«Miese Kultur» und «schlechte Führung» machen krank

«Der Kern des Problems sind eine miese Kultur, schlechte Führung und nicht funktionierende zwischenmenschliche Beziehungen.»

Neue Zahlen zeigen, warum Angestellte oft fehlen und was Unternehmen dagegen tun können.

David Graeber nennt sie «Bullshit-Jobs»: Tätigkeiten, die zwar gutes Geld einbringen, meistens aber vollkommen unnütz sind. Sprich: keinen gesellschaftlichen Mehrwert bieten und die ausführende Person unglücklich machen.

Der Professor der London School of Economics hat diesem Thema zuletzt ein ganzes Buch gewidmet. Darin erzählt er von einer ganzen Bandbreite an Jobs, in denen Menschen überflüssige Tabellen ausfüllen, unnötige Sitzungen abhalten, Projekte betreuen oder Abläufe analysieren.

Graeber zitiert Umfragen, wonach 40 Prozent der Büroangestellten in westlichen Ländern überzeugt seien, dass ihre Arbeit keinerlei Sinn mache.

Nun zeigt eine neue Studie, dass solche Situationen Menschen nicht nur unglücklich machen, sondern sogar krank.

Unzufriedene Mitarbeiter fehlen öfter

Dabei geht es vor allem um das subjektive Empfinden der Arbeitnehmer. Haben Sie das Gefühl, einen wertvollen Beitrag zu leisten, fallen sie seltener aus. Auch Beschwerden wie Gelenk- oder Rückenschmerzen oder Schlafstörungen kommen weniger vor. Das zeigt ein Bericht des Wissenschaftlichen Instituts der deutschen AOK-Versicherung, der zusammen mit der Universität Bielefeld und der Beuth-Hochschule für Technik Berlin herausgegeben wird. Für die Studie befragten die Forscher 2030 Berufstätige in Deutschland.

Demnach blieben Mitarbeiter im letzten Jahr im Schnitt 12,1 Tage krankheitsbedingt zu Hause.

Wer seine Arbeit als sinnstiftend beschrieb, fehlte nur 9,4 Tage. Arbeitnehmer, bei denen das nicht der Fall war, fehlten doppelt so häufig, nämlich im Schnitt 19,6 Tage. Gleichzeitig klagte über die Hälfte der Befragten, die ihre Arbeit als wenig sinnstiftend empfanden, über Rücken- und Gelenkschmerzen (54,1 Prozent) oder Erschöpfung (56,6 Prozent). Bei denen, die mit ihrer Arbeit zufrieden waren, lag der Anteil mit solchen Beschwerden nur bei rund einem Drittel.

Mehr Loyalität gegenüber Beschäftigten

Für die meisten der Befragten ist die Sinnfrage in einem Beruf entscheidend. 93 Prozent gaben an, dass dies für sie wichtiger sei als ihr Gehalt. Ein hohes Einkommen wurde nur von 61 Prozent als relevant gewertet.

Der Bericht nennt drei Quellen, aus denen Sinnhaftigkeit entstehen kann:

  • Erstens, ob ein Job einen gesellschaftlichen Nutzen hat.
  • Zweitens, ob er auf der persönlichen Ebene Sinn stiftet, Arbeitnehmer also Ziele erreichen oder neue Herausforderungen meistern können.
  • Drittens, und am wichtigsten, ob Mitarbeiter sich am Arbeitsplatz wohlfühlen.

Dies speist sich laut der Umfrage vor allem aus der Beziehung zum Vorgesetzten. 93 Prozent fanden dies entscheidend. Und auch, ob das Unternehmen hinter den Mitarbeitern stehe.

«Wenn Unternehmen die Gesundheit ihrer Mitarbeiter fördern und als Arbeitgeber attraktiv bleiben möchten, sollten sie gegenüber ihren Beschäftigten mehr Loyalität vermitteln und die vertrauensvolle Zusammenarbeit quer durch die Hierarchieebenen gezielt fördern», sagt Helmut Schröder, stellvertretender Geschäftsführer des Wissenschaftlichen Instituts der AOK.

Sprich: Arbeitgeber sollten ihren Mitarbeitern das Gefühl vermitteln, ein wichtiger Teil des Unternehmens zu sein und etwas Sinnvolles zu tun.

«Miese Kultur, schlechte Führung»

Viele Unternehmen würden allerdings auf falsche Massnahmen setzen, um Fehlzeiten zu reduzieren, sagt Bernhard Badura, Gesundheitswissenschaftler an der Universität Bielefeld und einer der Herausgeber des Fehlzeiten-Reports, zur «Zeit». Sie würden ihren Mitarbeitern zum Beispiel gratis Fitnessstudios, Massageangebote oder neue Bürostühle anbieten.

