Internal Critics: How they're born and put to rest
See my article and encourage those you love to take action to quiet the internal critic that holds them back!
Size of Self & Leadership Presence
I came upon an idea from recent psychological research called “small self.” It intrigued me, and I thought you might find it interesting. It would be tempting to conjure associations linking this idea to deficits in confidence and assertiveness. Or, in the contrary direction, we might associate “big self” with narcissism, arrogance, and egoism. But that would be a mistake. Neither impulse would capture the purpose of this idea. Let me explain.
The Meaning of Small and Big Self
Awe inspiring experience[1] generates prosocial behavior, i.e., feelings of generosity, inclinations and action to help, and ethical conduct. This experimental research[2] found that awe has these effects by causing our self to feel “smaller.” Awe triggers feelings that one is in the presence of “something greater than oneself, which indicates a relative diminishment of the concepts and concerns attached to the individual self.”[3]
By contrast, feelings of pride generate an enlarged sense of self. Pride, of course, is associated with feelings of self-confidence and achievement motivation. We can see that both emotions, awe and pride, can be positive, but their effects are quite different on the felt magnitude of our self. I am reminded of Jim Collins’ notion of Level 5 Leadership, which he conceptualized as a unique combination of personal humility and fierce determination (will).[4]
So, these two qualities, humility and will, seem to be associated with size-of-self factors. Humility is self-effacing in its effects, generating “smaller self,” and will asserts self-confident action, generating “bigger self.” It’s interesting that while affecting size of self in opposite direction, they comingle to distinguish a virtue of leadership that can be embodied in one and the same person. How does that work? Let me share a hypothesis.
Presence as Flow and Confluence
Leaders more inclined to experience awe see themselves situated within and being part of a larger whole (humility and small self). The ways in which these leaders express their will – as a determined resolve to act in accordance with a greater good – differentiates the way their “big self” manifests. In the Level Five leader these forces converge to keep them grounded.
State-dependent attitudes of awe and pride, and humility and will condition a leader’s presence and actions in their live moment-to-moment expression. An awe-inspired sense of duty to serve reveals emotional bonds to an organization and its mission. This amplifies the importance of mission, a greater good, and the benefits of success for all. Expression of will then reveals a big self whose size is directly proportionate to the leader’s belief in our shared commitment to perform with fierce resolve.
Conclusion
The wiser we become, the more we see the virtue of small-self states, how they make room for others, for curiosity, innovation, and mission. And the more this happens the more devoid our big-self moments are of vanity, and the more room there is for a real team-oriented mindset. The reputation we build as a firm and with which we enjoy identifying is a living identity that reflects our conduct. Help build it. Enjoy it. Also, remember that that it’s earned and can always be lost.
Notes
[1] Awe inspiring experiences could include natural vistas (mountains, ocean, forest, vast open spaces), religious, or works of art. Any of these experiences can lead to self-transcendence. They shift our frame of reference to something that evokes wonder and reminds us how small (not insignificant) we are.
[2] Bai, Y., Maruskin, L. A., Chen, S., Gordon, A. M., Stellar, J. E., McNeil, G. D., & ... Keltner, D. (2017). Awe, the diminished self, and collective engagement: Universals and cultural variations in the small self. Journal of Personality And Social Psychology, 113(2), 185-209. Piff, P. K., Dietze, P., Feinberg, M., Stancato, D. M., & Keltner, D. (2015). Awe, the small self, and prosocial behavior. Journal Of Personality And Social Psychology, 108(6), 883-899.
[3] As Piff et al concluded, “we reason that the experience of awe is self-diminishing vis-a`-vis something vaster than the individual and reduces emphasis on the desires and concerns of the self.”
[4] In Collins' model. Level 1 to Level 4 leaders often rely on intelligence, organizational skills, charisma, or intimidation to move people in o given direction. Level 5 leaders, however, possess humility, personal conviction, self-discipline, and an unrelenting passion that inspires those around them to care about the organization's mission more than their own agendas.
A Classic Model of Team Development
In the days and weeks ahead, I'll be offering some new research-based insights on group dynamics and team development, but let's begin by reviewing a model that's truly become a classic with great heuristic value and simplicity.
Trust and quality-of-relationship among group members are two consequential variables – they make a practical difference.[1] So, there are good reasons to focus on team development, i.e., the ways in which a group becomes a team. And this requires that we notice the patterns of interaction and the underlying dynamics that may help or hinder cohesion and skillful collaboration.
We can focus on instrumental task skills, interpersonal communications skills, and leadership skills. All three factors contribute to team effectiveness. The first addresses technical excellence in execution, the second enables coordination but also is the means for connecting, bonding, and becoming one. And the leadership factor prompts thoughtful reflection, alignment, perspective-taking, and inclusion.
