The difference between recognition and appreciation can mean the difference between being a weak positive influence and a strong positive influence on those you lead.
Why are leaders commonly villains? They have some fears and insecurities that cause them to act in ways that are fully justified to them, but are actually damaging to those they lead.
If we can better understand how we evaluate trustworthiness in others, we can do a better job of managing the trust that others have in us.
If we have developed the wiring for a certain orientation, or if we rely upon one side of our prefrontal cortex, does that mean that we are stuck? No! We can rewire our brains to navigate life more effectively and become more of someone others want to follow.
Thus, if organizations want to more effectively develop their leaders, they need to focus on the three foundational elements of self-leadership: self-awareness, mindfulness, and emotional intelligence.
Rather than focusing on lists that tell us how we should act or behave, a much better approach when improving ourselves and our leadership is to focus on our mindsets.
Many are unwilling to learn and become better because their egos prevent them from acknowledging that, although they were likely doing their best, their ignorance and prior actions have been less than ideal.
Over 4,000 scholarly articles on mindfulness suggests that we should be taking it much more seriously. As a result, we are starting to see organizations such as Google, Aetna, mayo Clinic, and the U.S. Army adopt mindfulness training. This article identifies 25 clear benefits of mindfulness.
Most people develop habits and most organizations develop policies to keep the train moving along in inertia. But here is the problem: as the external world changes, and as our habits and policies stay in inertia, our inertia takes us on the course of “slow death.” Over time, our habits and policies fail to meet the demands of our external environment.