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I've done a lot of research on leaders, and what I've learned is the one thing most leaders forget to do is reenergize, recover, refresh. How do you do that? Well first of all, it doesn’t take that long, so don't tell me that you don't have time to go to the gym. Lean on a friend, have a quick conversation in the middle of the day. Maybe start a physical activity slowly. So, instead of trying to run 18 miles every time you go out, just run a mile. Be kind to you and do some things that help you reenergize. That will start to relieve the pressure, and what you might notice is you do even better when your pressure level is lower.":1,"#And then, every week, maybe on a Friday, take a half an hour to review how you're doing. What are you learning? How are you growing? How well are you coping? That little review will help you reset for the next week.":1,"#If that's still in place, all those things are in place, then you're in the right place. And now it's up to you to manage what you can control, and that means the hard one: setting boundaries. This is when you're going to go home; this is when you're going to resume looking at your emails. Reset your workload—probably with the help of your boss—so that you can give some work away or not do some work or postpone that work.":1,"#So, what do we do? We now know what's external, what's temporary, and what's internal—what's ourselves. We reframe. “How do you do that, Joanna?” You take your glasses off, you put new glasses on because you want to reduce pressure. The first thing to think about is that it's your choice. It's your choice what mindset or belief to have and what behavior you have. So, remind yourself. In fact, take a time and maybe write it down. Why did you want that job in the first place? Was it a paycheck? Are you learning new skills? It is a stepping-stone to something more interesting to you? What do you like about this company? What are the strengths of this company that you appreciate and the industry? What turns you on about the industry? And you, what is it that you want most to achieve? What do you aspire to do? What are your goals?":1,"#Now, take a look, and this is the hard part. What's internal? What did you choose to do? You might have a mindset that's adding pressure. Here’s one: the need to be perfect. Do you have a need to be totally perfect? That's going to cause a lot of pressure.":1,"#Now take a look at what is temporary and probably could go away. For example, you might be in a new role and your learning curve is very steep. You might have a new boss and you're just working out a relationship. You might be on a project and there is a deadline. Or there might be an issue that is going to go away. Can you live through it?":1,"#First of all, have a sit and collect the facts. What pressure is coming from external factors—like the industry that you work in, the company that you work in, your very job? These external factors probably won't change unless you completely change your path.":1,"#First of all, have a sit and collect the facts. What pressure is coming from external factors—like the industry that you work in, the company that you work in, your very job? These external factors probably won't change...":1,"#You know we all have pressure at work. Everything adds pressure until the moment where you feel like you are just going to explode. And who cares what’s going to happen to the people and the things around you? Now if you're getting to that point, we have got to find some relief together. So here’s what I hope that you’ll do.":1,"#Regardless of the job, we all feel pressure at work. Joanna Barsh presents steps you can take to address and lower internal, external, and temporary pressures.":1,"#How to Relieve Work Pressure":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Jo Owen</strong></a> is a best-selling and multi-award-winning leadership author, keynote speaker, and social entrepreneur<em ljsid-2=\"\">. </em>He is the founder of Teach First, the UK’s largest graduate recruiter, as well as 7 other nonprofit organizations. Owen is the author of several books, including <em ljsid-4=\"\">The Mindset of Success</em>.":1,"#The more time you spend in preparation, the less time you will waste in execution. So be prepared to invest in setting the goal well now and get a great result later.":1,"#<em ljsid-0=\"\">Check for understanding.</em> Don't make the fatal mistake of summarizing yourself. Ask the goal taker to summarize what they think they have agreed. This usually uncovers misunderstandings, which you can now correct in real-time.":1,"#<em ljsid-0=\"\">Agree the process for achieving the goal.</em> How will progress be monitored? How will decisions be made? What reports will be required, if any?":1,"#<em ljsid-0=\"\">Offer support.</em> Ask what support and resources will be required to achieve the goal. This is a negotiation which you should treat as a win-win. You both want the goal achieved, and the only question is how. So, explore solutions together.":1,"#<em ljsid-0=\"\">Explain and explore the context.</em> Show why the goal is relevant to the firm, to the team, and most important, what it means to the goal taker. What's in it for them? Explore the trade-offs. If we're able to get more customers, what does that mean for prices, delivery, support? Test some specific scenarios using the \"what if\" question. Once you both agree the goal, you can move to step 3.":1,"#<em ljsid-0=\"\">Build buy-in.