26 One-liners for Employee Engagement

When David Zinger put out the invitation for an alphabet soup of employee engagement tips, it was too good to pass up. Others felt the same way. So David ended up producing the results as the 300 Free Employee Engagement Keys eBook which you can also dowload here.

David's dedication to professional development generated an entire network devoted to the EE topic. You can look and join here for free.

The idea was to use each letter of the alphabet to offer up thoughts on engagement, so I give you:

Steve's EE, A to Z

Amour: Am I doing what I love to do?

Bingo!: We have work experiences that make us want  to yell this every day.

Croon: Our projects make us want to sing about them--at least sometimes.

Destiny: We have a sense of more than just today.

Echo: What we do reverberates across the organization. We listen, so we know whether or not to make adjustments.

Federline: We don't make the same mistakes as Britney and skip the engagement part. Which means we also understand that winning a "trip to Paris" isn't always a good thing.

Glad: We take time to celebrate when good things happen.

Harpoon: When something starts to drag us down, we nip it in the bud.

Isolate: Only problems, not people.

Java: We're skilled at drinking it while the plug-in is downloading.

Killer-apps: We know how to apply our work to real business solutions.

Latitude: What we give to our colleagues.

Mojo: What our competitors think we've got an abundance of.

Nah!: What we say when others try to tell us we're too committed.

Oh yeah!: The kind of thing we say to each other when someone does something really good.

Prada: The stuff we'll never wear because we're too engaged to go shopping.

Quirks: What we admire in each other that the disengaged choose to criticize.

Rigor: We think this is a good thing, since the opposite is rigormortous.

Serious: About our mission, not ourselves.

Telemarketing: What we don't do with good ideas because we know the importance of face time.

Utopia: What we shoot for even though we know it doesn't exist.

Vacuum: We avoid operating in one. Because of our level of engagement, we may avoid using one as well. Life challenge: Learn the difference.

Why Not?: One of the first things we ask after hearing "Why?"

Xenogamy: We practice cross-fertilization of ideas. We also never say this word out loud in meetings.

Yin & Yang: We look for the complementary relationships in opposites.

Zone: What this is all about, as in, "We want to be in the . . ."

What would your alphabet include?

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Talent Package: Include A Smart Heart

When a brief post generates wonderful discussion, it's fascinating and satisfying.

Many of the readers here are coaches, consultants, and training/HR pros; so, the  conversation can lead to even more learning as well as helpful information like this from Dan McCarthy.

A Smart Heart or a Well-Bred Head?

We are enamored of intellect and expertise. Yet when we look at who are asked to leave organizations, it's often the people who are "brilliant."

The problem? That "light of brilliance" shines down upon an area of content as well as the individual. It doesn't spread its warmth around in ways that touch and help the system as a whole. As a result, it's not life-sustaining.

My experience is that such folks do get a lot of feedback from their bosses along the way. No one really wants to see them fail; no organization wants to lose their expertise. But ultimately, some combination of unwillingness and inability to adapt to the needs of others becomes untenable; so, they have to go.

Talent Implications

Few would dispute the importance of learning in organizations. So here's something to ponder:

Is your organization deliberate about identifying--up front--people who have the heart to learn about themselves and the humility to make changes accordingly?

There are a lot of 4.0 grads out there who have been taught --and absorbed-- a body of knowledge exceedingly well.

I want my clients to get the grads who want to learn how to use it in the service of the people around them. People with a 'smart heart.'

A well-bred head lights up just one office.

A smart heart lights up the organization.

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What It Takes. . .

We say we want a mentor, a coach, a trusted advisor.

We want to grow and become more effective.

We ask for help. For "feedback."

This is what you need to make it a success:

The patience to listen, the humility to hear, and the courage to act.

Do you have all three?

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Talent: Accurate Self-Awareness or Karaoke Feedback?

Mirror, Mirror On The Wall

Your success depends a lot on:

1. How accurately you see yourself

2. How honestly you allow others to experience you

You get a lot of information about "How you're doing" from those around you, so it makes sense to give them the real deal in order to get an accurate read.

When it comes to finding out how people experience your talents, just ask them. But:

Shun Karaoke Feedback

Ask a wide range of people, not just those who will give you Karaoke feedback. You know, the kind you get after you've had three beers, sing Billie Jean while sort-of Moonwalking, and the 10-beer audience cheers you on.

