Getting comfortable with discomfort, by Professor David Clutterbuck
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Putting the client in control of their own feelings of comfort or discomfort, by making them transparent and adjustable, can provide the confidence boost that allows them to take tentative steps into greater discomfort.
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CECILIA K. WOODEN: So when we come to an organization, when we're
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NARRATOR: To elicit the best in others and maximize their own potential, health
care leaders must recognize the values and motivations that drive human
behavior, and understand how those may vary from person to person across an
organization.
CECILIA K. WOODEN: So when we come to an organization, when we're
working with other people, we need to be aware that our behavior is exemplary of
our values.
NARRATOR: In this program, Dr. Cecelia Wooden discusses the alignment
between one's personal values and the values of an organization. Dr. Louis
Rubino and Dr. Brenda Freshman explain the importance of promoting emotional
intelligence in health care organizations.
BRENDA FRESHMAN: When you're aware of your emotional intelligence skill
sets, you can begin to make choices to enhance relationships rather than destroy
them.
CECILIA K. WOODEN: Values are very important in a couple ways. Number one,
they not only guide your behavior, but as a leader or in the workplace, they are
also going to contribute or detract from your success or the success of the
people that you work with. So continually being aware of what your values are is
an important part about being a good leader.
And I would submit that an individual who is happy at work, who feels fulfilled at
work, is an individual whose personal values match the values of the
organization. Let's imagine that you're confident and comfortable in knowing what
your own values are, and yet you find in your workplace that there's a disconnect,
or there's a gap between the values that you hold near and dear and the values
that either organization holds near and dear or manifests.
And an example of this might be, I went into nursing because of a deep need to
care for people. The more time I can just spend talking with a patient, standing by
the bedside, the more familiar the patient is with me. And the more we develop
an understanding of each other, the more confident she's going to be in the care
she or he is getting, and the outcomes are going to be much better.
However, in our organization because we are so short staffed, and the
organization does not want to close beds down, does not want to close a unit
down, I'm having to work double shifts. I can't spend enough bedside time with
my patients because of the technology requirements that I'm struggling with
trying to learn. I'm only spending 28% of my nursing day in contact with a patient.
That will cause a great disconcert with me and a great disconnect.
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So the question is, what do I do about it? What can I do about it? Well, at the
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we're having to engage in X, Y, and Z behav ...
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2) It recommends finding a support group to help lift spirits and release stress, as interacting with others can prevent health problems caused by stress overload.
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The BIFF technique for calming hostile conversations by Bill Eddy
The whole point of a BIFF Response is
to calm down and end the conversation, without triggering a defensive response.
Death by a thousand meetings
Microsoft recently reported that in the spring of 2022, the number of videoenabled Teams meetings per week more than doubled globally for the average user
since the start of the pandemic. And there was no evidence of a reversal.
What Is Psychological Safety?
That one question — What did you learn? — changed the way that I view my own missteps — with more compassion & understanding — & how I treat others when they make mistakes. As my experience shows, by making psychological safety a priority, leaders set up their teams for success now & long into the future.
The Wheel of Life - Coaching Wheel
"...A Coach is someone who tells you what you don't want to hear so you can see
what you don't want to see so you can be what you always wanted to be."
Stop Asking for Feedback - Ask for advice instead
Advice-giving leads one to think about future actions that the person in need of guidance could take. As such, when asked to give advice, people are more likely to think critically & specifically about strategies the person could use to improve.
Why we need to change the language that we use in relation to allegations
The key message is that we ought to stop using the word Disclosure,
unless there has been a Finding of Fact hearing carried out by the court.
We risk all our efforts gathering evidence for proceedings to be
disregarded if we (as expert witnesses) continue to use the incorrect
terminology.
Trust Recovery in the Team by David Clutterbuck.pdf
Once trust is broken in a team, it is hard to recover. Yet the requirement to collaborate remains as strongly as ever.
If they learn from the breakdown of that relationship, they become a wiser person, better able to trust and be trusted.
Building Psychological Safety is the key to rebuilding trust.
Why Traditional Parenting Logic Doesnt Work
Traditional parenting logic is all about rewards and consequences. Good parents use these methods with their children all the time with excellent results. But, what happens when good people are raising a child that has a significant history of trauma?
This brief article offers some practical approaches.
An introduction to Action Learning
Action Learning focuses on the experience, feelings, & insights of the individual. Rather than jumping to solve a problem as quickly as possible, Action Learning enables deeper enquiry, & results in deeper understanding.
Why walking through the countryside 'tames' our brain
Exposure to nature decreases amygdala activity & has beneficial effects on stress-related brain regions. This suggests that walking in the countryside buffers the detrimental effects of city life. And, in turn, it potentially acts as a preventive measure against the development of some mental disorders.