</em> If you just tell someone their goal, they'll have no ownership or commitment to it. You have to make the goal their goal, not your goal. That means using persuasion, not just power, to set your goal. You can do this by following steps 2 to 5.":1,"#Setting goals should be Management 101, but it routinely confounds the best managers and the best firms. Here's how you can set goals which work.":1,"#414 Results found for <span ljsid-1=\"\">\"Well-Being\"</span>":1,"#And the third way of taking care of people is to provide them a sense of psychological safety and security, which means to the extent possible, avoid laying them off, avoid juggling their schedules at the last minute, and finally, give them as much control as you can over their work. Because people are autonomous; they are adults; they would like to be treated as adults; and people do better work when they have autonomy on the job. They are more motivated and their performance is higher. And conversely, when you tell people what to do, when to do it, and how to do it, and they feel micromanaged, they don't do as good a job, and they're more likely to suffer both physical and psychological distress.":1,"#Secondly, people do better when they feel socially supported. So, you need to be supportive to them and understand their personal issues and give them support, and it's great to put people into groups where they can build social support for each other. For instance, collect money, and have the company contribute to that pool of money, so that you can help people out if they’re having difficulties of medical or financial difficulties. Visit people when they're sick, acknowledge their birthdays, acknowledge important life events—in other words, provide them some level of social support.":1,"#Recognize that every organism, including human beings, need rest. They need time to relax. So, therefore, it is not really helpful to have them always on their computers and cell phones, to be calling them and emailing them at all hours of the day and night. That's not a very good thing to do.":1,"#So, if you want to cut turnover, and if you want to have people be more productive, and therefore your unit to be more effective, it is really essential that you care for their psychological and physical well-being. Healthy people work better and are much less likely to quit. If you want your employees to be psychologically and physically fit, and to care for them, there are several things you need to do:":1,"#Thirdly, there's several studies that show turnover is higher among people who are suffering physical or psychological ill health. Again, that isn't surprising, but there’s empirical research that backs that up.":1,"#Secondly, the evidence is pretty clear that healthy—both psychologically and physically healthy—employees do better work. They are more productive and more profitable. It's kind of common sense, but it turns out there’s actually empirical evidence that demonstrates that.":1,"#As a manager, you have a responsibility to take care of the people who work for you, for several reasons. First of all, they're human beings who come to work every day, and it would be nice if you sent them home at the end of the day in at least as good shape as when they arrived with you in the morning, because you ought to think of your role as a leader, as a steward. The people have entrusted their lives—their economic lives, their psychological lives, even their physical lives—to you, and you as a leader have a stewardship responsibility to care for them and to care about them.":1,"#In You Sold Your Company, investment expert J. Ted Oakley focuses on a unique group: those who have sold (or are preparing to sell) a business they’ve spent years building. This is a moment of great uncertainty, and sellers may be unsure what the future holds as they move from managing a company to managing their newfound wealth. Oakley offers a step-by-step process to help people determine what investments are worth their time and money. He also discusses how to find fulfillment after achieving career success that many can only dream of.":1,"#You Sold Your Company":1,"#Star Brands":1,"#The Shareholder Action Guide":1,"#Boris Groysberg, Michael Slind":1,"#Talk, Inc":1,"#In The Nature of Investing, Katherine Collins connects investment and natural processes. Her emphasis is on a more community-based strategy that stresses basic human judgment over technology. This natural approach affords investors strength and stability in times of great change and market turbulence. The ability to adapt and adjust, similar to what plants and animals do in nature, is the key to survival and success. Flexibility and resilience are more important than control and rigidity.":1,"#Katherine Collins":1,"#The Nature of Investing":1,"#In today’s fast-paced world, every leader will inevitably face the prospect of addressing and implementing breakthrough change. Generally speaking, leaders and organizations rely on predictability and routine in everyday operations. As a result, employees and leaders alike often feel apprehensive when a breakthrough companywide change is announced. In Stacking the Deck, David S. Pottruck uses his vast experience as a leader and CEO to outline his nine-step “Stacking the Deck” process for successfully implementing and inspiring change within all levels of an organization. He aims to distill the techniques, skills, and lessons he has learned throughout his career into a logical and sequential approach for leading successful company-wide change.":1,"#Stacking the Deck":1,"#The Pied Pipers of Wall Street":1,"#The financial services industry was modeled on the prevailing attitude, held by banks and old-world brokerage houses, that customers needed them—which they did. Until recently, access to financial markets was limited to the wealthy, the well-connected, and the institutions that enjoyed virtual monopoly through regulation. Charles “Chuck” Schwab founded The Charles Schwab Corporation to buck this tradition. Rather than model his firm after traditional banks and brokerages, he modeled his customer-focused company after Wal-Mart, Home Depot, and the Gap—great retailers that have thrived by being responsive to customers’ needs.":1,"#David S. Pottruck, Terry Pearce":1,"#Clicks and Mortar":1,"#Investing in the stock market has always been risky. Even the most conservative of investors have had their shares of ups and downs. In Wall Street’s Just Not That Into You, Roger C. Davis shares a less