Values-driven leadership in the workplace is a practice many organizations are now embracing.
In my Act II coaching program, where people at midlife are exploring career and life transitions, one of the first exercises I provide asks them to identify their core personal values and then to test out the degree to which they are actually living them. We all like to believe that we stand for certain things. But if we do not live them out through a range of circumstances and adversity, they are not truly ours.
For many of us, the only time we take time out of our busy schedule of doing, is in January when we pause to reflect on the past and think about how to create an even better future in the coming year. January 1 is the time of year when in the North American culture, we review the year past, looking for achievements, experiences and joys to appreciate, and for opportunities missed, perhaps both in our professional and in our personal lives.
Many of us are not naturally this agile in our thinking. Most of us are products of a less-than-imaginative educational system which taught us to learn by rote and to make mental maps which then serve as established templates for researching, problem solving and decision making.
The M family owns a global family business run by Generations 1 and 2. They were encountering conflict within the leadership group which had already caused one son to leave the business.
SP is a senior leader in the Pharmaceutical industry who had received some difficult 360 feedback and wanted to work to improve.
PJ is an executive in a large financial institution, who engaged Rilla to help her accelerate into a new role in a new country.
The objective of planning and prioritizing is to program ourselves and our brains to let the automatic functions located in the cerebellum to take over repetitive tasks and free up your frontal lobes to do the more creative and complex problem solving. More and more of the work we are called upon to do in today’s economy cannot be done by rote.