 It would have been Wimbledon fortnight starting today, I've taken a look at how this year's tournament season will differ, the global and local impact of the pandemic on sporting competitions, the health benefits of tennis for all and what the 'new normal' future of tennis might look like.
For now we'll just have to relive the best of time's gone by! Link to full York Press article: Your guide to a summer of tennis - socially distanced sport
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 Have you ever been on the receiving end of a leadership decision that lacked empathy or compassion? Have you as a leader ever made such a decision?
This article explores why leaders must guard against making decisions solely from their analytical neuro-network, neglecting their emotional intelligence. Leaders should use their analytical network AN (task-positive) and emphatic network EN (default-mode) equally to make clear, objective and practical decisions - yes they need to be analytical, but they also need to relate to other’s feelings and emotional states. Decision makers should have a clear perspective and be open to what others hear, see and feel. Unfortunately, our analytical and emphatic networks actually suppress each other, when one is activated the other is deactivated. Decision makers therefore have to constantly switch from one network to the other. We can however, improve this ability through deliberate practice. The process starts with the self-awareness of what your preferred mode of operating is. Then you have to practice the less preferred mode until you are competent in that particular neuro-network. Finally, take measures to improve the ability of switching between networks until this occurs seamlessly. Link to full Harvard Business Review article: The Best Managers Balance Analytical and Emotional Intelligence  We need more ‘Humbition’ – humility in the service of ambition – this is what HR professionals at IBM observed years ago, as an effective sustainable mindset for successful leaders in a changing world.
Why are talented, intelligent leaders overlooked in favour of over-confident, arrogant leaders who can convince the decision makers that they are the best option for a specific leadership role? Frustratingly, you don’t have to search long or hard, even at the very top of society to find these examples. Habits of truly confident leaders are surprisingly not what we always associate with talking big. Often, they listen more than they speak, celebrate other people’s successes and are not attention seeking, but willing to learn from experts. As this article explains, humble leaders inspire close teamwork, rapid learning and high performance in organisations. They are effective leaders who do not pretend to have all the answers in a world that is all too complicated, rather they get their best ideas from the right people. Link to full Harvard Business Review article: If Humility Is So Important, Why Are Leaders So Arrogant? |