I attended an excellent Emotional Intelligence & Neuroscience Masterclass last week, as part of the annual WBECS Coaching Summit. The speaker was Deiric McCann, and he shared the characteristics of managers and colleagues with well developed ’emotional intelligence’. They include: Demonstrate awareness of their own moods and emotions; makes others feel appreciated; is open and honest about their mistakes; makes ethical decisions; manages their emotions effectively in difficult situations; recognises other people’s hard work and achievements.
Author: Sue Dwan
In Alan Seale’s Weekly newsletter, dated May 22, 2019, his lead article talks about ‘Taking Care of The Glue That Holds Us Together. The ‘glue’ is the core people in the organisation that cares about the individuals within it; the ones that hold the spirit and healthy culture within a team or division or department; the shared beliefs, values experiences that are important; and the people who stand up for others. He reminds us we need to pay attention to the glue,
I reflected on this recently, after working with some individuals dissatisfied with aspects of their working and personal lives. It is for the individuals themselves to recognise and accept their situation for what it is, and to make conscious decisions about what they will or won’t do about it. For their future peace of mind and personal happiness, they will need to take action. Mountains aren’t conquered by looking at them, but by taking one step,
An old Cherokee is teaching his grandson about life. “A fight is going on inside me,” he said to the boy. “It is a terrible fight and it is between two wolves. One is evil – he is anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego.”
He continued, “The other is good – he is joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity,
When I did my MBA years ago, servant leadership was mentioned in the list of known management styles. The idea that CEOs and senior managers would adopt this style was news to me, given the many different places I’d worked in across a number of different sectors and servant leadership was nowhere to be seen. This week I read about ENGEO, an engineering consultants business in Christchurch NZ. I discovered that servant leadership was listed as part of their core company values.
In the weeks approaching the end of the year, there’s often pressure to get everything done to clear the decks for the New Year ahead. What may be forgotten in the rush is fully acknowledging all staff’s efforts throughout the year. Specify how their valuable contribution has benefitted those around them, and the business itself. Finish on an appreciative high note.
While formal supervision is provided to social workers working across the different sectors, including social services and health, there is an unmet need for managers and team leaders, to access the same support. While it is expected managers and team leaders would provide a supportive listening ears and opportunities for their staff to debrief and brainstorm with them, who do managers and team leaders go to, to discuss their work, the challenges they face, the situations they find difficult to manage or a decision they may have made that may not have been the best?
Women’s Suffrage Day 19/08/2018 in Aotearoa/New Zealand acknowledged and celebrated 125 years ago it was the first country in the world to enable women to vote. A few weeks earlier on 26/08/18, it was Women’s Equality Day. While many positive milestones have been reached over the decades, there is still a way to go to achieve equal pay for equal work, regardless of one’s gender, and the sector worked in. Unconscious biases still prevail.
Daniel Kahneman’s book ‘Thinking, Fast and Slow’ has been out for a number of years now, and its messages are still important today, in our busy working lives. He says we have two modes of thinking: system 1 – a fast automatic reflex response which may make us rush into making choices on factors we may have little information about; and system 2 – a mode we get into when we stop long enough to think issues through calmly,
Margaret Morrell has spent 20 years providing reflective supervision training in the health and social services sector, and written 5 guides on the topic. Each guide book is comprehensive and easy to read and follow. They’re a valuable resource for any supervisors and supervisees. Highly recommended. To find out more visit www.margaretmorrell.com