A team is a group of individuals who’ve become self-aware and “self-possessed” enough subordinate and align their capabilities to some greater purpose and good. It’s a group that has forged ways of relating that enable them work through differences, to repair strains or ruptures than can occur in the “heat of battle.” It’s a body of people that has cultivated its own collective, group-as-a-whole identity.[2]
It would be easier if these dynamics were obvious. Alas, human beings are too complex for that. We must learn from careful, observation-based theory construction – what is it that happens as individuals join as a group and strive to function as a team? Fortunately, a great deal of this work has been done. And what we notice is a rather predictable pattern, which includes “growth pains.”[3]
Among the established models of team development, the Tuckman Model[4] remains the most familiar, intuitive, and popular in group dynamics and team development circles. It characterizes the journey of a group becoming a team in a four-stage sequence: forming, storming, norming, and performing. It applies to senior leadership teams and to work group or project teams in the workplace.[5]
Here are stages briefly described:
Forming
The first stage of the model represents a search for clarity of purpose, roles, goals, and ground rules. We might regard it as seeking to answer the question, “What is our purpose, and how do I/we fit in and play a role in this group?” At this point, individuals show more dependence upon the leader and deference to her/his authority. They’re exploring boundaries, sharpening their task focus, and defining roles. They are getting acquainted: exploring relationships; experimenting with a wider range of behaviors; speaking with assertiveness; expressing points of view, perhaps staking out a distinct presence in the group.
Storming
The second stage, storming, is a period of intragroup conflict. Dependence and deference are replaced with assertions of independence and autonomy. The initial basis of unity (task) is tested, differences are expressed with greater energy. Individuals may jockey for position and find themselves in competition or opposition with peers. Defenses and insecurities are aroused, and tensions and potential coalitions may arise, threatening unity and collaboration. It’s challenging for the leader. Surfacing issues, framing them, and fostering patterns of interaction that work through issues without suppressing dissent.
Norming
In the third stage, they achieve greater cohesion. Members know and accept each other’s idiosyncrasies. They express opinions more freely and constructively, which helps disarm defenses. They’re learning that acute episodes of conflict can be resolved, and they have the skills to do so – feelings of confidence and efficacy grow. Roles and norms are clearer. Their commitment to shared goals and resilience in dealing with setbacks is stronger. They’ve cultivated group practices and ways to work together. They give balanced attention to cognitive (head) and affective (heart) themes to insure genuine alignment.
Performing
In the final stage, the group develops what Tuckman called ‘functional role relatedness’, which implies a capacity for well-coordinated, interdependent action. They begin to function socially, emotionally, and cognitively as a ‘problem-solving instrument’. There is a noticeable ease that emerges among members as they demonstrate the ability to adapt and play roles that enhance task activities. Structure supports task discipline. Roles become more flexible and a greater share of group energy is channeled into task performance (versus coping with dysfunction). They’ve gained a performance advantage.
Footnotes
[1] For example, Drescher et al (2014) found support for positive changes in trust mediating the relationship between positive changes in shared leadership and positive changes in performance. Also see Zhu & Lee (2017).
[2] This collective identity is constituted through the enduring patterns of interaction that develop (norms), and they derive from less conscious ways of being and acting as a system, ways that can help or hinder (see Rutan, 2007).
[3] See Rutan et al (2007) for a comprehensive review of the dynamics of group interaction and development.
[4] See Bonebright (2010) for a good summary of the Tuckman Model and its continuing popularity since being introduced in 1965.
References Cited
Bonebright, D.A. (2010). “40 years of Storming: A Historical Review of Tuckman's Model of Small Group Development,” Human Resource Development International, 13, (1), 111-120.
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology, 99(5), 771-783.
Rutan, J. S., Stone, W. N., & Shay, J. J. (2007). Psychodynamic group psychotherapy., 4th ed. New York, NY, US: Guilford Press.
Zhu, X., & Lee, K. S. (2017). Global virtual team performance, shared leadership, and trust: Proposing a conceptual framework. The Business & Management Review, 8(4), 31-38.
When is Sponsorship Coercion?
Perhaps you’ve heard the words, directed at you or at someone else: “Jane we’d like to encourage you to get some coaching. We think it might be timely and very helpful.” What does this proposal or offer of support really mean? Is Jane a hi-potential whose upward trajectory management wants to accelerate, or is she struggling, floundering, or even faltering toward failure?
We must always interpret the meaning of such propositions in context. Is coaching a positive thing in our organization, or has it been used just as much or more often to address performance issues? And how is the individual to discriminate management’s intent and motivations? Then too, there's the question of readiness of the person to make use of the offer at this time.
But those are not questions I will discuss at length or answer here. I simply want to call out the potential for confusion when coaching is offered on a case-by-case basis. If it’s a part of your organizations planned way of supporting start-up with a new hire or promotion, there’s clearly less risk of confusion – the intent is positive, at least constructive and systematic, it applies to all.
How to Resolve the Confusion
Remove case-by-case sponsorship as a general practice! That’s the solution I propose. By all means, sponsor the systematic and predictable uses of coaching to navigate transitions. In my opinion, we don’t do enough of that. But if you want people to have access to coaching on their own terms without the confusion of whether the offer (sponsorship) is a must-do, or a corrective intervention, there’s a better solution.
Provide a blanket benefit of time-limited coaching for all, or at least all employees at a certain level, e.g., professionals who use it like they would any other kind of learning and development benefit to advance their career. You may wish to provide guidance on approved providers, but beyond that, it’s up to the individual to request the service, initiate contact, and pursue the engagement.
You might allow people to pursue this coaching during business hours, or it could be an after-hours benefit. In either case, the employee is the client. The relationship between coach and client is confidential. The employee is free to link the developmental focus to their career and current work, but this is not something that they must report or involve their supervisor in unless they choose to.
Scalability of Such a Benefit (with quality)
It could be offered for as little as $1,500 per engagement. It could be provided by licensed psychologists with training and experience in work-relevant, assessment-based adaptive adult development. Quality assurance could be evaluated by client ratings of the service provider over time. In fact, this is a model that I've begun using over the past year.
