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And when a leader feels anxiety?

11 March, 2022 por P4S

T., client of an executive coaching process, was identified for the process by his manager, as he was going to assume more responsibilities in the technology company of which he was, to date, manager of 10 people. We start with an Emotional Intelligence assessment using the EQ360  and everyone’s perspective was very positive. T. was very surprised, especially since his own self-assessment was, in most areas, inferior. In the area of Stress Tolerance, specifically, it was much lower than the evaluation of his peers, direct reports and his own manager, which left T. quite relieved that this stress was not noticeable. T. had a secret. He spent most of his days feeling anxious and feeling that he had to camouflage that anxiety, so as not to be seen as “weak”.

Anxiety is one of the main causes of accidents, hasty decisions, termination of work and personal relationships, communication errors, among others.

As anxiety is related to the future, it arises due to fear and uncertainty of what may arise in the long term. In the field of leadership, if anxiety is present at high levels, putting cognition “ahead” of action, it can affect the leader’s emotional level, causing him not to perform his duties correctly or jeopardize the work of the leader. your team. Anxiety can be a natural and important response, functioning as a warning system for potential dangers.

A leader with high levels of anxiety will not only have repercussions at a personal level, but also at a professional level, such as reduced productivity, motivation and quality of life. Each leader and each team has objectives, desires and needs that need to be answered and, on the other hand, organizations also have expectations regarding the professional performance of their workers to reach their goals and be successful.

The predominant leadership style in organizations will be reflected in the work environment, in professional relationships and in the organization’s performance. If the leader develops anxiety at high levels, all these components can be compromised.

It is undeniable that, from a psychological point of view, work affects the levels of fulfillment and motivation of people, in the search for the satisfaction of needs, in the increase of perception and knowledge and in the possibility of the personal development of each employee. However, it can also mean suffering, wear and tear, tension, alienation and impairment of the employee’s physical and mental health.

Work, being an integral part of human existence, assumes different personal meanings, as well as its consequences for each employee. Relationships and professional experiences can lead to high levels of anxiety, reducing your well-being and quality of life. The World Health Organization (WHO) describes that the biggest source of stress and anxiety for adults is work stress.

T., through individual development sessions, became aware of his stress triggers and the potential impact it could have on himself and on others, despite not being perceived as such. After this understanding, T. began to implement progressive muscle relaxation strategies to reduce anxiety peaks and began to value his work more, asking his manager to alert him whenever something was not in accordance with what he intended. Thus, some strategies to deal with stress as a leader may include:

  1. Perform relaxation exercises, meditation and/or physical activity to reduce the physical symptoms of anxiety
  2. Focus on your professional performance and understand that you are doing your best
  3. Talk to a colleague about your fears

T. is now responsible for a team of 30 people, which, he confessed, brought him anxiety for fear of not meeting expectations. In the midst of the daily increase in work and pressure, he confesses that he always reserves a moment for focus in his schedule. “The impact of my stress on others was not yet being realized but it was a matter of time before I could keep this ‘secret’ anymore” (T.).

Article: P4S – People For Success

Giving critical feedback is even harder remotely

11 February, 2022 por P4S

Providing constructive feedback can be stressful, as most leaders don’t want to deconstruct the spirit of their employees.

A job shift from the on-site to the remote location removes the nuance that can help soften the blow of “bad” news.

Negativity shapes the way people listen to feedback. As Roy Baumeister and John Tierney explain in The Power of Bad, the “universal tendency of negative events and emotions affects us more strongly than positive ones”. In other words, we tend to ruminate on criticism and ignore praise.

The presence of negativity can be a challenge in any conversation where feedback is given, however, it becomes particularly problematic these days due to the stress that many people are facing due to the current pandemic context. Right now, in what has been a difficult time for so many people, employees may be even more likely to focus on the negatives. For example, if you say, “I need you to redo this report,” they might interpret it as, “Your work sucks.”

Some managers report that when they give feedback in person, they are able to adjust the context to communicate the severity of the news. They choose a room with comfortable, colorful chairs and a low coffee table if they want the atmosphere to feel relaxed and casual, or a meeting room with chairs around a large formal table if they want to communicate a more serious matter.

Stress is increasing levels of negativity. Practicing some strategies for conveying constructive feedback can help prevent negativity and the digital workplace from distorting how your employees receive their feedback.

