Archive for the ‘Uncategorized’ Category

Five Simple Ways to Develop Your Child’s Emotional Self-Regulation Skills

Article contributed by guest author Stephanie Pinto.

We’ve all seen those kids in the supermarket who meltdown when they aren’t allowed to have some lollies. The children who appear to bully others because they are so unhappy. The teens who mope around because they didn’t get invited to a party, and “it’s like, the end of the actual world”. For some of us, maybe that’s OUR kids. Maybe it was us when we were younger.

My point is, everyone has difficulties managing big emotions at one time or another. Even as adults we often need a friend’s shoulder to cry on, or a partner to confide in. We just cannot always solve things on our own. And hey, that’s okay.

Building emotional intelligence in kids requires a solid foundation of being aware of one’s own emotions. This allows them to start learning how to manage them appropriately. Let’s look at five simple ways to develop our child’s emotional self-regulation skills.

1.     Co-regulate to self-regulate.

We must allow our kids to co-regulate first – this means we allow them to stumble and trip, whilst navigating their emotions. We can’t expect them to regulate big emotions on their own. Be there for them when they need it. Allow them to cry and be upset – but come from a place of teaching and supporting. Show them ways to cope. Brainstorm how to solve the problem. Help them sit in the emotion without judging or hurrying. Hold space by allowing the flow of anger, frustration, or whatever is coming out. And tell them you will figure this out together.

2.     Model emotional regulation for them.

We are our kids’ best teachers. They watch us, without even realising, and pick up traits and habits that we display. Are we showing behavioural self-control ourselves? If we are modelling volatile, snappy behaviour when stressed, how can we expect our kids to keep calm? I like to model emotional language during and after emotional events too. “Wow I am getting so frustrated with this!”, “I was pretty embarrassed before, I think that’s why I snapped at you”. And of course, apologising. “Sorry buddy, I was feeling disappointed with something else, and I accidentally ignored you”. And lastly, modelling how you deal with emotions, goes a long way to helping kids learn what to do: “I know what I need, space and quiet time to calm down”.

3.     Develop their self-awareness.

At a really early age, we can teach our kids how to be aware of their body, thoughts, feelings and behaviour. Use parallel talk to help map out what they might be feeling or thinking. “Wow seems like you’re feeling overwhelmed”, “I can see you have lots of energy in your body right now”, “Looks like you’re starting to get anxious and jittery?” When we talk about what is going on for our kids (parallel talk) it helps them to identify it in themselves as they grow. It may seem unusual but kids won’t notice. With time you will start to notice your child monitoring their own feelings and what’s happening in their body – and this shows good self-awareness and emotional intelligence.

“Kids can actually be quite creative in finding their own calming strategies.”

4.     Brainstorm coping strategies.

Explore and build a toolkit of coping strategies for your child to use when they are feeling stressed. Kids can be really creative with finding ways to calm themselves, but initially they may need some prompting to discover strategies. Google has an amazing array of coping strategies posters available. Feel free to get creative and make your own with your child, cut and paste, colour in and list 10 to 20 things your child loves to do. Keep this somewhere handy e.g. on the back of their bedroom door or on the fridge.

5.     Making Mistakes is OKAY!

I include this in many lists and articles I write because it is so powerful! We must actively teach our kids that making mistakes is NOT bad, it is actually GREAT! Even as adults many of us fear getting something wrong and the judgement that comes along with that. When we can’t make mistakes, our creativity, happiness and confidence are stifled! Let’s celebrate mistakes that our kids make, and model being okay with our own errors or mishaps too. This allows our kids to better regulate negative emotions when things go wrong.

Which one of these 5 top tips will you use with your kids this week?

9 Ways to Build Bonds (even in times of crisis)

Article contributed by Amy Sargent.

Many of us are facing unprecedented circumstances with the advent of the coronavirus pandemic, and suddenly find ourselves in isolation from coworkers, friends, and loved ones.  Research shows that the long term effects of not being able to connect others can be damaging.  In an article by Stanford Medicine’s Center for Compassion and Altruism Research Education, Dr. Emma Seppala says this: “People who feel more connected to others have lower levels of anxiety and depression. Moreover, studies show they also have higher self-esteem, greater empathy for others, are more trusting and cooperative and, as a consequence, others are more open to trusting and cooperating with them. In other words, social connectedness generates a positive feedback loop of social, emotional and physical well-being.” [http://ccare.stanford.edu/uncategorized/connectedness-health-the-science-of-social-connection-infographic/]

“We cannot live only for ourselves. A thousand fibers connect us with our fellow men; and among those fibers, as sympathetic threads, our actions run as causes, and they come back to us as effects.”― Herman Melville

Somehow, we must figure out how to continue to build bonds despite the constraints of social distancing and quarantines.

What does it mean to build bonds with others? Those who are good at this competence of emotional intelligence tend to be nurturing and good at maintaining relationships. They seek out and cultivate mutually-beneficial friendships from a wide network of people. But we’re not talking about shallow, superficial relationships. People good at building bonds connect on a deep, if not spiritual level of understanding and compassion which leave others feeling valued and appreciated. They’re able to build rapport and earn the trust of those who interact with them. They value individual perspectives even when they differ from their own. And they’re willing to take time to do what it takes to reach out and check in with others.

“It really boils down to this: that all life is interrelated. We are all caught in an inescapable network of mutuality, tired into a single garment of destiny. Whatever affects one destiny, affects all indirectly.”― Martin Luther King Jr.

Those who struggle with building bonds may have a hard time relating to those who are different than them. They fail to recognize — and respond — to the needs and/or concerns of others, and view colleagues, friends, and even family members as competitors. And when things get heated — they easily let go of once-meaningful relationships to avoid the conflict.

When we don’t have a strong network of close relationships, and experience times of stress or crisis, we become ineffective at accomplishing goals or completing tasks because we are limited in who we can turn to for help.

What’s encouraging about emotional intelligence competencies is that they can be developed. In other words, if you’re doing a poor job in the moment at building bonds — there’s hope! With some efforts you can begin to tune into your emotional drivers and alter behaviors which prevent you from making connections, especially during times like this when meaningful relationships are needed most.

Here are a 9 ways to get started on developing deeper bonds with others:

