It is incumbent on each of us to constantly evaluate whether our moral compass is still pointing to our true north. We need to continually ask ourselves whether our actions are informed by our own beliefs that we carefully considered, before we concluded that they are fit to be used in our moral compass. How certain are we that we are not just believing what we are because those around us believe it? Or, that we are believing what we are because those who we have crowned with a halo believe it? Applying one’s own mind is paramount if we were to avoid the temptation of outsourcing our morality to others.
It is important that we work with our rhythm instead of against it. That is a sure way to increase our productivity. In the last number of months, I have started to notice that the number one issue I am dealing with among my coachees is burnout. Often that is because of a lack of understanding of what their rhythm is. We look after ourselves as leaders because we need to give those we lead the best version of ourselves. Selfcare is part of our leadership responsibility.
The Covid-19 pandemic and related lockdowns around the globe has put a spotlight on the need for empathy. Many have been able to display great empathy, while others have been struggling. I suspect that those organisations that have typically been bottom line driven, would have found it a lot more difficult to deal with the levels of empathy required in dealing with employees who suddenly had to go into a mini diaspora, while dealing with the inevitable bereavement that accompanied the virus as it wreaked havoc.
The journey of a whistle blower is never an easy one. Many who make the noble decision to blow the whistle, do not fully recover once they have walked through the battle ground. Landing on your feet should be a goal every whistle blower aims for as an ultimate end state. Following a set of principles may help the individual find their way to that desired end state.
There is a strong correlation between performance and empathy in the workplace. Where there is more empathy, effective communication and improved human connections tend to be more prevalent. Leaders who want to see increased performance should therefore put more effort into creating an emphatic atmosphere in their spheres of influence. In order to create an empathic culture in the organisation, the leadership cannot be passive and hope that the culture will shape itself into what is desired. The tone is set at the top, but there are a number of interventions that may be helpful in empathy becoming central to the culture of the organisation.
In conversation with Benjamin Pogrund. Dr Claudelle has a conversation with veteran journalist and renowned author Benjamin Pogrund who was friends with, and wrote about, the likes of Nelson Mandela and Robert Sobukwe. Pogrund shares lessons he learned during his illustrious career.
Criticism can be constructive, destructive or a little bit of both. Knowing when to absorb criticism and when not to, is a skill. If we absorb destructive criticism it could negatively affect our self-esteem and productivity. On the other hand, if we absorb constructive criticism it could help us to improve and become better versions of ourselves.
Recently the Chief Justice of South Africa made a statement that had many up in arms. Some even calling for his head to roll. In a webinar he quoted Ps 122:6 and Gen 12: 1-3 from the bible and stated that Christians are obliged by the scriptures to love Israel. He stated that Christians, and as a nation, we cannot do anything but to love and pray for Israel as hatred for Israel will attract unprecedented curses on our nation.
At the time of writing this, most of the world has been affected by the Covid-19 pandemic and it feels like the world is upside down. In the middle of the crisis we have also seen protests around the world against racism at a scale we have not seen before. Many companies have been forced to rethink their contribution to the problem and inherent racism in their practices and even naming of their products.
Free Webinar: Leading through change and Uncertainty Over the ages we have gone from relatively stable environments, with the occasional disruption, to having to navigate through what can at times feel like absolute chaos with constant disruptions. Volatility, uncertainty, complexity and ambiguity have become very uncomfortable bedfellows in our daily lives. With Covid-19 and its […]