Feedback. It’s a wonderful gift when well-delivered. But when it’s not, it can do a lot of damage. Not just to the recipient, but to the person who delivers it. I recently read an interesting article about this. It turns out that a leader’s beliefs about feedback impact the way they provide it. For example, a leader who believes negative feedback has been helpful to them is more likely to give negative feedback to someone else. But that will have consequences for their leadership brand. Why? Because research shows that leaders who focus on giving negative feedback are seen as less effective than those who focus on fostering positive conversations.

Of course, positive leadership trainers have been saying this for years. There’s a strong body of research that shows when you focus on reinforcing strengths and providing constructive, you foster growth and success in your team. Positive feedback not only enhances job satisfaction but also improves productivity and overall performance.

Positive leaders understand that feedback is not a one-size-fits-all proposition. Some people prefer more direct, critical feedback. Others respond better to positive reinforcement and encouragement. As a manager, you need to understand what works best for each member of your team and adjust your approach accordingly.

To find out more about this interesting topic, read the original source article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

It you’ve ever worked in a toxic team or with a chronically challenging colleague, you already know the toll workplace conflict can take on you personally. It also has a huge cost to businesses, not only in terms of lost productivity, but also in potential legal fees or damage to the company’s reputation. Recently, I read an interesting article about the personal and organisational impact of workplace conflict which really resonated with me.

The article cites research by the University of Sheffield. This showed that 60% of workers involved in workplace conflict experience depression as a result. This really shows the profound effect that conflict can have your wellbeing. In 2018, almost 900,000 employees took time off work because of conflict, nearly half a million resigned and over 300,000 were dismissed. These eye-opening statistics really highlight the detrimental effect that conflict can have on individuals’ lives and careers.

As most experienced managers know, of course, the impact of workplace conflict isn’t just emotional. Apparently, conflict costs employers nearly £30 billion annually. That averages out to around £1,000 per employee. Can you believe that? Those costs are associated with three main areas:

• Resignations
• Disciplinary dismissals and the legal costs associated with them
• Sick leave caused by mental health issues

Obviously, all this creates a compelling business case for leaders to pay attention to both conflict prevention and resolution at an organisational level. Interventions to think about include training managers to recognise and respond to warning signs of conflict. It’s also useful to provide them with tools and processes to help them manage conflict and difficult situations assertively and professionally.

All of this adds up to one key message: workplace conflict is not just a personal or interpersonal issue. It’s also an organisational problem with bottom-line consequences. If you’re a supervisor, team leader or manager, read this article here.. Then pass it on to someone else who needs to hear about the importance of addressing workplace conflict.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Executive presence is a quality that can determine your success in the business world. It goes way beyond being charismatic or wearing power suits. It is about projecting confidence, inspiring others and making a lasting impression. Research has shown that people with high levels of executive presence are better paid and are more likely to advance in their careers. And, it seems, it is surprisingly easy to develop.

Research by Gavin Dagley and Cadeyrn Gaskin has shown there are specific traits that heighten your presence. And you can acquire almost half of these traits instantly, without needing any special skills. An article about this research neatly summarised those traits. The ones you can rapidly acquire include personal grooming, integrity, projected confidence and values in action (or walking your talk).

The article also gave these tips for building your presence.

• Prepare for meetings. Take five minutes before each meeting to mentally and emotionally prepare yourself. Set a positive tone and tailor your presence to meet the audience’s expectations.
• Project positive emotions. The emotional tone you set at the beginning of a conversation can set the stage for the entire dialogue. Show enthusiasm, positivity and genuine interest to create a favourable impression.

• Step into a confident posture. Avoid nervous movements or distractions that can detract from your presence. Stay calm and collected.
• Speak with self-assurance. Your words matter, but so does your delivery. Pay attention to your tone of voice, clarity and emphasis. Speak with conviction and passion to captivate your listeners.
• Ask thoughtful questions. Great leaders know that questions are more powerful than statements. Ask insightful questions to engage others and demonstrate your interest in developing them.

Using these research-backed tips will help you stand out as leader with real presence. Remember, building your executive wow-factor is not about having a natural talent, for leadership. It’s about deliberately developing a confident and impactful brand. So start working on your presence today!

You can read more from the original article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

No-one moves into management with the aim of becoming unheard and invisible. Yet, over half of new managers struggle to make a difference after being promoted. In my work as a leadership coach and trainer, I’ve noticed three key behaviours that distinguish struggling managers from high-impact leaders. These span the areas of communication, work paradigms and self-leadership. For example, in this week’s video I explain how a communication habit called ‘approval-seeking’ disadvantages female professionals.

There are three habits to watch out for if you want to have influence, impact and credibility in your management role. Let’s look at each of these now.