  • Determine who’s who. Decide upon the people you wish to connect with, whether it be someone you already know or someone you’d like to get to know better. Write down their names, and a few personal details you know about them for starters. Note, for each, why you’d like to strengthen the relationship.
  • Know thyself. Self-awareness is key to building bonds with others. Make a list of the positive traits you have to offer in a relationship.  If you’re not clear on your assets, consider taking the free VIA Character Strengths survey to determine your signature strengths.
  • Move beyond the chit chat. To build bonds with others, think about learning who they are vs. what they do.  Ask open-ended questions with the goal of better understanding the motivations behind the actions. Here are a few examples: “How are you — really?”,  “How did that make you feel?”, “How is that tough circumstance tripping you up the most?”, “What are you most excited about, and why?”,  “What makes your heart sing, and why?”, “When is the last time you laughed really hard, and what was it about?”, “What are you most scared of, and why?”, and my favorite, “What else?”.
  • Share authentically. In order to help others feel safe in opening up, you’ll want to to share authentically as well, relating your own stories about the above questions. Just be sure to wait until they are finished talking, and before you jump in, let them know you heard what they said by asking clarifying questions.
  • Show empathy.  It’s important you reflect appropriate emotions in reaction to their words. Obviously, you don’t want to burst out laughing when they’re sharing something sad. Instead, saying something like, “That sounds really hard” can go a long way. Try to feel what they’re feeling and think about how it would be if you were in their shoes.  Let them know you care and believe in them.
  • Be consistent. Check in with others on a regular basis. A simple, “How are you?” every few days reminds others that you’re thinking of them. Remember what they told you in the last conversation and ask how things are going around that. And don’t forget to reach out on special events — at the completion of an important project, after a doctor’s visit, before a tough conversation they need to have, birthdays, anniversaries, etc. If they shared something they are worried about, or really anticipating, be sure to ask about it.
  • Learn to listen.  Getting to know someone requires some good listening skills. Really try to focus on what they’re saying, and make a note to remember the details.  Pull out your phone and make a note if needed.  When they pause, instead of jumping in to speak, again, get in the habit of simply asking, “What else?”.
  • Become a servant-friend. Are you aware of their current needs?  If not, ask, then try to think of ways you could lend a helping hand…then go do it. It’s a little more difficult now that we need to practice social distancing, but with the many delivery services, online ordering, and ability to send money via the internet, you could probably come up with a creative way to help. Having an attitude of service can go a long way in strengthening friendships.
  • Fix the flat tire. Is there unresolved conflict which needs to be taken care of?  Letting the “elephant in the room” exist too long can dampen any relationship and prevent you from moving to a deeper connection. Though it may be easier to avoid the issues between you, having an open and honest conversation to work toward resolve may be necessary if the relationship is to move forward. If this seems impossible, consider enlisting the help of a coach or counselor.

Since most of us are practicing social isolation at the moment, research the different platforms on which you can connect virtually, and give them a try.

A note of advice: When attempting to take any relationship to deeper levels, make sure the connection is reciprocated. Do they, too, have a desire to get to know you better? Friendships don’t work real well when they’re one sided, and it’s tough to get to know someone if they’re just not interested. Try to practice ‘other-awareness’ — tuning into how the other person is feeling, and notice whether they are also interested in building bonds with you. If the relationship is not mutually beneficial, it can fall flat and your efforts can become a source of tension. If so, no harm, no foul. It’s OK.  Not everyone can be a friend. Let it go if needed and move on.

In trying times like these, having close connections will do wonders for your soul. Taking the steps to deepen your relationships can provide the emotional and physical resiliency needed in times of trouble.

“Connecting with others gives us a sense of inclusion, connection, interaction, safety, and community. Your vibe attracts your tribe, so if you want to attract positive and healthy relationships, be one! Staying connected and getting reconnected feeds the flow of goodness which empowers our humanity.”― Susan C. Young

 

Turning Mistakes into Motivators

Article submitted by Amy Sargent.

I don’t know anyone who enjoys making mistakes.

Perfectionists or not, when we mess up, we feel bad. Embarrassment, self-loathing, and shame often accompany mishaps, emotions strong enough to tackle the strongest of us. “Are you really this dumb?!” or “Seriously, you did that again?!”, we ask our inward self, and our inward self often answers with self-defeating agreement. In fact, the feelings we associate with making mistakes can wield enough negative power to prevent most of us from ever trying again.

Think back on the last time you missed. Do you get positive, “warm fuzzies” when you reflect upon it? Is it something you are proud to share with others? I’m guessing not. We usually want to hide or attempt to cover up our errors, and sometimes choose negative behaviors such as lying or passing the blame to do so, neither of which benefits us in the long run. Responding this way gets in the way of success, not only our own but for others. It’s no wonder we avoid mess ups like the plague.

Having a bias for action is a competency of emotional intelligence. It’s that ability to create and seize opportunities, not allowing a fear of mistakes prevent you from missing out. Rather than waiting for good things to come your way, or procrastinating, it’s having the inclination to act before you have to, to foresee necessary changes and take steps toward new endeavors. One aspect of taking initiative is being persistent. Persistence is the quality of “continuing firmly or obstinately in a course of action in spite of difficulty or opposition.” [https://www.lexico.com/en/definition/persistent]

“If you wait until you’re ready, you’ll wait forever.” ― Will Rogers

Many successful people have made mistakes at one time or another, and had the choice of quitting, or, exercising persistence to motivate them toward success. Consider for a moment the story of the confectioner, Milton Hersey.

His last name should give it away. We know him as the founder of the company that produces those delicious chocolate bars wrapped in foil and brown paper, the Hershey Chocolate Company. At an early age, Milton discovered the value of persistence, despite mistakes and perceived failures, a trait which would later contribute to his success.

At fourteen years of age, Milton dropped out of school and was working as an apprentice at a print shop in his home town. But he was let go for accidentally dropping his hat into one of the machines! After taking another job at a nearby candy factory, and subsequently losing it, he decided to step out on his own and open his own candy store. The business failed. For the next 15 years–yes, 15 years!–, Milton moved from city to city, job to job, searching for success, but not finding it. When he ended up in New York City, he decided to sell candies as a street vendor, which proved to be unsuccessful as well. Just when most of us would have quit, feeling the painful pangs of failure, Milton moved back to his hometown, where an old employee, Henry Lebkicher, offered him lodging and gave him a loan to ship his candy-making equipment from the city.

“If someone offers you an amazing opportunity but you are not sure you can do it, say yes – then learn how to do it later!” ― Richard Branson

Milton began to experiment with his own chocolate recipes, using condensed milk which was readily available from the dairy cows on the farm. It wasn’t until 1893, when Milton was 36 years old — over 20 years after he dropped that hat — he created the Lancaster Caramel Company. Seven years after its birth, he sold the company for one million dollars, and in 1900, established the Hershey Chocolate Company, which today still stands as one of the most famous (and best-tasting) brands of chocolate on the planet. [https://www.wanderlustworker.com/48-famous-failures-who-will-inspire-you-to-achieve/]

Now that’s some perseverance! I am very glad he didn’t quit (she says, as she bites into a mouthwatering chocolate bar).

One thing we can learn from this story is that mistakes don’t have to lead to failure. They can, instead, propel us forward. As we develop a mindset of persistence, we can begin to look at errors as stumbling blocks from which we can learn. And as we figure out how to clear these hurdles, we will begin to develop the grit it takes to bring about success.

“Your limits are YOUR limits” ― Daren Martin

Remember the fable about the old donkey who was no longer wanted by his master? The disgruntled owner dug a deep pit, threw the poor donkey in, and began filling in the hole. But with each shovelful of dirt intended to bury him, the ingenuous donkey tamped down the dirt and stepped up, building his own staircase, until he could step right out of that dark place.

Taking initiative despite mistakes takes some effort. If you struggle with this, you may find you procrastinate on things you need to be doing, then feel bad about falling behind schedule. You may be resistant to work that falls outside your ‘required duties’, and give up easily. You may find you are always in ‘crisis mode’, reacting instead of being proactive and reaping the benefits of planning ahead. You may find you postpone decisions due to being overly-cautious and afraid to take risks.