Where companies go wrong with Learning & Development by Steve Glaveski -HBR
Organizations spent $359 billion globally on training in 2016, but was it worth it?
Not only is most of the training in today’s companies ineffective, but the purpose, timing, & content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing & the lean start-up before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback & refining your understanding, & then repeating the cycle. To begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, & for the right reasons, but also that they retain what they learn.
Negative Mental States Become Negative Neural Traits, by Debbie Hampton
“Your brain is like Velcro for negative experiences but Teflon for positive ones.” Even though the negativity bias is great for ensuring survival, it’s lousy at promoting happiness, peace, fulfilling relationships, & long-term physical & mental health.
This brief article shares a method to alter the way in which our brain focuses to much on the negative, to the detriment of the positive.
Effective Feedback - Make it 'SNAP'py
Feedback is a gift that you give to the recipient. If you think that it matters enough to say something about the way in which someone has behaved, then you should be concerned to see that it is both given & received in the best possible way. If you bear the following four points in mind when giving feedback, then they may help to ensure that your message is effectively delivered.
Performance Wheel for Coaching / Supervision sessions
Find someone who tells you what you don’t want to hear, so that you can see what you don’t want to see, so you can be what you always wanted to be.
Free Communication Guide - Top Tips by Emma Quinn
The key skill in communication in any language is to be equally invested in all the participants, and to truly listen as well as getting your own points across.
This guide includes:
1. Section 1 - How to communicate effectively
2. Section 2 - How to communicate well when working remotely
The upsides of Imposter Syndrome by Professor David Clutterbuck
Having what we might call balanced self-doubt keeps us on our toes, constantly
curious, & less likely to become complacent.
This brief article explores the upsides of Imposter Syndrome.
Mais de Alex Clapson (20)
Empathy Is a Stress Response - Choose Compassion instead
Empathy Is a Stress Response - Choose Compassion instead
Workers are turning to music as stressful workplaces become the norm.
Workers are turning to music as stressful workplaces become the norm.
Why people crave feedback - & why we're afraid to give it.pdf
Why people crave feedback - & why we're afraid to give it.pdf
The BIFF technique for calming hostile conversations by Bill Eddy
The BIFF technique for calming hostile conversations by Bill Eddy
Why we need to change the language that we use in relation to allegations
Why we need to change the language that we use in relation to allegations
Trust Recovery in the Team by David Clutterbuck.pdf
Trust Recovery in the Team by David Clutterbuck.pdf
Why walking through the countryside 'tames' our brain
Why walking through the countryside 'tames' our brain
Where companies go wrong with Learning & Development by Steve Glaveski -HBR
Where companies go wrong with Learning & Development by Steve Glaveski -HBR
Negative Mental States Become Negative Neural Traits, by Debbie Hampton
Negative Mental States Become Negative Neural Traits, by Debbie Hampton
Performance Wheel for Coaching / Supervision sessions
Performance Wheel for Coaching / Supervision sessions
The upsides of Imposter Syndrome by Professor David Clutterbuck
The upsides of Imposter Syndrome by Professor David Clutterbuck
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2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
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DearbornMusic-KatherineJasperFullSailUni
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State of D2C in India: A Logistics Update
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdf
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Getting comfortable with discomfort, by Professor David Clutterbuck
- 1. WHAT’S THE RIGHT LEVEL OF DISCOMFORT? Human beings initiate change when they feel discomfort or dissatisfaction. So, in principle, a coaching or mentoring conversation that doesn’t involve some level of discomfort is likely to lead to less significant change than one that does. However, we also tend to avoid discomfort, especially if it is elevated to become pain. We also tend to avoid causing suffering to other people. So, one of the key skills of a coach or mentor is to stimulate just enough discomfort to enable the other person to be productively curious. Pretty much everything I have read around this topic focuses on how the coach can calibrate the level of challenge they think the client can take. It’s common for coaches to push harder and harder until discomfort becomes pain, then throttle back. Yet, there’s a much simpler solution – ask the client!
- 2. Draw a spectrum from “Too painful” to “Too Comfortable”. Ask the client where they would want to set the needle on this calibrator, given the learning they want to achieve and the fact that there may be “no gain without pain”. At key points, invite them to move the needle and explore with them what is happening inside them to make them want to do so. If appropriate, share your own level of comfort and discomfort with the conversation and the implications for the conversation together. The calibrator also offers the option of enabling the client to articulate what is happening for them in the moment – what level of comfort or discomfort are they experiencing right now? And what would be an appropriate shift? Putting the client in control of their own feelings of comfort or discomfort, by making them transparent and adjustable, can provide the confidence boost that allows them to take tentative steps into greater discomfort. For the coach, it also provides valuable feedback on the interplay between what they do and the impact on the client’s emotions and capacity to engage in deep reflection. These insights allow us to fine tune how we adjust the amount and strength of challenge we employ. © David Clutterbuck 2023