This Christmas presents a golden opportunity for us all to exercise leadership within our circles of families and friends by embracing the Nike principle and applying it to appreciating our personal relationships.
What do I mean?
The Nike principle is captured in their strap line "do it now"- and the "it" I am suggesting we apply is the verbal expression of appreciation.
Why appreciate?
Have you ever wondered why we often wait until a loved one is dead before friends and family express what that person means to them? I have. I have asked myself the question: "what would it be like if the person (now deceased) could actually hear these wonderful words of affirmation and appreciation that people are so generously sharing?" Now, some of you may be thinking "they can", but just in case they can't- I have a radical suggestion: why not
Do it now?
What would it be like if we consciously took the time to verbalise what we love and admire about our friends and family members? Too cheesy? I thought so until a close friend of mine died unexpectedly and then more recently another close friend had a stroke.
Just what are we waiting for?
What if we took the risk of being a bit cheesy and said those things that have the potential to bring joy, satisfaction and pride to others this Christmas?
As a family we have regularly (mainly on Birthday's) played what has come to be known as the "appreciation game"- even as awkward teenagers keen to brand the "game" as "sad"- we watched with interest as the person being appreciated (despite their best efforts to look disinterested) literally glowed with pride as affirmation upon affirmation was heaped on them.
So, why not take the lead this Christmas in appreciating your friends and family, don't save it up for their funeral,
DO IT NOW!
Friday, 14 December 2012
Wednesday, 21 November 2012
On being a woman...
Amidst the storm caused by the refusal to admit women as Bishops, I find myself reflecting on what it means to be a woman in the twenty first century. No doubt great gains have been made: my husband can no longer divorce me for some minor misdamenour, it is no longer (generally) considered acceptable to be abused (inside or outside marriage) (unless your name is Grey and you have a signed contract-even then I'm not sure its legally binding), I can own and inherit property, and I have the right to vote and participate in civil life- Women have led our country (well one woman anyway), and governed our land (God bless the Queen), fought in our armed forces, and given us Harry Potter...
What more can a woman want?
To find her voice, fulfil her destiny and leave a legacy that inspires the next generation of women.
Isn't that a bit ambitious you ask?
The church of England certainly seems to think so, but it is not alone. I find myself reflecting on this one question...
What are we so very afraid of?
Offending God? Offending Man? A slippery slope?..... will we be wanting to ordain pets next?
I admit I am bemused and not a little confused. But this I do know. As a woman I am okay. As a woman I am made in the image of God. As a woman I am blessed with gifts which maybe different to yours, but they are gifts nevertheless. The only real tragedy that I can possibly imagine is that we create a world where those gifts never get to be shared, this voice never gets to be heard, this destiny is thwarted and the next generation of women inherit a lack lustre legacy which leaves us all poorer.
As a woman I choose to hope for better, to pray for better and to strive for better.
What more can a woman want?
To find her voice, fulfil her destiny and leave a legacy that inspires the next generation of women.
Isn't that a bit ambitious you ask?
The church of England certainly seems to think so, but it is not alone. I find myself reflecting on this one question...
What are we so very afraid of?
Offending God? Offending Man? A slippery slope?..... will we be wanting to ordain pets next?
I admit I am bemused and not a little confused. But this I do know. As a woman I am okay. As a woman I am made in the image of God. As a woman I am blessed with gifts which maybe different to yours, but they are gifts nevertheless. The only real tragedy that I can possibly imagine is that we create a world where those gifts never get to be shared, this voice never gets to be heard, this destiny is thwarted and the next generation of women inherit a lack lustre legacy which leaves us all poorer.
As a woman I choose to hope for better, to pray for better and to strive for better.
Wednesday, 7 November 2012
Leading from the Maze of social networking
I wonder if I am the only Generation X leadership consultant who knows that engagement with social media is the way forward, but just isn't sure whether the way is always forward? I have been a diligent face booker for a couple of years now and in spite of the criticism that it is given by "serious" networkers (shallow, uninteresting, uninspiring, dangerous!!!!!) I have found face-book to be a great way to connect with a great many people who for some reason (known only to them) seem to find me interesting enough to read about (and even "like" on occaisions).
Yes of course as someone in the field of leadership development, I need to be cognisent of my brand and image when posting on Facebook and I need to manage my privacy settings, but generally speaking this form of social networking is FUN! Which brings me to Linked In - what one of my colleagues calls "face-book for grown-ups" (not quite sure what that makes me).
What is so "grown up" about linked In?
Well here I am invited to parade my professional credentials like badges of honour and get connected with other professionals who are keen to expand their social networks. There is also space for others to endorse my work and say what a generally "good egg" I am, which must be good, right?
Then, there's twitter....
This invites me to have fun (like Facebook) and parade my professionalism (like linked In) but to do so in 140 characters oh and while I'm at it be profound, interesting, signpost to other interesting things, be just personal enough so as to appear vaguely human but not too personal so as to bore everyone (no-ne actually cares that I am enjoying my coffee in Costa coffee.... I'll save that information for face-book someone is bound to "like" it there!)
And now my latest additions.....
Referral key..... now this looks interesting based on a form of "you scratch my back and I'll scratch yours" basically lets honour and appreciate each other and refer each other to our world of contacts in the hope that this will generate new business leads. I can't pretend to know how effective this will be, but I can report I've genuinely enjoyed writing a series of "endorsements" for people I genuinely like and value professionally.
And then there's Pinterest......Now of course, I've had a go... but I'm not entirely sure how creating dozens of pinboards that others can "like" and add to and pinch things from with impunity, really adds to my social media presence.
So how do I lead myself through the social media maze let alone lead others? What if I indadvertedly sign up to something that proves nothing but a "scam"? Will I still be "liked" then? I know I can rely on my faithful face-book fans to put my misdemeanours down to experience some will actually "like" the fact that I've lost myself in the maze of social media and feel there is hope for them too! My twitter followers will have forgotten any error in an avalanche of other tweets about the X factor and the President (both it seems are equally fascinating). My linked In contacts may be less forgiving (I really should have known better). My Pinterest followers will ask me for a pictorial representation of my learning and my referral key endorsers may change their minds about my competence.
Yes, the world of social media is A MAZE ING and I have a lot to learn. I suppose I will do what I do in my own leadership, venture one step at a time, take reasonable risks, create possibilities, don't dwell on "mistakes" and at all times keep a sense of perspective. The maze can be confusing and yes I might get lost, but eventually I'll find the exit of one maze (even if it proves to be merely the entrance to another)!
