Here are five small, practical ways I was able to cultivate these wellbeing pillars much later in my career as one of the leaders in a large organization where I had no budget or permission to be cultivating the wellbeing of my team.
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Last week I was working with a group of leaders in a session where they were practicing giving real-time feedback to each other. And not just any feedback: they were focused on giving feedback on the perceived strengths of the other person…
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Lately I’ve noticed a little trap that people can fall into. One they set themselves up for. Like so many barriers to our own success, it comes down to a choice of words. That choice is between ‘confidence’ and ‘courage’.
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What are the 10 most common blind spots?
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There's a common belief that "you are how you are" when it comes to "soft" skills (interacting with other people) – and that there's little or nothing you can do about it. Fortunately, this is far from true. And a great place to start improving your soft skills is by developing the ability to empathize with others.
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Learning to pronounce a colleague’s name correctly is not just a common courtesy but it’s an important effort in creating an inclusive workplace, one that emphasizes psychological safety and belonging.
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Take a look at the video below (4mins) to hear their point of view and to listen for their own tips on how they handled their leave care conversations.
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Dr Caroline Bell. Supporting our people and ourselves when we go through significant events.
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These days there’s an alphabet soup of terms focused on encouraging fairness in the workplace. Most organizations have a senior level executive of Equity, Engagement, Culture, Belonging, Fairness etc., but the most common phrase is “Diversity and Inclusion” (D&I) – which sounds great, but what does it really mean?
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Conventional change management approaches have done little to change the fact that most change programs fail. The odds can be greatly improved by a number of counterintuitive insights that take into account the irrational but predictable nature of how employees interpret their environment and choose to act.
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With so many change models out there to follow, why is organizational change still so difficult? Why do some efforts succeed and similar efforts fail?
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Who says change needs to be hard? Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigorating instead of exhausting.
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Why is curiosity so important? First, curious leaders are more open to new experiences, which enables them to approach problems (and people) in a less prejudiced way. In fact, the single best thing that companies can do to promote diversity and inclusion is to hire leaders with high openness scores.
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We can all be blind, at times, to the world around us. We might think we know how stuff works, what drives our people, that we’ve got the solution to the problems. But do we really?
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Conflict resolution is a daily occurrence at work that can either propel or disrupt the momentum for a leader, a team or the entire organization. The workplace can become a toxic environment when leaders allow conflict to fester rather than confront it head-on.
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While good health may or may not a good leader make (or break), it does contribute to good brain function, sustained energy output, and being physically resilient.
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What Can You Do to Get Through a Crap Week? Dr Mike Evans shares his tips.
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The science of Subjective Well Being, a.k.a Happiness. We often consider the science of mental illness (going from a 2 to a 6) but not well being (going form a 7 to a 9). Here is a primer....
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The video explains the science behind how sitting less and moving more throughout the day can lead to increased productivity at work. It also touches on why adding physical activity into your workday will help you feel energized, awake, and even happier. It’s definitely worth the watch!
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Conversations are not what we think they are. We’ve grown up thinking they are about talking, sharing, information, telling people what to do, or telling others what’s on our minds. We are now learning, through neurological and cognitive research, that a “conversation” goes deeper and is more robust than simple information.
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