Emotional Intelligence: Why EI can be more important than IQ “There’s nothing worse than when you’re not feeling great and someone says, ‘just think positively’,” says Alan Lyons, author, psychologist and managing partner of KinchLyons. “Because that’s just an outcome. Positive psychology, as opposed to popular psychology, actually has a science behind it.” A qualified coaching psychologist, Lyons is one of a growing troupe of psychologists in this country who earn a living from helping people assess, understand and leverage the value of their emotional intelligence. “Emotional intelligence should be seen as a model of well-being and high performance, based on knowing yourself, connecting with others, handling stressful situations and making better decisions. The term “emotional intelligence” has been knocking about since the 1960s, but became mainstream in the mid-1990s after the bestselling book by that title, written by Daniel Goleman. Switching off autopilot “Awareness is the key. Wants v fears Sidebar 1: How to raise your EQ Too costly?
The Olympics' Greatest Feat: An Unpaid, Highly Engaged Workforce - Rob Goffee and Gareth Jones by Rob Goffee and Gareth Jones | 7:00 AM August 8, 2012 They are all over the Games. They greet you at the airport. They direct you from the trains. There are 70,000 of them, constituting nearly half of the Olympic workforce, Britain’s biggest peacetime mobilization of people since the Second World War. They are the volunteers … and they are everywhere. Their approach is a joy. When visitors marvel about the spirit of the games, the volunteers are a very big part of it. What’s more, their enthusiasm is contagious. What these workers are doing is exceeding the normal expectations of their roles. A theme of our recent research is that, when people interact with an enterprise, they don’t want to encounter mere role-players—no matter how skilful they might be in their roles. So what can the corporate world learn from all this? The Olympic volunteers remind us what real engagement looks like.
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Can You Take Your Strengths Too Far? - Jack Zenger and Joseph Folkman by Jack Zenger and Joseph Folkman | 2:04 PM October 2, 2012 For the past decade, leaders have been encouraged to focus on developing their strengths rather than always gravitating to working on a weakness. But is this too much of a good thing? Lately, a number of business thinkers have suggested so. It’s tempting for those of us strongly committed to developing leadership strengths to ignore such dissent on the grounds that any new practice will attract critics. We don’t think so. Like many of those who are raising doubts about the limits of developing leadership strengths — as Robert E. We also strongly agree with them that serious weaknesses should not be ignored. People can and do behave inappropriately — and they do things to excess. Where we part company is in labeling any those behaviors as a strength. We find it constructive to use a definition of “a strength” based on the work of psychologist Martin Seligman, among others. Instead, we find the data tell a consistent story.
10 astuces simples pour le jardinage qui sont encore trop peu connues Le jardinage peut facilement devenir une réelle passion très prenante ou également un énorme casse-tête pour ceux qui ne semblent pas avoir la main verte (cela n’est pas inné, ça s’apprend ne vous inquiétez pas). Quelle que soit la catégorie dans laquelle vous vous situez, malgré le fait que l’on puisse acheter bien des plantes et des fruits et légumes dans nos magasins, bien des gens gardent le goût des choses qui poussent et passent du temps dans leur jardin. En tout cas, il existe quelques secrets bien gardés pour vous aider dans cette démarche. 1) Pour que le terreau reste en place sans boucher les trous de drainage, glissez-y un filtre à café. Retrouvez sur un de nos articles d’autres idées plus qu’étonnantes pour détourner le filtre à café. 2) Vous manquez de place ? 3) Pour arroser votre plante même en votre absence, enroulez des feuilles d’essuie-tout que vous humecterez dans un verre rempli d’eau. Ce serait un apport en calcium plus qu’apprécié par vos plantes.
Driving Engagement by Focusing on Strengths The two of us spend a tremendous amount of time helping organizations build higher levels of employee engagement. We do this not just because it's the right thing to do for employees -- we do it because Gallup's research has proven that the more engaged your employees are, the better results your organization achieves. That same research has shown that managers play an essential role in driving engagement. We've understood this for a long time, but we decided to dig deeper and look more closely at how certain management styles could have a particularly powerful impact on employee engagement. No news is not good news A manager's approach to engagement is a broad topic. employees felt their manager focused mostly on employees' strengthsemployees felt their manager focused mostly on employees' weaknessesemployees did not feel their manager focused on either strengths or weaknesses Why is this important information for managers? Leaving too many employees disengaged
4 ways to develop exceptional resilience Unlock the key to mental toughness that flies in the face of traditional thinking. When we resolve to be more resilient and mentally strong, we often adopt a militaristic “tough it out” approach. That is, we believe the more we put our noses to the grindstone and endure, the stronger and grittier we’ll become. Picture: a Marine slogging through the mud, or a football player dusting himself off to make one more play. However, Shawn Achor, world-famous speaker and author of The Happiness Advantage, has found a key to mental toughness that flies in the face of traditional thinking. “Resilience is how you recharge, not how you endure,” he revealed in a post for Harvard Business Review. His research found that the traditional method for developing grit — “toughing it out” — often has the opposite effect, resulting in burnout, insomnia, and $62 billion (yes, with a “b”) of lost productivity every year. Actually “turn off” when you leave the office For most of us, when we leave work at 5 p.m.