After providing executive coaching services at the usual high fee structure for over 20 years, I and others like me, including psychologists trained by me, are doing our work at or near the clinical fee structure for this segment of the workforce – $175-200/hour. But that’s only part of what makes it scalable. The biggest part is the skillfulness of the provider – methods and tools are just that. Skilled practice is the key.
Of course, the skillful use of a virtual medium (videoconferencing) also helps reduce costs. But the bottom line for me and the psychologists that I refer clients to is that we take our professional oath and ethics seriously. Care for clients and attention to quality (client satisfaction, their felt sense of growth and development, and their gains in self-efficacy) are values that led us into this field of work.
If you want to learn more about how to provide this kind of high-quality, scalable benefit to your people to complement what you might be doing at a different price point for more senior leaders, please call (617.312.5305). I am happy to discuss what I have learned about how to make this work, and I can help you create your own provider network if it’s something you decide to experiment with.
"Boredom is a Lack of Attention"
Fritz Pearls, the famous Gestalt psychologist, spoke of the here-and-now and insisted that it must be the focus of our attention if we are to see things clearly and have the best chance to experience others, interactions, and situations as they really are. His adage that "boredom is a lack of attention," awakens us to this point succinctly.
Gestalt psychology also talks about foreground, background, and how attentional shifts create movement between the two: "I thought we were meeting to discuss our plans for accelerating our deliverables to the client, XYZ Company. But what I see us focusing on are questions of who should have been in the initial meeting to set expectations."
You've no doubt observed this phenomenon. Most of us have, and we and others in such meeting have responded differently. I may regard discussion of the initial client meeting as off-topic, it blocks progress on vital questions of execution. Those pressing a retrospective discussion see a need to process lessons learned.
Depending upon the intensity with which we hold our points of view and insist on our priorities, a tug of war might ensue. Eventually, we may ask, "What's our goal? Why are we meeting today?"
Checking In
What if we assumed that in every meeting people may arrive with differing expectations, and differing attitudes, emotions, and action priorities? An agenda may have been shared. Still, wouldn't it be good to pause and recognize that we are at the start of something, and then ask, "Here's what we have on the agenda, does this look like a plan?"
Might there be some "hidden" agendas or "unspoken" concerns? We can attribute negative intentions or motivations to these words, but the reasons for things to be hidden or unspoken can vary. We may have deliberately withheld dissent earlier when seeing the agenda, or maybe we just felt that something was missing that needed to be discussed.
Checking in can be a very brief and simple way to notice and address such alignment issues before getting too far down the road. It may prompt us to reconsider how we use our time and what we should do with what's not been included in the agenda. It's more than perfunctory; it's about being here now and giving all a chance to check in.
If we don't do this now, we can risk setting off oppositional dynamics in the meeting that undermine teamwork and efficacy. But perhaps even more important, we can miss the opportunity for the less assertive, less dominant voices to be heard. The meeting leader retains her prerogative to get us all to work - this should only take 5-7 minutes max!
Boredom, Resistance, Indifference - All Imply a Lack of Attention
These attitudes will arise. And when they do, we should regard them as signals that we are not engaged or that we have disengaged. That, in turn, means that we're not present in an meaningful, practical way. So, notice these reactions without judgment. Ask yourself what they're telling you about what's happening or not happening, and what you should do.
Even if the situation is one in which you decide to "ride it out," better to do so while being intentional and attentive to what's going in the room. Are there some dynamics that are at work that are problematic or confusing? What are they? With whom might you process this experience later if not in the moment? Learn from these situations.
Practice at home. If your partner or a significant other wants to tell his or her story about a work experience that's been troubling him/her and you are exhausted, let them know so that you can either decide to discuss it another time, or they'll at least know why you may look a bit less engaged or attentive than usual. This is checking in too.