Yes of course as someone in the field of leadership development, I need to be cognisent of my brand and image when posting on Facebook and I need to manage my privacy settings, but generally speaking this form of social networking is FUN! Which brings me to Linked In - what one of my colleagues calls "face-book for grown-ups" (not quite sure what that makes me).
What is so "grown up" about linked In?
Well here I am invited to parade my professional credentials like badges of honour and get connected with other professionals who are keen to expand their social networks. There is also space for others to endorse my work and say what a generally "good egg" I am, which must be good, right?
Then, there's twitter....
This invites me to have fun (like Facebook) and parade my professionalism (like linked In) but to do so in 140 characters oh and while I'm at it be profound, interesting, signpost to other interesting things, be just personal enough so as to appear vaguely human but not too personal so as to bore everyone (no-ne actually cares that I am enjoying my coffee in Costa coffee.... I'll save that information for face-book someone is bound to "like" it there!)
And now my latest additions.....
Referral key..... now this looks interesting based on a form of "you scratch my back and I'll scratch yours" basically lets honour and appreciate each other and refer each other to our world of contacts in the hope that this will generate new business leads. I can't pretend to know how effective this will be, but I can report I've genuinely enjoyed writing a series of "endorsements" for people I genuinely like and value professionally.
And then there's Pinterest......Now of course, I've had a go... but I'm not entirely sure how creating dozens of pinboards that others can "like" and add to and pinch things from with impunity, really adds to my social media presence.
So how do I lead myself through the social media maze let alone lead others? What if I indadvertedly sign up to something that proves nothing but a "scam"? Will I still be "liked" then? I know I can rely on my faithful face-book fans to put my misdemeanours down to experience some will actually "like" the fact that I've lost myself in the maze of social media and feel there is hope for them too! My twitter followers will have forgotten any error in an avalanche of other tweets about the X factor and the President (both it seems are equally fascinating). My linked In contacts may be less forgiving (I really should have known better). My Pinterest followers will ask me for a pictorial representation of my learning and my referral key endorsers may change their minds about my competence.
Yes, the world of social media is A MAZE ING and I have a lot to learn. I suppose I will do what I do in my own leadership, venture one step at a time, take reasonable risks, create possibilities, don't dwell on "mistakes" and at all times keep a sense of perspective. The maze can be confusing and yes I might get lost, but eventually I'll find the exit of one maze (even if it proves to be merely the entrance to another)!
Saturday, 22 September 2012
Leadership now and then
I was recently struck by the insidious nature of what I have termed "when then" thinking . When I get promoted then I'll address my time management issues". "When I move house then I'll deal with the accumulated treasures in the loft". "When I have more time then I'll spend more time with my partner/children/staff." Or my personal favourite " when I have more confidence then I'll..."
Ever noticed that "then" never seems to arrive? Because by the time it does we have replaced another "when/then" thought pattern in its place!
Are we in fact so focused on leading ourselves and others "then" that we fail to lead effectively now? What opportunities to exercise leadership are present for us now?
What would it be like if we lived fully alive to and awake to the possibility of leading today, now, right from where we are?
Would we notice opportunities to mentor others? Would we become more creative in our use of time
Would we embark on new social enterprises? Would we more proactively seek out like minds with whom we could synergise? Would we make the kind of contribution that we know deep down that we are capable of making?
Perhaps when we fully realise that we can make a real difference now then we will become the kind of leader we want to be. Or we could decide not to wait for a full realisation and just act now!
Ever noticed that "then" never seems to arrive? Because by the time it does we have replaced another "when/then" thought pattern in its place!
Are we in fact so focused on leading ourselves and others "then" that we fail to lead effectively now? What opportunities to exercise leadership are present for us now?
What would it be like if we lived fully alive to and awake to the possibility of leading today, now, right from where we are?
Would we notice opportunities to mentor others? Would we become more creative in our use of time
Would we embark on new social enterprises? Would we more proactively seek out like minds with whom we could synergise? Would we make the kind of contribution that we know deep down that we are capable of making?
Perhaps when we fully realise that we can make a real difference now then we will become the kind of leader we want to be. Or we could decide not to wait for a full realisation and just act now!
Wednesday, 18 July 2012
Stephen Covey
I have read and re-read "The seven habits of highly effective people" for well over a decade and still aim to teach and live the basic principles, I've taught hundreds of police officers the principles of effective leadership contained in the Covey effective management programme and police staff and officers the key habits for personal effectiveness. It is with some sadness and a great deal of admiration that I reflect on and consider the contribution of Stephen Covey to our understanding and application of what it means to exhibit principle centred leadership after the announcement of his death two days ago.
Although some have taken the principles on which the seven habits were founded and turned them into facile "management speak"- trendy phrases that can be trotted out much like David Brent might in the sitcom "the office", this in my view does not negate the fact they they are founded on central "truths" which much like the law of gravity effect our leadership whether we acknowledge them or not.
For me, beginning with the end in mind (habit two) has been and is central to my understanding of not only leadership but what it means to live a good life. What sort of leader do I want to be? What sort of life do I want to create? Who or what is worthy of my allegiance? What do I truly value? I was recently at a leadership conference at the University of Exeter in which one of the speakers said there are two great days in our lives: the day we were born, and the day we find out why. Being purposeful and creating a leadership style that reflects what is most important to us is in my view the way to leading an authentic life. This habit of vision as Stephen called it, often translated into tired vision statements adorning office walls, has the power to be the driving force behind our leadership and the means by which we balance and manage our energies in the most creative and life affirming way (quite simply authentic leadership really is the most energy effective).
Perhaps this is how Stephen Covey was able to teach and influence the lives of so many heads of state even into his eighties- he had a clear sense of the legacy he wanted to leave. He was clear about his life purpose to teach, train and raise up leaders to (in the language of the eighth habit) "find his voice and enable others to find theirs".
I accept and acknowledge that many have criticised the Covey principles finding them "superficial" and it is of course easy to trot out phrases such as "let's go for a win/win on this one" or "we'll synergies to realise"- but this does not in my view negate the fact that we need to look out for the interests of others as well as our own and that when we do things usually work out better or that when we genuinely listen to the contribution that others make even others very different to ourselves our solutions can be qualitatively better than any solution we could dream up on our own (the essence of synergy).