This works for managers and HR types who are hiring, assessing, and promoting as well. If you aren't already doing this, be sure to go outside the direct report/immediate colleague relationships. Find out how things are working across project teams, with customers, and in any setting where decisions have to be made.

For business purposes, the decision arena surfaces risk/reward thinking, sharing information, working through conflict, and timeliness and follow through. If you want to find out more about yourself or others, discuss decision process and examples: it's where I've always found the most revealing information, pro and con.

And remember: Feedback is more indicative of the person giving it to you than of you yourself. It tells you what's important to them, reflects underlying values and expectations, and reveals 'how you measure  up' in their eyes. When you're trying to get a feel for your talents and how the "audience" is reacting:

1. Understand that you are hearing about you in relation to their expectations (expressed or otherwise).

2. If you hold the same standards--and lots of people are telling you the same thing--it would be a good idea to take heed.

3. Who you are and your inherent worth bear no relationship to what anyone says.

4. Whether or not you are actually talented at something just may. Or, you may have a talent that isn't valued where you are right now but will give you star status someplace else.

Where do you find the most useful and accurate information about yourself and others?

Starting a conference call regarding an assessment; back later with more.

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Systemic Success: Why HR Really, Really Matters

Everyone loves to beat up on HR.

Me, too. It stops them from dumping on consultants.

But I think I've figured out the HR thing.

HR: Pediatrician, Cheerleader, Undertaker. . .

HR folks may be the only ones in an organization who knew you before you got the job; participated in getting you into the job; helped orient you to your job; participated in your development for the next job; listens to what you hate about your job; talks to your boss about what you hate about your boss and how (s)he manages your job; and maybe even escorts you out of your job--and the building. (What the heck, Elvis became famous for leaving the building).

Why does this matter?

We've been talking "systemic" thinking. When something touches every nook and cranny of a system, it has a huge impact. Constantly.

I've sat in meetings and watched millions of dollars get approved for Supply Chain systems and consultants.

I've also watched arguments about eking out a few extra bucks for "HR Stuff."

The HR Chain is to People as the Supply Chain is to Process

This was a quick take on a day-in-the-life of an HR pro.

I'm sure the HR pros online will want to add their own elements to complete the spider web of organization connections.

What's missing from the diagram is an over-arching theme: Organization Development. The execs that I work with expect HR pros to be equally schooled in OD.

What does all of this mean for HR people?

If you look at the range of services expected, then look at the breadth and depth of talents and skills required to deliver them well. Honestly, there aren't many individuals who are both talented and enthusiastic about all of those. I'm not sure it's realistic to expect it.  Most organizations run lean when it comes to HR support, yet the expectation remains.

Note: The EQ requirements for most of the functions are high. (Don't confuse high EQ with an ongoing group hug). If you really aren't into growth and development at the core of your being, you're not going to grow the people around you.

I'd put discernment, mature judgment, and systemic thinking at the top of the "must have" list.

If you like HR and have an eye for systems and details, by all means jump into one of the administrative roles if you can.

What does all of this mean for organizations?

Read the above.

Then ask yourself:

1. Are we clear about what we really want when we go out to hire an HR person?

2. Do we understand the breadth and depth of talents and maturity required?

    a. Are we willing to pay for that level of expertise?

    b. Do we know how to accurately assess that kind of candidate?

3. Are we looking at the HR Chain with the same level of resource commitment as our Supply Chain?

Thought for today: If your annual report says "People are our most important asset," be sure to double-check the financial pages.

Why?

"For where your treasure is, there your heart will be also." Matthew 6:21

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Help and Helping, Self-Absorption and Self-Awareness?

Giving and getting help--at work and elsewhere--has prompted some more deep thinking on the part of some good thinkers.

Author, Consultant, and Blogger Jim Stroup chimes in:

"This is a great topic, with a lot to think about. It seems to me though that if we become too inwardly focused about it, obsessed with what it says about us, it will wind up saying things that are not particularly flattering.

I think the best way to avoid that sort of self-absorption is to focus on the work, and ask what one's request for or offer of help would do to advance it. Perspective is important, too. Peter's story points to this: we sometimes want to be wanted, to be viewed as the heroic helper everyone hopes will arrive just in time to save them. But instead we just overwhelm ourselves and cripple their self-development. That's a lesson that needs to be learned from both sides - when we feel prompted to offer - or to ask for - help.

So, it's a tough one for both the manager and the managed. . ."

It is a tough one in great part because it's about relationships. Jim suggests focusing on the issue and how the issue can be advanced through a specific kind of help. Sounds right to me.