traditional way of investing in the stock market, one in which current market trends are given a more important role in deciding where to invest. This tactical investment strategy reduces losses that many of the long-term-hold strategists accept as a normal part of the market.":1,"#Roger C. Davis":1,"#Wall Street's Just Not That Into You":1,"#In How the Stock Market Works, financial journalist Michael Becket provides an informative look at the key elements of the stock market, with a focus on Great Britain. From basic definitions of stocks, bonds, derivatives, and alternative investments to advice on how to analyze financial opportunities, Becket provides the tools necessary for novice investors to enter the stock market with confidence.":1,"#Michael Becket":1,"#How the Stock Market Works":1,"#422 Results found for <span ljsid-1=\"\">\"stocks\"</span>":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Ta strona internetowa korzysta z takich technologii jak pliki cookie, aby umożliwić niezbędną funkcjonalność witryny, a także do następujących celów: analityka, personalizacja i reklama ukierunkowana. Możesz zmienić swoje ustawienia w dowolnym momencie lub zaakceptować ustawienia domyślne. Możesz zamknąć ten baner, aby kontynuować korzystanie tylko z niezbędnych plików cookie.":1,"#Because of the global capital market’s overwhelming scale and increasing ability to integrate and act as a single market, individual national financial markets are losing their separate identities as they merge into a single, overpowering marketplace. Governments in many small nations are losing their ability to significantly influence their exchange or interest rates, and larger countries are finding it more difficult to control those rates—even the United States.":1,"#Market Unbound":1,"#<strong ljsid-0=\"\">Suzanne Vickberg</strong> is a social-personality psychologist and Chief Researcher for The Deloitte Greenhouse Experience group. She coaches leaders and teams to envision new possibilities and create cultures where individuals thrive. She’s the primary author of the <em ljsid-2=\"\">Business Chemistry</em> blog on Deloitte.com and coauthor of two books: <em ljsid-4=\"\">Business Chemistry</em> and <em ljsid-6=\"\">The Breakthrough Manifesto</em>.":1,"#<strong ljsid-0=\"\">Jenny Taitz</strong> is a clinical psychologist, board certified in cognitive behavioral and dialectical behavioral therapies, and an assistant clinical professor in psychiatry at UCLA. She’s the author of <em ljsid-2=\"\">Stress Resets: How to Soothe Your Body and Mind in Minutes</em>.":1,"#<strong ljsid-0=\"\">Ethan Kross</strong> is a professor of psychology at the University of Michigan. He’s spent years studying how people talk to themselves and the effect that this “chatter” has on our performance. He’s the author of the book <em ljsid-2=\"\">Chatter: The Voice in Our Head, Why It Matters, and How to Harness It</em>.":1,"#<strong ljsid-0=\"\">Thomas H. Davenport</strong> is the President’s Distinguished Professor of Information Technology and Management at Babson College, a visiting scholar at the MIT Initiative on the Digital Economy, and a senior adviser to Deloitte’s AI practice. He’s a coauthor of <em ljsid-2=\"\">All-in on AI: How Smart Companies Win Big with Artificial Intelligence</em>.":1,"#<strong ljsid-0=\"\">Kim Christfort</strong> is the Chief Innovation Leader and National Managing Director of The Deloitte Greenhouse Experience group and the architect and global leader of Deloitte’s proprietary working style system, Business Chemistry. She’s coauthor of the books <em ljsid-2=\"\">Business Chemistry </em>and <em ljsid-4=\"\">The Breakthrough Manifesto</em>.":1,"#<strong ljsid-0=\"\">Ed Batista</strong> is an executive coach and an instructor at the Stanford Graduate School of Business. He writes regularly on issues related to coaching and professional development at edbatista.com, and he contributed to the <em ljsid-2=\"\">HBR Guide to Coaching Your Employees</em>.":1,"#<strong ljsid-0=\"\">Sian </strong><strong ljsid-1=\"\">Beilock</strong> is the president of Dartmouth College, a cognitive scientist, and the author of two books: <em ljsid-3=\"\">Choke: What the Secrets of the Brain Reveal about Getting It Right When You Have </em><em ljsid-4=\"\">To</em> and <em ljsid-6=\"\">How the Body Knows Its Mind: The Surprising Power of the Physical Environment to Influence How You Think and Feel</em>.":1,"#<strong ljsid-0=\"\">Alison Beard</strong> is an executive editor at <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<em ljsid-0=\"\">Get real and acknowledge that you’re not perfect</em>. Everyone makes mistakes or gets things wrong. When you make a mistake, own it, reflect on what you’ve learned from it, share what you’ve learned with others, and move forward.":1,"#<em ljsid-0=\"\">Stop </em><em ljsid-1=\"\">leaning on</em><em ljsid-2=\"\"> what you know</em>. An overreliance on knowledge and expertise can lead to close-mindedness. If you’re facing a challenging problem, set aside everything you know, abandon your assumptions, and be curious. Ask thought-provoking questions and stretch your thinking.":1,"#<em ljsid-0=\"\">Silence your inner critic</em>. If you tend to be a naysayer and often turn that on yourself, expand your thinking to make room for possibilities. Be open to exploration.":1,"#When you’re stuck, use the following techniques to shift your mindset and behavior toward achieving a breakthrough:":1,"#If you’re stuck in some aspect of your life, you need a breakthrough to release it. Breakthroughs provide new insights or new ways to overcome obstacles. Though some people resist breakthroughs by dismissing new ideas, making assumptions, or seeking to avoid mistakes, anyone can learn to activate them intentionally.":1,"#By Kim Christfort and Suzanne Vickberg":1,"#Build More Breakthroughs in Your Day":1,"#<em ljsid-0=\"\">Check your thinking for errors</em>. When you’re in a calm state, think about your typical thinking errors. Examples