Want to learn how to tamp down the dirt that comes your way and step up and out past your mistakes? Here are a few ideas to get you started:

  • Feel the feels.  If you messed up, it’s OK to feel bad for a while. It’s normal, and shows you are human and possess empathy. Instead of tuning out those feelings, use them as a valuable source of information as to what’s going on inside of you. Notice the emotions you feel, and name them. Acknowledge them and connect them to their source, listening to what they are trying to tell you.
  • Reflect. Looking back on the error, determine which parts (if any) actually went well and which went south. What can you learn from these? What will you repeat next time, and what will you choose not to repeat?
  • Listen to your narrative and sleuth out the truth. Are you retelling the story of your mistake based upon untruths? Challenge yourself to lay down a negative bias and run through the facts — not your perceptions — of the situation. This is a good time to remove any assumptions you have made about what others are thinking of you. If you’re struggling with this, ask trusted friends or colleagues — those who want to help you grow — who know the situation for their perspective.
  • Adopt a positive mindset. No matter how poorly you may feel about the mishap, remember that you have the choice to behave differently next time. Replace your negative, self-defeating thoughts with positive affirmations. Instead of, “I can’t ____”, figure out what you can do. Instead of “I always ___”, try saying, “I can change by ____”. Your words matter. Speak words which breathe positivity, hope, and success.
  • Stop victiming out. OK, so you messed up. We all have. If you find yourself playing the role of the victim, not only is it going to stunt your own growth, but you’ll drive everyone else around you crazy as well. Instead, visualize yourself as victor. Again, you have the choice to change. Spend some time dreaming about what would it look like if you chose not to repeat the poor behavior. What are some ways you could do it differently next time? Describe what it would feel like to succeed. Take a moment to journal about this or talk to a trusted friend.
  • Apologize then move on. You can’t keep beating yourself up for a past mistake–it only causes you and others to relive the pain over and over. Figure out who your mistake(s) hurt, and how, then go to them and do your best to apologize. Don’t expect them to become your new best friend or immediately forgive you. They may not be ready to let it go, but offering a sincere apology will help you let it go.
  • Start snacking every day.  The change needed to move on from a mistake may seem overwhelming or daunting. Remember that small bites of large tasks are much easier to chew. Figure out one small thing you can to today to get started, and take small steps forward from there, every day. As Henry Ford once said, “You can’t build a reputation on what you are going to do.” Start now.
  • Find your superhero.  Who do you know who has made a mistake, yet bounced back with vigor and resiliency? Find successful people and talk with them, ask them questions about how they overcame their past to move past mishaps.

If you have a beating heart and breathe in and out each day, you’re going to make mistakes. It’s part of being human. As a result, you may find yourself in what seems to be a deep, dark pit. No need to stay there. Learn to tamp down the dirt and step up. Pick up your hat, and move on. Allow your errors motivate you toward better choices next time, becoming someone who is known for his/her persistence.

“Dreams don’t work unless you take action. The surest way to make your dreams come true is to live them.” ― Roy T. Bennett

When Disappointment Hits

“Hope deferred makes the heart sick.”  — Ancient Proverb

Article contributed by Amy Sargent.

If you’re human, you’ve most likely experienced the feeling of let-down when something you hoped for didn’t work out. Maybe it was that perfect job you wanted but didn’t get, or that relationship that finally seemed like the right one yet fell apart, or an offer you made on your dream house which wasn’t accepted. Maybe it was the chagrin of watching your teammate get promoted instead of you. Whatever the reason for your disappointment, the feelings of despair that accompany it can wreak havoc on your soul.

Unfortunately, when disappointment hits, we tend to turn inward and allow our self-doubt to be triggered.  “What’s wrong with me? Why does this always happen to me? It’s because I am ____ (fill in the blank with your go-to negative quality)!” are just a few of the responses that may be going round and round in your head.

“There are some things in this world you rely on, like a sure bet. And when they let you down, shifting from where you’ve carefully placed them, it shakes your faith, right where you stand.” ― Sarah Dessen

Though disappointment can be difficult, there’s no reason to let it leave you disillusioned. If you’re in the middle of a heart-sick event, here are some things you can do to help with the healing process:

  • Feel what you’re feeling.  Instead of trying to stuff your emotions inside, or pretend you’re not hurt, allow yourself to feel. Name the emotions you are feeling and accept them as part of the process. It’s OK to let the tears flow. “Crying activates the parasympathetic nervous system and restores the body to a state of balance.” (https://www.webmd.com/balance/features/is-crying-good-for-you#1). So grab the box of tissues and open the floodgates!
  • Write it out. Grab your journal and write about what went down. Include as many details as possible, and as you describe what happened, use “I” statements, telling the story from your perspective. Describe the feelings it evoked. Can you make a connection to what you felt and why you felt it? Write about that, too. Sometimes just getting it all down on paper can help you make sense of the event.
  • Talk it out.  If appropriate (and safe!), and your feelings are in control, you may want to have a conversation with those involved in the offense. Lay your judgments aside and try to have an open mind to their viewpoint. Try to use “I” statements when talking about the event (“When you said this, I felt…”, etc.) and ask them questions for clarity. Avoid name calling, yelling, and finger-pointing. Remember the purpose of this conversation is to come to an understanding of both sides of the story.
  • Find a friend. Often it’s helpful to have someone outside of the situation to talk to about the upset. Find a trusted friend, counselor or coach, to discuss your feelings. If you can, try not to defame the other person(s) involved, instead, focusing on the role you played in the situation. Having someone else listen, nod, and say “I see why you’re feeling that way”, can bring much comfort and assurance that you’re OK.
  • But be careful with whom you talk to. It’s one thing to find a trusted friend or counselor for support, but be wary of sharing the story over and over with everyone you meet, opening up the opportunity to trample upon those involved. There’s no need to make the situation worse by spreading it around. You may think it makes the other person involved look bad, but it’s really a negative reflection on yourself. Posting about it on social media, especially before your heart is healed, is probably not a good idea, either.
  • Try not to ruminate. It’s easy to replay the scenario of disappointment over and over in your mind, which only will reproduce the negative feelings you’re working through. It happened. Once. No need to keep reliving the event if it’s not serving you well to go through it again and again. When you find yourself ‘going there’ in your mind, try moving your thoughts to something more uplifting.
  • Avoid always and never. When disappointment hits, it’s easy to think “this always happens to me”, or “this will never get resolved.” If you can, eliminate these two words from your vocabulary and recognize that this particular instance is a one-time event. Instead, focus on possible positive outcomes.
  • Don’t play the blame game. When we feel bad, blaming someone else for the incident can seem like an effective pain reliever. However, research says differently:  “Unlike other games, the more often you play the blame game, the more you lose.” (https://www.psychologytoday.com/us/blog/fulfillment-any-age/201509/5-reasons-we-play-the-blame-game). This goes for yourself, too. Yes, own the role you played, but don’t go down the road of letting blame turn into shame.
  • Accept that it happened.  What’s done is done. Though you may wish you could roll back time and make it go away, accepting that it happened–and putting it in your past– will help you move forward. We all make mistakes — you do, others do, and we all are capable of hurting each other with our words and actions. Accepting that disappointment is a normal part of interacting with others can help relive the anger and resentment you may be feeling.
  • Choose your ending. Ask yourself, “How can this help me grow? What is one thing I can now do that I couldn’t before the incident? What did I learn and what will I not repeat? How can this have a positive effect on my empathy? In a perfect world, what would my next steps look like?” Though the event is probably not one you would’ve picked out for yourself, you can choose how the story ends.  Brainstorm all possible positive outcomes, and if you’re struggling to come up with any, ask a trusted friend for help. Sometimes those on the ‘outside’ can see the bigger picture and remind you of reasons why this may be a good thing in disguise.
  • Forgive — yourself and others. Easier said than done, I know, but deciding to move on will bring you the peace of mind you need and deserve. Forgiveness isn’t about pretending it didn’t happen, but letting go of the need to punish yourself or others for the wrongdoing. “To err is human, to forgive, divine.” ― Alexander Pope

I get it. It’s tough to experience disappointment. But we can do hard things. And the rewards of working hard to move through and on past your disappointment will be well-received.