HABIT 1: approval-seeking

Now you might think that seeking approval before taking action is a positive trait, but it actually sabotages managerial success. After all, senior people are expected to be self-directed. A manager who asks for permission before making simple decisions is perceived to be struggling. A high-impact leader, on the other hand, takes initiative and acts confidently. This doesn’t mean being authoritarian or making reckless decisions, but it does mean taking action without constantly seeking validation from others.

HABIT 2: overworking

A second difference between struggling managers and high-impact leaders is their work paradigms. Struggling managers tend to focus on completing tasks, while high-impact leaders focus on achieving goals. This is why many new managers work excessive hours and still fail to meet their objectives. They are stuck in a mindset of ‘doing things’ rather than ‘delivering results’. Great leaders, in comparison, focus on the bigger picture and prioritise their time and energy accordingly. This allows them to achieve more success with much less stress.

HABIT 3: doubting yourself

Finally, self-doubt is a common trait among struggling managers. If you often question your own ability or second-guess your decisions, you may be falling into this trap. High-impact leaders, on the other hand, have deep confidence and genuinely believe in their own capabilities. They are willing to learn from mistakes rather than trying to be perfect at all times. Plus, they surround themselves with a supportive network of mentors and peers who can help them grow as leaders.

So, if you want to excel in your managerial role, focus on improving these three key behaviours – communication, work paradigms and self-leadership. A great place to start is with a 360-degree profile tool, like the Leadership Circle Profile. This will help you identify your strengths and development areas in each of these categories. Then, you can work with a coach or mentor to create an action plan for stepping into your zone of leadership excellence.

If you’d like more information about the Leadership Circle Profile, check out my coaching page. It’s a tool I use in my management coaching and executive coaching programs. Or you can organise a workshop for leadership team.

This article was created by Eleanor Shakiba

Eleanor is a leadership trainer and success coach. Her mission is inspiring talented people to become leaders who make a difference.  Since discovering her passion for training and development, Eleanor has trained more than 60,000 people. She delivers face-to-face workshops for corporates, online masterclasses for leaders and Positive Psychology retreats for trainers, HR practitioners and leaders. 

Are you feeling overloaded and overwhelmed by the demands of your management role? You’re not alone in that! Many managers find themselves in this position at some point. Often, it happens because you haven’t learned to separate your self-concept from your job. And it leads to problems like workaholism and toxic persistence.

Does this resonate with you? Well, fear not! I’m about to explain the difference between the two and give you some tips on how to avoid this trap. As a leader, it’s important to recognise that your job is not the same as your identity. Your job is what you do, while your identity is who you are. Separating the two allows for a healthier and more resilient leadership career. And it is easy to do once you stop making three rookie leadership mistakes.

Mistake 1: Failing to see leadership as new career

It’s easy to fall into the trap of treating leadership as just an extension of your old professional role. But this is huge mistake. It feeds overwork, perfectionism and control-freak tendencies. As a manager, you need to see that leadership is not just a role. It is a distinct profession. That’s why management and leadership courses exist! So don’t assume you already have what it takes. Drop your old ways of doing things and start mastering the art of leadership!

Mistake 2: seeking to please everyone

Woops! This is a biggie! New managers, in particular, often mistakenly think they need to keep everyone happy. But the truth is, you can’t! Nor should you. After all, leaders sometimes need to make tough decisions and handle difficult situations. Trying to please everyone will only create confusion, conflict and stress. Instead, focus on making the best decisions for your team and organisation. And don’t be afraid to communicate your decisions and reasoning clearly.

Mistake 3: confusing your job with who you are

Remember this. You are not your job. It’s important to have interests, hobbies and relationships outside of work. Plus, continuously striving to be the perfect manager will only lead to burnout and disappointment. Instead, focus on being real. Set boundaries, delegate and take care of your job is just one part of your life – don’t let it take over your entire identity.

So, are you ready to stop making these rookie leadership mistakes and start creating a healthier and more fulfilling career? Remember, your job is what you do, not who you are. So go forth and lead with clarity and confidence! By untangling your identity from your work role, you’ll bring authenticity, adaptability, and renewed energy to your leadership.

This article was created by Eleanor Shakiba

Eleanor is a leadership trainer and success coach. Her mission is inspiring talented people to become leaders who make a difference.  Since discovering her passion for training and development, Eleanor has trained more than 60,000 people. She delivers face-to-face workshops for corporates, online masterclasses for leaders and Positive Psychology retreats for trainers, HR practitioners and leaders. 

We often talk about provocation as though it’s a  negative thing, but it can actually be a powerful tool for inspiring and motivating your team. By challenging the status quo and pushing boundaries, positive provocation can help create new ideas and drive change within your team. Let’s look at some interesting research about this intriguing concept and consider what it means for leaders and high achievers.

