Last week, I had the opportunity to speak with a group of senior executives from a large multinational company. As we settled into the conversation, I kicked things off with a simple question: “How are you all doing today?” Their answer really made me stop and think…
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As Amelia, a Vice Chairman in a large multinational organization, walked into the meeting room filled with 35 Exco members and SVPs she was a bit nervous. After all, only last year these people were all her peers, and most of them have been in the organization longer than she had. She sat down, took a sip from her tall cup of water, and observed the faces of her friends and colleagues. She was unsure if they were ready to hear what she was about to say, but it was high time they did.
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Last month as I was skiing with my kids in the French Alps, I fell and broke my collarbone. It was a shocking experience (yes, sigh…pun intended).
As a volunteer paramedic, I spent many a day rescuing others from difficult situations, and on the snow, I am that person who stops to help anyone who falls. Yet suddenly I found myself on the side of the injured.
As I was whisked off to the hospital the X-ray results were conclusive: I would need to be operated on and have a titanium-grade support plate installed before I could begin to heal. Although this was by no means a fun experience, it did bring its share of learnings.
Here are six lessons I learned from needing titanium-grade support…
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In the United States’ Declaration of Independence, Thomas Jefferson wrote:
“We hold these truths to be self-evident, that all men are created equal…with certain unalienable rights, that among these are Life, Liberty and the Pursuit of Happiness”.
But was Thomas Jefferson correct? Should we pursue happiness or meaning?
What does research have to say about the wellbeing and health consequences of each choice?
And most importantly, how can we ‘have it all’ in a post-Covid world?
I’m often surprised by statements on the ineffectiveness of remote work like the one made by David Solomon, CEO of Goldman Sachs in Feb 2021
Yet, I am even more surprised when these statements come from forward-thinkers like Elon Musk, whom I admire.
As the world emerges from Covid to a new form of normality, isn’t it high time we redesign a world where our work is valuable, enjoyable, invigorating, challenging, and demanding but not lethal?
The question is: can we just break for a second?
Last week my daughter came home on the verge of tears after her rowing competition. She really wanted to win, but she didn’t get to be on that podium.
She felt she failed herself, but especially her coach, who had such high hopes for her.
In this post we use her experience to explore what prevents leaders from being unstoppable and what we first need to re-learn in order to become more focused, intentional, and aware in our work and lives.
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As the workplace transitions into a post-pandemic new normal, leaders and companies who would like to stay ahead of the curve need to create those worklife environments now to both retain as well as attract the best talent. In this article, I outline four common misconceptions and suggest five steps to move forwards toward an optimal post-pandemic worklife.
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Belonging is one of our most basic human needs; it is the feeling of being safe, included, and accepted in a group. This article presents an evidence-based framework to support inclusive leadership development. The framework – called “The 4A’s to B” – guides leaders through a 4-step process to promote and strengthen B (for Belonging) in teams and organizations.
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As the war in Ukraine rages on a question remains:
How can social and organization Psychology help us end all wars (in the office and in the world)?
Why do we humans continue to fight? What would our world look like if we harness our abilities to fight toward that which truly matters?
And what is the ONE war we need to wage that will end all wars (and no, I am not talking about WW3)?
In this 2-part article we cover the psychology of war in Ukraine and its effects on leadership, culture, and human behavior.
We will also attempt to answer the pressing question of Who would eventually win the war? And How—employing human psychology research—can we prevent the next one from happening?