include over-focusing on a small part of a communication that bothers you so that you miss the main message or turning a small transgression into a big issue.":1,"#<em ljsid-0=\"\">Train your brain to become nonstick</em>. When you begin to ruminate, distract yourself with an easy but mentally engaging activity that requires you to concentrate. Perform a physical activity to shift your focus.":1,"#<em ljsid-0=\"\">Distinguish between ruminating and problem-solving</em>. Rumination has a negative correlation with problem-solving. Shift from ruminating to taking action. Even small steps are beneficial.":1,"#<em ljsid-0=\"\">Obtain psychological distance</em>. With your dominant pattern in mind, take steps to put psychological distance between yourself and your triggers. View your triggers as mere thoughts and feelings rather than truths about yourself. Think lightheartedly about your tendency to ruminate. Evaluate whether your reactions demonstrate entitlement or self-absorption.":1,"#<em ljsid-0=\"\">Identify your most common triggers</em>. Make a list of what has triggered your tendency to ruminate in the past. Pay attention to whether your dominant pattern is to ruminate over blaming yourself or over blaming others.":1,"#If you find yourself ruminating over mistakes you’ve made and things you wish you’d done differently, use these techniques to free yourself from destructive overthinking:":1,"#Simple Ways to Stop Obsessing Over Your Mistakes":1,"#<em ljsid-0=\"\">Fall back on your values</em>. Your values reflect what matters most to you. Use them to assess any decision you’re struggling to make. Choose the option that aligns most with your core values.":1,"#<em ljsid-0=\"\">Try the snap judgment test</em>. Quickly answer a yes or no question about a particular choice and write it down. Revisit your answer after a few hours. Chances are it’s the right answer.":1,"#<em ljsid-0=\"\">Test-drive your choices</em>. As you begin integrating intuition into your decision-making process, role play the options to avoid overthinking. Pretend you’ve made a choice, then pay attention to how you feel. Then choose another option and do the same. Simulating outcomes will help you decide what feels right.":1,"#<em ljsid-0=\"\">Start by making minor decisions</em>. Test your intuition on small decisions that have minimal consequences, such as choosing an outfit or asking a question in a meeting. Doing so helps you build your tolerance for distress.":1,"#<em ljsid-0=\"\">Discern gut feeling from fear</em>. Fearfulness is characterized by negative feelings and constrictive bodily sensations. Intuition feels as if you’re being rightly pulled toward something. Associated emotions include excitement and ease, and your body tends to relax.":1,"#Research indicates the best decisions are made by combining data with intuition. Don’t be afraid to incorporate your gut feelings into your decision-making process. Use the following techniques to successfully leverage your intuition:":1,"#How to Start Trusting Your Gut":1,"#<em ljsid-0=\"\">Put a clock on your decision</em>. Assign a deadline for making your decision, then design your due diligence around that deadline.":1,"#<em ljsid-0=\"\">Look into buying an option</em>. Take a small step in the direction of your decision to test it out. For example, you could make a minimal investment in another company instead of acquiring it outright.":1,"#<em ljsid-0=\"\">Determine how often the same decision will be made</em>. Repeated decisions require deeper analysis. They also provide valuable data that can shape future decision-making. Important but rare decisions require considered examination from various perspectives.":1,"#<em ljsid-0=\"\">Consider the importance of your decision</em>. The more important a decision is, the greater the due diligence you must perform before you make it. Low-level decisions can be made quickly so you can devote your attention to the more important ones.":1,"#Delaying decision-making can negatively impact your business and your personal life. However, hasty decisions can cause issues as well. How do you know when you’ve done enough deliberating? Use the following criteria to determine when it’s time to move forward:":1,"#By Thomas H. Davenport":1,"#When to Stop Deliberating and Just Make a Decision":1,"#Research shows that successful decisions are born more out of commitment to their success than out of analysis, and that your emotions are critical to succeeding with a trade-off decision. Use these emotions to envision your anticipated future state.":1,"#Recognizing that the effort you make to support your choice’s success is more important than how you choose it.":1,"#Determining your degree of motivation toward making any option successful.":1,"#Paying attention to your feelings and emotions.":1,"#Help yourself move forward in the right direction by:":1,"#A more effective approach to making consequential decisions is to focus your energy on taking the right first steps to ensure the decision you make will turn out to be the correct one. By doing so, you gain more control over decision-making success than you would otherwise.":1,"#Some decisions—for example, choosing a job or relocating to another town—come with a substantial cost if they’re wrong. This dynamic can paralyze decision-making, especially for people who tend to worry about making the right decision.":1,"#By Ed Batista":1,"#Stop Worrying About Making the Right Decision":1,"#Adopt strategies to mitigate ruminating.":1,"#Focus on improving by just 1 percent.":1,"#Create a heuristic to help you make decisions faster and take productive action sooner.":1,"#Learn from your successes rather than your mistakes.":1,"#If you’re a perfectionist, use these techniques to disrupt your perfectionist mindset and minimize the downside of perfectionism:":1,"#Perfectionists can have difficulty making decisions and taking action. They tend to worry excessively over tiny details, ruminate about their faults or mistakes, and avoid