Incorporating Mindfulness Into Your Everyday Brings Untold Benefits.

Updated August 2nd 2023

Are you feeling busy?

Are you living focused on the next meeting, the next meal, the next email that needs to be responded to?

Right now, are you focused on that holiday you booked six months ago and is finally happening in the next week or two?

Or are you living in the past, regretting what you have done or not done? Or are you feeling angry at how you were treated by someone or how you didn’t make it to the gym, or because you ate that second croissant when you promised yourself you would turn over a new leaf for the month?

Are you attempting to get 3 documents completed, respond to 5 separate emails and take 2 calls?

Or are you living presently and focusing in the moment?

Are you using one of the oldest practices in human history?

You are probably well aware that mindfulness, one of the oldest practices in human history has become one the newest ‘breakthroughs’ in managing thoughts and mental well-being in the workplace.

It is more important than you might think to start taking this seriously. Research consistently shows us that Multitasking is literally the enemy of productivity. Did you know, that when you divide your attention between tasks, it takes 50% longer to accomplish a task, and you are 50% more likely to make errors?

I started attempting to focus on living presently, using mindfulness and meditation a number of years ago, when approximately 20 years after being introduced to meditation and mindfulness, I finally was adult enough to start giving it a real go. The impetus was the realisation that if I didn’t focus on one thing and on the NOW, that life would pass me by and I’d have missed out on just experiencing rather than thinking about what was coming next.

We have been recommending Mindfulness to our clients for years. Many of the middle and senior managers we work with insist they don’t have time to be mindful. Yet those that take it on see the benefits very quickly. They feel more focused, more calm, and in control of their emotional reactions.

Can living presently help you to succeed in achieving your goals?

Sometimes you hear the message; ‘Focus on the goal’ and other times you hear the conflicting message; ‘Be more mindful’. The real story is that goals can help spark our initial interest, but then we must consistently focus on the process rather than being overly focused on the end goal.

Research shows that people who focus on being mindful rather than focusing on the end goal are more successful (e.g. Fishbach & Choi, 2012). It is much better for the outcome, if we focus on the experience rather than the benefits. As Dr. Christian Jarrett (author of ‘Great myths of the brain’) said ‘Once you are doing it (e.g. exercise, work-based project), let your long-term future-based mission fade into the background.’

Mindfulness is not an easy habit to adopt however! It involves being present in the here and now; when eating, when walking, when speaking, basically in every moment. And let me tell you, it’s a struggle. When I started this approach, I had to constantly remind myself to be in the present and to focus 100% on the conversation I was having, or the document I was working on and really just slow down to experience fully what was happening.

If it is so difficult to be mindful or present in this moment, then why bother?

There is empirical evidence that mindfulness:

· reduces the physiological and psychological effects of stress

· correlates with emotional intelligence

· improves well-being and happiness

· improves attention and emotional regulation

(see Keng, Smosku & Robins, 2011 for an extensive review of the empirical studies on the effect of mindfulness on psychological health)

Personally speaking, when I am being mindful, I feel more tuned in to the people I am with, the conversations we are having and the accompanying sensory information in the environment. I feel more grateful. You may be aware that there is tons of research showing that gratitude is associated with reduced depression, more positive relationships, greater competence, resilience, self-acceptance, less stress, better sleep and much more. All in all, being Mindful leads to a life that is much richer and much more enjoyable.

Creating A Learning Culture With Our Leadership Development Program Dublin

Update August 2nd 2023

As we run our Leadership Development Program in Dublin and around the world, we have witnessed a remarkable trend towards the emergence of ‘learning’ organisations. While some forward-thinking organisations took the lead and embraced this concept over a decade ago, many others are just embarking on their journey now. The shift towards becoming learning organisations signifies a transformative movement within the corporate landscape, with an increasing focus on continuous growth and development. As we engage with diverse organisations globally, it is evident that the pursuit of a learning culture has become a pivotal factor in fostering long-term success and adaptability in today’s ever-evolving business environment.

Is ‘Learning’ a part of your company’s culture or are you just hoping it will happen?