The simple truth is when we base our lives and our leadership on timeless principles, such as seek first to understand rather than to be understood (habit five) or pay attention to the reality of the physical, emotional, mental and spiritual aspects of what it means to be truly human (habit seven) we find that we experience a richer and fuller life and become more compelling in our leadership. I think Stephen Covey was right to assert that what we need is not a map but a compass- the territory changes, but true North is always the same.
I am personally grateful for the legacy that Stephen has left me, I trust that I will make my unique contribution as he did, that I will be less concerned about the details of the map but more concerned with the direction of my travel, that in my relationship with others I will build authentically, respectfully and that I will treat myself and others with an awe that reflects and honours the spiritual, emotional, mental and physical reality of what it means to be fully human. Above all, I hope that I will leave a legacy that points others to greatness as he has done.
Although some have taken the principles on which the seven habits were founded and turned them into facile "management speak"- trendy phrases that can be trotted out much like David Brent might in the sitcom "the office", this in my view does not negate the fact they they are founded on central "truths" which much like the law of gravity effect our leadership whether we acknowledge them or not.
For me, beginning with the end in mind (habit two) has been and is central to my understanding of not only leadership but what it means to live a good life. What sort of leader do I want to be? What sort of life do I want to create? Who or what is worthy of my allegiance? What do I truly value? I was recently at a leadership conference at the University of Exeter in which one of the speakers said there are two great days in our lives: the day we were born, and the day we find out why. Being purposeful and creating a leadership style that reflects what is most important to us is in my view the way to leading an authentic life. This habit of vision as Stephen called it, often translated into tired vision statements adorning office walls, has the power to be the driving force behind our leadership and the means by which we balance and manage our energies in the most creative and life affirming way (quite simply authentic leadership really is the most energy effective).
Perhaps this is how Stephen Covey was able to teach and influence the lives of so many heads of state even into his eighties- he had a clear sense of the legacy he wanted to leave. He was clear about his life purpose to teach, train and raise up leaders to (in the language of the eighth habit) "find his voice and enable others to find theirs".
I accept and acknowledge that many have criticised the Covey principles finding them "superficial" and it is of course easy to trot out phrases such as "let's go for a win/win on this one" or "we'll synergies to realise"- but this does not in my view negate the fact that we need to look out for the interests of others as well as our own and that when we do things usually work out better or that when we genuinely listen to the contribution that others make even others very different to ourselves our solutions can be qualitatively better than any solution we could dream up on our own (the essence of synergy).
The simple truth is when we base our lives and our leadership on timeless principles, such as seek first to understand rather than to be understood (habit five) or pay attention to the reality of the physical, emotional, mental and spiritual aspects of what it means to be truly human (habit seven) we find that we experience a richer and fuller life and become more compelling in our leadership. I think Stephen Covey was right to assert that what we need is not a map but a compass- the territory changes, but true North is always the same.
I am personally grateful for the legacy that Stephen has left me, I trust that I will make my unique contribution as he did, that I will be less concerned about the details of the map but more concerned with the direction of my travel, that in my relationship with others I will build authentically, respectfully and that I will treat myself and others with an awe that reflects and honours the spiritual, emotional, mental and physical reality of what it means to be fully human. Above all, I hope that I will leave a legacy that points others to greatness as he has done.
Wednesday, 30 May 2012
Care enough to evaluate
As leaders evaluating performance is an integral part of our role. Communicating what specifically is of value and what could be done to enhance performance requires some skill. The CARE model is a simple and effective way of ensuring that you evaluate in a positive and upbuilding way.
1. Commend:
Whether it is a speech, a project, a meeting- its useful to find something specific to commend. What in your view has been of particular value? What has been done particularly well?
2. Appreciate:
Verbalise your appreciation of some aspect of the person's performance, character or attitude. We all need to feel appreciated. Research shows that people don't leave jobs they leave managers and for many the common reason for leaving is that they feel unappreciated. Giving genuine and appropriate work based recognition is a valuable way of demonstrating appreciation.
3. Recommend:
Specifically indicate what could be done that would quantifiably improve the person's performance.
4. Encourage:
We all need to feel encouraged which literally means to "give courage"- it can be difficult to receive recommendations for improvements, especially as it often triggers negative self talk anchored in our experience by limiting beliefs. We can "give courage" in a number of ways but essentially they all involve giving an individual hope for the future and communicating confidence in a person's ability to grow, develop and change.
So, next time you need to evaluate an aspect of a person's performance, take CARE and you may actually find the whole process to be more motivating than you could have ever thought possible!
1. Commend:
Whether it is a speech, a project, a meeting- its useful to find something specific to commend. What in your view has been of particular value? What has been done particularly well?
2. Appreciate:
Verbalise your appreciation of some aspect of the person's performance, character or attitude. We all need to feel appreciated. Research shows that people don't leave jobs they leave managers and for many the common reason for leaving is that they feel unappreciated. Giving genuine and appropriate work based recognition is a valuable way of demonstrating appreciation.
3. Recommend:
Specifically indicate what could be done that would quantifiably improve the person's performance.
4. Encourage:
We all need to feel encouraged which literally means to "give courage"- it can be difficult to receive recommendations for improvements, especially as it often triggers negative self talk anchored in our experience by limiting beliefs. We can "give courage" in a number of ways but essentially they all involve giving an individual hope for the future and communicating confidence in a person's ability to grow, develop and change.
So, next time you need to evaluate an aspect of a person's performance, take CARE and you may actually find the whole process to be more motivating than you could have ever thought possible!
Thursday, 17 May 2012
Developing the ability to "bounce back"
Ever suffered a personal or professional set-back? Ever wondered how some people seem to be able to recover more quickly than others? Ever wondered just how they do that? As a "Realise 2" practitioner I am aware that the ability to literally "bounce-back" from adversity is one of the 63 strengths that psychologists at the Centre for Applied Positive Psychology have identified as part of the strengths psychometric, but my interest is how we can all develop this "muscle" even if it is not an identified strength of ours.
Why the sudden interest in personal setbacks?
I've just competed in an International speech evaluation contest in Ireland, a fantastic event with hundreds of toastmasters from all over the UK and Ireland. I did what I considered to be a great evaluation "speech" and was widely congratulated for having performed at a winning standard. The only problem was that I was over time and therefore disqualified! What a wonderful opportunity to explore what it means to develop the skill of "bounce-back"!
Why does it matter?
As Napoleon Bonaparte once said: "leaders need to be dealers in hope". If dealing in hope is an integral part of what it means to provide inspirational and transformational leadership (and I think it is), then learning how to develop the skill of "bounce-back" is vital because set backs are in the words of Shakespeare part of life's rich tapestry.
