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Why the Best Leaders Develop Mindfulness

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What have Google, Samsung, Aetna, SAP, and P&G all got in common? All of these world-class organizations recognize that one of the fastest growing segments of our working population is burnt out leaders. They responded to this by implementing mindfulness leadership programs to help their leaders not only excel in work, but in their personal lives as well.

Decades of solid research show a direct connection between mindfulness and emotional intelligence in leaders and the bottom-line results they achieve. Being good at ‘what you do’ is no longer enough…you must also be resilient enough to effectively manage your emotions, reactions, and decisions in challenging business situations – and to help the people you manage, or work with, to do the same.

Great leaders are always searching for ways to take their leadership practices to the next level. Mindfulness has been the source of much focus over the last number of years and organizations worldwide are now realizing that sometimes there is more to a successful leader than meets the eye.

Developing emotional intelligence and mindfulness can truly transform the impact and ability of a leader. Following the Genos Leadership Model:

  • When you develop self-awareness, you become an Aware Leader. Aware leaders understand the impact that their behaviors have on others. They are consistent in what they say and do, and they demonstrate awareness of their mood and emotions.
  • Developing awareness of others allows you to become a more Empathetic Leader. Empathetic leaders make team members feel appreciated and adjust their style so that it fits well with others. They acknowledge the views of others and balance achieving results with others’ needs.
  • Working on authenticity creates more Genuine Leaders. Genuine leaders honor commitments and promises, they are open and honest about mistakes, and they facilitate robust and open debate.
  • Leaders high in emotional reasoning make Expansive decisions as a leader. Expansive leaders consult others in decision making, they make ethical decisions taking the bigger picture into account.
  • Leaders that work to develop self-management are Resilient Leaders. Resilient Leaders manage their emotions well in difficult situations. They strive to improve their own performance, and they learn from their mistakes.
  • Effective leaders that inspire performance become Empowering Leaders. Empowering leaders provide constructive feedback, maintain a positive work environment, and facilitate team member development and career advancement.

Do you or the leaders in your organization need to develop the above behaviors? They can do so by participating in the Genos Mindful Leader Program facilitated
by Dutra Associates, LLC, a Genos Certified Practitioner.

If you’re interested in hosting a Mindful Leader Program in your organization, please contact Sherry Dutra at Sherry@DutraAssociates.com or call 603.595.1588.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Emotional Intelligence in Hiring – What You Need to Know

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The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

  • Workplace performance
  • Leadership effectiveness
  • Sales and customer service
  • Resilience
  • Team work effectiveness
  • Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

  • Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
  • Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
  • Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Adaptability: A Key Management Skill for Challenging Times

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As I write this, parts of the United States are beginning to allow some businesses to slowly re-open. Over time, more and more people will be going back to work. If you are a middle manager, you might be inclined to attempt a ‘business as usual’ approach as your team returns. Yet, there is nothing usual about the path forward. Most of us are experiencing the greatest ambiguity, volatility and complexity that we have been faced with in our entire personal and professional lives. There is no roadmap to follow, no prescription to cure the impact that COVID-19 has had on every aspect of our lives. A key management skill that is especially critical to your success right now is your level of adaptability. How able are you to adapt or adjust to new conditions?

As a middle manager, you are on the front lines with your team. It is your role to execute on the strategies that senior leaders set forth. And, it is equally your role to be there for your team and create an environment where people can be open about their concerns. You will be walking a tightrope as you strive to balance between empathetically helping your team cope with the stress they are feeling and ramping up productivity. There is no way to know what is coming next. Will stay at home orders start up again in the fall?  Will there be furloughs or layoffs ahead? When will business rise to pre-COVID levels? No one has the answers.

So, rather than focus on what is out of your control, help your team to get focused on what they can control or influence. Draw on the key strengths of your team, provide them with the latitude and support to do their work, and keep yourself in a positive frame of mind as a model to your team. Developing your capacity for adaptability can support you in these challenging times to be the manager that you would like to be. Here are a few tips to consider:

  • Learn: You do not need to have all the answers. Being curious, asking questions, and involving others in finding the way forward will generate innovative solutions and commitment to your evolving business.
  • Be mindful of the conversation in your head: What are you telling yourself? Self-doubt will paralyze you and prevent you from taking what might be some necessary bold moves.
  • Step outside your comfort zone: Everyone is in new territory. Expand your horizons and try new approaches. Leaning too heavily on what is already known to you will slow your progress. Experimenting with new possibilities is what is called for now.
  • Take small steps forward: In the current environment, the best strategy is one in which you use what you know right now to determine just your very next step. When you take that step, check for the result and let that determine the next small step. Small steps in unknown territory allow for easy course correction.
  • Show yourself some compassion: Not every step will have the intended result. Let that be okay. Rather than spending any time on beating yourself up, instead look at what you might learn that will inform your next move.