“Disappointment will come when your effort does not give you the expected return. Failure is extremely difficult to handle, but those that do come out stronger.”―Chetan Bhagat

It’s Lonely Near the Top: Challenges for Chiefs of Staff

Article submitted by guest author Ted Riter.

EXECUTIVE SUMMARY

The role of Chief of Staff continues to grow in corporate and nonprofit America. While the responsibilities for this role vary from organization to organization, within organizations, and even between predecessors and successors, there are common challenges across the board for chiefs of staff. This paper presents both challenges for those in this field and recommendations for success as a Chief of Staff.

THIS STUDY

The background information for this study was gathered through interviews conducted November 2018-February 2019 with over three dozen current and former Chiefs of Staff. These Chiefs of Staff were in long-established corporations, startups, nonprofits, government agencies, and family offices[1]. They were in diverse fields, including high tech, pharmaceuticals, philanthropies, and higher education. Most Chiefs of Staff had served in their position for 12-18 months. Some had transitioned to other roles within the same organization or started their own ventures. A small number of Chiefs of Staff saw themselves as “career” Chiefs of Staff. Most Chiefs of Staff filled this role for a Chief Executive Officer. Some filled this role for other Executives or an entire C-Suite.

THE CHIEF OF STAFF ROLE

Chiefs of Staff are inspired and inspiring professionals, dedicated to the success of their Executives and their organizations They are eager learners, selfless with their time and energy, and masters of navigating sensitive situations. And, they are often placed in this role with great hopes, but little guidance or support for self-development.

Though a universal job description for Chiefs of Staff does not exist, Prime Chief of Staff, a leader in this field, breaks down the role of Chief of Staff into the following six functions: [2]

  • The Goalkeeper – Manage and triage workflow of the executive. Prioritize, delegate, and complete work on behalf of the executive.
  • The Operator – Add structure and process for better communication within the office of the executive as well as across teams. Ensure activities are running efficiently.
  • The Implementer – Drive business priorities from start to finish. Execute special projects or initiatives on behalf of the executive or the organization.
  • The Integrator – Create cohesion among teams and departments. Connect the dots across the organization for improved alignment and engagement.
  • The Proxy – Act on behalf of the executive for greater visibility and accessibility. Prevent bottle-necking and promote decision-making when the executive cannot be present.
  • The Advisor – Serve as a strategic thought partner, sounding board, and confidante. Inform organization strategy and decision-making.

These six functions are helpful when conceptualizing the role of a new Chief of Staff. Those interviewed in the field had a less nuanced view and responded:

  • I manage the staff – the CEO included.
  • My goal each day is to help connect people to people, people to ideas, and people to purpose. I spend 90% of my time helping people understand the “why.
  • I do a lot of listening and “pealing back the onion.” I’m the internal consultant/versatilist – I help every department scale.
  • I represent my CEO with special projects and make their life easier.
  • I am not chief of the staff, I am a chief connector

Chiefs of Staff routinely reported that their functions relied heavily upon both the needs of the Executive and their work and life experience. Mark Organ, Influitive CEO and thought-leader in the field of Chiefs of Staff, offers the following guidelines for hiring a Chief of Staff:[3]

  • A manager-level hire – This person would be responsible for typical administrative tasks like calendar management and booking travel, but he would also make important judgment calls on how the CEO should best spend her time and what meetings would be most valuable for her to attend.
  • A mid-career, director-level hire – This person may have 6-12 years of experience. He would be in charge of tasks like running town halls, preparing speeches and prepping the CEO for leadership meetings. He’s unlikely to take on any strategic responsibilities, however.
  • An experienced VP-level executive – This person is already an experienced executive who’s looking to become a CEO one day. She may meet with department heads to talk through goals and targets, and work on developing tactics for various parts of the business.

THE CHALLENGES

The Chief of Staff role is filled with challenges, some of which are unique to this position

Job Descriptions & Loneliness

Loneliness is not an uncommon experience for leaders. It often comes from a perception that they must “carry the burden” on their own. Chiefs of Staff report an added layer to this experience, often feeling that no one quite understands what they do in their organization.

In dozens of interviews, it was clear that day-to-day, no two Chiefs of Staff serve in the same role. Job descriptions vary greatly, and often do not even exist until long after the role is filled.

According to former Chief of Staff and author Tyler Parris, “…a chief of staff is a catch-all role, filled by someone with exceptional organizational and people skills, who handles all manner of tasks not covered by an existing member of an executive’s leadership team or administrative staff.”[4]

This difficult to define “catch-all role” can create confusion for executives, directors, and staff, especially when the role is filled for the first time.

Confusion around this role may result in pushback from those in the C-suite who see the Chief of Staff as a possible barrier to communication with the CEO. Staff might fear losing influence with the CEO and have uncertainty about their standing in the organization. This fear can easily be projected upon the Chief of Staff and lead to a creation of walls that hamper communication. Some staff members even outright express to the Chief of Staff, “I didn’t think we needed you.”

A consistent message from Chiefs of Staff, is that the most positive working relationships are based upon mutual agreements rather than expectations. One former Chief of Staff knew it was time to leave the role when it became clear that the CEO’s expectation was an 80/20 split between directly supporting the CEO and project management, while the Chief of Staff envisioned it as a 50/50 split.

Chiefs of Staff recognize that they have no real peers in their organization, unless they are in a larger setting with multiple Chiefs of Staff. The comradery that is often experienced in other positions may therefore be absent for Chiefs of Staff. A Chief of Staff for a Family Office shared that it “often feels like I’m on an island – it’s unlike any other job.” And, because of this isolation, one admitted, “I’m very frustrated. I don’t know how long I will be able to stay here.”

Even those Chiefs of Staff who excel in their position might feel unseen. One reported: “It’s very lonely. Because I’m so good at what I do, they don’t even see what I’m doing.” Another said, “I feel not seen and not appreciated.”

Many Chiefs of Staff spoke of the tremendous amount of privileged information they hold. This responsibility often makes it difficult to find colleagues and loved ones to confide in and count on for full support without breaking confidentiality. And, in fact, some Chiefs of Staff reported that their partners “know too much that is probably confidential.”

One Chief of Staff confided, “My CEO might be doing things that are unethical and I’m not sure what I can do about it.”