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December 2023
- Dec 18, 2023 Are You Working Too Hard? Dec 18, 2023
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October 2023
- Oct 2, 2023 The Power of Empathic Notice Oct 2, 2023
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January 2023
- Jan 19, 2023 A Five-Step Pathway to Positive Attitude Jan 19, 2023
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November 2022
- Nov 4, 2022 Resentment and Ressentiment Nov 4, 2022
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July 2022
- Jul 19, 2022 Overcoming Resentment Jul 19, 2022
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February 2022
- Feb 28, 2022 What Does it Mean to Express Our Feelings? Feb 28, 2022
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October 2021
- Oct 18, 2021 Coping is More Than Acceptance Oct 18, 2021
- Oct 13, 2021 Loneliness Oct 13, 2021
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September 2021
- Sep 25, 2021 Opposites Attract … and They Fight Sep 25, 2021
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August 2021
- Aug 13, 2021 Coping With Negativity Aug 13, 2021
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May 2021
- May 23, 2021 Relationships and Emotional Truth May 23, 2021
- May 3, 2021 Meeting Others as Persons May 3, 2021
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April 2021
- Apr 23, 2021 Apologies Apr 23, 2021
- Apr 5, 2021 Change, Motivation, and Practical Wisdom Apr 5, 2021
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March 2021
- Mar 2, 2021 Learning to Lead Mar 2, 2021
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February 2021
- Feb 7, 2021 Whence Cometh Virtue? Feb 7, 2021
- Feb 6, 2021 Escaping Isolation Feb 6, 2021
- Feb 4, 2021 Executive Function Feb 4, 2021
- Feb 2, 2021 Moments of Meeting Make a Difference Feb 2, 2021
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January 2021
- Jan 28, 2021 Mood, Emotions, and How to Deal with Them Jan 28, 2021
- Jan 24, 2021 Leadership, Purpose, & Values Jan 24, 2021
- Jan 18, 2021 Leadership in a Post-Trump Era Jan 18, 2021
- Jan 11, 2021 Improving Relationships Jan 11, 2021
- Jan 5, 2021 3 Steps to Reach Your Goals in 2021 Jan 5, 2021
- Jan 3, 2021 Needs in Development: Therapy, Relationships, and Redemption Jan 3, 2021
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December 2020
- Dec 23, 2020 “Measure twice, cut once.” The Carpenter’s Motto. Dec 23, 2020
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November 2020
- Nov 19, 2020 Positive Purpose: Antidote for Chronic Interpersonal Conflict Nov 19, 2020
- Nov 15, 2020 A Couples Competency: Being Friends Nov 15, 2020
- Nov 8, 2020 Learning to Let Go Nov 8, 2020
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October 2020
- Oct 29, 2020 About Metaphysics and Mind: Why We Should Care Oct 29, 2020
- Oct 12, 2020 Peace and Conflict: Reciprocal Forces Oct 12, 2020
- Oct 6, 2020 Job Crafting as Gateway to Vocational Development Oct 6, 2020
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September 2020
- Sep 6, 2020 Awaiting Liberty: The American Caste System Sep 6, 2020
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August 2020
- Aug 24, 2020 Job "Crafting" - Little Changes Can Improve Fit Aug 24, 2020
- Aug 17, 2020 Human Beings: The Angry Species? Aug 17, 2020
- Aug 14, 2020 Irritability and Tension, What's it Telling You? Aug 14, 2020
- Aug 13, 2020 Ruminating too much? Schedule your worries! Aug 13, 2020
- Aug 10, 2020 Positioned to Lead - At All Levels Aug 10, 2020
- Aug 8, 2020 Identity as Integration Aug 8, 2020
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July 2020
- Jul 30, 2020 What is the Virtue of Work? Jul 30, 2020
- Jul 21, 2020 Parents: Making Self-Care a Priority Jul 21, 2020
- Jul 20, 2020 In the Market for a New Job? Jul 20, 2020
- Jul 18, 2020 Psychologically-Based Coaching Jul 18, 2020
- Jul 12, 2020 The Nobility of Vocation Jul 12, 2020
- Jul 9, 2020 We Shape Our World Jul 9, 2020
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June 2020
- Jun 28, 2020 Revealing Worries Helps Jun 28, 2020
- Jun 20, 2020 In the Heat of the Moment Jun 20, 2020
- Jun 5, 2020 Attitude Jun 5, 2020
- Jun 3, 2020 In Praise of Passivity Jun 3, 2020
- Jun 1, 2020 Focus on Career Jun 1, 2020
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May 2020
- May 30, 2020 Active Listening and Intimacy May 30, 2020
- May 27, 2020 Tolerance for Intense Emotions May 27, 2020
- May 21, 2020 Getting it Right and Getting it Done May 21, 2020
- May 19, 2020 Coping with COVID & Adaptive Change May 19, 2020
- May 9, 2020 What Are Data? May 9, 2020
- May 2, 2020 Concepts and Intuition: Two Ways of Knowing May 2, 2020
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April 2020
- Apr 25, 2020 Emotional Dysregulation in the Pandemic Apr 25, 2020
- Apr 22, 2020 Experience Arrives Unbidden Apr 22, 2020
