Conversations That Matter

Conversations That Matter

Article
It’s common in organizations (as in the rest of our lives) to avoid the conversation that matters. We wait, and hope things get better. They never do. The hidden truth blocks progress, remaining the proverbial elephant in the room. One technique leaders can use to overcome this is to normalize having difficult conversations. Set aside time for the important subjects, and signal that you are open to hearing the truth. What should we really be talking about right now? What’s hard to talk about, but needs to get out on the table? Open that door, and keep it open.
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The Underrated Benefits of Feelings in the Workplace

The Underrated Benefits of Feelings in the Workplace

Article
My clients are often surprised when I ask them to name their feelings, a subject not often discussed in offices and meeting rooms. (And when I say they’re surprised, I mean that I regularly hear versions of “You’ve got to be kidding me,” and “No, thanks.”) But we all have them, all the time, whether we are paying attention to what we are feeling or not. When we acknowledge our feelings, we are at our most alive. Without a connection to our inner truths our connection to others will falter. At best, we move forward in our work even through our disconnection, but we find ourselves less inspired, less happy, and more frustrated.  At worst, our lack of self-knowledge contributes to the kind of work culture that can drag a business down. This…
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Lead by Knowing Yourself

Lead by Knowing Yourself

Article
If there is one ability that is important for all truly effective leaders, I believe it can be found in an ancient Greek aphorism: Know thyself. It is only when you know who you are, your beliefs, your values, and how you want to show up in the world, that you are able to have conversations that matter—the heart of great leadership. Ask: what is it I truly believe? What is it I really want? What is it I am here to do? Lead from the answers.
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The Present is Potent

The Present is Potent

Article
In my work as an executive coach I notice that organizations usually prefer to talk about the future or the past. I often suggest that people also set aside time to talk about and learn from the here and now. The present is potent.
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