failure by avoiding challenges. They’re also vulnerable to rejection when they expect others to meet their same high standards.":1,"#Perfectionism can lead to great qualities, including high standards, a strong work ethic, and tenacity. However, perfectionism also has a downside.":1,"#How Perfectionists Can Get Out of Their Own Way":1,"#Share your thoughts and feelings with someone else in a productive manner by focusing on broadening your perspective.":1,"#Use mental time travel to place yourself at a future time when you can reflect on your situation with positivity.":1,"#Give yourself advice in the same way you would advise someone else, addressing yourself by your name.":1,"#Many individuals tend to overthink situations, leading to constant inner chatter and additional stress. Based on years of studying overthinkers, professor of psychology Ethan Kross offers the following advice on how you can calm your inner voice and end incessant and debilitating worry:":1,"#An Interview with Ethan Kross by Alison Beard":1,"#Managing Your Inner Chatter":1,"#<em ljsid-0=\"\">Self-validate</em>. Replaying stressful conflicts with others in your head magnifies their negative impact on you. Instead, create a thought pattern in which you legitimize your feelings and then let them go.":1,"#<em ljsid-0=\"\">Sit with uncertainty</em>. Ruminating over disastrous possibilities won’t help you avoid them. Instead, train yourself to accept uncertainty. Practice experiencing what’s happening in the present without worrying about the future. Use mindfulness techniques to relax your mind and body.":1,"#<em ljsid-0=\"\">Take your thoughts less seriously</em>. Negative thoughts about yourself lead to stressful feelings. If you’re prone to negative self-talk, change the narrative. Consider thoughts as ideas to be considered rather than truths to live by.":1,"#<em ljsid-0=\"\">Anchor yourself</em>. When your thinking begins to spin, bring yourself into the present by observing your thoughts, physical feelings, and activity, then calm yourself, clear your mind, and relax your body.":1,"#Use these four strategies to stop dwelling on your stress and stay in the present:":1,"#In a world full of stressors, it can be difficult to break an ongoing stress cycle. Some individuals try to cope by overthinking, ruminating, and worrying, which only makes the cycle worse.":1,"#By Jenny Taitz":1,"#How to Stop Dwelling on Your Stress":1,"#<em ljsid-0=\"\">Let</em><em ljsid-1=\"\"> go</em>. Accept the situation. Acknowledge what you’ve learned from it. Take action that makes a difference.":1,"#<em ljsid-0=\"\">Put things in perspective</em>. Don’t catastrophize. View situations realistically, drawing from past experiences and likely outcomes.":1,"#<em ljsid-0=\"\">Control your attention</em>. Avoid an unproductive thinking loop by focusing on where you can take productive action.":1,"#<em ljsid-0=\"\">Wake up</em>. Don’t slip into autopilot because your brain is occupied with overthinking. Pay attention to your situation, mentally and physically.":1,"#If you’re a chronic worrier, break your worrying habit through these four steps:":1,"#Prepare ahead of time, including engaging in practice scenarios that simulate the event.":1,"#Focus only on the most important points you want to convey.":1,"#Reframe signs of nervousness as positive.":1,"#Sing a song or repeat a mantra in your head.":1,"#Distract your brain with a simple task, like a crossword puzzle.":1,"#Use these techniques to avoid overthinking and keep your prefrontal cortex functioning normally in stressful situations, such as job interviews or important presentations:":1,"#Most of the time, the prefrontal cortex of your brain (which powers cognition) is running on autopilot and everything you’re doing goes well. However, when you’re feeling stressed, your immediate thoughts interfere with this process. Suddenly you’re examining every detail, second-guessing yourself, and often failing when you most want to succeed.":1,"#By Sian Beilock":1,"#Why We Overthink When We’re Stressed":1,"#<em ljsid-0=\"\">Overanalyzing</em>. If you’re getting bogged down in the irrelevant minutia of a current topic, thought, or situation to the point where you can’t act, step back and refocus on what matters. Elevate your thinking to a productive level by prioritizing your three most important decision criteria.":1,"#<em ljsid-0=\"\">Future tripping</em>. If you’re overly focused on future scenario planning, can’t celebrate current successes, and are agitated by your to-do list, practice bringing calmness into the present. Visualize your successful future to put current stressors into perspective. Identify and avoid your future tripping triggers.":1,"#<em ljsid-0=\"\">Future tripping</em>. If you’re overly focused on future scenario planning, can’t celebrate current...":1,"#<em ljsid-0=\"\">Rumination</em>. If you tend to fixate on negative feedback, continually review your past failures, and are overly cautious about making another mistake, take steps to get rumination under control. Designate a daily “worry time,” then let your thoughts go. Take steps to remediate the worries you have control over.":1,"#It’s easy to get trapped into overthinking. The result can be exhaustion, anxiety, and burnout. To avoid these outcomes, learn how to recognize and combat the following three forms of overthinking:":1,"#Three Types of Overthinking—and How to Overcome Them":1,"#You can tame your tendency to overthink by applying proven techniques, strategies, and best practices that address its root causes, signs and signals, and manifestations.":1,"#While perfectionism has some advantages, it can also lead to overthinking, delaying decisions, and avoiding challenges. The best decisions are made not by overthinking but by combining data with intuition.":1,"#Ruminating, imagining fearful future scenarios, and overanalyzing are the three common forms of overthinking.":1,"#Overthinking, which is often a response to stress, can lead to diminished productivity