Social and Emotional Intelligence & Overwhelm

While the Executive might be a passionate leader with a big vision, the Chief of Staff often serves as a counter balance.

One Chief of Staff reported, “My job is to be an observer with my emotions removed, and then show what I see to the CEO, who cannot remove their emotions.”

This facility for social and emotional intelligence is critical for the success of a Chief of Staff, and yet not a skill that comes naturally to all in this role. As defined by the Institute for Social + Emotional Intelligence, “Social and emotional intelligence is the ability to be aware of our own and others’ feelings – in the moment – and use that information to lead yourself and others” [5]

Some Chiefs of Staff, lacking these skills, commented:

  • I internalized all my frustrations and then I changed the way I did things. For instance, I stopped bringing many things to the CEO.
  • I’m a people pleaser, so difficult conversations are a big challenge.
  • I have a hard time initiating the conversations and then letting them go.
  • I get frustrated because I see the change but am not able to do anything about it.
  • I’m often the least experienced person in the room and this kills my confidence.

Many of the Chiefs of Staff who struggled with social and emotional intelligence, reported feelings of overwhelm and burnout:

  • I sometimes work 90-hour weeks and rejoice when it’s down to 60.
  • I recently took my first vacation in 4 years.
  • I don’t know how long I can continue here.
  • A Chief of Staff has to thrive in chaos, and I don’t know if I can anymore.
  • I have no time for my own health and relationships, let alone personal development.

This toll of overwhelm might be a surprise for some in an organization. Some Chiefs of Staff report that others see their travel schedule with an Executive or a fancy restaurant reservation and imagine glamorous and exciting opportunities not afforded to everyone. While travel can be to exciting places and access to the Executive enviable, this is by no means vacation, and most Chiefs of Staff express a desire to curtail their travel and spend more time at home.

One Chief of Staff offered, “I am envied by many because it looks fun. At the end of the day, it’s not a glamorous thing. I’m one of the hardest working people in the organization.”

Chiefs of Staff leave their position for many reasons, including acceptance of a predetermined tenure end-date, and following bigger dreams. However, many are burned out with no more to give in this position and gratefully move on to other positions in the current or different organizations.

SOLUTIONS

Most of the Chiefs of Staff interviewed self-identified as “successful” in their roles:

  • They are fully supportive of their Executive.
  • They feel supported by their Executive.
  • And, they believe they are helping the overall success of their organization.

And yet, even many of the successful Chiefs of Staff expressed a need for more support. With this added support, the role of Chiefs of Staff will continue to grow and benefit organizations across the globe.

Fuzzy Job Descriptions

Creating a job description for a Chief of Staff, especially for the first person to fill this role, is both challenging and worth the effort.

In addition to the measurable responsibilities for a Chief of Staff, the hallmark of a good Chief of Staff-Executive relationship is one built on trust. A high level of trust enables the Chief of Staff to predict the Executive’s behavior, understand the decision-making process, and allow the Executive to focus on the biggest priorities.

Recommendations to Build Trust:

Create measurable outcomes and goals from the beginning: One Chief of Staff suggested making a list of the top 5 tasks for the week and delegating everything else.

Schedule private time for direct communication: One Chief of Staff recommended undisturbed meeting time one to two times per week to give the Executive peace of mind so they can focus on what is most important for them to be doing.

Practice vulnerability: Vulnerability is not typically welcomed in the workplace because it is associated with weakness. However, vulnerability is an extraordinarily powerful tool for building trust in any relationship, including between an Executive and Chief of Staff.

There are many exercises for safely expressing vulnerability. The simplest practice is to admit and own mistakes without assigning blame to others.

Loneliness

Since there is unlikely to be peer support for Chiefs of Staff within an organization, find those who “get it.”

Recommendations to Alleviate or Prevent Loneliness

Join an established Chief of Staff network: New opportunities for connection are being created through the efforts of Prime Chief of Staff and a current Chief of Staff herself, Caroline Pugh. Together, they are hosting events around the country and have created an online community of practice[6]

Create a Chief of Staff network: As the role increases in the business world, there are more and more opportunities to find or create a local network with Chiefs of Staff from all sectors of the workplace. Formality is not necessary.

Find a mentor: Chiefs of Staff are generous with their time and energy even when they have moved on to other roles, and they are often open to mentoring others.

Social and Emotional Intelligence

Daniel Goleman, a pioneer in the field of social and emotional intelligence, teaches that leadership is based primarily (85%) on emotional intelligence and (15%) on IQ. Fortunately, emotional and social intelligence are also skills that can be honed through training.

There are four areas of concentration that can be trained for Chiefs of Staff to excel in their positions:[7]

  • Self-awareness – knowing your internal states, preferences, resources and intuitions.
  • Self-management – managing one’s internal states, impulses and resources.
  • Social awareness – awareness of others’ feelings, needs and concerns.
  • Social skills / relationship management – ability to create desirable responses in others.

Many Chiefs of Staff have a very high level of social and emotional intelligence. They report:

  • I’m good at learning new skills.
  • I’m fearless when it comes to failure – I hop into the ringer.
  • I’m not afraid to put out a shitty first draft; zero to one is easy for me.
  • I am very often the youngest person in the room and try to make age irrelevant in a meeting.
  • I like to sit in the back of the room and take it all in.

Recommendations to Build Social and Emotional Intelligence

Hire a coach: The coaching industry is growing even faster than the Chiefs of Staff field. Good coaches might have good answers to a Chief of Staff’s questions. The best coaches will have good questions to a Chief of Staff’s answers.

Budget time and funding for professional development: Training pays dividends. The best professional development has a component geared for Executives as well as Chiefs of Staff.

Overwhelm

Overwhelm can be a result of fuzzy job descriptions, loneliness, and poor social and emotional intelligence skills. And, there are practices to prevent overwhelm on and off the job.

Recommendations to Alleviate or Prevent Overwhelm:

Practice self-care: Physical exercise, meditation, healthy eating, and time off might sound trite. However, they are recommended by every successful Chief of Staff interviewed for this report.

Practice embodied leadership: Our bodies are excellent teachers if we are attuned to them. However, we spend most of our day in our heads. Through training in embodied practices that stretch our nervous system, Chiefs of Staff can better hold the disruption and stress of the day.

Train for clear communication: Difficult conversations are inevitable in any leadership position. Learning clear communication skills is an art form that will be of benefit both inside and outside the organization.