So, how do we do it?
Firstly, I think its important to acknowledge that in all situations we have a range of choices. Let's take my spectacular "failure" in Ireland as an example. My immediate feelings were ones of intense frustration, disbelief, annoyance and embarrassment (exacerbated by the bottle of water that I managed to overturn on the lectern literally pouring cold water over my own evaluation!) After the feelings comes a series of choices.
Choice number one: Complain about the lectern positioning, the water bottle, the fact that I didn't realise that the clock started ticking as soon as I made my first utterance (which was actually designed to put the audience at ease after the water spilling incident, not to herald the start of my speech). This choice leaves me in the position of "victim"- powerless in the face of bureaucratic rules with an overall sense of personal injustice.
Choice number two: Berate myself for my own stupidity. I should have realised that my first interaction with the audience would start the clock ticking, I shouldn't have moved the lectern, spilled the water or relied on my notes. This choice leaves me feeling depressed at my own inadequacy and damages my self esteem.
Choice number three: Accept that sometimes S*** happens and extraploate the learning. This choice affords me the opportunity to learn, teach what I learn to others and to channel the residue feelings into a sheer determination to compete again. This choice leaves me feeling empowered, determined, and with a real desire to pass on my learning to others.
Developing the ability to bounce back from adversity is really about making the best choice in an unfortunate set of circumstances. The circumstances we just can't help. The choices we absolutely can.
Why the sudden interest in personal setbacks?
I've just competed in an International speech evaluation contest in Ireland, a fantastic event with hundreds of toastmasters from all over the UK and Ireland. I did what I considered to be a great evaluation "speech" and was widely congratulated for having performed at a winning standard. The only problem was that I was over time and therefore disqualified! What a wonderful opportunity to explore what it means to develop the skill of "bounce-back"!
Why does it matter?
As Napoleon Bonaparte once said: "leaders need to be dealers in hope". If dealing in hope is an integral part of what it means to provide inspirational and transformational leadership (and I think it is), then learning how to develop the skill of "bounce-back" is vital because set backs are in the words of Shakespeare part of life's rich tapestry.
So, how do we do it?
Firstly, I think its important to acknowledge that in all situations we have a range of choices. Let's take my spectacular "failure" in Ireland as an example. My immediate feelings were ones of intense frustration, disbelief, annoyance and embarrassment (exacerbated by the bottle of water that I managed to overturn on the lectern literally pouring cold water over my own evaluation!) After the feelings comes a series of choices.
Choice number one: Complain about the lectern positioning, the water bottle, the fact that I didn't realise that the clock started ticking as soon as I made my first utterance (which was actually designed to put the audience at ease after the water spilling incident, not to herald the start of my speech). This choice leaves me in the position of "victim"- powerless in the face of bureaucratic rules with an overall sense of personal injustice.
Choice number two: Berate myself for my own stupidity. I should have realised that my first interaction with the audience would start the clock ticking, I shouldn't have moved the lectern, spilled the water or relied on my notes. This choice leaves me feeling depressed at my own inadequacy and damages my self esteem.
Choice number three: Accept that sometimes S*** happens and extraploate the learning. This choice affords me the opportunity to learn, teach what I learn to others and to channel the residue feelings into a sheer determination to compete again. This choice leaves me feeling empowered, determined, and with a real desire to pass on my learning to others.
Developing the ability to bounce back from adversity is really about making the best choice in an unfortunate set of circumstances. The circumstances we just can't help. The choices we absolutely can.
Saturday, 24 March 2012
The power to endure
I'm sure I'm not the only one who found myself crying at the incredible determination and achievement of John Bishop. It leaves me with a question: what is it that enables us and empowers us to endure? For John it was perhaps a sense of outrage at what he witnessed in Sierra Leone and an overwhelming desire to do something in the face of insurmountable injustice.
Perhaps it was the vision and hope offered by the little girl who wanted to grow up to be a lawyer, or the tragic death of a small child from a diarrhoea related disease, or the anguished cry of her mother at the realisation of her loss. These may have contributed to the impetus to even dream the impossible.
What enabled him to succeed was the incredible support he received from all those that helped him run, row and cycle, the crowds that pledged financial support and turned out in the dark and the rain to cheer him on and the belief of those on his team that despite the physical trauma, he could continue, he could endure.
What about us? what gives us the power to endure?
Perhaps the thing we all have in common with John is our need to live a life beyond ourselves, to be motivated by making a greater contribution, to leave a legacy for our children. Perhaps we all actually have a sense of calling, a higher purpose that in the "noise" of everyday life has become drowned out. Perhaps the greatest thing we can all do is to connect with that calling, discover that higher purpose and fulfil our destiny.
The power to endure can be found in unlikely places, perhaps we should all start to become more attentive, more attuned to where ours could come from and then perhaps we could take our ordinary lives and become as extraordinary as John Bishop is. Perhaps too we'll discover that as we step out and step forward, others will come and cheer us on and keep us going and we'll realise that our destinies are more connected than we'd ever realised and that the power to endure ultimately comes from our connection to a greater purpose that we achieve together.
Grand words? Idealistic? Perhaps. But what if, like John we all possessed the wherewithal to attempt and even achieve the seemingly impossible. Perhaps we have more in common with the stand up comic from up North than we realise. Perhaps there resides within all of us some greatness that yet needs to be discovered.
Perhaps it was the vision and hope offered by the little girl who wanted to grow up to be a lawyer, or the tragic death of a small child from a diarrhoea related disease, or the anguished cry of her mother at the realisation of her loss. These may have contributed to the impetus to even dream the impossible.
What enabled him to succeed was the incredible support he received from all those that helped him run, row and cycle, the crowds that pledged financial support and turned out in the dark and the rain to cheer him on and the belief of those on his team that despite the physical trauma, he could continue, he could endure.
What about us? what gives us the power to endure?
Perhaps the thing we all have in common with John is our need to live a life beyond ourselves, to be motivated by making a greater contribution, to leave a legacy for our children. Perhaps we all actually have a sense of calling, a higher purpose that in the "noise" of everyday life has become drowned out. Perhaps the greatest thing we can all do is to connect with that calling, discover that higher purpose and fulfil our destiny.
