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.
How we see the situations we encounter shape our ability to be a positive influence, someone that others want to follow.
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.
Of 110 people surveyed, 8% seemed to have a clear purpose for their life. It is only by having a clear self-purpose that we will be willing to: (1) put off what is best for ourselves for what is best for a higher cause, and (2) do what is right, not what is easy.
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.
Moral of the story: How we think matters! It matter to the success of organizations, leaders, teams, and employees.
The reality is that each of us, in our own ways, are engaging in fully justified thinking and actions that are ultimately limiting our experience, effectiveness, and performance.
Take a moment and consider: Is your work environment a psychologically safe environment? If you are a leader or manager, do your employees feel like they work in a psychologically safe environment?