Ringing in a Truly "New" Year Many of our readers soon will celebrate the beginning of a new year. Some will indulge in revelry, reflection, and resolution. Others will enjoy their accomplishments, while thinking about the improvements they want to make in 2002. The desire for self-improvement is integral to the human spirit. Even though many people will start the year determined to eat less, exercise more, find a better job (or just do better at their job), they probably will find themselves, as the year progresses, exercising less, eating more, and stuck in the same old job with the same old headaches. Although the desire for self-improvement is universal, making real improvements seems out of reach. What's wrong with this picture? As a society, we tend to think that the best way to improve is by fixing our weaknesses, not by developing our strengths. This same mistaken notion about development is at the heart of many companies' human resource philosophies. Is this a weakness? Is this a weakness?
getSharedSiteSession?rc=4&redirect= To view the full text, please login as a subscribed user or purchase a subscription. Click here to view the full text on ScienceDirect. Fig. 1 Means of well-being for the experimental and the control condition at the time of the first and the second post-tests, adjusted for well-being at the pre-test. Abstract Objective Self-management ability (SMA) is the ability to obtain those resources necessary for the production of well-being. Methods A bibliotherapy was developed to increase the SMA of slightly to moderaterly frail older people, and to help these persons to sustain a certain level of well-being. Results The bibliotherapy resulted in a significant increase in SMA and mastery compared to the delayed-treatment control condition, and for SMA, this effect still existed 6 months after the intervention. Conclusion The current findings show that it is possible to counteract an age-related decline in well-being, even with only slight to moderate levels of frailty. Practice implications
Okay -- I have reviewed my top five themes. Now what am I supposed to do? What's next? We advise you to do three things. First, take a moment to reflect on your Signature Themes -- your "top five" -- as revealed by the Clifton StrengthsFinder. Do you agree with your top five? Are there some other themes within the full list of 34 that, in your opinion, capture your spirit, your essence, more accurately? If there are, good. Second, ask yourself this question: How can I use my strongest themes in my current role? Third, ask yourself: Is my manager aware of my strongest themes? Remember, there is power in your awareness of your talents.
Equine Ulcers – You Really Need To Know More! | Dr. Kerry Ridgway Ulcers in the digestive track are more than just the latest “disease du jour.” Thus far, for a problem that has been recognized for about 20 years, we are still seeing and understanding only the tip of a metaphorical iceberg. More than two thirds of the iceberg is still not visible and much is still being discovered about this ulcer “iceberg.” We do know that there are, basically, only two kinds of horses – those who have ulcers and those who will have ulcers! We should all recognize that gastric and intestinal ulcers are literally a slow or non-healing acid burn – a burn such as if hydrochloric acid was splashed on your face. Therefore, the real purpose of this paper is three fold. Twelve Good Reasons to Understand GI Ulcers in Horses: When horses develop painful and restricted movement associated with excess muscle tension, and poor ability to use the spine – resulting in pain – they cannot perform at the desired level. Changes in behavioral patterns: 1. 2. 3. 4. 5. 6. Places to palpate:
Embedding Strengths in Your Company's DNA If you want to build a strengths-based organization -- and enjoy the benefits of reduced turnover and greater productivity and profitability -- you can't go halfway. If you really want everyone in your company talking about their talents, sharing them, and living and breathing the language of strengths, you've got to be all in, or it just won't work. This strengths-based approach is both simple and effective, yet too few companies have implemented it. This means that you must significantly shift your company's language; you must change how managers interact with their employees and how employees interact with their peers. But not enough companies understand this. For those companies that want to demonstrate their commitment to building their employees' strengths, here are three steps executives and managers can take. Help coworkers know and understand each other's strengths Employees spend much of their time interacting with colleagues through email, phone calls, meetings, and teamwork.