What is a learning organisation, you might ask?
A learning organisation is one where:

“Employees continually create, acquire and transfer knowledge-helping their company adapt to the unpredictable faster than rivals can e.g. tougher competition, technology and shifting customer preferences ” (Garvin et al., 2008)

There are 3 building blocks suggested by Garvin et al. that many organisations fail to put in place, making it very difficult to achieve the ideal. One of the most important building blocks according to many global learning leaders is having the type of leadership in place that reinforces learning.

Here, the organisations leaders (including managers of smaller departments and units):

Demonstrate willingness to entertain alternative viewpoints
Signal the importance of spending time on problem identification, knowledge transfer and reflection
Engage in active questioning and listening

(Garvin et al, 2008)

When leaders actively questions and listen to employees –and thereby prompt dialogue and debate- people feel encouraged to learn. If leaders signal the importance of spending time on problem identification, knowledge transfer and reflective post-audits, these activities are likely to flourish.

When people in power demonstrate through their own behavior and willingness to entertain alternative points of view, employees feel emboldened to offer new ideas and options.

What are you doing to create and maintain the type of leadership that reinforces learning?

National Well-Being DAY – Working Together For A Healthier Future!

Updated August 2nd 2023

What would I see if I walked into the reception of YOUR organisation between 8am and 9am this morning?

Would I notice an atmosphere of positivity and well-being.? Would I notice people who are well, happy and healthy, milling through reception? Or would I see over-tired, stressed, coffee-fueled zombies shuffling around the front doors?

As today is National Workplace Well-Being Day, it is more important than ever to reflect on the well-being of your workplace.

The Tagline is ‘Working together for a healthier future!’ What do you think of this statement?

Do YOU work together with YOUR colleagues to create a healthier future?

We’ve been talking about employee engagement, leadership, companionate love, ‘spirit of work’, communication, happiness, thinking, behaviour and all sorts in our recent blogs. Ultimately, we talk a lot about care for ourselves and for our colleagues.

Did you know that Gallup* found that Managers can greatly impact employee well-being, as well as engagement? Ultimately this all plays an important part in the performance of an organisation (Krueger and Killham, 2005).

*(Analytics and advice to help leaders and organisations solve their most pressing problems)

Improving employee engagement needs involvement and commitment from the leaders and manager (Mann & Harter, 2016). Of course it requires ownership and commitment outside of the workplace from the individual also. In my experience, work and home always impact on each other. What is important, is that to improve engagement, you need to improve well-being.

Did you ever consider that?

When I walk into an organisation that practices these things, I can feel it. From the moment I walk into reception, there’s a difference; a difference in how people greet me, and greet each other.

What are you going to do today to improve your well-being and the well-being of those around you?

International Day of Happiness!

Updated August 1st 2023

Today is International Day of Happiness.

“The International Day of Happiness recognises the relevance of happiness and well-being as universal goals and aspirations in the lives of human beings around the world and the importance of their recognition in public policy objectives.” According to the United Nations website.

Did you know that Increased happiness leads to 12% increased productivity?

Did you know that it is possible to raise your levels of happiness above your genetic setpoint?

Did you realise that your level of happiness also impacts on your health?

What is Happiness?

The Merriam-Webster dictionary describes happiness as “a state of well-being and contentment” and “a pleasurable or satisfying experience”.

How are you doing with your own Happiness?

Personally I struggle with this during the winter months! I force myself to SMILE as soon as I wake up. This gets the endorphins, serotonin and dopamine going! Even a fake smile is useful!

“Sometimes your joy is the source of your smile, but sometimes your smile can be the source of your joy”

-Thich Nhat Hanh

Ever noticed, how some people are able to remain happy even when faced with adverse circumstances? Whereas some people seem to always be unhappy even when things are going well!. So why are some people happier than others?

Lyubomirsky (2001) notes that happy people interpret events and situations in a way that strengthens, maintains or promotes their happiness. On the other hand, people who are unhappy, by nature interpret their experiences in a manner that reinforces their unhappiness and negative self-views.