RESOURCES

 Books Recommended by Chiefs of Staff (with some surprises in the mix):

  • Being You, Changing the World by Dain Heer
  • Chief of Staff: The Strategic Partner Who Will Revolutionize Your Organizationby Tyler Parris
  • Daring Greatly and Dare to Lead by Brené Brown
  • Difficult Conversations by Bruce Patton, Douglas Stone, and Sheila Heen
  • Discover Your True North by Bill George
  • Man’s Search for Meaning by Viktor Frankl
  • Playing Big: Find Your Voice, Your Mission, Your Message by Tara Mohr
  • Powerful: Building a Culture of Freedom and Responsibility by Patty McCord
  • Principles: Life and Work by Ray Dalio
  • Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott
  • Resilient: How to Grow an Unshakable Core of Calm, Strength, and Happinessby Forrest Hanson and Rick Hanson
  • The 7 Habits of Highly Effective People by Stephen Covey
  • Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Factsby Annie Duke
  • Tiny Beautiful Things: Advice on Love and Life from Dear Sugar by Cheryl Strayed
  • The Undoing Project by Michael Lewis
  • Your Oxygen Mask First: 17 Habits to Help High Achievers Survive & Thrive by Kevin N. Lawrence

Books Not Yet In Print

In addition to recommending books, some Chiefs of Staff envision writing the following:

  • How To Do It All – Including taking care of yourself
  • I’m A Chief of Staff…Now What?
  • Paving the Way for Process
  • The Story of Creating This Place: Things that seemed so big, but in the end are pretty small
  • Things That Make Sense But Don’t Make Sense

 

FOR FUTURE CONSIDERATION

An Unexpected Finding

One of the unexpected findings of this study is that many Chiefs of Staff experienced difficult childhoods or other challenges in their formative years. Though this paper cannot make a direct link between a difficult childhood and success as a Chief of Staff, it is an interesting area for further exploration. When questioned about specifics, these Chiefs of Staff confided they were often the ones who mediated family disruption: Arguments, divorce, death, illness, crisis. Perhaps, the experience navigating these challenging situations made it easier to step into the Chief of Staff role and mediate the high stakes, big egos, and charged energy of the workspace.

Transitioning Into and Out of the Chief of Staff Role

As the role of Chief of Staff grows outside of government, it is becoming seen as a stepping stone to higher leadership positions.[8] Though a great proving ground for numerous C-Suite and VP positions, the transition is often not seamless. There is a training opportunity both in the time before stepping into the Chief of Staff role and upon exiting. There is also an opportunity for addressing the emotional impact of transitions felt by Executives and Chiefs of Staff as the relationships come to an end.

CONCLUSION

Chiefs of Staff are proving to be invaluable assets for Executives in business and nonprofit organizations, just as they have been for many years in the government and military. Those who participated in this study were smart, talented, energetic, and motivated for success. They were great ambassadors for their Executives, their organizations, and their roles as Chiefs of Staff.

As this position becomes more common, it is important to address the challenges unique to Chiefs of Staff and offer appropriate training and coaching to ensure continued success for both the role and for those who serve in these positions.

 

How to have an emotionally intelligent weekend

 

Article contributed by Amy Sargent.

“I know that you have worked hard all week, so I got you a little present. It’s called Saturday & Sunday. I hope that you enjoy it, and put it to good use.”  —Anthony T. Hincks

TGIF! Finally, it’s Friday, and the weekend is just around the corner. You’ve been working hard all week, dealing with stress at the office, leading your teams, accomplishing goals. The thought of curling up on the couch, large bowl of snacks at hand, and relaxing while chain-watching your favorite show may sound like a very, very good idea.

And it very well may be. Weekends (for those of us who don’t have to work weekends) are designed to give us a break – a refreshing, of sorts, of the mind, body, and spirit. Sometimes, at the end of the workweek, we just need to crash, unwind, and relax. But there are many other activities a weekend can hold which may provide even richer rejuvenation for you. Learning to tune into your feelings can help you design your weekend so it is specialty ordered, just for you.

“No weekend, all weakened.” — Toba Beta

Emotional intelligence is the ability to be aware of how you and others are feeling — in the moment — then using that information (what you’re feeling) to guide your decisions around behavior. Learning to listen to your feelings and manage your behavior can help you make choices that allow you to live a life teeming with emotional health and vibrancy. So though a TV-watching binge may just be the thing for you this weekend, consider tuning in to how you’re feeling before you decide.

Check In

Take a moment to assess how you’re feeling, in the moment. Grab your journal, find a quiet place, and stop. Close your eyes. Breathe in deeply, then exhale. Do a body scan by assessing each region of your body and noting what you’re feeling in each. Headache? Stiff neck? Tight shoulders? Stomach upset? Restless legs? Because we tend to carry a lot of our stress in our physical bodies, it’s important to start noticing where you carry yours. Breathe in again, then out, and allow the exhale to quiet your racing mind. When you begin to feel a bit of calm, open your eyes and begin to write down all the emotions that you’re experiencing. Be specific.  For example, instead of saying you’re “mad”, it may truly be frustration, irritation, hurt, or disappointment. Instead of “happy”, consider excited, giddy, nervous, or anticipatory. If you discover you’re only writing negative emotions, also try to come up with a few positives, no matter how minute and hidden they may seem. Dig deep, again, mentally scanning each area of your body, and continue to jot down any new emotions you are feeling.

Recognizing how you’re feeling in the moment is a good first step.

Ask yourself this

Now, using that information, here are a few questions to ask yourself which can help you discover which activities this weekend should hold for you:

  • Am I mentally tired? Mental exhaustion comes from too many demands, shifts in attention, and interruptions, usually when we have too many things going on at once. To restore your mental well-being, try to ‘turn off’ work when you get home.  Resist answering those emails that come in after hours and take the night off from working on that project. Find something that makes you laugh — maybe a funny movie, or an entertainer that cracks you up, or hanging out with fun friends.  Laughing can do wonders to release tired, negative energy.
  • What impact has screen time had on my current mood? How much time have you spent staring at a screen this week?  Most of us spend hours every day doing nothing but. Possibly it’s not the content of what you’ve been viewing (work-related issues or what others are eating and doing socially) that’s wearing you thin but the fact that it’s all been delivered via screen. This weekend, consider laying down your phone for the evening, well before you go to sleep, and make a point to not pick it up as soon as your eyes open in the morning. Try spending a block of time tomorrow (2+ hours at least) not looking checking your phone — longer, even, if you can. Taking breaks from our phones and computers can do wonders to lift our spirits.
  • Have I moved my body this week? Exercise produces endorphins which are natural pain and stress fighters. If you’ve been relatively inactive, the weekend may be a great time to get some exercise in. Go on a hike, hit the gym, or take a class at the local rec center. Just getting out the door and taking a walk can positively impact your mental outlook.
  • Am I  tired — or just bored? Sometimes we’re truly worn out mentally — but other times it’s  boredom, known as one of the enemies of happiness. To combat the rut of routine, try something new this weekend. Take a class. Try out a new restaurant. Drive down a road you’ve never taken before or visit a new museum or art gallery. Mixing up the routine can give you a psychological lift.
  • How many spiritual moments did I have this week? Tapping into your spiritual self can broaden your perspective and drive you to seek meaningful connection with something larger than yourself. This results in positive emotions like gratitude, peace, and wonder.  Spend some time in nature, go to church, take a meditation class, or engage in whatever it is that helps you feel connected to a higher power.
  • Have I had meaningful social interactions this past week? All humans need positive relationships to thrive…even if you’re an introvert! If your work keeps you isolated or you’ve had nothing but superficial conversations all week, the weekend may be the perfect time to connect on a deeper level.  Attend or plan a small dinner party, meet a friend for coffee, spend quality time with your family, or attend a new social group activity. Spend more time asking questions than talking, with the purpose of understanding where the other person is coming from. On the other hand, if your job is an extroverts’ dream, you may decide on some quiet, alone time this weekend.
  • How much sleep have I gotten? Most adults need 7-9 hours a night to feel rested. You may get by on less. But if you’ve been skimping on this vital activity, you’ll know it. Take some weekend time to darken those windows and get caught up. Go to bed early tonight. Turn off your screens well before bedtime and sleep in if you can. Relish an afternoon nap. Then do the same thing the next night.
  • How healthy were my food choices this week? Many who eat well during the week like to reserve the weekends for ‘cheat days’ — where there are no limits on what is consumed — it’s the weekend, right? And though a few cheat days here and there don’t seem to do a lot of damage, as long as your eating and drinking is not excessive, making good food choices can do wonders to boost your well-being.  If last week’s diet consisted of doughnuts and coffee, and the brownies the thoughtful coworker brought into the office, consider celebrating the weekend by eating healthy, nourishing foods instead.
  • What’s one thing I can do for someone else this weekend? Research shows that doing something kind for another boosts our mood and levels of positivity.  Think of someone who could use a kind word or encouragement. Give them a call, take them out to lunch, put together a care package and leave on their doorstep, or slip a $20 in an envelope and send anonymously.
  • What have I done lately that makes my heart sing? Do you even know what makes your heart sing? Ponder the activities make you feel giddy, excited, and happy–maybe it’s ice skating, or checking out local art, or playing your guitar. Whatever it is, reserve some time this weekend for that activity.
  • How messy is my personal space? Using weekend time to declutter and organize can give you clarity and create space for new ideas and innovations. They say that making your bed each morning starts your day off on the right foot. What other areas of your life could use some cleaning up?  If you despise cleaning and organizing, try inviting a friend to help and put on some fun, upbeat music while you work.
  • How much time have I spent outside? Spending time outdoors can relieve symptoms of depression and anxiety. Take a blanket down to the lake and relax in the sunshine, take a walk along a mountain trail, or dip your feet in the ocean. Open your windows and let the fresh breeze waft inside. And if you’re getting hit with bad weather, bundle up and go sledding or build a snowman.
  • How have I used my creative juices this past week?  Creativity reduces stress and anxiety, and is a great way to boost your mood this weekend. Take a painting class, build something in the back yard, try a new recipe. Go thrift shopping to search for abandoned treasure. Tapping into your creative self, freely and expressively, can diminish self-doubt and creates a sense of contentment.