But when a seemingly innocent "helping" conversation starts to get uncomfortable, maybe the issue of self-absorption has crept in. You start to hear a little voice in your head saying: "I know we're talking about 'help' but I don't have any sense of mutuality or equality. Something's just not quite right."

Listen to Language: You'll See What's Going On

Part of my professional practice involves being called in to quietly intervene in conflicts between executives. These aren't serial killers; these are people who have somehow locked horns and have begun to enjoy the war more than the peace. What has been most consistently fascinating in these situations is this:

1. The executives in conflict are almost always committed to the organization's specific goals and what is best for the organization.

2. They've both agreed that they need help and have agreed to get help.

3. They are well aware that once the conversation starts, it will probably hit a point where it gets ugly before it gets pretty.

Derek and Phil (not their real names) were, respectively, Corporate CFO and Business Group President of a global company. Phil believed that a large capital investment for a new facility in Asia would lay the groundwork for a significant increase in profitable business. Derek's numbers--and some first-hand experience--caused him to take a negative stand on the idea. Both were experienced, successful, and strong-willed. Both were doing what they thought was best for the company.

By the time we got into the meeting room together, there was a flurry of accusations and name-calling.

After setting the ground rules, I let them enjoy their verbal jousting and justifications for a while. These included expressions of surprise on each man's part that the other didn't see the "help" being provided.

The breakthrough: While listening to them, it began to dawn on me that every one of Derek's sentences began with "I" ; Phil's were about "Asia."

Derek was self-absorbed, Phil appeared issue-absorbed, neither was self-aware in a healthy way.

So that turned out to be the "intervention." I tracked how many times Derek said "I" in a certain period of time and played it back, along with the implications. While Phil seemed to be focused on the issue--Asia--it was about his view of the issue.

Fast forward: We got to a civil working agreement--it did get ugly --both left feeling as if their positions had been heard--neither could figure out, in the moment, what had actually happened.

The bad news: The company followed Phil's recommendation and lost a ton of money.

The amazing news: Derek and Phil now regularly vacation together with their families.

The crazy human part: In hindsight, Derek simply wanted to be right. He was proven right.
Phil simply wanted to get the Asia start-up started up. He did, and apparently had fun playing with it while it lasted. (Yeah, hold off on the comments about what that meant to the shareholders).

The take away for helpers, consultants, and coaches: Listen for the language and watch for the intensity of engagement regarding one's "issue." It may not be about the issue at all--it may be just as self-absorbed as the "I" posture.

What I learned and continue to use:

1. When the language signals self-absorption, I say just that to the individual(s). Then I introduce the distinction between self-absorption, self-awareness, and ask them what they want to pursue from that moment on. (Most get the answer right:-) 

2. Success, when it comes to "helping" in issues of deep conflict, is measured by mutual, peaceful agreement on a working relationship that is healthy-er.

3. Even after a conflict is minimized and people are able to move on, the organization still may not get the very best decisions from the parties involved. Why? Because those decision processes are separate from the conflict resolution itself. (Note: the ability to ever arrive at the best decision may have been hindered as a result of data-gathering/sharing being inhibited during the time of conflict).

4. Helping with conflict means getting the parties un-stuck and able to function on their own. If you find yourself being drawn back for more than two, maybe three, meetings, you are doing long-term therapy and not effective helping. A consultant/coach's job is to make people independent at a given task. Any consultant or coach who is enjoying being needed at the same thing for the long term may want to do a self-absorption check.

What's your experience with helping, conflict, self-awareness, and self-absorption? What else have you seen or done that's genuinely helpful?

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Do You Have the Strength to Ask for Help?

Employee engagement, management engagement, leadership, passion in the workplace. . .

These rallying cries fill books, blogs, and backroom banter. The real issue: "How can we get done what needs to get done and create a sense of "we're in this together" at the same time?

It's actually quite simple:

To Get Something Done, Ask for Help

There is nothing that sparks the human spirit--and thus adds meaning to a task--than the satisfaction of providing help to someone who needs it.

Yet my experience--at least in many western cultures--is that it is somehow viewed as  "weak" to ask for help. After all, if I'm a guy who gets things done, I don't want people to think that I can't get things done.

I know you already see the fallacy in this. Most textbook definitions of management include some version of: "Management--getting things done through others."

Hmm. As a manager that means, by definition, I need your help.

What Actually Happens Vs. The Simplicity of Help

See if this isn't a little closer to the norm:

Manager: "Andrew, our sales goals are up by 8%. You supervise the customer service reps. You need to be able to support that. Make it happen."