«Das ist gut gemeint, aber schlecht gemacht. Das Geld ist eigentlich zum Fenster rausgeschmissen.» Die gesundheitlichen Beschwerden vieler Beschäftigter könnten nur bekämpft werden, wenn sich die Art zu arbeiten verändere.

«Der Kern des Problems sind eine miese Kultur, schlechte Führung und nicht funktionierende zwischenmenschliche Beziehungen.»

Stattdessen müssten Unternehmen eine Kultur von Kooperation und Wertschätzung schaffen. Dabei käme es vor allem auf die Vorgesetzten an. «Es ist nicht immer das zu viel an Arbeit, das Menschen ausbrennen lässt», so Badura.

«Es ist das Zuwenig an Bindung und der Eindruck, gegen die eigenen Überzeugungen und Gefühle anzuarbeiten.»

Source: Tages-Anzeiger

Warum spielt emotionale Intelligenz im beruflichen Erfolg so eine grosse Rolle?

Emotionale Intelligenz (EQ) kennt verschiedene Namen – von «sozialer Intelligenz» bis hin zu «emotionale Stärke». Sie ist seit mehr als einem Jahrzehnt eine bekannte Tatsache. Wie stark wirkt sich emotionale Intelligenz auf den beruflichen Erfolg aus? Die kurze Antwort ist: SEHR!

IQ vs. EQ

Emotionale Intelligenz ist das „gute Verständnis von sich selbst, Selbstkontrolle, Empathie und ein natürliches Verständnis für die Entscheidungen, Bedürfnisse und Wünsche der Menschen“.

TalentSmart testete emotionale Intelligenz neben 33 anderen wichtigen Fähigkeiten am Arbeitsplatz und stellte fest, dass emotionale Intelligenz der stärkste Prädikator für Leistung ist, und erklärt 58 % des Erfolgs in allen Arten von Jobs. Von allen Menschen, die bei dieser Studie untersucht wurden, fand man heraus, dass 90 % der Leistungsträger auch eine hohe Intelligenz besitzen. Auf der anderen Seite sind nur 20 % der Leistungsträger emotional intelligent. Sie können ohne emotionale Intelligenz ein Top-Performer sein, aber die Chancen sind gering.

Das Etwas, das in jedem steckt und doch nicht wirklich greifbar ist

Mit erfolgreichen Führungskräften wie Elon Musk, die die Gesellschaft davor warnt, dass Roboter unsere Arbeitsplätze übernehmen könnten, ist es normal, dass die Zukunft der Belegschaft hinterfragt wird.

Während professionelles Auftreten und Präsenz am Arbeitsplatz wichtig sind, ist die menschliche Fähigkeit, kreativ zu sein und sich mit anderen zu verbinden das, was dich am wertvollsten macht. Dein Berufsleben und deine Karriere werden von deinem EQ enorm beeinflusst. Arbeitsplätze sind in erster Linie relationale Umgebungen, typischerweise ein Schmelztiegel verschiedener Persönlichkeiten, Fähigkeiten, Stärken und Emotionen. Daher wird EQ in jede einzelne Entscheidung und Aktion am Arbeitsplatz integriert.

Der Fortschritt am Arbeitsplatz setzt mehr voraus, als nur klug zu sein und die technische Fähigkeit zu haben, Aufgaben zu erledigen.

Die Erfüllung der Unternehmensziele ist wichtig, aber um letztlich nachhaltig erfolgreich zu sein, erfordert es Soft Skills, die Befähigung klar zu kommunizieren, Probleme in Teams zu lösen und sich mit anderen zu verstehen.

«Viele Arbeitsplätze werden verschwinden, aber die Sache, die wir immer haben werden, ist unsere emotionale Intelligenz.»

Source:  Nadja Hansen

Why Managers should care about employe loyalty

Train people well enough so they can leave. Threat them well enough so they don’t want to

Source: Richard Branson

The higher you get on the career ladder, the colder and lonelier it becomes. You may be a talented leader. Nevertheless, you will make mistakes or unpopular decisions. In the long run, your job is to make people do what needs to be done. And they feel it.

Now you add the reality of the workplace. Companies compete each other in the perfection of covering up Herzberg’s hygiene factors. They think of efficient workspace, convenient offices, competitive compensations. Still, they forget about main motivation factor – relationships.

Why?

It is cheaper and easier to keep people distracted from the stress at work with cookies. It is safer to keep employees separated, so they don’t leave in packs. Or at least don’t have enough frank talks about how unfulfilling the job is.

As a boss, do you have control other it?

Sure. It is simple.

Moreover, you don’t have to be a top executive to implement it. Be that a department, project team, or a few people you lead – the rules are the same.