and decision-making, and can compound stress rather than relieve it. It can negatively impact both businesses and individuals.":1,"#In <strong ljsid-1=\"\">Managing Overthinking</strong> from the HBR Emotional Intelligence Series, experts spanning the disciplines of psychology, cognition, professional development, innovation, and information technology share insights, guidance, and best practices on how to tame overthinking and do your best thinking in any situation and under any circumstance.":1,"#HBR Emotional Intelligence Series":1,"#English":1,"#Afrikaans":1,"#Research shows that people are happier and more productive when they are mentally and physically healthy. Jeffrey Pfeffer offers 3 ways you can keep your employees psychologically and physically fit.":1,"#Coaching expert <strong ljsid-1=\"\"><a ljsid-1-0=\"\">Sue Powell</a> </strong>worked with clients that range from entrepreneurs and creative pioneers to senior executives in blue chip for over 13 years. She wrote for <em ljsid-3=\"\">Psychologies</em> and <em ljsid-5=\"\">Get The Gloss</em> in the UK and was been featured on the BBC as a career expert.":1,"#So often, when we use a GROW approach, what we find is that people change their goals based on these 3 simple questions. And that means that when they do come to focus, they focus on the things that really mean something to them and the organization.":1,"#And this is a really important part of the GROW framework, because the next step is, “So where are you now?” The reality. And the third step is, “What options do you have to get there?” And the fourth step is, “What do you actually going to do?” And if we don't spend time in the goal phase, being really clear, creating emotional connection to what has to be achieved, then we're simply going through the motions, and people waste time and energy trying to deliver something that actually isn't the real goal at all.":1,"#And then the third question—and this is the really important one—is, “What the success look like?” “What does it feel like? How will you think? How will you behave? What will be going on when you achieve this goal?” As leaders, we have to be prepared to dive deeper, to be more curious about what success would look like.":1,"#And then we follow up with the second question, which is, “What's important to you about that?” And that gives them and us an opportunity to hear the underlying motivations. What really drives this person? What connects them to this goal?":1,"#So when we ask them what about their goals for this year or this six months or this project, the first question should be, “What do you really want?” And then, good coach-like leaders, they're silent because silence is a coaching skill. Well, let the other person figure out what it is they really want.":1,"#So as leaders, part of our responsibility is to make sure that there's a natural energy and connection that comes from the goal that’s set, and there's a very simple way to do that. That's by focusing on 3 simple questions.":1,"#Many of you will know already the <em ljsid-1=\"\">GROW</em> correct coaching framework, where the acronym GROW stands for <em ljsid-3=\"\">goal, reality, options</em>, and <em ljsid-5=\"\">will</em>. I particularly like this model's approach because of the emphasis placed on getting clearer on the goal. In particular, as leaders, we often hear a goal, encourage people to pursue it—but actually, they pursue it because they’ve been told to, because it's a corporate will, because their bonus gets paid on it, rather than because they have a natural energy and connection to the goal.":1,"#Often, people spend their time and energy pursuing goals that are not integral to the organization. Sue Powell explains how leaders can use the <em ljsid-1=\"\">GROW</em> model to help their people clarify a specific goal and connect to it.":1,"#Rohan Sajdeh, Dylan Bolden, Michael J. Silverstein, Rune Jacobsen":1,"#<em ljsid-0=\"\">Explain and explore the context.</em> Show why the goal is relevant to the firm, to the team, and most important, what it means to the goal taker....":1,"#Stock traders and buyers beware. The talented talking heads of financial news gathering agencies may be part of today's hyped up age of stocks where the talented talkers of the brokerage firms could be increasing their own money, not yours. Just like the children of those poor and unsuspecting folks in the fairy tale, your fortune and future could easily disappear, led away by charismatic pipers called stock analysts. Benjamin Mark Cole's argument is brokerage houses have sold out the common investor in favor of bigger corporate interests. He provides us with heavyweight examples of analysts hyping stocks that later went bust. Cole's criticism of Wall Street salesmen is timely. Investors are looking for a villain in the overnight evaporation of billions of dollars in retirement funds. Analysts can't take the blame entirely for the stock-market downturn, but their behavior during the run up deserves closer inspection.":1,"#Corporations have tremendous power, but many investors do not realize that as shareholders in publicly traded companies, they have the power to change how corporations approach important issues, such as sustainability and corporate governance. In The Shareholder Action Guide, Andrew Behar outlines what shareholders, either working individually or as a group, can do to engage with corporations to persuade them to change their behaviors. He outlines techniques shareholders can use to advocate for environmental, social, and governance issues and provides examples of successful advocacy campaigns.":1,"#In Managing Overthinking from the HBR Emotional Intelligence Series, experts spanning the disciplines of psychology, cognition, professional development, innovation, and information technology share insights, guidance, and best practices on how to tame overthinking and do your best thinking in any situation and under any circumstance.":1,"#Managing Overthinking":1,"#In My Boss Is