Sure, senior executives all have coaches, but if they are so effective, why don't more supervisors, managers, and directors have them? Two business psychologists discuss the value of coaching, finding the right coach, and making this valuable resource available to more people throughout the organization.
We discuss trust in relationships at work… how trust is cultivated, earned, and maintained. We’ll explore what happens when trust is lost, when to try to recover and when to walk away.
We discuss competitive strategy, what it means to think like your competitor, and how that thinking can drive personal and organizational growth.
We discuss Leadership Styles, looking at the strengths and weaknesses of different natural styles, biases that are introduced when a person with one style works with another style, and how to flex your style to maximize your and your team’s success.
We discuss what it takes to master strategic planning-- by bringing the right people together to find the best path forward in your organization, then keeping them aligned from top to bottom.
We discuss psychological capital--these are the resources people use at work that are fundamental to job success, like resilience, optimism, hope, and personal effectiveness. This is an element of business psychology that can really help provide a framework for people to channel their strengths into sustained, successful performance
We discuss impostor syndrome. Why do people sometimes believe they are not as competent as others perceive them? It is a familiar feeling among those newly promoted to next-level leadership roles. We will explore this feeling of self-doubt, how to settle it in yourself, and how to support team members who may experience it, too.
We discuss managing virtual teams and defining your workplace engagement strategy. Since virtual teams are much more commonplace today, and organizations are facing decisions about continuing remote work, hybrid, and in-office, we offer thoughts on defining your workplace engagement strategy and getting your teams aligned through a transition.
We discuss ‘invisible promotions’ at work: when you take on so many additional responsibilities but without additional pay or title; how should you think about accepting additional responsibilities and how do you balance expanded roles for your team members?
We explore Emotional Intelligence and its role in organizational leadership. Is it critical to leadership or is it just hype? Is it innate to a person’s personality or can it be a developed leadership trait?
We discuss stress and burnout at work, why it sneaks up on people, and how it creates more havoc than you realize.
We discuss inward versus outward organizational focus, the risks when an organization becomes too focused on events and circumstances happening within your own organization and lose focus on the outward-facing mission and the external threats facing every organization.
We discuss information and data overload, when people over or under rely on data, and how information behavior affects decision making.
A light-hearted introduction to your guides in the Executive Realm
We discuss Corporate Social Responsibility, the influence business can have on the community it serves, and the ways it benefits employees, customers, and profits
We discuss the perception of the leadership “Ivory tower,” exploring why employees develop the perception of the ‘distant and disconnected’ leadership team and why it is important for executives to be present, available, and accessible.
Talking about closing the gender gap, exploring why this is such a sticky issue, and capturing strategies to bring gender balance and equity to your organization.
We talk about teams “embracing change” and discuss how organizations can prepare for change big and small, so team members can process, prepare, and accelerate change adoption.
We explore Psychological Safety in the workplace: how it influences the way people work, how to increase the sense of psychological safety in your culture and your leadership team, and how to bring alignment to hot-spot areas of the organization.
Locus of Control and Micromanagement: What it says about leaders, the dangers for teams, and how to break the trust/control/micromanagement cycle.