The Covid-19 crisis continues to place extraordinary demands on senior leaders and managers. Demands that have never been seen before.
Leading a simpler life, remembering what is really important, saying “no” to things I really don’t want to be doing and appreciating what I do have rather than yearning for what I don’t.
So, I don’t know about you but when I heard that we will be social distancing for another 3 weeks and then it will be reviewed again, my heart sank even though I know it’s absolutely the right thing to do.
Some years ago I coached a lovely leader who wanted to learn more about himself and how to feel more comfortable in expressing his emotions.
All the recent episodes of panic buying have got me thinking about panic. Why do some panic and others not? For those who do panic and are finding it not very helpful what can you do about it? Equally, if you are totally frustrated by those who are panicking, what do you need to know about those people who are different to you?
One of the key parts of the coaching is recognising the difference between managing and leading a team. Is a good manager automatically a good leader?
I am absolutely delighted to have been invited by GBG Plc to join an expert panel and put traditional gender stereotypes under the microscope to discuss the question: “are certain behavioural traits a pre-requisite for success or failure in business?”
When we think about leaders, it’s tempting to group them into two categories – good or bad. Maybe there was a former manager who made you feel like you weren’t good enough. But maybe there was also a former boss who valued your strengths and helped you to reach your personal goals. We talk about leaders and leadership every day in the business world.
Lucy was considering a change of direction in her career but was not sure what she wanted to do or how to move forwards.