Now, that 's not too bad a directive at all in the grand scheme of things. (For those who only respond to warm and fuzzy, it's probably not). It's fairly specific, understandable, and has an action attached. However, we've got an entire generation of management research that everyone has been exposed to through workshops and reading. The essence of that research is that people want to be respected, involved in solutions, and have a sense of meaning in what they do.

So, I suggest:

Manager: Andrew, our sales goals are up by 8%. I need help. (Shut up).

Note to managers: Really, you do need help. You're getting paid to make the 8% happen--through other people.

Andrew: How can I help?

Honestly, if the manager & Andrew have a decent relationship, "helping" is about as meaningful as life can get at that moment.

Manager: You supervise the customer service reps. We need to be able to support that 8% bump. How would you go about doing that with your people?

• Statement one: Places next level of responsibility where it belongs.

• Statement two: Specifies the  issue.

• Statement  three:  Involvement and  more meaning.

    (In the event that Andrew struggles a bit, this is the "teachable moment" for management coaching).

What will you do?

What someone does for a living is part of the working agreement. How they do it is why they--as individuals--were (hopefully) hired in the first place. When you allow someone to exercise the personal how, you have created the intersection of individual meaning and engagement .

Are you strong enough to ask for help today?

Special thanks to Adrian at Slow Leadership for sparking today's thoughts.

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Thanks, Galba Bright!

Galba's guest posts here last week generated useful discussion, new relationships, and most of all, new insights regarding the relationship between Emotional Intelligence and Change. Just in case you missed the series, here's the rundown:

• 13 Questions Every Leader Must Ask, Part I

13 Questions Every Leader Must Ask, Part 2

13 Questions Every Leader Must Ask, Part 3

13 Questions Every Leader Must Ask, Part 4

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13 Questions Every Leader Must Ask: Part 4

        Number forty-seven in a series about Change from Steve Roesler.

EQ expert Galba Bright wraps up his week-long series here at ATW.

What Have I Learned?

A study of 3871 executives found that leaders that used leadership styles that had a positive emotional impact enjoyed better financial results than those that did not.
    From “Primal Leadership” by Goleman, Boyatzis and McKee

In the final article in this series, I ask you two questions to help follow up your improvement efforts.

Question 12. How will I consolidate what I’ve learned?

Richard Boyatzis, co-author of “Primal Leadership”, argues that it can take an executive up to six months to achieve a sustainable improvement in her behaviour and a year before colleagues acknowledge that the improvement has occurred.

The client who wanted to become more responsive to his team members’ comments in part 3 of this series wrote a journal. He used a written record of his experiences to objectively review his progress. He also coached some of his team members to use journaling as a reflective tool.

Are you compassionate with yourself when it takes time for improvements to materialise?

How will you sustain yourself as you improve your effectiveness?

13. How do I now behave towards the people that I lead?

The client’s journal led him full circle. His answers and the results that he achieved inspired him to write a new chapter in his development. This re-affirmed his commitment to the 13 questions. His final question was:

“What Next?”

How will you answer this question?

To Sum Up

Research findings reveal that emotions and business do mix. The effective leader needs to apply her logical reasoning skills. She must also draw on her emotional intelligence. She fulfills her potential by acting on both. She intentionally adjusts her behaviour in order to maximise her impact.

Your leadership role has an emotional dimension. Use The 13 Questions to develop a powerful conversation with yourself. For some, this may be new territory. For others it makes a process that was previously tacit, more explicit.

Everyday, you are telling yourself a story. The 13 Questions is a simple tool. It helps you shape your internal dialogue. Ask these questions periodically and successfully improve your emotional intelligence.

My 3 Final Questions For You

• Do you ask yourself questions to improve your effectiveness?

• Could this approach work for you?

• What have I missed?

More Resources

Download the 13 Emotional Intelligence Questions Every Leader Must Ask

Read Ed Brenegar’s 4 Questions Every Leader Must Ask articles

If you found this series helpful you might also enjoy:

Emotional Intelligence and the New 3 Rs

Leadership for Positive Change Parts 1, 2 & 3

Photo: Flickr Creative Commons Attribution Image by 2757

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Difficutly with "Tune Up YOur EQ" Links? Read This

EQ Links Should Be Working Again on Friday, February 15th.

Guest expert and writer Galba Bright discovered that some of the links to this week's material were not working properly. He is in the process of correcting that and has sent me an email saying they should be A-OK sometime on Friday.