- Apr 17, 2020 Evocative Stimuli for Growth and Change Apr 17, 2020
- Apr 15, 2020 Morning Hours Apr 15, 2020
- Apr 14, 2020 Innovation versus Opportunism Apr 14, 2020
- Apr 10, 2020 Verstehen, Empathy, and Motivation Apr 10, 2020
- Apr 8, 2020 Are You Getting Grumpy? Apr 8, 2020
- Apr 5, 2020 5 Reasons to Talk to a Therapist During the Pandemic Apr 5, 2020
- Apr 1, 2020 The Other Sympathetic Response System Apr 1, 2020
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March 2020
- Mar 26, 2020 Virtual Meetings on Big Ideas Mar 26, 2020
- Mar 18, 2020 Life, Self, and Action - even during COVID 19 Mar 18, 2020
- Mar 17, 2020 Growth Occurs in Spurts: Are You Ready? Mar 17, 2020
- Mar 12, 2020 Making Video Connections Work Mar 12, 2020
- Mar 10, 2020 Are You Neurotic? Mar 10, 2020
- Mar 9, 2020 Do You Use Your Smile? Mar 9, 2020
- Mar 7, 2020 The Freed Group and Team Mar 7, 2020
- Mar 5, 2020 Being There Mar 5, 2020
- Mar 4, 2020 What's Next? (career, relationships, self-discovery) Mar 4, 2020
- Mar 2, 2020 A New Angle on the “Who Am I?” Question Mar 2, 2020
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February 2020
- Feb 28, 2020 Everyone Wants to Manage, Right? Feb 28, 2020
- Feb 25, 2020 Discussion & Dialogue: Their Distinct Purposes Feb 25, 2020
- Feb 19, 2020 Too Soon Old Feb 19, 2020
- Feb 14, 2020 Freedom: Organism as Person Feb 14, 2020
- Feb 5, 2020 Interviewing: Candidate as Collaborator Feb 5, 2020
- Feb 2, 2020 Coping With Persistent Anxiety Feb 2, 2020
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January 2020
- Jan 28, 2020 Depression or Despair? Jan 28, 2020
- Jan 20, 2020 Does One's Personality Change? Jan 20, 2020
- Jan 13, 2020 Criticism, Positive or Negative? Jan 13, 2020
- Jan 12, 2020 Anger Jan 12, 2020
- Jan 6, 2020 Making Couple’s Therapy Work Jan 6, 2020
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December 2019
- Dec 31, 2019 A New Existentialism Dec 31, 2019
- Dec 26, 2019 Emotional Meaning ≠ Emotional Intelligence Dec 26, 2019
- Dec 18, 2019 The Importance of Emotional Meaning Dec 18, 2019
- Dec 16, 2019 Motivation as Moving Cause Dec 16, 2019
- Dec 13, 2019 Effective Interpersonal Presence: How We Get There Dec 13, 2019
- Dec 11, 2019 When Loneliness is Fear Dec 11, 2019
- Dec 9, 2019 The Myth of a "Private Me" Dec 9, 2019
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November 2019
- Nov 26, 2019 Good Me, Bad Me, Not Me Nov 26, 2019
- Nov 17, 2019 Sustaining Adaptive Change Nov 17, 2019
- Nov 15, 2019 Formation of Self & Adaptive Change Nov 15, 2019
- Nov 14, 2019 Attention: Guiding Force of Freedom Nov 14, 2019
- Nov 8, 2019 Intentions & Acts: Vital Aspects of Change Nov 8, 2019
- Nov 4, 2019 What's Mental about "Mental" Models? Nov 4, 2019
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October 2019
- Oct 25, 2019 Coaching: A Brief 6-Week Model Oct 25, 2019
- Oct 23, 2019 How Love Solves Problems Oct 23, 2019
- Oct 11, 2019 On Being the Youngest Oct 11, 2019
- Oct 9, 2019 Procrastination and Self-Forgiveness Oct 9, 2019
- Oct 7, 2019 Cardinal Themes: Assertiveness and Honesty Oct 7, 2019
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September 2019
- Sep 22, 2019 Personal Impacts of Sociopolitical Chaos Sep 22, 2019
- Sep 19, 2019 Telling Lies and Telling Stories: Sep 19, 2019
- Sep 16, 2019 The Nature and Nurture of Kindness Sep 16, 2019
- Sep 7, 2019 Finding the Words Sep 7, 2019
- Sep 4, 2019 Helping One Another Through Conflict Sep 4, 2019
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August 2019
- Aug 28, 2019 A Powerful Interpersonal Model Aug 28, 2019
- Aug 27, 2019 Generative Dialogue Aug 27, 2019
- Aug 26, 2019 Coping with Conflict & Changing Habits Aug 26, 2019
- Aug 18, 2019 Practical Meditations for a Sabbath Day Aug 18, 2019
- Aug 15, 2019 Generating Positivity at Work Aug 15, 2019
- Aug 5, 2019 Career Coaching at Midlife Aug 5, 2019
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July 2019
- Jul 25, 2019 Trying Too Hard: A Control Issue Jul 25, 2019
- Jul 14, 2019 Supervision as Super∙Vision Jul 14, 2019
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June 2019
- Jun 28, 2019 Being Lonely and Being Alone Jun 28, 2019
- Jun 15, 2019 A Tale of Tears: Manager as Ethnographer Jun 15, 2019
- Jun 11, 2019 Assertiveness as Transparency Jun 11, 2019
- Jun 2, 2019 You Never Listen! Jun 2, 2019
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May 2019
- May 23, 2019 Executive Presence: A Short Course May 23, 2019
- May 21, 2019 Affection, Reflection, Responsibility May 21, 2019
- May 12, 2019 When We Get Frustrated May 12, 2019
- May 11, 2019 The Tethers We Choose May 11, 2019
- May 8, 2019 For Leaders: Emotions & Judgment May 8, 2019
- May 2, 2019 On the Fence About Coaching? May 2, 2019
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April 2019
- Apr 26, 2019 A Practice Idea: Notes to Clients Apr 26, 2019
- Apr 22, 2019 Relationships: Independence, Interdependence, & Intimacy Apr 22, 2019