Make questions

 

Start your constructive feedback conversation by asking the other person for their perspective on a particular topic. You can ask: “What did you think of this report?”. You should understand their experience and what they think about their work – perhaps they have never worked so hard on a three-page document.

What if they say they thought everything went well and don’t express any concerns? You may be dealing with an “unnoticed performance”. If you observed the problem directly, you can say, “I ask because I noticed X” and, if you did not observe the problem, ask: “I ask this because I heard X”. In either case, you should expect the employee to be willing to think of different ways to handle the situation. Make it clear that they are being judged on results, not effort.

Give an appreciation before making criticisms

Individuals are more receptive to constructive criticism if they are first explained what specifically they did well. If there’s not much you can praise about their work, praise their willingness to continue to improve and progress.

Show your good intentions

Explicitly showing your good intentions goes a long way in improving the way the other person hears negative news.

Clarify and contrast

Contrasting statements can bring clarity. After you voice your concern or suggestion, follow it up with “What I mean is X. What I don’t mean is Y.”

Ask the person to state their main conclusions

Save your time so that at the end of the conversation you can ask: “What are your top three conclusions?”. When you give feedback remotely, it’s much easier for the other person to end the call abruptly than you would in person. It’s better to correct any misunderstandings in the moment than to let them ruminate overnight or over the weekend.

While the ongoing stress caused by the pandemic can make it harder for your employees to receive constructive feedback than usual, conveying it with clarity and sensitivity will help them focus on the reality of your message, even in a context remote.

Original article: Giving Critical Feedback Is Even Harder Remotely

High-performing teams? Focus on social connections

1 February, 2022 por P4S

All leaders want to solve the “puzzle” of what makes a high-performance team. One piece that is often lacking is the importance of social connections. If you are overloading your team, here are some strategies, based on various research, to promote greater connectivity.

  • Invest time in bonding over non-work topics:

The best teams are no longer effective because they work all the time. In fact, discussing things not related to work – sports, books and family, for example – reveals shared interests, allowing people to connect genuinely, resulting in closer friendships and better teamwork.

  • Create a culture where expressing appreciation is the norm:

Recognition is often a motivating and powerful force, more than monetary incentives. And a recognition of good work should not flow only from top to bottom. You should make it a rule within your team.

  • Put a premium on authenticity:

It is important to create an environment in which employees feel comfortable to honestly express their positive and negative emotions, as well as praise and play with teammates.

To see more strategies go to: 5 Things High-Performing Teams Do Differently

Tagged With: TeamBonding

5 resolutions to build resilience and thrive in 2022

14 January, 2022 por P4S

You can’t control everything that affects you, it’s a fact. Setbacks happen and surprising opportunities can arise. Recognizing that you can’t control everything – not your disappointments or your big wins – is a key part of maintaining long-term resilience.

Still, your way of thinking can determine how well you respond to what comes your way, how resilient you are, and how fulfilling you find your work and your life.

Here are 5 essential resolutions to help you make the most of this year:

1. Recognize that your work and your life are on the same team

You’ve heard the phrase “work-life balance”. It seems admirable at first glance. And yes, you need to balance the demands of your professional career and the demands and desires outside the work context. Outside interests also help build connections and social capital. They can even boost your career “brand”.

2.Remember that you are responsible for your career

The professional world is very competitive. People are busy. Those above you are focused on your own path. Furthermore, it is very difficult for managers to reliably assess how an individual contributed to the success or failure of a team. All of this means that whatever you want to happen will have to come from your own efforts.

3. Pay attention to your success and the advantages you can get

Another part of loving your career (and your life) is pursuing your desires, dreams, and goals, even if others don’t quite understand the path you want to take. This can also be a great time to gain more knowledge that can help you move up the ranks or move forward.

Whatever the specifics of your goals, having the best year of your professional career still involves being very clear about what you want and pursuing that idea to the end.

4.Rebuild your social capital and accumulate new connections

Almost everyone “reduced” social capital during the pandemic, as the lack of face-to-face time prevented the emergence of new relationships and, in some cases, weakened existing ones. This year, focus on rebuilding it, even if it’s on the virtual side.

One strategy: build a personal visibility plan. This is a specific plan that takes into account the challenges of remote or hybrid work and includes ways to stay visible. You may decide to do more than required or turn in work on time, or you may plan regular meetings with colleagues outside of work.