No matter the situation, your ability to lead is tied directly to how you choose to behave. Your ability to choose your behavior versus react to circumstances is improved through self-care. Ensure that you ask for the support you need from your own manager and lean on your colleagues so that you are grounded, calm and empathetic. Practice the skill of adaptability and you will be primed to lead your team through this crisis.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Safeguarding Your Most Important Resource as a Leader

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So, what is your most important resource as a leader?

One of the first things that might come to mind is the amount of available cash and the state of the investment portfolio of the business. While these are certainly important, would you agree that you can always earn more money, find better investments, and eventually find your way back from a financial loss?

Another resource that might come to mind is your network of relationships. The connections you have nurtured in your professional life are important resources in your success. Yet, even if there has been a significant hiccup in a relationship, you can choose to mend it while continuing to meet other professionals and adding to your network.

Your health is another resource that hits high on the most important list. Many times, there is a tendency to not do as much as we might to protect that resource. However, in most cases, we have the control to make adjustments to our daily habits that will positively impact our health. And, when we have a healthier lifestyle, it positively impacts the energy we bring to our work.

So, if your most important resource as a leader isn’t money, relationships or health, then what is it?  What these three have in common is that, for the most part, they can all be revived or renewed. There is one resource, though, that cannot be revived or renewed.

That resource is time. With each moment that goes by, that’s it. You’ll never see that moment again.

This is not new news. Yet, even though you know this, how often do you take actions that aren’t in alignment with this knowledge? How much time do you spend in meetings that you don’t need to attend (or that even need to be held at all)? How much time do you spend on doing things that don’t contribute to your business’ top priorities? Where are there opportunities to delegate something that doesn’t require you to do it?

Failure to see time as your most important resource, often results in stress and overwhelm. We become scattered and lose our discipline. When we’re in this state, we also negatively impact those other resources. High stress levels wear away at our health. It may make us impatient and short with others which may damage our relationships. Our thought process becomes clouded and our decision-making may be impacted which can lead to financial missteps.

Time, then, is our most important resource.  So, safeguard that resource. Pay attention to how you use it. Where are your opportunities to use it more strategically? Put new habits and disciplines in place that allow you to set and maintain boundaries and act in alignment with your new choices.

Remember, time is the one resource we cannot get back.

Adapted with permission by Center for Executive Coaching.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business growth and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Time for a Career Change? 5 Sure Signs

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Jan’s Story

Jan* was facing a dilemma. She had just turned 40 and had been with her current organization for over five years and was feeling discontented, frustrated, and stressed.  At the request of her Vice President, Jan had laterally transferred about a year earlier to take on the challenge of a newly created management role. Though the function she would be managing was not her first choice of next steps, Jan felt that the opportunity would add positively to her resume and she accepted the position.  After much hard work, late hours, and tight deadlines, the first major initiative in this role was successfully completed. Awesome, right?  Well, though pleased with the results, Jan recognized that she didn’t enjoy the work, dreaded the end of the weekend, and was feeling constant stress.

The company was in the process of several acquisitions.  As each one came on board, Jan needed to roll out the same initiative to each acquired company.  With each new project, Jan could feel her dissatisfaction growing. She knew she didn’t like her work and the company was having difficulties. Yet, the job paid well, the benefits were good, and it was close to home. Also, she enjoyed the people she worked with. Despite that, Jan struggled each day with whether she should look for a new opportunity or just stick it out.

Maybe this sounds like you.  Or, your story of career dissatisfaction may have a different back story but the undeniable bottom line question is still the same – “should I stay or should I go?”

How do you decide whether it’s time for a career change?

5 Sure Signs

  1. The money and benefits are the primary reason you’re still there.

We all have financial responsibilities and no one is suggesting that money and benefits aren’t important. However, we often talk ourselves into believing that moving into a position that fuels our passion and brings meaning to our lives will automatically pay less than our current role. Additionally, even if it does pay less initially, it’s likely that more money will follow when you are able to bring your best self to work that you love.  And, if needed, I’ll bet there are some things you could adjust in your budget to accommodate bringing joy back into your life.