- Apr 18, 2019 Trust: A Fragile Thing Apr 18, 2019
- Apr 16, 2019 Authenticity: More Than Individuality Apr 16, 2019
- Apr 12, 2019 Are You an Emerging Leader? Apr 12, 2019
- Apr 11, 2019 Making Difficult Personnel Decisions Apr 11, 2019
- Apr 8, 2019 3 Reasons to Care About Generativity Apr 8, 2019
- Apr 5, 2019 In Pursuit of Coaching Apr 5, 2019
- Apr 4, 2019 Adaptive Intelligence: 5 Tips Apr 4, 2019
- Apr 2, 2019 Leadership, Self-Interest, and Morality Apr 2, 2019
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March 2019
- Mar 31, 2019 Does Brief Coaching Work? Mar 31, 2019
- Mar 27, 2019 Coping with Infidelity in Professional Couples Mar 27, 2019
- Mar 12, 2019 Using 360 Feedback to Improve Mar 12, 2019
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February 2019
- Feb 22, 2019 Assessment as Stimulus Feb 22, 2019
- Feb 15, 2019 Is Your Boss in Your Way? Feb 15, 2019
- Feb 12, 2019 Psychotherapy or Coaching? Feb 12, 2019
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January 2019
- Jan 15, 2019 Confidence in Professional Couples Jan 15, 2019
- Jan 6, 2019 Getting Away and Coming Home Jan 6, 2019
- Jan 5, 2019 The Interpersonal Circumplex Jan 5, 2019
- Jan 2, 2019 Anger as Avoidance Jan 2, 2019
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December 2018
- Dec 26, 2018 On Trusting Your Gut Dec 26, 2018
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November 2018
- Nov 25, 2018 People, Planet, & Profit – The Triple Bottom Line Nov 25, 2018
- Nov 21, 2018 And How Is That Working For You? Nov 21, 2018
- Nov 20, 2018 Situation Analysis: Take Two Nov 20, 2018
- Nov 11, 2018 Mature Mind & Positive Influence Nov 11, 2018
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October 2018
- Oct 21, 2018 Are You Growing as a Leader? Oct 21, 2018
- Oct 14, 2018 Do You Really Want to Manage? Oct 14, 2018
- Oct 4, 2018 Fear as a Call to Action Oct 4, 2018
- Oct 3, 2018 Adaptive Development Oct 3, 2018
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September 2018
- Sep 23, 2018 On Destructive Leadership Sep 23, 2018
- Sep 19, 2018 Bridging Differences in Conversation Sep 19, 2018
- Sep 17, 2018 Sleep and Effectiveness Sep 17, 2018
- Sep 13, 2018 We Are Not Merely Homo Sapiens Sep 13, 2018
- Sep 11, 2018 Making and Keeping Commitments Sep 11, 2018
- Sep 8, 2018 Connecting Hard & Soft in Practice Sep 8, 2018
- Sep 6, 2018 Destiny Guided by a Calling Sep 6, 2018
- Sep 2, 2018 On Responsibility: John McCain & Henry Bugbee Sep 2, 2018
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August 2018
- Aug 29, 2018 Social Comparison & Ressentiment Aug 29, 2018
- Aug 19, 2018 Simple Tips to Boost Team Performance Aug 19, 2018
- Aug 17, 2018 Stress: Different for Professionals? Aug 17, 2018
- Aug 11, 2018 Restraint as Presence: How it Positions us to Lead Aug 11, 2018
- Aug 9, 2018 Stress, Strain & Burnout: What to do? Aug 9, 2018
- Aug 8, 2018 When We “Muscle Through” Aug 8, 2018
- Aug 5, 2018 A Coach's Motto: Measure Twice, Cut Once Aug 5, 2018
- Aug 1, 2018 Self Divided or Self Integrated? Your Choice Aug 1, 2018
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July 2018
- Jul 29, 2018 Does Gender Still Matter? How? Jul 29, 2018
- Jul 25, 2018 Internal Critics: How they're born and put to rest Jul 25, 2018
- Jul 24, 2018 Size of Self & Leadership Presence Jul 24, 2018
- Jul 21, 2018 A Classic Model of Team Development Jul 21, 2018
- Jul 16, 2018 When is Sponsorship Coercion? Jul 16, 2018
- Jul 12, 2018 "Boredom is a Lack of Attention" Jul 12, 2018
- Jul 6, 2018 Know the Person, Then Solve the Problem Jul 6, 2018
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June 2018
- Jun 29, 2018 A Rhythm of Connecting & Relating Jun 29, 2018
- Jun 21, 2018 Want Respect? First Respect Yourself Jun 21, 2018
- Jun 12, 2018 What is Customer/Client Centricity? Jun 12, 2018
- Jun 5, 2018 Helping Couples: Because Executives are People Too Jun 5, 2018
- Jun 3, 2018 Assess Your Efficacy on Three Critical Themes in Performance Jun 3, 2018
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May 2018
- May 23, 2018 Vital Relations: Couples and Colleagues May 23, 2018
- May 21, 2018 Rotations and Stretch Assignments May 21, 2018
- May 18, 2018 Not Needing vs. Not Knowing May 18, 2018
- May 14, 2018 Exhausted from trying too hard? May 14, 2018
- May 8, 2018 From Seeing to Doing May 8, 2018
- May 2, 2018 The Practice of Engagement May 2, 2018
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April 2018
- Apr 30, 2018 Competence & Care: A Powerful Pair Apr 30, 2018
- Apr 25, 2018 Time for a Change? Apr 25, 2018
- Apr 18, 2018 The Defensive Executive Apr 18, 2018
- Apr 16, 2018 Problem vs. Mystery: A Vital Difference Apr 16, 2018
- Apr 11, 2018 The Fulfilling Expression of Self Apr 11, 2018
- Apr 5, 2018 Welcoming the Hard Stuff Apr 5, 2018
- Apr 5, 2018 The Is and the Ought in Development Apr 5, 2018