The power to endure can be found in unlikely places, perhaps we should all start to become more attentive, more attuned to where ours could come from and then perhaps we could take our ordinary lives and become as extraordinary as John Bishop is. Perhaps too we'll discover that as we step out and step forward, others will come and cheer us on and keep us going and we'll realise that our destinies are more connected than we'd ever realised and that the power to endure ultimately comes from our connection to a greater purpose that we achieve together.
Grand words? Idealistic? Perhaps. But what if, like John we all possessed the wherewithal to attempt and even achieve the seemingly impossible. Perhaps we have more in common with the stand up comic from up North than we realise. Perhaps there resides within all of us some greatness that yet needs to be discovered.
Wednesday, 14 March 2012
Pass it on!
In the light of the present "Kony" debate and the criticisms of the "Invisible Children", I am motivated to ask the question: Just what are we passing on to the next generation? For amidst the politics, finances, accusations of naivety are a growing number of young people who have a sense of injustice and a passionate desire to confront it, expose it and transform it.
Isn't there something even deeper than Justice at stake here? Or protecting the rights of innocent children? I suggest that what is actually at stake is what we are giving to the next generation of leaders. What exactly are we passing on?
A sense of futility perhaps? or hopelessness? or in a world filled with corporate greed and hidden agendas the idea that the fight for human rights and justice is naive? or just too complicated to comprehend?
Yes, the film exposing Kony was sensational, yes it may have over-simplified the issues, but what it has also done is given hope to a generation of young people that they can have a voice, and make a difference and be champions of justice in a world filled with corruption at every level.
That's huge. Massive. Significant.
I really hope that Kony is found and Justice is delivered. I hope that there is an end to the current abuse of children in Uganda and throughout the world. I hope that we will all appreciate the need to carry a sense of responsibility for what happens in our world. But more than anything else I hope that we can pass on to the next generation the self belief, the courage, the confidence, to believe they can not just stand against oppression however it manifests itself, but that they can transform it and ultimately defeat it.
Some will say I am a hopeless idealist. Perhaps I am. But I'm crystal clear about what I want to pass on, are you?
Isn't there something even deeper than Justice at stake here? Or protecting the rights of innocent children? I suggest that what is actually at stake is what we are giving to the next generation of leaders. What exactly are we passing on?
A sense of futility perhaps? or hopelessness? or in a world filled with corporate greed and hidden agendas the idea that the fight for human rights and justice is naive? or just too complicated to comprehend?
Yes, the film exposing Kony was sensational, yes it may have over-simplified the issues, but what it has also done is given hope to a generation of young people that they can have a voice, and make a difference and be champions of justice in a world filled with corruption at every level.
That's huge. Massive. Significant.
I really hope that Kony is found and Justice is delivered. I hope that there is an end to the current abuse of children in Uganda and throughout the world. I hope that we will all appreciate the need to carry a sense of responsibility for what happens in our world. But more than anything else I hope that we can pass on to the next generation the self belief, the courage, the confidence, to believe they can not just stand against oppression however it manifests itself, but that they can transform it and ultimately defeat it.
Some will say I am a hopeless idealist. Perhaps I am. But I'm crystal clear about what I want to pass on, are you?
The importance of being a failure
What a strange title you must be thinking, surely we don't fail we just find ways that don't work! or we re-frame "failure" in classic NLP style by reclassifying it as "feedback". Well, yes there is value in both approaches, but I was recently inspired by an article in the Harvard Business Review written by a CEO who had constructed a "failure" wall in his office on which he encouraged employees to write their failures and what they learned from them.
What an interesting idea! Could it be that we are so worried about failure, so keen to avoid it, side-step it, deny it, re-frame it that we are missing the importance of being a failure ourselves?
Ah but, I hear you say, failing is one thing "being a failure" is quite another as it suggests a state of being which affects our very identity. What if being a failure is an important part of our identity? If being a failure is part of what it means to be a human being, then can't we all relax a little, or a lot? If failure is part of who I am, how might "owning" it be useful?
I might give myself permission to try impossible things, or dream impossible dreams. I might take up hobbies that I have little hope of excelling at just for the fun of having a go. I might put myself forward for promotions that seem well out of reach, or bid for contracts that seem impossible to achieve. I might actually celebrate my failures and write books and articles about my learning.
And I might just inspire others to have a go at failing too! What if the worse thing that could actually happen is not failure after all? What if we've all been misled? What if the worse thing we could do is to deny that failure is part of the experience, a valuable part of the journey? A question often asked by development coaches such as myself is "what would you do if you knew you could''t fail"? but perhaps a better question would be "what would you do if failure simply didn't matter?"
Failure has the potential to provide the richest and the most valuable learning for all of us, if we would stop for long enough to embrace it!
What an interesting idea! Could it be that we are so worried about failure, so keen to avoid it, side-step it, deny it, re-frame it that we are missing the importance of being a failure ourselves?
Ah but, I hear you say, failing is one thing "being a failure" is quite another as it suggests a state of being which affects our very identity. What if being a failure is an important part of our identity? If being a failure is part of what it means to be a human being, then can't we all relax a little, or a lot? If failure is part of who I am, how might "owning" it be useful?
I might give myself permission to try impossible things, or dream impossible dreams. I might take up hobbies that I have little hope of excelling at just for the fun of having a go. I might put myself forward for promotions that seem well out of reach, or bid for contracts that seem impossible to achieve. I might actually celebrate my failures and write books and articles about my learning.
And I might just inspire others to have a go at failing too! What if the worse thing that could actually happen is not failure after all? What if we've all been misled? What if the worse thing we could do is to deny that failure is part of the experience, a valuable part of the journey? A question often asked by development coaches such as myself is "what would you do if you knew you could''t fail"? but perhaps a better question would be "what would you do if failure simply didn't matter?"
Failure has the potential to provide the richest and the most valuable learning for all of us, if we would stop for long enough to embrace it!
Wednesday, 7 March 2012
Altruism- the key to innovation, engagement & leadership development
As I work as a developer of leaders in the executive coaching field and in leadership training I am asked similar questions: How can we better engage our employees? How can we create a culture of innovation in challenging economic times? How can we develop personal responsibility and develop our leaders without subscribing to expensive programmes? How can we build a sense of "team" in an environment in which people genuinely fear for their jobs and competition seems to trump co-operation, and fear and suspicion seems to triumph over trust?
Challenging questions for challenging times, and there seem to be no simple answers. Or, are there?
Is it possible we have missed something absolutely key?, something so simple and something in our time pressured world that almost seems counter intuitive? Have we made some fundamental assumptions about what people need in order to be self motivated and have we misjudged what develops personal responsibility and leadership? Have we confused programmes with progress? In focusing on tangible (health and safety, renumeration, incentive schemes), have we neglected the more intangible some might say "spiritual" aspects of human motivation?
