Courage in Practice – An Interview with Feena May of the ICRC – Part 2
…only takes courage to choose to walk a different path it also takes courage to choose or decide when the path is changing direction and it takes courage to admit…
…only takes courage to choose to walk a different path it also takes courage to choose or decide when the path is changing direction and it takes courage to admit…
…competencies, including conflict management, being inclusive, and demonstrating ethical leadership. Moreover, the more barrier behaviors a leader has, the more areas where their effectiveness comes up short. So how might…
…of the interview Sarah shares her insights on helping leaders express compassion, and reflects on cultivating her own practice of compassion. In your work, how do you help leaders become…
…behaviors and competencies? A: (Tricia) We think the shift to more people-oriented behaviors and competencies is likely coming about because both the leaders and those they are interacting with have…
…increasing her use of clear communication Elisa increased the time she spent clearly communicating expectations and she found it helped her provide better feedback to her team; she was selected…
…behaviors vary based on gender, generation, country, and many other factors – sometimes significantly. For example, when comparing male leaders to women leaders in a recent study, we discovered that…
…mindfulness. This is especially important for leaders, whose pressures can lead them to make instinctive decisions that are based on emotions and unconscious biases. Compassion Secondly, it needs compassion –…
…learn about people’s complexity and how motivational drives manifest themselves in seemingly infinite combinations. Even more fascinating is how these combinations of motivational forces may play out in a person’s…
…The 2018 MRG Annual Update Q: How can you help us assess competencies for a client? A: MRG has mapped many client competency models to the LEA (sometimes in combination…
…to managerial responsibilities. Leaders should aim for a better understanding of organizational chain of command and pay more attention to the success of others. First-Line Manager to Middle Manager: 9…