work. I read the following:
Tuesday 27 July 2021
My client knows that she irritates others with her procratination. She wants an insight in this habit. We analyzed to see if her perfectionism created a loop. Because she has a fear of being unable to complete a task perfectly, she puts it off as long as possible. Her assumptions and convictions:
Wednesday 07 April 2021
My client was a Stay-at-Home mom for 7 years. She doubted if she could go back into the job market, working at the same level as she did when she left it. Her doubts were mostly based on assumptions and not based on reality checks.
Tuesday 16 February 2021
During an online training last week I heard Young Professionals tell me over and over how difficult it is for them to give and to receive feedback. Research shows that not getting feedback is very often why people leave the job. They say the following:
Saturday 16 January 2021
As a coach, I believe, it is through questions that we develop. Especially leaders, when you find yourselves in the midst of crisis and uncertainty, you should ask powerful and inspiring questions. Eventhough you might think that people look to you for answers!
Asking questions well can put you on the path to solving intractable problems and will also help you connect with your team and, counterintuitively, to earn their trust. Those questions should be big in scope: What new opportunities have emerged that we don’t want to miss? How might we use new technologies to change our business model? And you should involve others in answering those questions —employees, stakeholders, and even customers. Doing so can not only help you generate better answers, it can also help you to change your organization’s cult. The kind of questions leaders need to ask are those that invite people to come together to explore major new opportunities that your organization hasn’t identified yet. Rather than on the existing activities of the organization. Here are some examples:
Wednesday 16 December 2020
Executive coaching can help you develop your fullest potential, make you aware that there should be an alignment between the company you work for, your personal values and the purpose why you work. Here are seven core characteristics that differentiate leaders who evolve through coaching from those who don’t.
• Openness to experimentation; taking risks.
• Ability to look beyond the rational; like looking at fear, anger, irritations and pride.
• Willingness to take responsibility; you can shape your future.
• Capacity for forgiveness; stop defending that you were right.
• Self-discipline; let go of ways of thinking that made you successful in the past.
• Ability to ask for support; share goals and listen out of curiosity and learn from others through asking feedback.
• Invest in time and effort.
My client graduated with the highest honors, and moved up the corporate ladder quickly, and accepted, or should I say was deceived, many large responsibilities through different assignments. Within a couple of years, she was, at the age of 26, advising the board. She was, in everyone's estimation, an "A player"—one of the gifted and productive employees. She consistently overperformed, and her boss said she did great work. She though worked harder and harder. But although she received many compliments, she missed a non-judgemental mentor to learn from. She felt under-appreciated and stressed almost leading to a burn-out. She was already looking for another job. Through coaching, she got an insight that it is not the job but that she is striving to satisfy an inner need for recognition based on low self-esteem. She was working extrinsically instead of intrinsically driven. Certainly, managers aren't therapists or executive coaches, and they don't have to be. But it will help managers if you try to understand what makes these employers tick. If we do not carefully manage the often-unconscious needs of these over-performers for appreciation, they will bum out in a way that is damaging to themselves and unproductive for the company.
Wednesday 01 July 2020
Looking at the four strategies in light of MBTI personality type can help you identify how to use them most effectively to reduce the negative effects of being always on. Especially useful since we are working from home.MBTI test
1. Create time and space to switch off.
If you have extraversion preferences, recharge by doing something active, perhaps with others (even if that happens virtually while you’re social distancing). If working from home, make sure to take breaks. Go for a walk or a run if you can, or do something new and different. Some extraverts find it helpful to leave their devices in another room when they’re de-stressing. Keep in contact with others, and use video, not just voice.
Tuesday 24 March 2020
I am, like most of you, working from home. I "tele-coach". It works well. I should be relaxed but I feel restless/anxious. I find that the most difficult part of this pandemic is the uncertainty we are all facing. Uncertainty about our health. Uncertainty about how long we have to stay home. Uncertainty about our future plans. Uncertainty about our jobs. Uncertainty about the economy. What to do?
First, it’s important to understand that fear is a basic human mechanism. It helps us survive. But fear mixed with uncertainty can lead to something quite bad for our mental health: anxiety. And when anxiety is spread by social contagion it can lead to panic.
Taking a mindful pause works by keeping the thinking parts of our brains “online” so we can help rather than hinder. Taking a moment to pause in stressful situations, whether that means you take three deep breaths or simply pay attention to the feeling in not-anxious parts of your body (like your feet or your hands), helps ground you in calmer emotions.