You may still decide to binge watch your favorite show this weekend. But before you plop onto the couch, consider these questions and alternate weekend activities to ensure you feel rested, refreshed and rejuvenated come Monday.

 

 

 

Self-Talk: Antagonist or Ally?

Article written by Dr. Laura Belsten, Ph.D.

What have you been telling yourself lately?

Self-talk is very revealing. That little voice that sits on your shoulder and whispers into your ear can be either an antagonist or an ally. What you tell yourself goes immediately to your subconscious where it increases or decreases your anger, frustration or other emotions. Repeated negative self-talk leads to exaggerated and irrational thinking.

If you struggle with negative self-talk, try this simple exercise:

Directions: Put a check in the left-hand column next to any of the following statements you have said to yourself lately.

 __    They always take me for granted.

__    I’m always late.

 __    No one ever helps me.

__     Everyone gets paid more than I do. 

 __    No one listens to me.

__    It’ll always be this way.

 _ _   Everything I do gets messed up.

 __    I never get the credit I deserve.

__    They don’t appreciate how hard I work/how much I care.

 __    Fill in your own:                                                                                       

Now that you are more aware of your self-talk, ask yourself why you say those things. Pull out your journal and underneath each remark you checked, list some questions that you could ask to help you change to become less negative. (Example: if you are late, why are you late? Are you only late to meetings? Be as specific as possible).

Also list the things you can do to change the situation. For example, if you feel your work is not appreciated, could you create a list of accomplishments and bring them in to a meeting with your supervisor? If someone else is taking credit for your work, what can you do to become more assertive? Again, be as specific as possible.

Finally, for each negative message you receive from your inner antagonist, craft a positive, “ally” message to replace the negative voice. Remember the law of attraction: Whatever we focus on is what we attract. If we think in the negative, we’ll attract the negative; and most importantly, if we think in the positive, we’ll attract the positive.

How can you be your own best ally?

 

Starting the year on the right foot

Article contributed by Amy Sargent.

It’s a new year, which means a blank canvas for new goals, objectives, and intentions. How can you be sure to get started on the right foot?

Being intentional is a competency of emotional intelligence. It’s that ability to act deliberately, moving in the direction you want to move, and knowing what it takes to get there. It’s possessing a sense of confidence that you’re able to control your own outcomes by acting ‘on purpose’. Living with intention is a great first step toward attaining the life you want.

People who are good at this are able to make decisions that match up with their goals and values. They are able to stroll past distractions and stay focused on the objectives. They are consistent in their efforts and are clear, to themselves and others, about what they want to see happen in their lives. Their actions are deliberate and full of purpose.

“Intentional living is the art of making our own choices before others’ choices make us.” ― Richie Norton

When we struggle in this area, we tend to shy away from setting goals. We allow ourselves to be tossed around by the prevailing wind of the day…often by others’ opinions of what we should or shouldn’t be doing. The outcomes we seek are not clear and we are easily distracted by lesser important tasks and duties.

“Control your destiny, or someone else will.” — Jack Welch

When we succumb to letting others design our morning, day, week, month, year…life…we end up with a strong sense of missing out. Acting as if we lack the control to design our lives can lead to depression and a feeling of insignificance. On the contrary, being intentional about how we live and where we’re going can bring about an amazing sense of accomplishment and self-worth.

“It is only those that live intentionally that can accomplish and come to the significance meant for them.” ― Sunday Adelaja

So how do you get started on the right foot down the path of intentionality in 2019? Here are a few tips to try:

  • Start by asking yourself, “What do I want?”  Think in terms of the ideal — not just ‘good enough’ — in all areas of your life — career, family, education, relationships, travel, finances, health, etc. Grab your journal and write down what each of those areas would look life in a perfect world. Give yourself permission to dream. If you’re struggling with categories, check out the CTI Assessment Wheel.
  • Create a statement of positive intention for each. For example, in the area of career, you could write, “I will approach work with a positive attitude each day despite the circumstances”, or “I will ask my employer for a raise in March.” Be  bold.
  • Believe that you can. Tune into the negative self-talk that you may be telling yourself and instead, replace those “I can’ts” with “I cans”. Positive thinking can go a long way in helping us reach our goals. Put a halt to negative self-talk immediately.
  • Build a support team. Share your goals and ideals with your teammates, colleagues, friends, and loved ones. Let them know you’d like their help in cheering you on as you head toward these goals. Knowing others believe in you can help when you start to give in to self-doubt.
  • Lay out a plan. This is when you get specific with your intentions. For each statement of positive intent, brainstorm ways to reach that goal. Cross out the ones that don’t make sense and narrow it down to 2-3 attainable steps. Bounce these off your support team and ask them for input. Set a timeline for each step.
  • Remove the distractions. What hurdles are in the way of you attaining your goals? Maybe you need to delete a social media app from your phone for a while or cancel your online movies subscription. Possibly it’s best that you empty out unhealthy foods from your fridge, or lay out your exercise clothes each night before you go to bed.  List the distractions that are in your way then come up with some ways to move those aside.
  • Give yourself a break. You’re going to have short-term fails, discouragement, and times when you miss. It’s OK. It’s normal to fall short here and there, but don’t let these stumbles knock you off course. Get up, brush off the dirt, and keep moving forward.
  • Celebrate along the way.  Don’t wait until you reach the final outcome as you work toward goals — celebrate each step along the way! Lost 2 pounds? Hooray! Wrote the first sentence of that book? Yay! Brainstormed some ideas of kindnesses you can do for your loved one? Awesome! Learn to congratulate yourself as you go along, and treat yourself with the rich emotions of astonishment, joy, satisfaction, giddiness, and jubilation which come with carving out the life you want.

