You just had a conversation in which you agreed to do something. You made a commitment. How do you want the other person to feel, as they walk away from you?
Do you remember when you learned to read a stop sign? Probably not. You were pretty young.
But now that you know, you can’t go back to seeing just a bunch of white squiggles on a red background, right? You’re aware.
This awareness is potent. It keeps you from hurting other people or yourself when you’re behind the wheel.
Self-awareness keeps you from hurting people, too.
Here are 3 ways to develop it:
“There seems to be only one right way to do anything – and that’s his way.”
I was just in Manhattan facilitating a trust workshop. Women leaders from all over the metropolitan area had rolled up their sleeves, ‘gone to work,’ and stepped into real conversations about trust.
In a powerful truth-speaking moment, one woman asked a provocative question about trust – or, rather, the lack of it:
Often people tell me how they struggle to speak the right words to keep trust alive in their workplace relationships, especially in emotionally charged moments.
We just sat down with Dan Loney of Wharton’s @BizRadio111. What a cool guy. We loved talking with him!
Dan asked provocative questions about how trust works in our workplace relationships. Our conversation was stimulating, and we know you’d benefit from listening to it. The catch?
For 11 years, tennis player Maria Sharapova has been #1 on Forbes’ list of highest paid female athletes. During a recent press conference, we learned for the last 10 of those years she’s been taking Meldonium, a medication the World Anti-Doping Agency (WADA) has now banned as a performance-enhancing substance.
Every day, from the time we wake up and our feet hit the floor, we are managing expectations. Expectations others have of us. And, expectations we have of them.
How do people develop into transformational leaders? Is it through coaching? Training? Educating?
According to Bank of Maroda Chairman Ravi Venkatesan in his insightful piece Building leadership: Unleash the disrupters, it’s none of those things:
Over the years, people have asked us why we called our book Trust and Betrayal in the Workplace.
Betrayal is a strong word. It’s complex and emotionally provocative. For some, it’s downright off-putting.
“When you used the word betrayal,” people have said, “surely you knew you’d risk losing potential readers. If you wanted to make a contribution – to make people’s lives better – why would you use a word that could make people uncomfortable? Or, even push them away from your message?”