An article published this week by the Harvard Business Review suggests that in a time pressured world, employees are looking to their jobs to provide opportunities for "good deeds" that they simply don't have time to do outside of work. Initial research seems to indicate that volunteering creates opportunities for broadening networks and skills, breaking out of ruts and creating meaning which results in increased retention and engagement.
But, I hear you ask, we don't have enough time to do all that needs to be done now, let alone finding additional time for employees to volunteer their skills in the community.
This is where a simple cost benefit analysis may prove useful. Data from the Center for talent Innovation indicates that Generation Y college graduates are more attracted to work for organisations that have a strong social responsibility stance, so these organisations arguably will attract more of the brightest talent. Research also indicates that opportunities for volunteering and social engagement are positively correlated with employee engagement, innovation, the development of wider leadership skills and can even ignite careers.
The corporate volunteer programme launched by Fran Laserson, President of the Moody's Foundation instanced in the HBR article (March 5th) led to 67% of employees building relationships with people they didn't normally work with (which impacted "team" working in the work place) and led to 51% feeling more positive about the company and themselves. In 2011 more than half the entire workforce took part in the programme.
Can it be that altruism is the key after all? There is perhaps a deeper need in all of us that has not given enough credence in the area of employee engagement and leadership development, the human need to feel of significance, to engage in things that have intrinsic worth and that make a difference and to make our contribution to making the world a better place for us all.
What would it be like if we scrapped all expensive leadership development programmes and engaged people in meaningful community contribution instead? I may have just blogged my way out of a role, but I'm convinced that I could draw greater learning out of such experiences with the leaders I work with and that organisations would have a richer, more trusting and more engaged work force with which to tackle 21st Century challenges.
Challenging questions for challenging times, and there seem to be no simple answers. Or, are there?
Is it possible we have missed something absolutely key?, something so simple and something in our time pressured world that almost seems counter intuitive? Have we made some fundamental assumptions about what people need in order to be self motivated and have we misjudged what develops personal responsibility and leadership? Have we confused programmes with progress? In focusing on tangible (health and safety, renumeration, incentive schemes), have we neglected the more intangible some might say "spiritual" aspects of human motivation?
An article published this week by the Harvard Business Review suggests that in a time pressured world, employees are looking to their jobs to provide opportunities for "good deeds" that they simply don't have time to do outside of work. Initial research seems to indicate that volunteering creates opportunities for broadening networks and skills, breaking out of ruts and creating meaning which results in increased retention and engagement.
But, I hear you ask, we don't have enough time to do all that needs to be done now, let alone finding additional time for employees to volunteer their skills in the community.
This is where a simple cost benefit analysis may prove useful. Data from the Center for talent Innovation indicates that Generation Y college graduates are more attracted to work for organisations that have a strong social responsibility stance, so these organisations arguably will attract more of the brightest talent. Research also indicates that opportunities for volunteering and social engagement are positively correlated with employee engagement, innovation, the development of wider leadership skills and can even ignite careers.
The corporate volunteer programme launched by Fran Laserson, President of the Moody's Foundation instanced in the HBR article (March 5th) led to 67% of employees building relationships with people they didn't normally work with (which impacted "team" working in the work place) and led to 51% feeling more positive about the company and themselves. In 2011 more than half the entire workforce took part in the programme.
Can it be that altruism is the key after all? There is perhaps a deeper need in all of us that has not given enough credence in the area of employee engagement and leadership development, the human need to feel of significance, to engage in things that have intrinsic worth and that make a difference and to make our contribution to making the world a better place for us all.
What would it be like if we scrapped all expensive leadership development programmes and engaged people in meaningful community contribution instead? I may have just blogged my way out of a role, but I'm convinced that I could draw greater learning out of such experiences with the leaders I work with and that organisations would have a richer, more trusting and more engaged work force with which to tackle 21st Century challenges.
Sunday, 12 February 2012
Best friends or worst enemies?
"The biggest devil is me. I'm either my best friend or my worst enemy," Houston told ABC's Diane Sawyer in an infamous 2002 interview with Brown by her side.
Today we mourn the loss of one of the world's brightest stars, the infamous Whitney Houston who had known what it was to be her own "best friend" and sadly died at the hands of her own "worst enemy" -
To what extent are we also our own "best friend" and our own "worst enemy"?
As I reflect on this question, I come to the conclusion that it is arguably what we learn to pay attention to. Do we pay attention to the possibilities that are before us, to the talents, gifts and strengths that we have been blessed with or do we pay attention to the lack of opportunity, the weaknesses and struggles we encounter?
How can we develop friendship with ourselves?
What would it be like if we could learn to give ourselves the benefit of the doubt? to be kinder to ourselves when we struggle, more forgiving of ourselves when we fail? What would it be like if we could learn to genuinely celebrate our successes without feeling the need to be "self-effacing" in the name of humility - or at least what we have come to understand humility to mean? What would it be like if in the words of Marianne Williamson we could in an unconscious way "let our own light shine"? -
I think Houston's self understanding and awareness at some levels reflects the daily struggle we all encounter. We all have the potential to be our own "best friend" and our own "worst enemy" and the good news on this otherwise sad day, is that we have a choice.
What will you choose?
Tuesday, 7 February 2012
A perfect storm?
A "perfect storm" is an expression that describes an event where a rare combination of circumstances will aggravate a situation drastically. This is unusually understood in the context of disaster, but I want to re-frame it in the context of creating positive momentum. How often do we wait until a "rare combination of circumstances" align themselves before we take action? Mobilise that project? Make that dream a reality? Give that speech? Write that book? Are we waiting for the "perfect storm" conditions before we act?
What would it take, to act now and not wait?
I was struck by the story told of a snail that was inching its way up a tree. As he slowly moved upwards a worm popped his head up and said "you're wasting your energy. There isn't a single apple up there". The snail kept climbing, and replied "No, but there will be by the time I get up there"! He wasn't waiting for the perfect storm.
So what are these rare combination of circumstances we are all waiting for?
More money? New premises? More staff? and we tell ourselves that when we have these things, then we will act. We immobilise ourselves and wait out opportunity until all the required circumstances are made manifest.
Isn't it time to start moving? even inching forward slowly?
Someone once said to me that we leave this world with our best song unsung. That is a tragedy!