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March 2018
- Mar 29, 2018 Five Principles of Practical Wisdom Mar 29, 2018
- Mar 27, 2018 Leadership Communication: Navigation & Meaning Mar 27, 2018
- Mar 21, 2018 A Leader's Role in Issues of Attitude Mar 21, 2018
- Mar 19, 2018 The Power of Stopping for Starting Mar 19, 2018
- Mar 15, 2018 When being quiet speaks volumes Mar 15, 2018
- Mar 9, 2018 Kindness as Skillful Leadership Action Mar 9, 2018
- Mar 7, 2018 Skillful Speech as Leadership Action Mar 7, 2018
- Mar 4, 2018 In Praise of Ordinary Virtue Mar 4, 2018
- Mar 3, 2018 Three Ways to Boost Proactivity Mar 3, 2018
- Mar 2, 2018 Skillful Action: Three Examples Mar 2, 2018
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February 2018
- Feb 26, 2018 Making Virtual Coaching Work Feb 26, 2018
- Feb 22, 2018 Getting Real About Performance & Development Feb 22, 2018
- Feb 21, 2018 Buddhist Psychology for Leaders Feb 21, 2018
- Feb 19, 2018 Coaching After Hours Feb 19, 2018
- Feb 16, 2018 On Being an "Imperfect" Buddhist Feb 16, 2018
- Feb 6, 2018 Moods, Attitudes, & Skillful Action Feb 6, 2018
- Feb 2, 2018 Virtual Coaching - It's Your Choice! Feb 2, 2018
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January 2018
- Jan 29, 2018 Executive Development & Action Learning Jan 29, 2018
- Jan 22, 2018 Development as Enlightened Pragmatism Jan 22, 2018
- Jan 17, 2018 Overcoming Bias: Appraisal of Talent Jan 17, 2018
- Jan 8, 2018 Self-Managing Your Personal Presence in the Boardroom Jan 8, 2018
- Jan 3, 2018 Making Relationships Work Jan 3, 2018
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December 2017
- Dec 29, 2017 Living the Moral Duty of Leadership Dec 29, 2017
- Dec 15, 2017 Safety & Confidence: Leaders Need Both Dec 15, 2017
- Dec 14, 2017 What Makes Active Listening Work? Dec 14, 2017
- Dec 12, 2017 Why Counting to 10 Works Dec 12, 2017
- Dec 4, 2017 Person as Bridge to the Manager-Leader Divide Dec 4, 2017
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November 2017
- Nov 27, 2017 Finding & Following the Leading Thread Nov 27, 2017
- Nov 16, 2017 Fear, Self, and Thriving Nov 16, 2017
- Nov 12, 2017 What is Your Vitalizing Practice? Nov 12, 2017
- Nov 7, 2017 Right Speech & Good Leadership Nov 7, 2017
- Nov 1, 2017 Presence and Personal Efficacy Nov 1, 2017
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October 2017
- Oct 16, 2017 Full-Minded Leadership Presence Oct 16, 2017
- Oct 12, 2017 The Responsibility Discussion in Teams Oct 12, 2017
- Oct 12, 2017 Tapping all the potential of your talent pool Oct 12, 2017
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September 2017
- Sep 21, 2017 The Social Sources of Self Sep 21, 2017
- Sep 8, 2017 Getting Smart About Stress Sep 8, 2017
- Sep 1, 2017 The Tuckman Model of Team Development Sep 1, 2017
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August 2017
- Aug 28, 2017 Lower Agreeableness = More Stress Aug 28, 2017
- Aug 25, 2017 Pay it forward coaching Aug 25, 2017
- Aug 23, 2017 Work-Related Stress and You Aug 23, 2017
- Aug 11, 2017 Another Use for Mindfulness at Google Aug 11, 2017
- Aug 6, 2017 Smiling Back at Our Problems Aug 6, 2017
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July 2017
- Jul 13, 2017 Frustration, Waste, & Personal Performance Jul 13, 2017
- Jul 10, 2017 The 4 T's of Great Relationships Jul 10, 2017
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June 2017
- Jun 19, 2017 Two Selves, Together and Apart: Practical Consequences Jun 19, 2017
- Jun 8, 2017 On Willing Avoidance Jun 8, 2017
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May 2017
- May 23, 2017 Behavioral Integrity and Culture Change May 23, 2017
- May 22, 2017 Why we struggle with conflict May 22, 2017
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April 2017
- Apr 26, 2017 Leadership as Idenity Work Apr 26, 2017
- Apr 23, 2017 3 Habits for Bolstering Engagement Apr 23, 2017
- Apr 12, 2017 Encouraging Emergent Leadership Apr 12, 2017
- Apr 12, 2017 Can there really be too much IQ? Apr 12, 2017
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March 2017
- Mar 13, 2017 The Gathering Influence of Presence Mar 13, 2017
- Mar 10, 2017 3 Things People Want from Coaching Mar 10, 2017
- Mar 8, 2017 The March for Science: A Call for Reasonableness? Mar 8, 2017
- Mar 6, 2017 Poetry & the Meaning of Emotions Mar 6, 2017
- Mar 3, 2017 Leaders Helping Others Cope with Time Pressures Mar 3, 2017
- Mar 1, 2017 How We Use Our Minds at Work: It Changes Mar 1, 2017
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February 2017
- Feb 14, 2017 Empathy, Engagement, and Leadership Feb 14, 2017
- Feb 2, 2017 Agency: The Vital Center of Leader Action Feb 2, 2017
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January 2017
- Jan 30, 2017 Leader Identity Development Jan 30, 2017
- Jan 16, 2017 HRD as Action Research Jan 16, 2017
- Jan 11, 2017 Encouraging Emergent Leadership Jan 11, 2017