5. Recognize that you are in a relationship with your professional career

In 2022 you should pay attention to your career. Nurturing a relationship with your professional career means that you feel good about it and, therefore, you should take care of it.

How can you do this? For starters, make sure you focus your attention on your successes and not your failures. We all have setbacks, even the most successful people. Learn from them, move on, and stay focused on your highest points.

To make 2022 the best year of your professional career, take control of your attitudes and actions. As we enter a year with so many unknowns, decide to choose the path that will bring you the most joy.

Original article: 5 Resolutions To Build Resilience And Rise And Thrive In 2022

The EQ-i 2.0 is the industry’s leading emotional intelligence test. See why.

10 January, 2022 por P4S

The EQ-i 2.0 ® from MHS is one of the most widely used emotional intelligence tests in the world and with over 25 years of research and experience. Emotional intelligence skills are critical for building relationships and teams, resolving conflicts, solving problems, leading effectively, and building resilience. EQ-i 2.0 provides a detailed assessment of areas with potential to be developed. Each assessment comes with a comprehensive report that describes how an individual’s emotional quotient (EQ) competencies work together and provides strategies for balancing EQ competencies for greater effectiveness. Here are just a few reasons why coaches continue to invest in EQ-i 2.0.

Offers a rigorous certification program

To understand a person’s emotional drivers, you need to understand human behavior, its assessment and feedback. Although you can improvise, nothing beats knowledge and experience.

The EQ-i 2.0 focuses on learned skills that can be used to complement the results of other piscometric instruments

Emotional intelligence comprises a set of skills – skills that can be learned. We know that most personality traits are stable throughout life. Although personality tests help people gain self-awareness and self-awareness, personality traits – such as introversion and awareness – are less able to be taught as they are stable. However, people can use EQ-i 2.0 to develop skills that help them perform more effectively, regardless of their innate personality.

The EQ-i 2.0 is very popular and very relevant

Reliability and validity are essential concepts to assess when selecting a psychological assessment. The original search for the EQ-i began in 1985, and a recent search of the APA PsycNet ® database illustrated more than 365 published studies focusing on the EQ-i. While we’ve adapted to new ways of working, as the push for a virtual and digital environment has accelerated rapidly over the past year, understanding and building an emotional skill set is more important than ever. Even when times were volatile in the middle of the pandemic, the average scores on the EQ-i 2.0 remained stable. For nearly 20 years, consultants and organizations have trusted the science that underlies the EQ-i 2.0 to help improve human performance. Being the first scientifically validated measure of emotional intelligence, coupled with surveys from top-tier organizations, means you can count on EQ-i 2.0 to add robustness and accuracy to your talent management initiatives.

The EQ-i is the first and one of the only tools that measure an individual’s level of social responsibility

Long before it became popular, we measured a person’s social responsibility as part of our facet of interpersonal relationships. We were definitely on the right path, as the data showed that social responsibility is highly related (but not as obviously) to a leader’s authenticity, integrity, and transparency.

The EQ-i 2.0 is a trusted brand

Having been the leading emotional intelligence tool on the market since the early 1990s, it helped establish the MHS EQ-i 2.0. Tens of thousands of users in government, military services, non-profit associations, financial services, pharmaceuticals, healthcare, and industries of all kinds already attest to the quality of the EQ-i 2.0. It is trusted as one of the most validated and available emotional intelligence tools.

The quantity of complementary and supporting products to the EQ-i 2.0 are of high quality and provide a significant development for the customers

You can have access to a variety of tools that you can use to help your customers. There’s the EQ Edge book, the EQ Leader, Emotionally Effective Leader Workshop, EQ-i ®2.0 Workbook, EQ Connections ™ leadership reports, and many other resources to make you a more professional and trusted advisor/coach or in-house intelligence expert emotional.

MHS has the best ongoing support system around

As an organization that has been offering emotional intelligence assessments and programs for over 20 years, MHS has the depth and experience to help you and keep you up to date with the latest advances in the field. You have a worldwide network of experts in EQ-i 2.0 who help and support you. They also partner with customers to help develop high-quality custom programs.

Original article: The EQ-i 2.0 is the industry leading emotional intelligence test. Here’s why. – MHS Assessments

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