a Moron, Ben Askins illustrates how to spot and guard against a “bad boss” before and while working for a new company. His action plans and proven strategies can be a game-changer for you as you decide where and for whom you’ll work.":1,"#My Boss Is a Moron":1,"#Take Care of Your Team's Emotional and Physical Health":1,"#By Alice Boyes":1,"#Clicking this link will redirect to relevant products for the Speaker Jo Owen.":1,"#As a manager, you have a responsibility to take care of the people who work for you, for several reasons. First of all, they're human beings who come to work every day, and it would be nice if you sent them home at the end of the day in at least as good shape as when they arrived with you in the morning, because you ought to think of your role as a leader, as a steward. The people have entrusted their lives—their economic lives, their psychological lives, even their physical lives—to you, and you as a leader have a...":1,"#In Talk, Inc., published by Harvard Business School Publishing, Boris Groysberg and Michael Slind show how companies are using a more intimate, interactive, and inclusive form of corporate communications to drive their businesses forward. They profile a diverse set of companies, all using conversational forms of communication to engage both employees and customers. The era of the company newsletter and the CEO email blast are over. Employees today need to be able to trust that their own personal goals align with those of the company. Conversational corporate communications fulfill that need and helps leaders make growing companies feel small again. The result can be a global organization with the animation and energy of a startup.":1,"#. Drawing from personal burnout experiences and behavioral science, Mackin emphasizes that “work life is life,” advocates for personalized strategies over one-size-fits-all solutions, and empowers individuals and leaders to foster purpose, psychological safety, and vitality.":1,"#motives":1,"#framework—a research-backed approach to achieving genuine well-being at work by aligning with 28 core human needs, or":1,"#Motives Met":1,"#, CEO Kelly Mackin introduces the":1,"#Work Life Well-Lived":1,"#Adapted by permission of <a ljsid-1=\"\">Harvard Business School Publishing Corporation</a>":1,"#Clicking this link will redirect to relevant products for the Speaker Joanna Barsh.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#<strong ljsid-0=\"\">Alice Boyes</strong> is a former clinical psychologist turned writer and the author of <em ljsid-2=\"\">The Healthy Mind Toolkit, The Anxiety Toolkit</em>, and <em ljsid-4=\"\">Stress-Free Productivity</em>.":1,"#by Jo Owen":1,"#Mental Health<span ljsid-1=\"\">, </span>":1,"#So as leaders, part of our responsibility is to make sure that there's...":1,"#by Sue Powell":1,"#Clicking this link will redirect to relevant products for the Speaker Sue Powell.":1,"#Diana Farrell, Lowell L. Bryan":1,"#by Joanna Barsh":1,"#Analityka":1,"#In":1,"#The Strategic Side Gig":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Joanna Barsh</strong></a> is Director Emerita at McKinsey & Company. She helped consumer-facing clients for over 30 years on growth strategy, performance transformation, organization effectiveness, and leadership development. A popular speaker, Barsh is also the best-selling author of several books, including <em ljsid-2=\"\">Grow Wherever You Work</em>.":1,"#By Melody Wilding":1,"#Happiness at work requires company leadership to support employees with a culture built on emotional intelligence, flexibility, and purpose-driven work. In the second edition of Unlocking Happiness at Work, Jennifer Moss connects inherent psychological needs to emotional needs in the workplace. By focusing on how companies can support employee well-being, Moss demonstrates how anyone at any level can learn how to create a happier work experience.":1,"#Unlocking Happiness at Work, Second Edition":1,"#Panic and anxiety can feel debilitating, but you can take purposeful steps to reclaim the power they hold over your life. In Panic Proof, Dr. Nicole Cain recounts her experiences with various therapies designed to treat her panic, modern research on what truly works, and practices that have helped her and others heal. She provides actionable steps you can take to evaluate your obstacles to healing and shares clear solutions and protocols to mitigate them.":1,"#Dr. Nicole Cain":1,"#Panic Proof":1,"#HBR Daily Leader":1,"#Successful project management involves aligning your goals, your team, and your process. Jennifer Wisdom addresses how to succeed with each one.":1,"#Mastering Project Management Basics":1,"#Your leadership influence extends across many aspects of your professional and personal life. How you exercise leadership every day in your various leadership roles is up to you. In HBR Daily Leadership, Harvard Business Review leadership experts contribute 365 insights, condensed and categorized for this summary, that can help you be an exceptional leader in any circumstance.":1,"#Dr. Anders Hansen":1,"#In Shift, Ethan Kross provides an invaluable toolkit for understanding your emotions and navigating them with confidence. His practices, thought exercises, and stories of emotional problems and processes will help empower you to be an active participant in your emotional life and enjoy the relief that can come from helpful shifts.":1,"#Measuring Soft Skills Doesn't Have to be Hard":1,"#When the pressure’s on, your energy—and your team’s—can make all the difference. In this learning path, you'll discover practical ways to boost resilience, prevent burnout, and create an environment where emotional and physical well-being fuel performance. Whether you're leading a team or managing your own momentum, you’ll walk away with energizing habits and leadership strategies that help everyone thrive under stress.":1,"#Rosa Cendros":1,"#The article focuses on the importance of collecting qualitative data to enhance the evaluation of soft skills