Have meals together – don’t talk about the work.

Whenever possible try to have a group of people to have meals together.

There are many ways to get this going.

  • Just ask if you can join another group.
  • Initiate a lunch and invite anyone who wants.
  • Invite for a paid lunch.

In any case, it is just starters. If you can make it a pleasant time, you can quickly make it a habit.

There are several rules that I usually try to imply invisibly.

  1. No cell phones. Just say something like: “I don’t want anyone distracts us, so I just turn it off.” And do it.
  2. One topic at the table. It is not a problem when there are about four people. However, if it is a lunch for ten, they will break into the groups.

One crucial thing you need to be on a lookout.

It should not transform into a close circle group. Keep the doors open for anyone to join. Put some effort to rotate and add new people from the team.

OK, what should you do on such lunches?

Encourage people to talk about themselves.

The goal is to let people feel safe to talk about themselves. You can take the lead and tell them something interesting or funny about yourself.

Just remember to keep out of the work topics. Also, make sure that you are telling things that they can relate to.

People tend to talk about things they like. Just let them do that.

“Speech has allowed the communication of ideas, enabling human beings to work together to build the impossible. Mankind’s greatest achievements have come about by talking, and its greatest failures by not talking. It doesn’t have to be like this. Our greatest hopes could become reality in the future. With the technology at our disposal, the possibilities are unbounded. All we need to do is make sure we keep talking.” – Stephen Hawking

The benefits are huge. You get to know your team better. You find out their desires and goals. Sometimes, they will share fears and insecurities. Most importantly sooner or later you will get permission to care for more private and intimate matters.

You can leverage all of that in different ways. Develop better motivation strings. Show compassion and care during their difficult periods. Become a friend.

There is also an excellent practice for newcomers. Ask them to provide a small visual presentation about themselves. It can be a photo collage, a mind map, a story. Again, the catch is to describe non-work related sides of a person. It helps to find similarities and connection points for the people.

But it is not enough to build bridges between several persons. Moreover, not all them will be able to become friends and match with each other.

So what can you do?

Lead by Example – Care About Your Team

You can set the tone and baselines.

Show that people can interact and have fun. Show that it is OK to help and care for others. Let them see that you care for healthy relationships in the teams.

Lots of articles on this topic suggest approaches applicable for some tragic events, difficult emotional periods, etc. I say, start from the communication on a basic level.

People spend more and more time on social media for a reason. It is more rewarding and pleasant.

If you want to engage your team in old-fashion talking, you need to suggest something better in return.

And you can do it.

Talk to people to reduce stress and uncertainty, to encourage, to laugh and build connections. Show them, how recovering and relaxing it may be to have a cup of coffee or a mug of beer with you.

They will follow and soon you will see how seamless it will be become to introduce similar activities.

Takeaway

As a leader, you need to encourage your people to talk and interact on a personal level. With all the benefits of social media and world outside the office, you have to work hard. Moreover, you need to make a conscious decision yourself to make the work a better place. Do you actually want that?

Source: Brigitte Hyacinth

Leaders who don’t listen will eventually be surrounded by people who are nothing to say – Andy Stanley

Sales and salespeople are limited by leadership effectiveness. Salespeople will rise to the leader, limit themselves to the leader, get squashed by the leader, or leave to avoid getting limited or squashed.

To grow a successful sales-driven business, leadership skills need to mirror and stay on pace with sales skills. When they get out of balance, and sales skills or growth are outpacing leadership skills, problems begin. Communication is usually the first area where problems become obvious, and if they are not resolved, they will bleed into every area of the business. Eventually, if leaders are not upskilled, sales will slump, turnover will increase, and your key players will begin to leave.

Sales leaders who practice effective communication and leadership skills will inspire and require better sales results. Part of this training includes realizing that their sales team is a segment of their customer base and that leading them effectively requires at a minimum the same selling skills that they deploy with their premium customers. If they also serve their team by ‘clearing the path’ (listening for obstacles that prevent them from achieving their highest production and removing them), they will build productivity, loyalty and retention.

