More and more people feel that their work-life is a never-ending series of surprises, instability and ambiguity. How individuals can build the necessary resilience to thrive in an environment where there is constant change and unpredictability.
Passive aggressive behaviour takes many forms but it is essentially a situation where someone is deliberately choosing to not help, co-operate or engage with others because they are angry and yet choose not to express their anger. Instead of communicating honestly that you feel upset, annoyed, irritated or disappointed, you contain your feelings, shut off verbally, become obstructive, and put up a polite “stone-wall” of non-co-operation.
If the answer is “not much because I do not have time for it” or “I don’t need to because I am already doing well and getting what I want done” then it is time for you to have a serious reflection.
Therefore, once you have decided to conceptualize your Talent Program for all the right reasons it is now time to start crystalizing it to a firm deliverable.
Great leaders have an innate ability to make people feel strong rather than weak. How do you create the conditions for your people feeling strong?
Creating a clear plan to manage workplace anger and being aware of the triggers that can cause outbursts.
We help high potentials understand how their style of communication is impacting on their relationships with their colleagues, subordinates, manager and other stakeholders in their ecosystem and what the consequences and knock-on effects of this might be.
A key challenge for all leaders today is to be consistent in their leadership behaviour and decision making. This is an important factor in building and maintaining the trust of their people. They also need to be role models of the leadership behaviour identified as critical for giving life to the desired culture that will deliver the expected results. Central to being able to exercise conscious control over their behaviour as leaders is having a good level of self-knowledge.
In effect “speaking truth to power” means having the capacity and ability to take a stand on an important issue. It means giving yourself the power to dissent in the face of greater strength and power.
The notion of a VUCA (Volatile, Uncertain, Complex and Ambiguous) world emerged from the US Army as a means to describe the environment arising post-cold war with the appearance of multilateral and non-state threats. It is an apt description for the environment that business now faces with significant disruption coming from political, economic and technological developments. How do we equip high potential employees and others for navigating this world while retaining their engagement and commitment to the company?