Positive provocation is a technique used to stimulate or challenge thinking constructively. Unlike negative provocation which aims to incite conflict or cause offense, positive provocation seeks to inspire and motivate. Psychologists have found that positive provocation can generate fresh perspectives and creative solutions to problems.

One study conducted by the University of Amsterdam looked at the effects of positive provocation in a team setting. The researchers divided participants into two groups – one group was exposed to positive provocation while the other was not. The results showed that those who were positively provoked demonstrated significantly higher levels of creativity and innovation compared to the control group. This supports the idea that positive provocation can be a powerful tool for unlocking untapped potential within teams.

This finding is supported by a study published in the Journal of Applied Psychology, which emphasises the importance of appreciative team building. By focusing on the strengths and positive qualities of each team member, this approach fosters a supportive and empowering environment for collaboration and growth.

So, how exactly can you harness the power of positive provocation at work? It all starts with creating an open and inclusive space. Encourage team members to ask “what-if” questions and explore unconventional ideas. Here are five more questions to experiment with:

1. What are the benefits of this problem?
2. Let’s ditch the standard assumption that…is true. What does that mean for us?
3. If …was not a problem, what would it be?
4. If the opposite of what you’ve said is true, what possibilities could arise?
5. What bold action would you take if there were no limits or consequences?

Remember, positive provocation is not about stirring up conflict or causing tension but rather inspiring creativity. Positive provocations have the power to transform your team’s dynamics, sparking creativity and collaboration. Backed by robust research, these thought-provoking questions unlock new perspectives and generate innovative strategies. Embrace the “what-if” mindset and watch as your team’s excitement and commitment soar to new heights.

Read the original article here from Psychology Today.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Want to stand out as an emerging leader? Then stop behaving like everyone else!  Real leaders aren’t scared to be different; in fact, they embrace it. They understand that being unique and authentic are key to creating a lasting impact. However, most of us are socialised to do exactly the opposite. This means that to stand out as an emerging leader, you need to break the mould in positive ways. For example, resist the temptation to be a Lone Ranger. Sure, it’s a common misconception that managers must cope alone.

With this in mind, here are my top tips for showcasing your leadership acumen – even before you get that first leadership role!

Tip 1: Be a (leadership) team player

No-one becomes a great leader without mentors, collaborators and inspiring peers. Right from the get-go, think of yourself as a member of the leadership team.  Collaborate. Ask questions. Listen to others’ ideas. And connect with people outside of your department or industry – you can’t think outside the box if you stay in it!

Tip 2: Embrace the power of positive deviance

Remember this: chameleons don’t stand out. Being a ‘positive deviant’, on the other hand, will set you apart. Positive deviants are people who challenge the status quo in a constructive way, driving innovation and change. So, don’t be afraid of going against the grain – that’s where real leadership is shown. Be the person who makes a difference, because then you’ll show you can be a leader who makes a difference!

Tip 3: Swap politics for courageous conversations

Early in your career, it might be tempting to become a yes-person. Stop right there! As an emerging leader, it’s crucial to voice your opinions and challenge the status quo. However, this doesn’t mean being confrontational. Instead, have courageous conversations – those that are honest, respectful and solution-focused. This will demonstrate your assertiveness and emotional intelligence. In combination, these two traits are way more powerful than any skill in political manoeuvring.

So, what are you waiting for? Start standing out and making an impact as an emerging leader today! Remember, being different is a strength, not something to hide. Embrace it, be authentic and lead from within – the rest will follow.

This article was created by Eleanor Shakiba

Eleanor is a leadership trainer and success coach. Her mission is inspiring talented people to become leaders who make a difference.  Since discovering her passion for training and development, Eleanor has trained more than 60,000 people. She delivers face-to-face workshops for corporates, online masterclasses for leaders and Positive Psychology retreats for trainers, HR practitioners and leaders. 

Did you ever wonder how some professionals effortlessly command attention, exude confidence, and leave a lasting impact in their work and personal lives? We’ve uncovered a game-changing article that reveals the key to achieving all that and more. In this blog post, we’ll summarise the article’s insights on increasing credibility, confidence, and impact while providing valuable takeaways for professionals like you.

In this article, it highlights a recent Lenovo report that identifies a significant thinking gap and proposes actionable solutions to bridge it. This report emphasises the importance of continuous learning and adaptability in an ever-evolving business landscape.

The study reveals three core strategies that can transform the way professionals approach their careers, enabling them to enhance their credibility, boost their confidence, and maximise their impact.

