It’s common to hear college coaches say, “what you learn on the court or the field, you will take with you the rest of your life.” To be honest, I always assumed that adage was just something coaches said to justify running their players to death for hours on end. As it turns out though, they may be right.
A great leader is someone who is not solely focused on showing a profit for the businesses they manage. Instead, exceptional leaders recognize that “people proceeds” — the building and solidifying of relationships with the ones they lead– is the lifeblood of their achievements.
As my consulting company enters its 25th year, I am reflecting upon the things I’ve learned over the last quarter century that define great leadership, as well as the foundations of leaving a leadership legacy.
Acknowledging your feelings, instead of masking them, is the first step in releasing stress.
Whether you’re dealing with a personal problem or things at work have gotten out of hand, you have to be resourceful when dealing with stress. The first step is to acknowledge your fears and concerns, as the more you can let go of your emotions, the better you will feel.
Guest post by Robert Schaefer, VP of Client Services, Steinbrecher And Associates, Inc.
Cognitive science recognizes two distinct ways that we refer to ourselves. First, there is the extended form of self-reference. This is the concept of the self that exists across the length of our lives, often called the “narrative” self. Secondly, there is the momentary concept of self. This is the perception of “me” that is going through a specific experience at a specific moment (the here and now).
When we engage in interpersonal conflict, we often transpose the momentary and often stressful experience as something happening to our extended or narrative self. Whenever this occurs, the situation can feel like a personal threat. This common and understandable reaction makes it difficult to resolve disagreements with others in a healthy and positive manner, and as a result, we find ourselves in a counterproductive mode of conflict.
Research proves that the most successful leaders are willing to be introspective. Use this journal as your own personal diary of discovery as you explore the world of Heart-Centered Leadership.
[press release]
Dallas, TX (PRWEB) June 01, 2016
Susan Steinbrecher, CEO of Steinbrecher And Associates and her coauthor Dr. Joel Bennett first pioneered the concept of Heart-Centered Leadership over 13 years ago. Since then a second edition of the book has been released. “Heart-Centered Leadership: Lead Well, Live Well” advocates the seven leadership principles needed to create a connected, relationship-based workplace.
Heart-Centered Leadership is not a singular gold standard or pinnacle that only a rare few can achieve. True Heart-Centered Leadership lies in one’s ability to stop, go inward, and reflect on the course of action that we know is the right one, rather than succumbing to external pressures and circumstances.
To support this process, the Heart-Centered Leadership Journal was written as a companion piece to the book, Heart-Centered Leadership. The journal includes well-researched exercises in self-development that serve to expand leadership skills, accelerate personal growth, and professional development.
Steinbrecher And Associates, Inc.
Contact Us: (817) 268-3650
Contact Us: (817) 268-3650
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