Here are a few examples of how your sales team flourishes or dies by your sales leaders:

Leaders who effectively lead salespeople do these things well:

  • They listen
  • Listening for areas to praise
  • Listening for opportunities to coach and evolve
  • Listening for opportunities to clear obstacles out of the way
  • They ask smart questions to inspire creativity and creative solutions
  • They look for behaviors to praise vs. behaviors to criticize
  • They observe, relate to and value the happiness and well-being of their team as much as their productivity
  • They engage in difficult conversations when necessary
  • They offer genuine opportunities to grow and evolve
  • They perceive themselves as both servants and leaders

Leaders who limit salespeople do these things:

  • They don’t make themselves easily accessible to their sales team
  • They avoid conversations when possible
  • They always seem in a hurry
  • They aren’t organized & often miss appointments
  • They don’t follow up the way they say they will
  • They offer praise only when salespeople ask for it
  • They serve only when salespeople demand or require it
  • They offer few or no opportunities to grow and evolve and provide little constructive feedback

Leaders who squash salespeople and hold them back do these things:

  • They are focused on themselves and their career aspirations at the expense of the team
  • They are superficial and fail to build trust with their team
  • They perceive salespeople as necessary ‘evils’ rather than solutions
  • They have not developed excellent listening skills
  • They ask questions only for their own benefit – not for the benefit of the salespeople
  • They offer superficial praise, usually for following them
  • They expect salespeople to serve them and to make their job easier
  • They tend to attract ‘yes’ people instead of producers

Source: Karen Joy

Leaders Need To Be Genuinely Interested In People

One of the key aspects of leading people effectively is the ability to show genuine interest.

What do I mean by genuine interest? I mean that not only you act as that you care, but you really do care and listen to what people are saying. It is easier said than done. Especially, when you just want to get the job done and you may not care about the employee at all. If that is your case then face the sad truth: you are not a leader. At best you are a manager who manages budget, projects, numbers, who needs to use authoritative style of management, and who won’t be followed. However, if you truly want to change you can. Some people are more adept at caring, have more empathy and are more people oriented. Others may be more task oriented and may not have the curiosity and interest in the other people’s lives and problems. However, as a leader it is your responsibility and in fact your purpose to be there for your team.

What are the advantages of being genuinely interested in others?

For a leader there are couple of key outcomes when you master this skill.

  • You would be able to build a rapport and show that you care.
  • You would be able to show your team that their work matters.
  • You would be able to listen better and put things in context.
  • You would be able to create a feeling in others that they are not just a number in a spreadsheet but that you appreciate them as human beings.

All in all you would be able to build a team of engaged individuals who will love what they do, who will respect you, enjoy working with you, and ultimately will be much more motivated and productive.

The good news is that the ability to be genuinely interested in people is something that can be learned.

  • You can learn to be interested in others.
  • You can learn to care about others around you.
  • You can learn to trust people around you.

By doing this other people will be interested in you, will care about what you have to say and will trust you. The bad news is that it takes lots of effort and time and you need to be willing to change a bit who you are. If you decide to change who you are you need to be aware of the impact of the change on you, your personal and professional life and on people around you. The change will be probably pretty slow and needs some careful consideration before you start.

I don’t have a recipe for how to do it as each of us is unique, but I can offer you couple of thoughts that can help you with this learning process. Depending on your habits, on your beliefs, learned behavior and generally on who you are you may need to build this skill in phases.

1. Announce it to the world

At the beginning, you will most likely only pretend. Wait a minute. Leader and pretending? That doesn’t sound right. But again, you need to start somewhere and let’s allow ourselves (as learners of this new skill) the option to pretend, having the greater good in mind. You are doing this with genuine interest in developing a particular skill. You may also want to announce this to the world, meaning your team. For example „Team, I realized that I don’t pay enough attention and don’t show interest in you and what you do. Please, help me to change this.“ This statement doesn’t make the pretension right, but it buys you time as people will understand what you are trying to achieve and will be more lenient for some time in this regard.

2. Focus on the person

When you talk to a person make sure you focus only on that particular individual and don’t get distracted by anything else. You need to, not only pay attention, but let the other person know that you are paying attention. This means that your whole body language must be in sync with what you are saying. Stop doing whatever you are doing, face the person, make eye contact, and listen.

Let me give you an example to illustrate. One thing that you can see in the business world very often, especially in fast-paced environments is that people are always busy, always online, reading emails, fiddling with their Samsung or iPhone. When you come to such a person with request or question he may not even glance at you, may continue writing his message and just asks, „how can I help you?“ So his words are saying, yes, I care about your problem, but his whole body language sends a very clear message, „don’t you see I’m busy? I really don’t care about your problem, go away.“

„Treat each conversation like a surgical operation. Give it your undivided attention, your voice, eyes, mind and body must be as one.“

The leader who shows genuine interest would stop writing, maybe took a deep breath to switch from one context to another, face you, fully focus on you as a person and then ask how can be of help. The experience for you is very different and so it is for the leader. He genuinely cares and wants to help you. He understands that if he just half-listens not only he may not understand what message you try to get across, but he knows that you will also have a rather negative experience and will not feel like being treated with respect. Even if you caught the leader at a wrong time and he really cannot make the time for you just now, he still needs to switch the context, focus on you, ensure he doesn’t appear irritated, use the right tone of voice and ask you to come at another time.