- Jan 9, 2017 4 Reasons to Approach Leader Development as Identity Work Jan 9, 2017
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December 2016
- Dec 21, 2016 Why is Mindfulness so Popular? Dec 21, 2016
- Dec 19, 2016 3 Keys to Enduring Emotional Positivity Dec 19, 2016
- Dec 16, 2016 Moral Philosophy for Leaders: A Webinar Dec 16, 2016
- Dec 12, 2016 Making Emerging Leader Development Work Dec 12, 2016
- Dec 12, 2016 Action Learning and Leader Emergence Dec 12, 2016
- Dec 12, 2016 Four Features of Moral Motivation in Leadership Dec 12, 2016
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November 2016
- Nov 23, 2016 The Reflective Function Nov 23, 2016
- Nov 20, 2016 Agency: a vital aspect of leader identity development Nov 20, 2016
- Nov 17, 2016 Emerging Leader Development Webinar Nov 17, 2016
- Nov 11, 2016 Making Something of Yourself as a Leader Nov 11, 2016
- Nov 3, 2016 Moral versus Moralistic: A vital difference and a role for leaders Nov 3, 2016
- Nov 1, 2016 Leaders' Fidelity to What, to Whom? Nov 1, 2016
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October 2016
- Oct 29, 2016 Security and Leadership: A Quality Worth Cultivating Oct 29, 2016
- Oct 13, 2016 Good Pride and Bad Pride Oct 13, 2016
- Oct 2, 2016 Three Keys to Organizational Sustainability: Vital Structure, Agency, and Relational Dynamics Oct 2, 2016
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September 2016
- Sep 19, 2016 Leadership, Leader Development, and the Future of Humankind Sep 19, 2016
- Sep 6, 2016 What Leaders Can Learn From a 3-Year-Old Sep 6, 2016
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August 2016
- Aug 16, 2016 Contingency and Leader Action Aug 16, 2016
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July 2016
- Jul 11, 2016 The Paradoxical Effect of Enlightened Self-Reliance Jul 11, 2016
- Jul 2, 2016 Wanted: Courageous Clients Jul 2, 2016
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June 2016
- Jun 29, 2016 Something Old, Something New: The Johari Window in Relational Coaching Jun 29, 2016
- Jun 22, 2016 The Accidental Struggle Against Happiness Jun 22, 2016
- Jun 18, 2016 Personal Development as Narrowing and as Broadening Jun 18, 2016
- Jun 10, 2016 Founder's Syndrome: Its Impact and Resolution Jun 10, 2016
- Jun 8, 2016 Leadership: Security, Confidence, and Resilience Jun 8, 2016
- Jun 3, 2016 Making Change: Structure, Choices, and Doing Jun 3, 2016
- Jun 2, 2016 Development and Relational Scaffolding Jun 2, 2016
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May 2016
- May 31, 2016 Leader Identity and Communicative Action May 31, 2016
- May 19, 2016 Getting to the Impact of D & I: What Makes Us Who We Are? May 19, 2016
- May 3, 2016 The Achilles Heel of Development May 3, 2016
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April 2016
- Apr 13, 2016 When Leaders Make Faces Apr 13, 2016
- Apr 8, 2016 Claiming and Granting Leadership: How It Works Apr 8, 2016
- Apr 5, 2016 Executive Development: Coaching or Therapy? Apr 5, 2016
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March 2016
- Mar 30, 2016 Living and Leading from a Secure Base Mar 30, 2016
- Mar 23, 2016 Generativity—Its Role in Promoting Leader Development Mar 23, 2016
- Mar 23, 2016 Diversity, Inclusion, and Leader Emergence: What White Males Can Do Mar 23, 2016
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February 2016
- Feb 29, 2016 Generativity: Why Care? Feb 29, 2016
- Feb 19, 2016 Leadership Presence and Relational Knowing Feb 19, 2016
- Feb 9, 2016 Smart Money Says Promote from Within Feb 9, 2016
- Feb 4, 2016 Creating the Capacity for Teamwork in Real Time Feb 4, 2016
- Feb 3, 2016 Creating Space for Adaptive Action Feb 3, 2016
- Feb 2, 2016 Assessment as Vital Engagement Feb 2, 2016
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January 2016
- Jan 21, 2016 Connecting the Dots: Fairness, Engagement & Emergent Leadership Jan 21, 2016
- Jan 16, 2016 Practical Ways to Advance Your Leadership in 2016 Jan 16, 2016
- Jan 8, 2016 Why We Expect Arrogance in Leaders Jan 8, 2016
- Jan 4, 2016 The Power of Emergent Leadership Jan 4, 2016
- Jan 1, 2016 Honing Team Dynamics at Home Jan 1, 2016
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December 2015
- Dec 30, 2015 The Einstein Emotions Dec 30, 2015
- Dec 16, 2015 Onboarding as Performance Management Dec 16, 2015
- Dec 10, 2015 3-Step Solution to Opportunistic Hiring Dec 10, 2015
- Dec 9, 2015 Engagement, Fairness, and Care Dec 9, 2015
- Dec 4, 2015 Real Authenticity & Leadership Dec 4, 2015
- Dec 1, 2015 The Potential to Lead - Part 2 of 3 Dec 1, 2015
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November 2015
- Nov 30, 2015 A Meditation on Effective Action Nov 30, 2015
- Nov 25, 2015 The Potential to Lead - Part 1 of 3 Nov 25, 2015
- Nov 22, 2015 The Ceiling Effects of IQ in Selection Nov 22, 2015
- Nov 16, 2015 Executive Selection: Getting It Right Nov 16, 2015