There you are, just sitting in the conference room minding your own business and waiting for the meeting to start. Then in it comesâa gray 10,000-pound trunk-swinging monstrosity. To your dismay, it plants itself firmly in the center of the room. The meeting begins as expected, but everyoneâs attention is drawn to the unwelcome centerpiece. […]
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Work stress is as old as work itself. And so are the ways we respond. You can just imagine the first cave-clanâs leader spending sleepless nights counting stalactites, worried about how he was going to break the news to Ug and the other hunters that the decreasing wild beast population meant they were going to
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Know anyone who wants to make more money? Theyâll have to get in line. I think weâd all be hard-pressed to find a coworker, family member or friend who wouldnât like to make more money. The trouble with earning more money is that it often requires a great sacrifice. With a higher salary come the
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Dr. Martin Luther King Jr. and Nelson Mandela, clearly among the greatest leaders of our time, had different childhoods, different experiences, different struggles, and different goals. Yet both had a transformational impact upon those around them. What sets these two men apart as leaders? Transformational leadership. Unlike the traditional, dogmatic transactional leader or the hands-off
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Difficult people defy logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other peopleâs buttons. Either way, they create unnecessary complexity and strife. If You Can Deal With Lumberg, You Can Deal With Anyone To deal
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One of the most popular Dilbert comic strips in the cartoonâs history begins with Dilbertâs boss relaying senior leadershipâs explanation for the companyâs low profits. In response to his boss, Dilbert asks incredulously, âSo theyâre saying that profits went up because of great leadership and down because of a weak economy?â To which Dilbertâs boss
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The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmartEQ has conducted research with more than a million people, and weâve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control.
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Toxic people defy logic. Some are oblivious to their negative effects on others, while some enjoy causing chaos and provoking people. Either way, they create unnecessary complexity, strife, and worst of all stress. The Effects of Stress on the Brain Studies have long shown that stress can have a lasting, negative impact on the brain.
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Letâs face it, happiness and work do not tend to go hand in hand. A 2013 Gallup study, which reported data from more than 180 million people, found that just 13% of us consider ourselves to be âhappily engaged at work.â Those who do rate themselves as happy are 36% more motivated, six times more
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When emotional intelligence first appeared to the masses, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70% of the time. This anomaly threw a massive wrench into what many people had always assumed was the sole source of successâIQ. Decades of research now
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