3. See the world through their eyes

Another important thing that will help you to build a genuine interest in others is to be willing to step into their shoes and look at the world through their eyes. It may very well be that the topic someone came to you with is on the surface not important for you but it may be vital to that person. That makes it vital also to you as a leader who is responsible for that particular person. If you really don’t understand and feel like the topic is no priority, use the coaching approach and ask, „why is it important to you?“ The person in question will have to think why this is a topic he cares about thus giving you a chance to understand him better.

If even the person admits that it is not a critical thing you can then easily move the discussion to another time or just let the person to come up with the answer himself by returning the question „So what would you do?“ or „What do you want to do about it?“ Of course, empathy and tone of voice play a key role so you are seen as someone who genuinely cares and tries to help.

At the end it all boils down to a simple human condition called curiosity. If you want to be a great leader who cares about his team and is able to show a genuine interest then remember the days when you were a kid curious about everything and everyone around you. It will serve you well.

Source: Tomas Kucera

Wo befinden Sie sich auf der Leadership Leiter?

Sehen Sie sich dieses Video an

Es wird immer gute Gründe geben, ein Risiko nicht einzugehen. Aber wenn man immer nur macht, was in der Vergangenheit funktionierte, wird man eines Tages aufwachen und feststellen, dass man überholt worden ist.

Source: Clayton Christensen

 

Fachidioten im Chefsessel

Kann aus einem fiesen Typ ein guter Chef werden? Firmen stecken Mitarbeiter in Soft-Skills-Seminare, um genau das zu erreichen. Aber lassen sich erwachsene Menschen überhaupt erziehen?

Julia Bönisch, Jahrgang 1980, Chefredakteurin. Aufgewachsen in Gelsenkirchen, studierte Diplom-Journalistik und Betriebswirtschaftslehre an der Universität Eichstätt-Ingolstadt und in Indiana, USA. Während des Studiums sammelte sie bei der Westdeutschen Allgemeinen Zeitung, der taz, bei Bild, Sat1 sowie dem ZDF Erfahrung und machte mehrere Redakteursvertretungen bei Spiegel Online.
Nach dem Studium reiste sie für eine Entwicklungshilfe-Organisation durch die Welt. Sie kam 2007 zu SZ.de, wo sie zunächst das Ressort Job & Karriere verantwortete, dann das Team Plus leitete und Chefin vom Dienst war.

Wenn Susanne Römisch morgens ihr Büro betritt, kleben schon drei strahlend gelbe Post-its an ihrer Tastatur. Darauf hat ihre Chefin fein säuberlich eine To-Do-Liste geschrieben. Die Punkte darauf reichen aus, um sie bis zum Mittagessen zu beschäftigten – wenn sie überhaupt eine Pause macht. Denn oft genug steht ihre Vorgesetzte um halb elf mit weiteren Aufträgen in der Tür: „Das Protokoll der Sitzung war ja wohl nichts. Da musst du noch mal ran. Solche Fehler erlaubst du dir in Zukunft bitte nicht mehr.“

„Nach solchen Tagen ist meine Motivation völlig verschwunden“, erzählt die gestresste Personaldisponentin. „Ein Lob höre ich nie. Sie sagt mir nur, was ich schlecht mache. Und reden kann ich mit ihr auch nicht darüber – dann flippt sie sofort aus.“

Lauter Fachidioten

Fachlich hat Susanne Römisch an ihrer Vorgesetzten überhaupt nichts auszusetzen. Doch menschlich ist sie eine Katastrophe – wie so viele Mitarbeiter, die allein wegen ihres Könnens befördert werden, ohne Führungskompetenzen aufzuweisen.

Soft Skills lauten die Schlüsselworte, mit der Experten das beschreiben, was vielen völlig fehlt. Der Begriff ist schwammig und lässt sich am besten mit dem Stichwort „soziale Kompetenz“ ins Deutsche übersetzen. Gemeint sind Qualifikationen wie Team-, Konflikt- und Kritikfähigkeit, Motivation und emotionale Intelligenz.

Leuchtturmwärter auf einer einsamen Insel

Die Wirtschaft hat schon lange erkannt, dass diese Talente mindestens ebenso wichtig sind wie Expertenwissen – und übertreibt es damit inzwischen gern ein wenig. Sogar wenn ein Leuchtturmwärter für eine einsame Insel gesucht wird, strotzt die Ausschreibung vor Vokabeln wie „Freude am Umgang mit Menschen“ oder „souveränes Auftreten und Teamgeist“.

Doch zufrieden sind die Unternehmen längst nicht mit den Bewerbern. Laut einer Untersuchung der Unternehmensberatung DDI, für die 600 Führungskräfte befragt wurden, halten zahlreiche Firmen ihre Mitarbeiter für überfordert.