Objective factors such as wealth and health etc. can have effects on people’s happiness levels. At the same time, there are several psychological processes that control the impact certain events and life circumstances have on a person’s well-being (Lyubomirsky, 2001).

Mainly, people who are happier tend to have more success in work, relationships and health when compared to those who are less happy. What many people don’t realise (and per over 200 studies with students and Fortune 500 companies) is that happiness encourages success rather than the other way around.

How Happy is your workplace?

Have you ever considered, how much the happiness of you and your colleagues impacts on each of your individual success? Every considered how happiness impact on the success of your team and the organisation? Or are you, by chance, a person of the opinion that work and happiness are not related? Or perhaps you have the opinion that happiness is a luxury that only the wealthy or famous have time for?

A study entitled “Happiness and Productivity” (Oswald et al, 2015) provides evidence of a link between human happiness and human productivity. Increased happiness, according to this research, leads to 12% increased productivity. Lower happiness is systematically associated with lower productivity. This finding is consistent with the existence of a causal link continuously seen in Positive Psychology between human well-being and human performance.

According to Happiness Advantage (2010) author and Harvard Researcher Shawn Achor:

Optimistic Sales people outsell their pessimistic counterparts by 56%

Doctors put in a positive state, make an accurate diagnosis 19% faster

Students primed to feel happy before taking a math achievement test, outperform their peers

Research shows that being happy before and during work makes us more resourceful and effective. Ultimately feeling happy improves our problem-solving skills!

We know that happy people have certain ‘adaptive characteristics’ and tend to engage in certain behaviours that helps someone thrive and succeed in life. Because of that, here at Adaptas, as part of our Leadership Development Program, and Executive Coaching, we support you to cultivate and manage your own happiness and the happiness of your teams!

Check out our Leadership Module; The Adaptas Happy Leader

And here is one of my favourite TedTalks, Shawn Achor, talks about the Happines Advantage; which is worth watching over and over just for the unicorn story.

What If You Are Low In Controlling Thinking And Behaviour?

Updated August 1st 2023

It is important to make people aware of where their thinking is in this area.

Referring to the BIAC Thinking Styles process, a Team Leader or manager who is Centred in their ‘Controlling’ Thinking and Behavior will have no difficulty empowering others, but is fully capable of being in charge, if required.

They are particularly good team leaders and will tend to create the right, most effective team dynamic. So what about if you are ‘low’ in ‘Controlling’ Thinking and Behaviour?

Let’s take the case of another senior manager I worked with recently:

A finance accountant, in another global organisation, let’s call her Flo. When I first met her, she expressed that she was feeling very stressed. She also talked about two of her peers whom she was ‘afraid of upsetting’ because they are both ‘strong confident characters’, who ‘do not react well to input or feedback’. Flo never makes a decision without consulting these two peers, and often ends up performing items that are their responsibilities, even though she is extremely busy with her own activities.

Flo, on being measured by BIAC, came out as ‘low’ on ‘Controlling’ Thinking and Behaviour. What this tells us, is that she gives way and allows others to take complete control, and dictate her approach to making key decisions.

Very ‘low controlling’ belief leads to thinking and behaviour which empowers colleagues or customers to the point where they take over and dictate to you the terms, conditions and overall approach on most issues. Describing very ‘low controlling’ thinkers, customers or indeed colleagues will say ‘he or she cannot make a decision or a stand on any issue’. For the person themselves, the stress from this type of behaviour can be quite severe, as there is often an inner feeling of disappointment with their own performance and a sense of being put upon. This person will often end up doing the work of others as well as their own. They will often hesitate when faced with a decision and let others do their own thing.

Flo, I learn, has been extremely stressed and had to take a few weeks off for stress leave a few months back.

I also later find out that these two peers are, in actual fact, two of Flo’s direct reports! Her ‘low controlling’ Thinking and Behaviour has allowed her to fool herself into thinking they are at the same level of management as her!

Believe it or not, our thinking and the beliefs that they stem from, can absolutely convince us of things that are not in fact true, about ourselves and others.

Realising that your beliefs and your thinking are not useful or optimum sure is frustrating. But it is progress, and awareness means you can change your behaviour. Flo has been working on this and I am happy to report she is making great strides, and is healthier and happier in recent weeks!