Steve

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13 Questions Every Leader Must Ask: Part 3

        Number forty-six in a series about Change from Steve Roesler.

EQ expert Galba Bright continues his series here at ATW.

Are You Achieving Your Leadership Potential?

A 1996 study showed that 75% of the reasons why executives’ careers became derailed were linked to Emotional Intelligence weaknesses. The three main reasons were; poor interpersonal skills; not being a good team player and difficulties in handling change.

From: “The Lessons of Experience” Center for Creative Leadership

In this third article of the series, I present 4 questions that help you evaluate your behaviour, followed by 3 that help you act on your evaluation.

Question 5. Do I have a “default behaviour”

Do you habitually respond in a certain way when faced with a situation or person? Do you act this way despite your best intentions?

What happens, for example, when a colleague challenges your new pet initiative? Does your reaction look like this?

Question 6. Do I need to change my behaviour?

The “fight or flight response” worked well in prehistoric times. You are living in an age where subtle nuances in your behaviour can have tremendous impact.

The effective leader seeks to manage his emotions so he can respond flexibly to situations as they arise. This competence opens your gateway to positive change.

Question 7. What type of change in my behaviour do I need to make?

In 1999, a client leading an organisational change interpreted the detailed questions posed by a team member as resistance. As our relationship developed, he asked me to give him feedback about his approach. I observed that he tended to “shut down” when his team asked questions.

I encouraged him to consider how his behaviour was affecting the team. He realised that he was inhibiting the teams’ involvement. The client made a commitment to encourage the team to’ participate.

Question 8. What do I need to unlearn?

Letting go of old behaviours empowered the client. Now, instead of automatic reactions, he was able to explore new options.

 

Question 9. How Will I Let Go Of The Behaviours That I Need To Unlearn?

Are you attached to an automatic behaviour? Does it work for you? Is the attachment logical or emotional? How will you let it go?

I have found William Bridges’ work on transitions  very helpful and I regularly use his insights in my work.

Question 10. How will I experiment with new types of behaviour?

The client found that his wife was a willing ally. They rehearsed difficult workplace conversations .  She gave him feedback at the end of the role plays. He made adjustments to his approach accordingly.

Your brain is very playful. Do you use drama and curiosity to develop your effectiveness as a leader?

Question 11. Who will help me?

Spouses, significant others, team members, trusted colleagues, friends and coaches can play a positive role.

Who do you trust? What will you do today to strengthen that relationship?

Tomorrow:The last 2 questions in the final part of the series will help you sustain your improvement efforts.

More Resources

Download the 13  Emotional Intelligence Questions Every Leader Must Ask.

Download Galba Bright’s 7 Laws of Emotional Intelligence

Read Ed Brenegar’s 4 Questions Every Leader Must Ask articles

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13 Questions Every Leader Must Ask, Part 2

Number forty-six in a series about Change from Steve Roesler. 

This week's special guest contributor: EQ expert, Galba Bright

Why Today’s Successful Leader Must Be Emotionally Intelligent

Executives who raised their Emotional Intelligence were roughly 25% more productive than before.--
--From “Firms of Endearment: How World-Class Companies Profit from Passion and Purpose,” by Sisodia, Wolfe and Sheth.

Daniel Goleman, the author of the 1995 New York Times bestseller “Emotional Intelligence, Why It Can Matter More Than IQ” defines Emotional Intelligence as:

“The capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.”

In this article, I describe 4 questions to help you think about your leadership behaviour.

Question 1: How do I behave towards the people that I lead?

The relationship between your intent and your business results is discontinuous, not linear. Your behaviour communicates your intent. The words you use, how you deliver them and your body language are the tools of your craft.

Do you review your behaviour? If 10 were the highest score, how would you rate your emotional management at work last week? What was the high point? What was the low spot?

Question 2: How does my behaviour impact the people that I lead?

Can you remember a time when you were shocked or surprised by how a team member responded to something that you said or did? What happened and why?

When was the last time you inspired your team? How did you know that you had ignited their passion?

Flickr Creative Commons Attribution: Image by Burning Image

Gain insights to improve your effectiveness as a leader. Improve your understanding of your team, their needs and dreams.

After reviewing your behaviour, your next step is evaluation.

Question 3. Do I behave flexibly?

Steve Roesler has explained why situational leadership is important when you are leading an organisation change process. The effective situational leader harnesses an appreciation of herself, the context and the people around her to get the best results.