Die Manager bemängelten besonders, der Nachwuchs sei unvorbereitet auf Machtkämpfe und unterschätze die Bedeutung des Netzwerkens:

Keiner für alle, jeder für sich.

Source: Julia Bönisch

What People Will Remember About You, Based on Myers-Briggs

One of Maya Angelou’s most famous quotes is, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

We all leave lasting impressions on one another. Some can be narrowed down to specific words or actions, but the most impactful ones, just as Maya Angelou suggested, are more ineffable. We rarely pause to think about how we’ll be remembered by the people who get to know us well, so here’s a cheat sheet of the impression you’re leaving on those around you, based on your Myers-Briggs type.

ESTP

The way your energy ignites every room you walk into. Your mischievous grin. The force with which you tackle every topic that intrigues you. The warmth you bring to every interaction. The excitement you inject into everyday life. The capable nature with which you approach even the most complicated of situations. The way you seem like a superhero in human form. How seldom you take yourself seriously, and how wholly you encourage others to do the same.

ISTP

Your intellect. Your astounding ability to find shortcuts. The way speaking with you feels like wandering through an encyclopedia with a never-ending set of trapdoors. Your patience. Your surprising ability to smooth things over. Your independence. Your dry sense of humor. The protectiveness that flares up unexpectedly. The insight that no one else can replicate.

ESTJ

Your capability. How no one is ever nervous when you’re on their team. The steady and consistent nature of your investment. The way you can rile up a group of people to make them try harder, do better, and enjoy themselves more fully. The way you push others and yourself. How ambitiously you reach for new heights. The ease with which you arrive at them.

ISTJ

Your strong sense of morality. The way you protect your loved ones without exception. Your grounded nature. Your sense of perseverance. Your diligence in making the world around you a more just place to live. The fair chance you give every person. The way you can always be trusted, in a way that most people simply can’t.

ESFJ

Your attentiveness. The way you invest yourself completely in the people you love with your whole heart. Your sassy nature. The way you empower the people around you to know their worth and to fight for it. Your attention to detail. Your endless empathy. The way you always make time when it matters.

ESFP

The way you move a thousand miles an hour. How your laugh echoes for miles and miles. Your compassion. Your propensity to always say “yes.” How you make people see the best in themselves. Your unending optimism, even in the face of adversity. The way you bounce back from setbacks with strength and enthusiasm.

ISFP

Your deep and grounded presence. The beauty that you pick out of life’s rubble and mess. The thoughtfulness you bring to each encounter. Your unexpected wit. The way you notice what others miss. How you can stare straight into a soul. The calm you inject into moments of panic. The light you bring to the tumultuous experience of being alive. Your commitment to never cease exploring.

ISFJ

Your patient nature. The home you make for others in your heart. The way you selflessly listen without judgement. Your reliability. Your adaptability. Your quiet competence. Your steady softness. The way you never stop working to make the world a better place for the people you love.

ENFP

Your adventurous spirit. Your introspective soul. The way you’re not afraid to jump into what’s messy. Your unending support of your loved ones. The way you advocate so fiercely for what’s right. How you bounce back from adversity. The way your optimism permeates through darkness.

INFP

The empathy you bring to each encounter. The fierce yet calming nature of your mind. The depth that you deliver to each insight. The unexpected joy in your laugh. The balm your words apply to even the most aching of wounds. Your soft, accepting presence. The honesty with which you share your truth. The inspiration you give others to share theirs.

ENFJ

The warmth you bring to every conversation. The way you make every effort to make others feel comfortable. How you speak with true intention and tact. The way you lift others up. How you go out of your way to create change. The way your mind churns when no one’s watching. The eloquence with which you share your insights when they are.

INFJ

The perspective you bring to every conversation. The endless complexity of your mind. The way you never leave a stone unturned intellectually. The holistic way in which you explain your thoughts. The compassion you include in each encounter. Your effortless energy. How you never stop striving to improve the world around you. The way you would go to the end of the earth and back for those you love.

ENTP

The energy you bring to new ideas. The restless nature of your mind. The warmth with which you bring people together. The radical honesty you employ. The way your eyes light up when you are scheming. The frankness you naturally exude. How you inspire people to think harder and dream bigger. Your endless striving.

INTP

The honesty you bring to each encounter. The measured way in which you choose your words. Your endless curiosity. The dark humor you readily employ. How you question with the intrigue of a young child. Your wisdom. The way you challenge others when they ought to be challenged, and how you never stop challenging yourself in that way, either.

ENTJ

The power that radiates straight through you. The strange and offbeat habits you enjoy. Your commitment to self-improvement. Your diligence and never-ending effort. Your honesty and care for those you love. The way you stand unwaveringly for what matters. How you tackle challenges without a second thought.