Are You Controlling Others Or Are You Letting Them Control You?

Updated August 1st 2023

In our most recent blog, we shared an example of someone who is High in Controlling Thinking and Behaviour.

Ted: A great guy, technically excellent, leading teams who are making an impact in his organisation globally. But at the same time, has been disempowering others who would potentially take the reigns for him in teams he has been building so that he could operate on a more strategic level. There is also potential for some of them to get promoted; this is a very fast growing organisation and it would be much more effective, in terms of expertise and resources to promote internally straight into management positions!

Before finding out his BIAC Thinking Styles results, Ted believed he was a fair, well measured manager who managed to get on with everyone and who was doing things better than most of his peers. In actual fact, his High Controlling Thinking and Behaviour style has been doing him, his team and the organisation a huge disservice!

Ted, recently said, “I have reflected on this (his results) hugely! I am feeling a lot calmer and less stressed. Am definitely asking more open-ended questions, and stopping myself when I am becoming too controlling. In meetings I am taking a less aggressive approach and white boarding people’s opinions and talking things through with them. Before each 1-2-1, I am thinking about the controlling piece and making sure I extract ideas from people and not ram things down their throat. So all in all I am feeling good!”

A person who is centred in Controlling Thinking and Behaviour (as measured by BIAC; a thinking, behavioural & adjustment profiling tool) will have no difficulty empowering others but is fully capable of being in charge, if required.

So what about if you are Low in Controlling Thinking and Behaviour? What happens then? Tune in next week to find out…

How Controlling Are You?

Updated August 1st 2023

In our previous blog, we explored the significance of clear and consistent communication as a fundamental factor in fostering high employee engagement. However, I’ve observed that some managers mistakenly interpret clear and consistent communication as simply issuing directives and, in some cases, resorting to controlling or micromanaging their staff. True clarity and consistency in communication should encompass a more balanced approach that encourages open dialogue, active listening, and empowerment, rather than solely relying on one-way commands.

A client who truly brings this to life, has recently been promoted to a senior management position in a multinational. Let’s call him Ted. He is clearly good at what he does, with his teams leading the pace and breaking all sales targets worldwide.

Just before our most recent session together, we measured him on his thinking styles, using BIAC (A thinking, behavioural & adjustment profiling tool created in Ireland and now being used worldwide). Turns out he is extremely high in ‘Controlling Thinking’, scoring an 8.

Someone in his position needs to be a 4/5 to be effective in how they manage others, never mind the stress he is causing himself with his thinking operating at this extreme.

In my first two sessions with him, prior to completing BIAC, he told me he has ‘a very good relationship’ with everyone on his team. They’ve been beating global targets. All is great.

Except my client is stressed beyond belief. He wakes up worrying about maintaining these targets, about whether everyone on the team is doing what they have been ‘told’ to do.

Through our conversation he realises that what he thinks has been effective conversations with his staff (performance and other) has actually been him ‘telling’ them and he is suddenly aware that he has not in anyway been empowering his team and has actually been aggressive.

Through our conversation, he realises that he is partly to blame for two of his team members not getting a promotion they were in line for. Many of their KPI’s were not achieved, because of him and his controlling tendencies!

This has been a huge blind spot for him and there is now potentially massive room for improvement for himself, and also growth for the individuals on his team.

What is High Controlling Thinking?

A person who is High in Controlling Thinking and Behaviour finds difficulty letting go of control, puts down perceived challenge and will create a dependent dis-empowering culture within a team or group of colleagues. Too high on controlling usually means having to be in charge at all costs. Losing control can set off alarm bells leading to aggression, sometimes to intimidation, and ‘stress overload’ in one’s self and others.

Controlling thinking behaviour can go various directions. Some of us are high in it, some of us are low in it, and some of us are centred. See our next upcoming blog to learn more about where your Controlling Thinking might lie.

Do You Have The ‘Difficult Conversations’ With Your Staff?

Updated August 1st 2023

I had an interesting encounter recently with a Managing Director, let’s call him Dom. I wanted to find out how he manages difficult conversations and communicates with his staff.