Last year, a client told me how her manager successfully communicated an inspiring vision of a planned organisational change. He had failed to connect with his team at first, so he reviewed his approach.

This time, he added military metaphors (his passion is model fighter jets) to his earlier presentation.  He delivered his address with great animation. His presentation ignited a lively discussion. The team enthusiastically committed themselves to the company’s new strategic direction.

Do you explore alternative ways of delivering your messages to your team?

Question 4. Is my behaviour appropriate?

During a meeting that I was facilitating in 2003, I insisted that the high ranking Jamaican Government officials present stood up and recited their names and departments to the rest of the participants.

The Prime Minister, who was leading the event, had set the emotional tone. My actions mirrored the sense of urgency that he wished to convey. An appreciation for the context enabled me to take action that was unusual, yet appropriate.

What factors guide your judgment of appropriate behaviour? Do you take account of your own and others’ emotions when assessing the situation?

These four questions encourage you to think about how your emotions affect your behaviour.  In part 3 of this series, I’ll describe four more questions that help you to evaluate your behaviour, followed by three more that help you act on your evaluation.

More Resources

• Download the 13 Emotional Intelligence Questions Every Leader Must Ask

• Read Ed Brenegar’s 4 Questions Every Leader Must Ask articles

• Download the Consortium for Research in Emotional Intelligence in Organisations Business Case for Emotional Intelligence,

If you enjoyed this, take a moment to visit Excellence: How About Really, Really Good?

 

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13 Questions Every Leader Must Ask, Part 1

Number forty-five in a series about Change from Steve Roesler. Please welcome this week's very special guest writer and EQ expert, Galba Bright.


Emotions And Business Do Mix

“The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.“   Working With Emotional Intelligence, Daniel Goleman

A Self Aware Leader Asks Himself Questions

“Follow effective action with quiet reflection. From the quiet reflection will come even more effective action." Peter F. Drucker

Greater profitability and increased effectiveness drives your business success. Yet your bottom line results also depend on how well you manage your emotions.

Flickr Creative Commons Attribution: Image by Ul Marga

An effective leader asks himself good questions. He acts purposefully on the insights that the answers reveal.

The 13 Emotional Intelligence Questions That Every Leader Should Ask helps me to:

•    learn more speedily and effectively.

•    minimise unnecessary mistakes and,

•    behave in a more versatile way.

How To Use The 13 Questions

Use the first two questions to review your behaviour. Evaluate your behaviour, using questions 3 – 8. Act guide on your evaluation with questions 9 – 13.

I have listed the 13 Questions below.

1. How do I behave towards the people that I lead?

2. How does my behaviour impact them?

3. Do I behave flexibly?

4. Is my behaviour appropriate?

5. Do I have a “default behaviour”?

6. Do I need to change my behaviour”?

7. What type of change in my behaviour do I need to make?

8. What do I need to unlearn?

9. How will I let go of the behaviours that I need to unlearn?

10. How do I experiment with new types of behaviour?

11. Who will help me?

12. How will I consolidate what I’ve learned?

13. How do I now behave towards the people that I lead/manage?

More Resources

Download the 13 Questions That Every Leader Must Ask.

The 13 Questions are heavily influenced by Ed Brenegar’s 4 Questions Every Leader Must Ask.

Angela Maiers has a useful article about the benefits of reflection .

If you enjoyed today's post, I think you'll also want to learn from:

• Does Focusing on Strengths Give An Excuse For Ignoring Weaknesses

• Age, Work, Learning, Curiosity, and Your Brain

• Fortune Says Here's What It Takes to be Great
  

 

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What Do Talent, Change, and EQ Have in Common?

They have a lot in common, and there are two that I'd like to highlight today.

1. When someone is dismissed from a job, it's not usually because they can't do the job. It's usually due to an issue that's related to their inability to change how they operate. And that's often related to their Emotional Quotient (EQ), a gauge of their emotional intelligence.

What to do about it?

2. That's where Galba Bright of Tune Up Your EQ enters the scene. Galba is a first-class coach, speaker, and workshop leader who is an expert in the area of EQ. I feel fortunate that he has agreed to add his voice to the series on Change and how personal and professional Change relates directly to one's EQ.

Join Galba here each day this week as he takes you on an EQ journey of self-assessment and learning.

Galba is also a terrific conversationalist, lifelong learner,  and online coach. I hope you'll take advantage of his expertise through questions and comments.

Galba, you're on!

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