INTJ

The perspective you apply to every issue. The fascinating routes your mind travels down with ease. Your firm insistence upon justice. The better world you naturally perceive. The way you never cease to challenge your own growth. The potential that you see in those you love. Your lifelong commitment to learning and understanding, and your daily commitment to moving mountains with your mind.

You Can’t Coach the “Uncoachables”. It’s impossible to fix people who think someone else is the problem.

Even if you are the best coach in the world, if the person you are coaching shouldn’t be coached, the coaching isn’t going to work. My friend Chris Coffey, who along with Frank Wagner, leads the Stakeholder Centered Coaching® certification in the U.S. and has trained thousands of coaches himself, understands this and it is one of the first things he teaches in every workshop. He puts it to his students very simply, “Don’t take bad engagements!”

How do you know someone is uncoachable? How do you distinguish a bad engagement from a good one? How do you detect a lost cause?

As Chris and I both know, the good news is that the “uncoachables” are easier than you think to spot.

Following are four indicators that you are dealing with an “uncoachable”:

1. She doesn’t think she has a problem.

This successful adult has no interest in changing. Her behavior is working fine for her. If she doesn’t care to change, you are wasting your time! Let me give you an example of a nice woman who didn’t think she had a problem. My mother, a lovely woman and much-admired first-grade teacher, was so dedicated to her craft that she didn’t draw the line between inside and outside the classroom. She talked to all of us, including my father, in the same slow, patient manner, using the same simple vocabulary that she used with her six-year-olds every day. One day as she graciously and methodically corrected his grammar for the millionth time, he looked at her, sighed, and said, „Honey, I’m 70 years old. Let it go.“ My father had absolutely no interest in changing. He didn’t perceive a problem. So no matter how much, how hard, or how diligently she coached, he wasn’t going to change.

2. He is pursuing the wrong strategy for the organization.

If this guy is already going in the wrong direction, all you’re going to do with your coaching is help him get there faster.

3. They’re in the wrong job.

Sometimes people feel that they’re in the wrong job with the wrong company. They may believe they’re meant to be doing something else or that their skills are being misused. Here’s a good way to determine if you’re working with one of these people. Ask them, „If we shut down the company today, would you be relieved, surprised, or sad?“ If you hear ‚relieved,‘ you’ve got yourself a live one. Send them packing. You can’t change the behavior of unhappy people so that they become happy: You can only fix behavior that’s making people around them unhappy.

4. They think everyone else is the problem.

A long time ago I had a client who, after a few high-profile employee departures, was concerned about employee morale. He had a fun, successful company and people liked the work, but feedback said that the boss played favorites in the way he compensated people. When I reported this feedback to my client, he completely surprised me. He said he agreed with the charge and thought he was right to do so. First off, I’m not a compensation strategist and so I wasn’t equipped to deal with this problem, but then he surprised me again. He hadn’t called me to help him change; he wanted me to fix his employees. It’s times like these that I find the nearest exit. It’s hard to help people who don’t think they have a problem. It’s impossible to fix people who think someone else is the problem.

My suggestion in cases like these? Save time, skip the heroic measures, and move on. These are arguments you can never win!

Source: Dr. Marshall Goldsmith

10 Things Unstoppable People Do That Average People Don’t

Most people can’t handle success, authority, or privilege. It destroys them. It makes them lazy.

  • Are you unstoppable or average?
  • Do you get derailed by prior success?
  • Are you thinking linearly or exponentially?
  • Do you do these 10 things?

1. Don’t get crushed by success.

Success can become a catalyst for failure. – Greg McKeown

Most people can’t handle success, authority, or privilege. It destroys them. It makes them lazy. When they get what they want, they stop doing the very things that got them there. The external noise becomes too intense.

But for you, no external noise can push harder than your own internal pressure. It’s not about this achievement, but the one after, and the one after that. There is no destination. Only when you’re finished.

2. Completely own it when you screw up.

Implementing extreme ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership and developing a plan to overcome challenges are integral to any successful team. –Jocko Willink

No blame. No deception or illusion. Just the cold, hard truth. When you mess up, you own it. And as the leader, you own it when your team fails. Only with extreme ownership can you have complete freedom and control.

3. Let your work speak for itself.

Well done, is well said.  – Anthony Liccione

Cal Newport’s recent book, Deep Work, distinguishes „deep work“ from „shallow work.“ Here’s the difference:

Deep work is:

  • rare;
  • high value; and
  • non-replicable (i.e., not easy to copy/outsource)

Shallow work is:

  • common;
  • low value; and
  • replicable (i.e., anyone can do it)

Talking is shallow. Anyone can do it. It’s easily replicated. It’s low value. Conversely, deep work is rare. It’s done by people who are focused and working while everyone else is talking. Deep work is so good it can’t be ignored. It doesn’t need words. It speaks for itself.