“Having difficult conversations? Listening to people? Why do I need to?” asks Dom.
“How have you survived this long without having these conversations, with a business that is 12 years old and has grown to over 100 people?” I ask.
“I delegate all difficult conversations” he says.
“Wow, that is some expertise in delegation!” I respond.

If this ‘delegating conversations’ was unusual, it would not be all that useful for me to write about and for you to read. At least he is being honest. It is often only when I ask people to give me examples of difficult conversations they have had or need to have, that it transpires they have been avoiding having many, many, many conversations they should have been having all along. My experience, as well as research, shows that not having these conversations results in lack of clarity, lack of follow through and a general disengagement by employees.

Did you know, that 1 in 2 people leave their job to get away from their manager?

Did you know that managers account for at least 70% of variance in employee engagement scores?

Did you know that employees whose managers excel at performance management activities are more engaged than employees whose managers struggle with these same tasks.?

And did you know that, clear & consistent communication — whether it occurs in person, over the phone or electronically – is 1 of the main ingredients connected to higher engagement?

Dom and I engaged in a role-play exercise, simulating a conversation that Dom had been avoiding for quite some time. Having already practiced various scenarios with his colleagues, Dom understood the importance of being an attentive listener in this particular conversation. However, during our role-play, I noticed that he appeared to be listening while only pretending to do so. Although he asked relevant questions (which is often half the battle), it was evident to me, and therefore would most likely be evident to others, that his attention was not fully engaged. Perhaps his position as the MD and the support he receives from his senior team allowed him to get away with it so far, but the consequences are becoming apparent. Dom realizes that he must address this issue promptly to prevent potential problems. He can no longer delegate important conversations; his colleagues have reached their limit.

Of course, it is everyone’s responsibility to have conversations. If you would like to consider whether you are asking questions and actually listening, see some more blogs on this topic below:

When is the last time you said Thank You to your team?

FEEDBACK – Everyone needs Feedback!

The Power of the Domino Effect in Organisations

When Was The Last Time You Said ‘Thank You’ To Your Team?

Updated August 1st 2023

When was the last time you said ‘thank you’ or expressed genuine interest towards someone on your team? Or are you of the opinion that if someone performs the role they are assigned to and they get paid for it, then ‘thank you’ is not necessary?

Imagine if you knew that simply taking a moment to express gratitude or inquire about someone’s well-being could significantly enhance satisfaction and teamwork, reduce absenteeism, and create a positive impact on customers and clients. Would you then be motivated to make a more concerted effort in this regard?

As you might recall, I mentioned a study conducted by Barsade & O’Neill (2014a) in our previous blog. They discovered that the presence of companionate love, characterized by interdependence, sensitivity, warmth, affection, and connection among individuals, fosters higher employee satisfaction and improved teamwork while simultaneously reducing work absenteeism and emotional exhaustion.

They also found that this type of culture is positively related to client outcomes. When this research was carried out in a hospital setting, it found that workers who had a better emotional and caring culture directly influenced their patients who experienced better mood and satisfaction, and increased quality of life.

Barsade & O’Neill illustrated across a variety of organisations and industries that it was the strength of an organisations companionate love culture that determined employee engagement; where people could express affection, tenderness and caring, had higher levels of job satisfaction, commitment to the organisation and accountability for their work.

In workplaces that don’t experience or promote companionate love there are minimal displays of affection, caring and compassion among workers and people tend to be more indifferent towards each other. Employees in such cultures don’t get to experience the positive emotions that go with companionate love in work and they are less equipped to deal with work situations that are going badly.

I know the idea of this at all makes a lot of people very uncomfortable. But it doesn’t have to be complicated: Barsade & O’Neill illustrate that most importantly “it is the small moments between coworkers — a warm smile, a kind note, a sympathetic ear — day after day, month after month, that help create and maintain a strong culture of companionate love and the employee satisfaction, productivity, and client satisfaction that comes with it.”

I know there have been many times I have suggested to people in management positions to say ‘thank you’, or to write the odd note. I have often been asked in response to this type of suggestion, ‘isn’t it enough that people get paid?!’ or similar.