Breath and ask yourself: What do I need to do this hour?
Wednesday 26 February 2020
Innovation is a management buzzword . In fact, it has been the buzzword for so long, you could say we’ve developed a cult around it. There is only one problem: We managers might love innovation. But most of our employees hate it. The word “innovation” might speak to your external stakeholders, but when it comes to engaging your employees, it’s time to stop using the word. Research shows why:
Tuesday 04 February 2020
In my own work as a leadership coach, I have recognized when leaders delegate successfully. It’s important for delegators to set aside their attachment to how things have been done in the past but reward novel approaches that work by doing the following:
While it seems counterintuitive, strong performance in your role doesn’t equal job security. I’ve seen plenty of firsthand evidence of this through coaching a wide range of executives in diverse industries. Research supports this reality as well. In a Zenger and Folkman study, 77% of employees whose positions were eliminated had received positive performance reviews in the year prior to their dismissal.Wednesday 15 January 2020 hits: 2918
It was an educational and inspiring year for me. Thanks to everyone with whom I could share this.
= The average age of my clients decreased.
= The demand for work-life balance increased.
= The demand for team leadership versus management increased.
= Less personalizing work
= Dealing with resistances without involving yourself and dealing with authority if you are sensitive to it.
We have regularly drawn the following conclusion:
When employees are put in a high-stress situation — whether from unclear expectations, unreasonable deadlines, or a hectic workspace — they are at risk of moving into fight or flight mode. This is something that happens to our bodies when we feel threatened. The primal, more emotional, parts of our brain takes over, and our ability to think long term, strategize, and innovate decreases. If we stay in this mode too long, eventually, we get burned out. Below read the 14 most important tips for managers to help prevent burn-outs.Friday 15 November 2019 hits: 3069
50 % of the jobs cannot be automated because of emotion and context.
First, emotion. Emotion plays an important role in human communication. It is critically involved in virtually all forms of nonverbal communication and in empathy. But more than that, it is also plays a role in helping us to prioritize what we do, for example helping us decide what needs to be attended to right now as opposed to later in the evening. Emotion is not only complex and nuanced, it also interacts with many of our decision processes and is difficult to build into an automated system.
Second, context. Humans can easily take context into account when making decisions or having interactions with others.
This weekend I heard two stories from young male adults about feeling guilty towards their parents (father) because of the choices they want to make in their adult live. I thought ...very interesting in this time and age. So I asked them:
“How come you cannot talk about this subject to your parents? “
They said: “Fear for disappointing them and quilt for not being the perfect son.”
When I asked more questions, I heard that most of their thoughts and fears were not real but felt real according to their assumptions. And what they had experienced as a child.
But now we are adults...Unfear yourself.... Let’s learn to talk more as equals about our mutual expectations. And check our assumptions by being explicit in our questioning. F.i.” What does disappointment mean to them?”
Very often I discuss with women the imposter syndrome when they are in doubt about making a next career step. Research shows, When it comes to gender equality in the workplace, organizations are keeping a slow — and I do mean a very slow— and steady pace. In years observing what causes self-doubt, particularly for women in male-dominated fields. they observed that there are numerous factors at play. Chief among them: gender bias that comes in both explicit and subtler forms. The end result? Highly skilled women succumb to stereotype-driven expectations. It begins early when girls as young as six stop believing that girls are the smart ones, while boys continue to . As women get older, these stereotypes discourage them from pursuing careers thought to be typically reserved for men. And, with fewer women in a field, subsequent generations of women are deterred from pursuing them. It’s a vicious cycle, but it can be broken. 6 Tips:Monday 18 March 2019 hits: 5748
Thursday 28 February 2019
When we are more than even preoccupied with “what ifs” and worst-case scenarios, worry becomes a problem.
LOVE AFTER LOVE
The time will come when,
with elation and joy, you will greet yourself
in your own mirror and each will smile and welcome the other and say:
You finally decide to start looking for a new job. You go through a lengthy search process, you’re presented with an enticing career opportunity, and get an offer you’re fully prepared to accept. But when you tell your current employer you’re planning to leave, they surprise you with a counteroffer. Should you stay or should you go? Research shows:Thursday 07 February 2019 hits: 5328