4. Always work on your mental strength.

Mental resilience is arguably the most critical trait of a world-class performer, and it should be nurtured continuously. Left to my own devices, I am always looking for ways to become more and more psychologically impregnable. When uncomfortable, my instinct is not to avoid the discomfort but to become at peace with it. My instinct is always to seek out challenges as opposed to avoiding them. – Josh Waitzkin

Remaining focused under pressure will take you further than those who don’t. Because the pressure will cause them to crumble.

The best training you will ever do is mental training. Wherever your mind goes, your body follows. Wherever your thoughts go, your life follows.

5. Confidence is your greatest asset.

You’ve heard it before: Running a marathon is far more mental than physical. A person’s ability to run a marathon – or do anything hard – is more a reflection of confidence than actual ability.

Your confidence determines:

  • the size of challenges and goals you undertake;
  • how likely you will achieve those goals; and
  • how well you bounce back from failures.

If you’re not confident, you will never put yourself out there in the first place. When you’re confident, you don’t care how many times you fail, because you’re going to succeed. And it doesn’t matter how stacked the odds seem against you.

6. Surround yourself with people who remind you of the future, not the past.

When you surround yourself with people who remind you of your past, you’ll have a hard time progressing. This is why we get stuck in certain roles, from which we can’t break free (e.g., the fat kid or the shy girl).

Surrounding yourself with people whom you want to be like allows you a fresh slate. You’re no longer defined by your past, but only by the future you are creating.

7. Let things go, but never forget.

Being unstoppable requires carrying no unnecessary mental or emotional baggage. Consequently, you’ll need to immediately and completely forgive anyone who has wronged you. However, forgiveness doesn’t mean you forget. And it doesn’t mean you have to do further business with those who have wronged you.

8. Have clear goals.

While a fixation on results is certainly unhealthy, short-term goals can be useful developmental tools if they are balanced within a nurturing long-term philosophy. – Josh Waitzkin

According to loads of psychology research, the most motivating goals are clearly defined and time-bound.

Your goals can be focused either on your behaviors (e.g., „I’m going to write 500 words per day“) or on the outcomes you’re seeking (e.g., „I’m going to get published in The New York Times by June 1, 2016“).

For most people, behaviorally focused goals are the better and more motivating option. But when you crave the results so much that the work is irrelevant, your aim should be directed straight at the outcomes you want. However, results-focused goals are better when they are short-term and grounded in your long-term vision and philosophy. When your why is strong enough, the how will take care of itself.

9. Respond immediately, rather than analyzing or stalling.

He who hesitates is lost. – Cato

Anticipation of an event is always more extreme than the event itself – for both positive and negative events.

Just do it. Train yourself to respond immediately when you feel you should do something. Stop questioning yourself. Don’t analyze it. Don’t question if it came from God or from yourself. Just act.

You’ll figure out what to do after you’ve taken action. Until you take action, it will all be hypothetical. But once you act, it becomes practical.

10. Think and act 10X.

When 10X is your measuring stick, you immediately see how you can bypass what everyone else is doing. – Dan Sullivan

Most people – even those you deem to be „world class“ – are not operating at 10X. In truth, you could surpass anyone if you radically stretch your thinking and belief system.

Going 10X changes everything. As Dan Sullivan has said, „10X thinking automatically takes you ‚outside the box‘ of your present obstacles and limitations.“ It pulls you out of the problems most people are dealing with and opens you to an entirely new field of possibilities.

When you take your goal of earning $100,000 this year and change it to $1,000,000, you’re forced to operate at a different level. The logical and traditional approach doesn’t work with 10X. As Shane Snow, author of Smartcuts: How Hackers, Innovators, and Icons Accelerate Success, has said, „10x progress is built on bravery and creativity instead. Working smarter.“

The question is: Are you willing to go there? Not just entertain the thought for a second or two and then revert back to common thinking. No. Are you willing to sit with 10X thinking? Are you willing to question your own thought processes and open yourself to believing an entirely different set of possibilities?

Could you convince yourself to believe in your 10X potential? Are you willing to undertake goals that seems lunacy, to you and everyone else? Are you willing to take the mental leap, trusting „the universe will conspire to make it happen“?

Conclusion

We live in an exponential world.

If you’re not thinking and living exponentially, you’re going backward.

You have to become unstoppable.

You have to become iterative and adaptive.

It’s not about having a five-year planning anymore. It’s about moving forward, reworking, adjusting, and tweaking.

Are you unstoppable?

Or are you stopped?

Source: Benjamin P. Hardy