I had just finished speaking at an event and a number of people came up to the stage to talk and to ask questions that they didn’t want to ask in front of the entire group. After a few moments I was approached by a woman who began rapidly asking me a number of questions. Before I could finish answering one question, she would hit me with another question.
Being in the business of leadership development, I frequently encounter individuals who believe that they know everything about a topic. This assumption of “I’m right, and you’re wrong,” has such a limiting effect on a person’s ability to learn or even consider other viewpoints that it is well worth our reflection.
Not long ago, I was watching the movie, Hunter Killer, starring Gerard Butler. It is the story of a submarine commander who is tasked with rescuing the Russian president who has been taken captive by a rogue minister of defense.
A number of years ago, I was asked to coach an individual who had pretty much alienated everyone with whom he worked. When I was asked to work with him, I asked why his rehabilitation was so important. His senior leader indicated that he was extremely competent, but that he was interpersonally challenged.
Late last year I had the opportunity to work with a wonderful writer on an article dealing with how to engage with people who are shy. During the editing process, much of the original information was omitted due to space constraints, so I thought the subject merited some additional attention.
Last year I worked right up to the week before Christmas. I had just finished a week of training, and I was ready to fly back to Utah from Westchester, New York for the holidays. I arrived at the airport early in case any unforeseen mishaps should occur. Sitting in the gate area with numerous people, I realized just how exhausted I was and that I was totally unprepared for the holiday season. I closed my eyes and let my head roll back and waited.
I recently had a team ask me if emotional displays were appropriate in the workplace. When I asked them what they meant, they shared with me that one member of their team would sometimes cry when discussing topics that were relevant to his or her work.
I took the time to explore the situation with the person. I concluded that his or her behavior resulted because some team members didn’t see the issue in the same way or feel as passionately as they did about the situation that was being discussed.
When we consider the appropriateness of emotional displays, the expression of emotion could be placed along a continuum from aggressive or “hot” to passive or “cold.” Obviously when someone begins to shout, demean, or use derogatory terms, the person who is confronted by such behavior will usually respond in two ways: they will respond in kind and meet “hot” emotion with “hot” emotion, or they will completely shut down.
8 Tips for Increasing Team Unity
By John R. Stoker
Before the start of the college football season, the head coach of the local university’s football team announced that he had decided to take the football players’ names off of each of their jerseys, not uncommon in college football. However, in place of their names, he proposed having the team’s motto of “Tradition. Spirit. Honor” printed instead.
Because the team members were unhappy with this change, they called a team meeting to express their displeasure at the coach’s decision. The players told the coach they believed that displaying their last names on their...
I recently gave a speech on the topic of EQ to an audience of over 1,000 people. After my presentation, I went to lunch along with the participants. Sitting at the table just behind me were two women who struck up a conversation about my presentation. I couldn’t help but eavesdrop a bit. “Look! It’s him,” one woman said