What is your song? Are you waiting for the perfect storm before you sing it?
What would it take, to act now and not wait?
I was struck by the story told of a snail that was inching its way up a tree. As he slowly moved upwards a worm popped his head up and said "you're wasting your energy. There isn't a single apple up there". The snail kept climbing, and replied "No, but there will be by the time I get up there"! He wasn't waiting for the perfect storm.
So what are these rare combination of circumstances we are all waiting for?
More money? New premises? More staff? and we tell ourselves that when we have these things, then we will act. We immobilise ourselves and wait out opportunity until all the required circumstances are made manifest.
Isn't it time to start moving? even inching forward slowly?
Someone once said to me that we leave this world with our best song unsung. That is a tragedy!
What is your song? Are you waiting for the perfect storm before you sing it?
Sunday, 5 February 2012
The joy of learning
To be a great leader, its important to know how to follow, and to know how to follow we need to be open to learning, and to be open to learning we need to regularly put ourselves in situations of "not knowing". Follower-ship doesn't generally get quite as much press or air time as "leadership" (a mere 450,000 hits on google compared to 501,000,000 on leadership) and yet I have come to realise that without this essential quality, leadership lacks the multi dimensional quality that it needs to be genuinely effective.
So what does it mean to be open to learning? I recently met a great African leader from a project in Madagascar. He runs a leadership programme which incorporates life skills and entrepreneurial business skills encouraging micro enterprise in some of the poorest areas. What struck me about this man was his incredible desire and passion to learn all that he could about leadership- his comment to me was that he wanted to "drink from my water bottle" as he felt that I had skills, knowledge and experiences that he could learn from. I felt genuinely humbled by the encounter and will be seeing him this week to share my water bottle with him!
When was the last time you asked to "drink from the water bottle of some-one else?
When was the last time you willingly put yourself in a situation of "not knowing"?
I have recently completed an introduction to water colours paining course for beginners. What united me and my eight fellow learners was a common vulnerability even fear that sometimes comes with "not knowing" how to do something. The teacher was a wonderful artist from Lancashire who said that she regularly went on painting weekends to learn new skills- this ability to follow the lead of another and to embrace the vulnerability of not knowing, enabled her to communicate with genuine empathy with her learners; it quite literally enhanced her leadership.
By embracing my own state of "not knowing" and pressing through the vulnerability, I discovered a new joy of learning and with it a deeper awareness of what it means to lead others.
The joy of learning is at the heart of great follower-ship and therefore the heart of great leadership also. So however your own leadership is best expressed, my encouragement is to find someone with a fuller water bottle than yourself and ask them for a drink, you will receive so much more than a satisfied thirst.
So what does it mean to be open to learning? I recently met a great African leader from a project in Madagascar. He runs a leadership programme which incorporates life skills and entrepreneurial business skills encouraging micro enterprise in some of the poorest areas. What struck me about this man was his incredible desire and passion to learn all that he could about leadership- his comment to me was that he wanted to "drink from my water bottle" as he felt that I had skills, knowledge and experiences that he could learn from. I felt genuinely humbled by the encounter and will be seeing him this week to share my water bottle with him!
When was the last time you asked to "drink from the water bottle of some-one else?
When was the last time you willingly put yourself in a situation of "not knowing"?
I have recently completed an introduction to water colours paining course for beginners. What united me and my eight fellow learners was a common vulnerability even fear that sometimes comes with "not knowing" how to do something. The teacher was a wonderful artist from Lancashire who said that she regularly went on painting weekends to learn new skills- this ability to follow the lead of another and to embrace the vulnerability of not knowing, enabled her to communicate with genuine empathy with her learners; it quite literally enhanced her leadership.
By embracing my own state of "not knowing" and pressing through the vulnerability, I discovered a new joy of learning and with it a deeper awareness of what it means to lead others.
The joy of learning is at the heart of great follower-ship and therefore the heart of great leadership also. So however your own leadership is best expressed, my encouragement is to find someone with a fuller water bottle than yourself and ask them for a drink, you will receive so much more than a satisfied thirst.
Monday, 16 January 2012
Creating order out of chaos
I found myself recently on a treadmill machine in the gym whilst listening to a personal development expert on my iPod extol the virtues of being organised. "If" he asked "a prospective client/stakeholder/boss was to see your office space would they entrust you with a significant piece of work or project?"
And that got me thinking.....
Just how do we go about making significant decisions? Are the things that are maybe on our own periphery much more central to others? I reflected on my office space and asked myself if this was all a person had to go on, what conclusions might they draw about me? I confess I didn't much like my own answer.
My guru went on, as the treadmill went up a pace, up to 30% of time is wasted by senior executives "looking for things". Now I feel conviction kicking in. I reflected on just how much time I waste on a weekly basis doing, well, just that.
Now whenever we encounter new information we have a choice. Choice number one. Do nothing. This is the choice that leads down the path of mediocrity and as anyone passionate about good leadership will tell you, this is not a good nor wise choice. Choice number two. Do something with the information and make a change, giving life to your learning.
Time I decided to give life to my learning and so I have embarked on a four day "organise" of my work space and at the very great risk of sounding like a recent idealogical/theological convert, the result is nothing short of amazing.
Firstly, I can find things. Files, notes, references, posits, staplers, books, feedback forms- you name it I can locate it within minutes. Secondly, I "feel" more organised, more capable and more confident. I have a renewed sense of appreciation for "clutter" experts whose unique selling point is their ability to help you de-clutter your life. Thirdly, I have noticed a surge of creativity and innovation, now there is order its as if my unconscious can bring all sorts of ideas to light which my conscious mind can process in a relaxed and critically appreciative manner!
So, what does your work space say about you? How does it communicate to others? and more importantly does it help or hinder your personal effectiveness? I really think creating order out of chaos could catch on and with the extra 30% of time saved, who knows just what we might all achieve?
And that got me thinking.....
Just how do we go about making significant decisions? Are the things that are maybe on our own periphery much more central to others? I reflected on my office space and asked myself if this was all a person had to go on, what conclusions might they draw about me? I confess I didn't much like my own answer.
My guru went on, as the treadmill went up a pace, up to 30% of time is wasted by senior executives "looking for things". Now I feel conviction kicking in. I reflected on just how much time I waste on a weekly basis doing, well, just that.
Now whenever we encounter new information we have a choice. Choice number one. Do nothing. This is the choice that leads down the path of mediocrity and as anyone passionate about good leadership will tell you, this is not a good nor wise choice. Choice number two. Do something with the information and make a change, giving life to your learning.