What do you think?

Inspiring Leadership, Be Aware Of Your Blind Spot.

Updated August 1st 2023

In our most recent blog we discussed ‘Inspiring Leadership’ and I shared some examples of where it is not happening. In my conversations with the individuals who were experiencing the complete opposite of ‘Inspiring Leadership’, we were trying to work out if the leaders in question were aware of their behaviour and impact. It is possible they are not. We ALL have blind spots!

You may also recall Johari’s Window, mentioned in our second last blog.
As you will know from that blog, (or maybe you knew already), the Open Arena/Area (Area know to self and others) is argued to be the most important quadrant. The argument is that the more people know about each other, the more productive, cooperative, and effective they are likely to be when working together. In Johari’s Window there is a quadrant known as Unknown (known to nobody, including myself!) and Blind Spot/Area (known to others, but unknown to me).

During a course I attended, I had a remarkable moment of newfound awareness. Throughout the program, I sought opportunities to connect with the other attendees, including one woman in particular. Unfortunately, despite my genuine attempts to engage with her during the exercises, I couldn’t shake off the feeling of being repeatedly snubbed.

As time went on, I reached a point where I decided to stop making any further efforts to connect with her. It seemed like she had little interest in engaging, and I found myself mostly ignoring her. It was an unusual approach for me, but the demanding challenges presented during the course required me to be selective when deciding where to invest my energy. I made a deliberate choice to prioritise my own learning through the set exercises.

On the final day of the course we were all saying good-bye to each other, and she walked straight up to me and apologised. I asked her why she was apologising and she said that on meeting me and hearing me speak during the introductions on the first day she had felt intimidated. For me to think someone might find me intimidating was shocking. I asked her what it was I did that intimidated her. She told me that it was some sense of confidence I had that she felt she did not have, and so she felt small in my presence.

Wow! There I was thinking I do a great job of making people feel comfortable! She told me that through the course she had finally realized that she could become as confident as I appeared and that there was no reason to feel intimidated! Phew!

It’s fascinating how we often notice qualities in others that we believe we lack ourselves, leading us to either gravitate towards them or keep our distance. It’s equally remarkable to reflect on my personal growth journey, recognising how I once struggled with self-confidence and how far I have come since then. I now find myself contemplating how many people I may have thought I took a dislike to when, in truth, I was potentially intimidated by certain aspects they possessed – qualities I actually aspired to have.

I share this because it is important on a number of fronts:

A) I was wholly unaware that the confidence I have spent years building could be intimidating to others. Even though I look to represent and be a beacon of what one can overcome if one so wishes (In my case low self-esteem, depression, dyslexia!), doesn’t mean that it makes other people comfortable!

B) Both she and I were stuck in the Unknown Area (represents things that are unknown by you, and are unknown by others). Because we disconnected from each other early on, there was a whole host of things that were unknown to each other; we were making assumptions and we were potentially losing out on other gains. I made assumptions that she was rude and ignorant, but actually she was intimidated and I later realised she is a very nice woman! I’ve asked it many times in previous blogs, but how much are our assumptions about other people’s behavior taking us in the wrong direction every day?

C) I made a decision, having been snubbed off, that I would focus my energy on the exercises rather than on building a particular relationship. How often do we all do this in life and in the workplace, focusing on the task rather than the people? As Adele Cooper, Head of Partnerships for the UK and Ireland at Pinterest says “Make getting to know people individually- their roles, responsibilities, what frustrates them-a priority over hitting immediate business goals or achieving personal success. Motivating every member of the team enables it to be more successful”.

Hmmm, still lots to think about with Johari’s Window, relationships and leadership (of ourselves and others!). Keep reflecting on the responsibility and actions you are taking on, while reading these blogs (or not) and we will continue…..if you have any comments of questions, don’t be shy! If you like what you read please give it a thumbs up.

How Can We Help Our Leaders become ‘Inspiring Leaders?’