development programs. It highlights how traditional metrics often fail to capture the nuanced impacts of training, such as behavior changes and ripple effects on team dynamics. By employing methods like open-ended surveys, reflective assignments, and interviews, organizations can gain deeper insights into how participants apply their learning and the factors that facilitate or hinder this application. The article emphasizes that qualitative data not only complements quantitative metrics but is essential for demonstrating the true value of soft skills training in the workplace.":1,"#Staying Energized When It Matters Most":1,"#<strong ljsid-0=\"\">Melody Wilding</strong> is an executive coach and the author of <em ljsid-2=\"\">Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work</em>.":1,"#It’s a leader’s job to create a psychologically safe space where everyone can contribute and shine. In Psychological Safety from the Harvard Business Review Press Emotional Intelligence Series, experts explain how you can build a psychologically safe environment, acknowledge difficult topics, and ensure everyone feels comfortable to fully engage with those around them. By encouraging people to speak up, ask questions, take risks, and make mistakes without fear of repercussion, you can create a psychologically safe space for your team.":1,"#Making Space to Reflect and Refocus":1,"#It's time for a fresh perspective. In this learning path, you’ll hit pause to look inward and outward—reflecting on how you’ve grown, what you’ve learned, and how to move forward with purpose. Through expert videos and thought-provoking summaries, you’ll explore practices for meaningful self-reflection, team debriefs, and reframing goals that no longer serve you. It’s a chance to slow down, realign, and move forwad with clarity and intention.":1,"#Emotional Intelligence<span ljsid-1=\"\">, </span>":1,"#Burnout isn’t just about being tired—it’s about depletion of willpower. Maja Djikic explains how understanding your daily drainers and restorers can help you manage stress, protect your energy, and avoid burnout.":1,"#How to Prevent Burnout":1,"#Filipino":1,"#The article focuses on the importance of establishing effective collaboration methods within teams in the context of modern work environments characterized by constant distractions and rapid changes. It emphasizes the need for clarity in roles and responsibilities, suggesting tools like the RACI matrix and the Herculean Doughnut collaboration template to facilitate discussions about task ownership. Additionally, it highlights the evolving norms of communication, urging teams to define expectations around availability, meeting etiquette, and feedback culture. The conclusion stresses that mature teams, which regularly review their ways of working, can better support each other and prevent burnout, ultimately leading to improved outcomes and a positive work atmosphere.":1,"#Effective Habits That Last":1,"#©2026 EBSCO Information Services. All rights reserved.":1,"#Mary Olson-Menzel":1,"#Well-Being<span ljsid-1=\"\">, </span>":1,"#Ryan Hopkins":1,"#In a world obsessed with optimization, Julie Winkle Giulioni advocates for strategic sub-optimization. By creating space for serendipity and redefining success, leaders can foster sustainable results and reclaim joy, creativity, and meaningful connections.":1,"#Using Strategic Sub-Optimization to Create Space for Well-Being and Success":1,"#Your career is too short to waste in unfulfilling roles that don’t make the most of what sets you apart. The changing workplace is providing opportunities to align your career trajectory to your inner light—the unique value you bring to the table through your passions and natural abilities. In What Lights You Up?, Mary Olson-Menzel draws on the methodology that’s helped her executive clients fast-track new roles, promotions, and raises to show how harnessing your light can put your dreams within reach.":1,"#In 52 Weeks of Wellbeing, Ryan Hopkins offers a year-long guide to enhancing mental health while increasing fulfillment at work. Each week presents practical, research-backed tips, from embracing concepts like Kintsugi, hygge, and Furusato to practicing digital detoxes, building boundaries, and incorporating intentionality into your daily routine. By integrating these simple yet powerful practices, you can enhance your mental, physical, and emotional health throughout the year.":1,"#52 Weeks of Wellbeing":1,"#Reject Non-Essential":1,"#Great leaders don’t just manage tasks—they protect their teams from burnout. In this learning path, you’ll uncover proven strategies to recognize early signs of stress, reduce unnecessary pressure, and build a resilient team culture where people can thrive even in high-demand environments.":1,"#Fostering Stress-Proof Teams":1,"#Clicking this link will redirect to relevant products for the Topics Mindfulness.":1,"#Clicking this link will redirect to relevant products for the Topics Managing Stress.":1,"#Clicking this link will redirect to relevant products for the Author Harvard Business Review Press.":1,"#by Harvard Business Review Press":1,"#What Lights You Up":1,"#9 minutes":1,"#AMACOM Logo":1,"#Harvard Business Review Logo":1,"#Psychological Safety":1,"#Clicking this link will redirect to relevant products for the Topics Motivating & Inspiring.":1,"#Clicking this link will redirect to relevant products for the Publisher Harvard Business School Publishing.":1,"#Clicking this link will redirect to relevant products for the Topics Emotional Intelligence.":1,"#Showing 1-48 of <var total_pages=\"\"></var> items":1,"#This website utilizes technologies such as cookies to enable essential site functionality, as well as for analytics, personalization, and targeted advertising. You may change your settings at any time or accept the default settings. You may close this banner to continue with only essential cookies.":1,"#Targeted Advertising":1,"#Storage Preferences":1,"#Accept All":1},"version":203292}]