Time I decided to give life to my learning and so I have embarked on a four day "organise" of my work space and at the very great risk of sounding like a recent idealogical/theological convert, the result is nothing short of amazing.
Firstly, I can find things. Files, notes, references, posits, staplers, books, feedback forms- you name it I can locate it within minutes. Secondly, I "feel" more organised, more capable and more confident. I have a renewed sense of appreciation for "clutter" experts whose unique selling point is their ability to help you de-clutter your life. Thirdly, I have noticed a surge of creativity and innovation, now there is order its as if my unconscious can bring all sorts of ideas to light which my conscious mind can process in a relaxed and critically appreciative manner!
So, what does your work space say about you? How does it communicate to others? and more importantly does it help or hinder your personal effectiveness? I really think creating order out of chaos could catch on and with the extra 30% of time saved, who knows just what we might all achieve?
Sunday, 8 January 2012
Living Life On Purpose
January is a great month to consider what our lives are all about, which is why we have such a love-hate relationship with New Years resolutions. We love setting ourselves new goals and then generally feel depressed when we fail to live up to them! I was recently at a dinner at which someone told me that in Russia they don't tend to in the introductory phase of a relationship ask what people do, but rather ask the question "what is your life all about"?
What an intriguing question!
If we ask ourselves what our life is all about what answers do we get? When I asked myself this question, the answer seemed deceptively simple- supporting my family, having a great marriage, making a contribution and leaving a legacy. Fleshing out what these actually mean is rather like shading in a picture once you have drawn some kind of outline.
How can I best support the family? What would enable me to have a great marriage? What sort of contribution to the world can I make this year? What legacy would I like to leave?
The answers to these questions take my thinking (and following the same process I am suggesting also yours) to a new level and lead me to be more intentional about how I spend my time (which is after-all my and your most precious resource)
So instead of feeling depressed over New Year's resolutions that didn't quite pan out as you had hoped, why not consider what your life is all about and ask yourself some different questions. Perhaps living life on purpose is qualiatively more satisfying in the long run and certainly makes for a more interesting introductory conversation!
What an intriguing question!
If we ask ourselves what our life is all about what answers do we get? When I asked myself this question, the answer seemed deceptively simple- supporting my family, having a great marriage, making a contribution and leaving a legacy. Fleshing out what these actually mean is rather like shading in a picture once you have drawn some kind of outline.
How can I best support the family? What would enable me to have a great marriage? What sort of contribution to the world can I make this year? What legacy would I like to leave?
The answers to these questions take my thinking (and following the same process I am suggesting also yours) to a new level and lead me to be more intentional about how I spend my time (which is after-all my and your most precious resource)
So instead of feeling depressed over New Year's resolutions that didn't quite pan out as you had hoped, why not consider what your life is all about and ask yourself some different questions. Perhaps living life on purpose is qualiatively more satisfying in the long run and certainly makes for a more interesting introductory conversation!
Saturday, 7 January 2012
Dispelling the Work/Life balance myth
I wonder how many people this year will have considered a New Year's resolution around improving their work/life balance? According to Wikipedia Work–life balance is a broad concept including proper prioritizing between "work" (career and ambition) on the one hand and "life" (Health,pleasure, leisure, family and spiritual development) on the other.
What does this really mean?
Are we to assume that the world of "work" and the world of "life" are really two completely different spheres?
Really?
What is happening at work? Are people so focused on their career and ambition they are forgetting to live? or so focused on their health, pleasure, leisure and family and spiritual development they are failing to work?
The government is even launching a work life balance week so that we can all address this obviously pressing issue. You can attend training courses that enable you to re-balance your life with your work or your work with your life.
What if we've got it all wrong?
What if one of the primary tasks of effective leadership is to dispel this pervasive myth? What if, we've just got one life that is lived both inside and outside of the world we call "work"? What if the work we are all called to is to live fully irrespective of context or focus?
What does it mean to live fully?
I would suggest that to live fully is to be the best expression of yourself.
Meaning?
That as we discover and give expression to who we are and as we live out what we value in a congruent way, we balance our energies in a way that is automatically life enhancing whether we are doing what we call "work" or not.
Balance then is a byproduct of living an authentic life that is congruent with our values and beliefs.
Are you saying I wasted my money on that work life balance or time management course?
Most courses worth their money will encourage you to consider and reflect on what is really important to you (your values) make some form of assessment about how your time is currently being spent, and then evaluate the difference and give you some useful strategies for re-ordering your priorities. But they are in my view all based on a fundamental flawed logic that assumes that life is divorced from work.
I personally love the Jewish toast L'Chaim which means "To Life" - it's a great toast and perhaps reflects a universal truth. So, you could invest this year in a great work life balance course, and collect a few more strategies or you could just embrace your life, who you are and live out what you truly value and you may experience more balance than you had previously considered possible.
What does this really mean?
Are we to assume that the world of "work" and the world of "life" are really two completely different spheres?
Really?
What is happening at work? Are people so focused on their career and ambition they are forgetting to live? or so focused on their health, pleasure, leisure and family and spiritual development they are failing to work?
The government is even launching a work life balance week so that we can all address this obviously pressing issue. You can attend training courses that enable you to re-balance your life with your work or your work with your life.
What if we've got it all wrong?
What if one of the primary tasks of effective leadership is to dispel this pervasive myth? What if, we've just got one life that is lived both inside and outside of the world we call "work"? What if the work we are all called to is to live fully irrespective of context or focus?
What does it mean to live fully?
I would suggest that to live fully is to be the best expression of yourself.
Meaning?
That as we discover and give expression to who we are and as we live out what we value in a congruent way, we balance our energies in a way that is automatically life enhancing whether we are doing what we call "work" or not.
Balance then is a byproduct of living an authentic life that is congruent with our values and beliefs.
Are you saying I wasted my money on that work life balance or time management course?
Most courses worth their money will encourage you to consider and reflect on what is really important to you (your values) make some form of assessment about how your time is currently being spent, and then evaluate the difference and give you some useful strategies for re-ordering your priorities. But they are in my view all based on a fundamental flawed logic that assumes that life is divorced from work.
I personally love the Jewish toast L'Chaim which means "To Life" - it's a great toast and perhaps reflects a universal truth. So, you could invest this year in a great work life balance course, and collect a few more strategies or you could just embrace your life, who you are and live out what you truly value and you may experience more balance than you had previously considered possible.
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