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Tag: leadership (Page 3 of 7)

Getting around the limits of empathy

Although empathy is considered to be at the heart of several crucial sectors – from product development to customer service, including also leadership, failing to recognise its limits can impair individual and organisational performance.

As Adam Waytz brilliantly describes in its article there are three main problems you can run into when dealing with empathy, and luckily three valid recommendations for getting around them.

Problem #1: It’s exhausting

Being an heavy-duty cognitive task empathy depletes our mental resources.

Several studies on health and human professionals, as well as those who work for charities and other non profits, show that empathy is exhausting, in any role in which it’s a primary aspect of the job.

Problem #2: It’s zero-sum

Empathy doesn’t just drain energy and cognitive resources – it also depletes itself.

The more empathy we devote to one aspect of our life, for example our job, the less is left for others (family for instance). Moreover the zero-sum problem leads to another type of trade off: empathy toward insiders – people in our team or organisation- can limit our capacity to empathise with people outside our circles.

Problem #3: It can erode ethics

Empathy can cause lapses in ethical judgment. Extreme loyalty toward insiders may push us to take their interests as our own and to overlook transgressions, or even worse to behave badly ourselves. With actions like cheating or stealing to benefit those in the immediate circle people put empathy for a few before justice for all.

So how to rein in a land of excessive empathy?

As a manager there are a number of things you can do to mitigate these problems.

1. Split up the work

2. Make it less of a sacrifice

3. Give people breaks

Despite its limitations, empathy is essential at work.Understanding and responding to the needs, interests and desires of human beings involves some of the hardest work of all. Managers shouldlook for ways to give employees breaks,Encourage individuals to take time to focus on their interests alone. When people feel restored they’re better able to perform the demanding task of listening to what others need.

Empathy

Image source: Flickr – AleKsa MX (CC-BY 2.0)

 

 

Image source: https://locallocale.wordpress.com/2013/04/24/empathy-schmimpathy-why-bother-nathan-mctague-empathy-parenting-advice/

12 steps to the leader’s Self Care

Leadership starts from the leader’s well-being.

Here’s, according to Roy Bennet (@InspiringThinkn), the 12 steps to Self Care:

  1. If it feels wrong, don’t do it.
  2. Say “exactly” what you mean.
  3. Don’t be a people pleaser.
  4. Trust your instincts.
  5. Never speak bad about yourself.
  6. Never give up on your dreams.
  7. Don’t be afraid to say “No”.
  8. Don’t be afraid to say “Yes”.
  9. Be kind to yourself.
  10. Let go of what you can’t control.
  11. Stay away from drama and negativity.
  12. Love.

SPA

Image: FlickrMerlin Phuket (CC BY-ND 2.0)

 

9 Ways Mentally Strong People Retain Their Personal Power

Ami Morin, author of the “13 Things Mentally Strong People Don’t Do“, says that probably the hardest thing is “to not give away your power”.

In this article, she gives us a list of nine ways to keep our personal power:

1. Don’t waste energy complaining;
2. Accept responsibility for how you feel;
3. Establish healthy boundaries;
4. Practice forgiveness;
5. Know your values;
6. Don’t waste time on unproductive thoughts;
7. Avoid language that implies you’re a victim;
8. Make your self-worth independent of other’s opinions;
9. Be willing to stand out from the crowd.

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Image: FlickrHernán Piñera (CC BY-SA 2.0)

What NFL coaches can teach to leaders

Coaching is very close to leadership principles. Coaches are leaders who devote their life not simply to the victory at a championship. They help individuals grow and improve.

Thsi is why many companies ask famous coaches to talk to their employees about teamworking, goal-setting, identifying strenghts and weaknesses, learning form experience, fostering humilty and trust.

In this article, Robert Prior identifies 5 NFL coaches who have much to teach to every leader.

Image source: Flickr – Kyle (CC – BY – NC – ND 2.0)

The Jesuit Approach to Leadership.

In his work Heroic Leadership: Best Practices from 450-year-old Company that changed the World, Chris Lowney lists four pillars of Jesuit-inspired leadership:

  1. Self-awareness: understanding your strengths and weaknesses and what you stand for;
  2. Ingenuity: being able to adapt and accept the reality of change;
  3. Heroism: motivating yourself with desire for excellence but with goals that are bigger than any one person’s ego;
  4. Love: treating people with dignity, recognizing the Others potential and acting on it.

leader

Image source: FlickrOlivier Carré-Delisle

Principles of Leadership

DOUGLAS MACARTHUR‘S PRINCIPLES OF LEADERSHIP

  • Do I heckle my subordinates or strengthen and encourage them?
  • Do I use moral courage in getting rid of subordinates who have proven themselves beyond doubt to be unfit?
  • Have I done all in my power by encouragement, incentive and spur to salvage the weak and erring?
  • Do I know by NAME and CHARACTER a maximum number of subordinates for whom I am responsible? Do I know them intimately?
  • Am I thoroughly familiar with the technique, necessities, objectives and administration of my job?
  • Do I lose my temper at individuals?
  • Do I act in such a way as to make my subordinates WANT to follow me?
  • Do I delegate tasks that should be mine?
  • Do I arrogate everything to myself and delegate nothing?
  • Do I develop my subordinates by placing on each one as much responsibility as he can stand?
  • Am I interested in the personal welfare of each of my subordinates, as if he were a member of my family?
  • Have I the calmness of voice and manner to inspire confidence, or am I inclined to irascibility and excitability?
  • Am I a constant example to my subordinates in character, dress, deportment and courtesy?
  • Am I inclined to be nice to my superiors and mean to my subordinates?
  • Is my door open to my subordinates?
  • Do I think more of POSITION than JOB?
  • Do I correct a subordinate in the presence of Others?

Source: Leadership now

aquilus

Image source: Wikipedia

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