  1. Your body is feeling the effects.

Even if your mind hasn’t caught up with the notion that you need to pursue something different, your body is likely giving you clues.  Are you having trouble sleeping at night?  Like Jan, do you experience anxiety as Sunday night approaches and you’re dreading the start of a new week? Have you noticed a significant gain or loss in your weight for no apparent reason?  Do you find yourself feeling ill more frequently?  Are you experiencing a constant feeling of stress or exhaustion?  While there may be other reasons for these symptoms and seeing your doctor is highly recommended, many have to look no further than their job to find the source of their discomfort.

  1. Something just feels like it’s missing.

Often, we fail to recognize that aligning our needs and values with our career is critical to a feeling of well-being.  As we progress in our careers, it’s important to check in periodically and reflect on what’s most important to us.  While many of our needs and values remain constant, some may evolve and shift as we move through various stages in our lives. What adjustments to your role, manager or environment might be able to be made to shift you back into alignment again?  If this isn’t possible, it’s time to find a career or role that fits with who you are today.

  1. You’re constantly complaining about your job.

We all have bad days even in the best of jobs. Yet, if you notice that your primary topic of conversation with your family and friends tends to be complaints about your work, it’s time to pay attention. What were you like when you were in a position that you really enjoyed?  What would it take to reignite that part of you again?  Who is the person you’d like to be?

  1. You’ve lost your energy and drive.

If you find, that once in a great while, you experience moments of feeling a little bored or not overly excited about your work, that’s completely natural.  Over time, there are very few jobs that keep you excited and energized every moment.  If, on the other hand, you notice that you’re finding it difficult to get motivated about most anything, it may be time for a change.  Find a place where you can use your strengths each day; where you are energized and inspired by the work and the people around you.

Your Call to Action

While there are certainly other signs that a career change might be in order, these are the ones that I’ve seen most frequently with clients. As the fall season approaches, it’s a great time to start thinking about what you want to create in the coming year so that you can hit the ground running in January. If you recognize any of the 5 signs in yourself, I invite you to step back and do some self-reflection.  Discover where your passions lie, set a new direction, and take action toward a happier and more fulfilling career.

*Name and details changed to protect confidentiality.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who believes we each have far more potential than we typically tap in to. She helps you learn how to step into your full potential so you can create consistent, optimal performance for yourself and your team with less stress and more enjoyment. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Worry Not: Handling What Life Throws Your Way

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Change is inevitable – after all, nothing really stays the same.  But in today’s challenging times, it seems like we’re on “uncertainty” overload, never knowing what will happen from one moment to the next.

With uncertainty comes stress and confusion, and while most of us would be quick to say that we want less stress and more certainty in our lives, what we really want is less of a stress reaction to what life throws our way.

We can’t choose what happens to us – but we can choose our responses to the situations we encounter.  Let’s take a look at five different responses that people have to stressful situations. As you read, you may want to think of a recent stressful event or news that you may have received, and see what your reaction to that event can teach you about how you habitually respond.  You may have one type of response at work, and another at home, or you may react differently depending on who else is involved.

The first and all too common response to stressful events is to suffer and be a victim to it. People who respond this way don’t take action. Things happen TO them – and though they may complain and be generally miserable about it, they don’t take any steps to do anything. They allow life to control them, instead of the other way around. This way of responding is certainly not recommended, and eventually, it will take its toll on one’s physical and mental health.

The second type of response is to accept the situation. Someone with this response may say “so what,” or perhaps get some perspective on the situation by asking if it will matter in a year – or a week – or even in a day.

The third way to respond is to actually take steps to change the situation – taking action to bring it to resolution (or at least move toward resolution). This is a very powerful response, and one that many effective leaders employ.

The fourth way to respond is to avoid the situation. People responding this way make a decision not to get involved in a situation that they don’t see as concerning them, or upon which they can’t make an impact.

The fifth and final way that people generally respond to stress is to alter the experience of the situation. When we look at a situation differently, the experience itself changes. Changing perceptions is probably the most challenging of the responses, because we tend to be stuck in our own interpretations and assumptions about what’s happening, but it is also perhaps the most powerful of all.

It’s your world, and you can create it as you wish. Remember, what one person sees as stressful, another person barely notices, or sees as exciting and full of opportunity. How are you going to choose today?