I had the recent opportunity to lead a conversation about emotional intelligence, (or emotional quotient — EQ), during a webcast for ATD, the global Association for Talent Development. ATD is a premiere organization that offers extensive training and learning opportunities to its membership of approximately 40,000 executives, managers and associates, and their companies.
The webcast generated great interest with a high number of members participating. Following the webcast, ATD staff and I personally received a great deal of appreciative feedback — people agreed that EQ is essential in the workplace and that EQ is absolutely key to developing high-quality, productive relationships.
There is definitely a thirst for more knowledge about EQ, including how may we get our boss and senior management to recognize that such a focus would improve management and leadership effectiveness.
This led me to write this article, and I very much hope that I do this well. The subject of emotional intelligence is vitally important and essential to our success in business, in our leadership, and also in our happiness outside of our workplace. (read more…)
Many people owe their careers to their ability to make small talk with senior people in their companies.
When you learn how to speak informally, you will demonstrate that you are someone who is comfortable in your own skin. And that trait is important to advancing your career.
One of the more puzzling and precarious realities about how owners lead businesses these days is the vast numbers who do so with little to no accountability. Every other employee is subject to scrutiny and performance reviews. Except if you’re the company king, The Boss Boss. But is that truly viable and sustainable?
Kudos are certainly due to owners for having the smarts, vision, courage and stamina to own the company. Many of you actually founded it. Congratulations. But owners would readily admit that nothing automatic comes with ownership. Infallibility, impeccable judgment and vital leadership skills are not “bundled” with the ownership package. And we all espouse the wisdom of continuous improvement — for our staff.
It just doesn’t occur to many of us owners that we need someone to hold us accountable. It’s an honest mistake. After all, we are accountable every day in so many ways to customers and employees and market forces. (read more…)
In many workplaces today, there seems to be a reward for looking busy. The more overwhelmed you are, the bigger your payoff.
But what is the real payoff? If you’re a chronic rusher, a confirmed multitasker, what’s your reward? Perhaps more important, what is the quality of work you’re producing? And what, if anything, should you do about it? Ask yourself these seven questions:
Statements Contributing To Rushing
Do you feel your projects are more important than those of your colleagues?
Do you feel irritated when other people take too long to get things done?
Do you push your people to get things done faster?
Are you impatient when listening to other people talk?
Do you often feel there’s no way you can get it all done?
Does your workplace culture reward busyness? (read more…)
I’m not a gamer, but when I hear the phrase “call of duty,” the popular video game immediately comes to mind.
In fact, I’ve heard it so much that when I hear the phrase outside of the gaming context, I sit up and take notice. Just what does call of duty mean in the real world? It sounds like a summoning, urging me to take a stand.
Embodying the call of duty
There are so many people who exemplify following that call, but Mahatma Gandhi immediately comes to mind for me. Gandhi first employed nonviolent civil disobedience as an expatriate lawyer in South Africa. His call of duty was in representing the resident Indian community’s struggle for civil rights. We all know the rest of the story.
Applied in our everyday lives