Updated August 1st 2023

In the past week, I have spoken with a number of people across diverse organisations who are experiencing what could best be described as bullying. All of them are extremely bright and committed individuals, (a mixture of senior managers, director and chief officers) and two of them are considering resigning in coming months. I guarantee that their potential resignation will be a blow to their teams and have wide rippling effects cross-functionally and beyond.

If only this was an uncommon situation. However, unfortunately it is not. Think about it. Me, one person who had 3 separate conversations in the space of one week with 3 people who lead large teams and who are all experiencing some form of bullying from their reporting manager…this does not bode well!

If you read our last blog, you will recall the mention of Kinjerski and Skrypnek (2006), who explored what they term ‘Spirit at Work’ (having high feelings of wellbeing, feeling like your work matters and feeling connected to your colleagues; all helping to provide meaning and fulfillment in work). You will also recall that there are a number of factors required to develop ‘Spirit at Work’.

One such factor, indeed the most important factor, according to Kinjerski & Skrypnek is ‘Inspiring Leadership’

“Inspiring Leaders:

Create a caring culture.
Are caring in the sense that the welfare of their staff and work relationships are important.
Embody behaviours that match those of the organisations’ philosophy and intentions.
Encourage and help staff to reach their goals.
Communicate tasks clearly.
Involve people in the decision-making process.
Delegate responsibility so workers can make decisions about their work on their own.”

Kinjerski and Skrypnek (2006) found that a positive workplace was important in creating ‘Spirit at work’. Positive working environments help people develop a sense of spirit at work where they feel good during work, they are happy with their organisation and they focus on tasks required during work.

The people I mentioned above are experiencing the exact opposite of ‘Inspiring Leadership’.

As we all know, the workplace culture reflects the leadership within the organisation, the relationships among colleagues, the opportunities and priorities in an organisation, and how people are viewed in the organisation.

i.e. don’t expect people to show up in certain ways if you are not leading by example. A positive workplace is one where care, teamwork and support are displayed and developed by senior staff; this creates a workplace where people are able to work to their best/perform best.

Pamela Quinn (MD of Kuehne + Nagel Ireland, one of the worlds largest logistic companies) states: “I believe that people mirror behaviours and they tend naturally to follow the behaviours they see around them.”

How have your reflections been re. the Open/Arena Area (the Area known to self and others), of Johari’s Window? Are you taking the lead in this one?

If you are reading the current blogs and thinking this is all fluffy stuff, have a look around you and consider my experiences in the past week. Three people in three different organisations, two of them considering resigning. They are most definitely not working with leaders who are exhibiting ‘Inspiring Leadership’, ‘Spirit at work’ or ‘Companionate love’!

Conversations With Your Employees; Are You Asking The Right Questions?

Updated 31st July 2023

It may seem obvious, but an employees well-being and happiness plays an important role in the performance of an organisation.

Obvious, but is it being taken seriously enough, I ask?

The results of numerous studies shows that there is a relationship between employee happiness and workplace engagement. Happy and engaged workers are a lot more likely to have positive relationships with their managers, and are better able to handle new challenges and changes. They also feel valued by their employer, and as a result can deal with stress more effectively and overall are more satisfied with their lives (Krueger & Killham, 2005).

Throughout the past week, I found myself in various situations, from collaborating with groups in organisations, to engaging in heartfelt conversations with friends about their struggles in different relationships outside of work. These experiences served as poignant reminders of the challenges many of us face when attempting to have honest conversations that foster positive and flourishing relationships. It became evident that avoiding these crucial conversations can lead to a great deal of unhappiness and stress, underscoring the importance of addressing our communication barriers head-on.

Some of us skirt around the issue that we should be discussing, others ‘tell’ people what to do, and hence miss an opportunity to let the individual take real ownership of the solution. Sometimes people avoid having the conversation at all, and we’ve all seen examples of what happens then, at work and at home…

The thing is, we don’t have to be perfect communicators. We just need to listen, ask questions to understand, stop making assumptions and stop planning ahead in the conversations i.e. be present with and to the person in front of us and to the conversation that is actually happening.

I love the simplicity of the message in this TED talk, well worth a watch!:

Incorporating Mindfulness Into Your Everyday Brings Untold Benefits.