Sure, you could let another year pass you by not putting your best foot forward and setting intentions. It would probably be easier and take less effort. But before you resign yourself to a life where you are subject to circumstances, consider taking just one small area of your life, setting intentions, and going for it.  The joy you’ll receive in the endeavor will most likely prompt you to continue to live out other areas of your life with intention, and in doing so, you’ll inspire others to do the same.

“We are not creatures of circumstance; we are creators of circumstance.” — Benjamin Disraeli

 

Personal Power

Article submitted by guest author Laura A. Belsten, Ph.D.

Personal Power. What is it? Do you have it? How do you know? Test yourself with this quick quiz. For each question, give yourself a score from 1 to 10 points, with 1 being “I never feel this way” and 10 being “I feel this way all the time.”

  1. I am fully aware of my professional strengths and weaknesses.
  2. I am in full control of my life.
  3. I know what I want and go after it.
  4. I understand and respect myself.
  5. I can make things happen.
  6. I have the ability to get what I want.
  7. I am decisive; I can make decisions despite uncertainties and ambiguity.
  8. I feel completely comfortable voicing views that are unpopular.
  9. I go out on a limb for what is right, even if it means jeopardizing my car
  10. I’m living my life exactly as I want.

Total your responses, and see where you come out in the categories below:

High personal power (91-100): You are among the elite who have a strong sense of your own worth and capability. You live life with an “inner knowing,” a calm conviction about who you are and your ability to get the things you want and need in your life.

Moderately high (81-90): You have a greater sense of personal power than most people. Moderate (71-80): You are doing well in some areas, but may need to work on a few others.

Look back at your lower scores. Is there a theme? Can you resolve to work on this?

Moderately low (61-70): You are exercising personal power on a more limited basis, and probably need to look at specific actions you can take to boost your scores.

Low personal power (60 and below): Don’t despair! This score simply explains why life seems overwhelming and difficult at times. As you work to increase your personal power, you will experience dramatic results in how you view, respond to and address life’s challenges.

People with a highly-developed sense of personal power believe they can set the direction of their lives. They define themselves from the “inside out” (I am capable, I am creative, I speak up and do the right thing) rather than from the “outside in” (I’m a corporate executive, I’m an attorney).

The opposite of personal power is helplessness or hopelessness, crippling self-doubt, and a lack of conviction to tackle life’s tough challenges.

Personal power is a critical emotional intelligence competency that reveals itself in strong  personal presentation, in the ability to confidently take on new challenges, and quickly master  new jobs or skills. People with high personal power are catalysts, movers, and initiators who don’t hesitate to take on controversial issues and stand up for what they believe despite opposition and disagreement. Quite simply, personal power is the degree to which you believe you can meet life’s challenges and live the life you choose.

Do you have a strong sense of personal power?

The desire to inspire

Article contributed by Amy Sargent

My very first boss made me laugh. Hard. As in, sometimes I’d have to leave the room to regain my professional composure because of one of his antics. And not only was he funny, he was a clear communicator, and praised my work with specific encouragement. He complimented me in front of others and took an interest in my personal life.  He and his wife treated me like family. In return, I was more than happy to work long hours, putting in extra effort whenever I could, and even babysat his children on numerous occasions in my free time.

He was an inspiring leader.

And in being so, I was motivated to develop a strong work ethic. We accomplished a lot of great things together. He made work fun and engaging and others were envious of my job.

Are you familiar with the attributes exercise? Take a moment and think of a person who has been an inspiration to you. It could be a mentor, or a teacher, a parent, or a friend…someone who has made an impact in your life. Jot down their name, then list the qualities about them that you admire most.

Now look at the attributes you wrote down.  Do these fall under IQ, intellect quotient, or EQ, emotional quotient?  It’s most likely that the attributes you noted are a competency of the latter, social + emotional intelligence. These competencies– self-awareness, self-management, other awareness, and relationship management — have a powerful impact on us.

One competency of emotional intelligence that has far-reaching effects on others is inspirational leadership.  It’s that ability to mobilize individuals and groups to want to accomplish the goals set before them. It comes in many different shapes and forms, and there are various methods (humor, being one) that feed inspiration. People who are inspiring are able to articulate goals clearly and stimulate enthusiasm for a clear, compelling vision. They have the ability to bring people together and create a sense of belonging. They know how to create  an emotional bond that helps others feel they are part of something larger than themselves.  They are able to invoke a sense of common purpose beyond the day-to-day tasks, making work exciting and something people want to be a part of.  Does this describe you?

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams

Each of us is capable of increasing our ability to inspire others.  But there are some hurdles that can slow us down.  Which of these tends to trip you up?

  • You don’t have a clear vision for the future of your team/organization
  • You lose the big-picture view of the organization and get lost in the weeds
  • You aren’t a good team player
  • You are not passionate about your work or those you work with, thus aren’t able to create a sense of passion in others
  • You too often think your opinion is more important than others’ opinions
  • You tend to think work should be a “one-man-show” … you lead, they follow
  • You … (fill in the blank with your own stumbling block)

What’s great about emotional intelligence is that these competencies can be learned and developed.  If you’d like to become more inspiring as a leader, finding a social + emotional intelligence coach can be an asset.  As well, consider these tips:

  • Figure out what your vision is for your personal life as well as the vision of the organization you work with. Not sure?  Ask yourself, “What am I passionate about?  What is my company passionate about?”
  • Learn to put words to that vision and articulate it in a way that expresses your feelings around the vision.
  • Don’t be afraid to challenge the status-quo.  Be creative; come up with fresh and innovative perspectives.
  • Ask yourself what you admire in a leader (the above attributes exercise will help!) so you can develop your own definition of inspirational leadership.
  • Open up high-level discussions to include your team members and value their input as substantive and valuable.
  • Look for ways to create opportunities for ownership in your vision with your team members.
  • Give specific compliments and don’t hold back praise for work well done. Most people thrive on kind words.
  • Avoid micro-managing, and give capable team and group members latitude to move things forward without needing your stamp of approval on each step of the project.
  • Evaluate if you are living in integrity — do your actions match your values? People are inspired by those who live out their belief systems in their day-to-day activities.
  • Keep it fun.  People like to laugh.  A sense of humor can go a long way in creating an engaging work environment.

Here I am, twenty five years later, and I still remember the gift of inspirational leadership my first boss bestowed upon me. And now, as I lead my own teams, I find myself trying to emulate his style to hopefully inspire those I work with.  Inspirational leadership has far-reaching effects that can carry over to the next generation of employees. Let’s all commit to taking a step forward in this competency this week.

“A teacher affects eternity; he can never tell where his influence stops.” – Henry Adams

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