1. Embrace Lifelong Learning: The report emphasises the value of ongoing education and staying up-to-date with the latest industry trends. By investing in continuous learning, professionals can gain a competitive edge and position themselves as industry leaders.
2. Cultivate a Growth Mindset: The article underscores the significance of adopting a growth mindset—an open and flexible attitude toward challenges and setbacks. By embracing a growth mindset, professionals can overcome obstacles, learn from failures, and continuously improve their skills and abilities.
3. Master the Art of Effective Communication: The research highlights the critical role that communication plays in professional success. Whether it’s delivering impactful presentations, writing persuasive emails, or engaging in meaningful conversations, honing communication skills is essential for building credibility, instilling confidence, and leaving a lasting impact.

These insights provide a wealth of knowledge that professionals can apply to their own careers, helping them elevate their credibility, boost their confidence, and amplify their impact in both work and life.

In conclusion, the Lenovo report offers a treasure trove of strategies for professionals seeking to thrive in today’s competitive landscape. By embracing lifelong learning, cultivating a growth mindset, and mastering effective communication, you can unlock your true potential and achieve unprecedented success.

This is a summary article. You can read the original article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Are Narcissists capable of understanding the consequences of their own behaviour? This is a key question when it comes to understanding the topic of narcissism and narcissistic rage. According to a recent article on Psychology Today, this is an important concept for managers, business owners and supervisors to understand.

The article provides insight into what drives narcissistic rage – it occurs when someone with a narcissistic personality feels they have been wronged or humiliated. A narcissist may be overly sensitive to criticism or failure and take out their frustration on those around them. They may also become vengeful if they believe that someone has wronged them in some way – whether deliberately or unintentionally – and will stop at nothing to get revenge.

The article outlines how managers need to be aware of these tendencies in order to protect against toxic workplace environments. She discusses how empathy, emotional intelligence and clear communication are essential for managing relationships with employees, customers or colleagues who display narcissistic traits. One key point she makes is the need for managers to provide honest feedback without being too critical; this encourages self-reflection which can help prevent someone from reacting with extreme anger or aggression due to feelings of humiliation or shame.

Managers should also be aware of potential triggers that could cause individuals with narcissistic characteristics to react inappropriately. These triggers could include anything from criticism, seemingly small slights (real or perceived), public humiliation, feeling undermined or disrespected and so on. It’s important that managers remain mindful of these potential scenarios and strive to create a positive work environment where everyone feels respected and valued as an individual.

Above all else, the article emphasises the importance of self-awareness when dealing with narcissism – both in oneself and others. To develop healthy relationships within the workplace it’s necessary for everyone involved (managers included) to recognise their own vulnerabilities and respond accordingly should any issues arise during interactions with others. By having greater awareness one can better manage conflictual situations before they escalate into something more serious such as revenge-seeking behaviour from a narcissist.

Ultimately, understanding of the behaviour and patterns of narcissism is key to creating a successful work environment for everyone. By learning about and recognising the signs of narcissistic rage, managers can more effectively manage individuals who display these behaviours. With appropriate measures in place, it’s possible to create an atmosphere where everyone feels respected and valued – even those  with narcissistic tendencies.

Find out more in the original article here: https://www.psychologytoday.com/intl/blog/think-well/201910/understanding-narcissism-and-narcissistic-rage

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

How do stories affect the brain? According to the article, “stories activate the brain’s pleasure centers” and “this is because when we’re engaged in a story, we’re using many of the same cognitive processes that we use when we’re actually living our lives.” In other words, stories can help you learn and make decisions. Stories allow you to see the world from different perspectives, and to understand complex concepts in a simplified way. They also help you to remember information more easily.

Stories tap into your emotions and help you make connections between events. They also give you a sense of control over your environment, which is why they’re so popular in business. Stories activate the brain’s reward system, which is responsible for motivating you to learn and explore new information. They also help you to understand and remember information more effectively than straight facts or statistics. What’s more, stories can be used to change behaviours and attitudes – a fact that’s not lost on business owners and managers.

So why are stories so effective? Our brains are wired to pay attention to stories because they are a combination of both facts and emotions. This combination helps you learn and remember information more effectively than just facts or emotions alone. In other words, stories help you see the world in a more holistic way, and this is why they are such an important tool for learning and decision making.

Managers, business owners and supervisors can use stories to connect with their employees and customers because storytelling is a powerful way to engage an audience and connect with them on an emotional level. Stories can help people to understand your point of view, connect with your values and see how your company operates. They can also be used to inspire people and motivate them to take action.

If you’re looking for a way to connect with your audience and inspire them to take action, storytelling is a powerful tool that you should consider using.

Find out more in the original article here: https://www.brainfacts.org/neuroscience-in-society/the-arts-and-the-brain/2021/why-the-brain-loves-stories-030421

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference.