Mastering personal growth requires that we bring mindfulness to fast-brain reactions, which sabotage our long-term goals, and operate more from the slow brain to move towards our values and goals.
Mastering personal growth requires that we bring mindfulness to fast-brain reactions, which sabotage our long-term goals, and operate more from the slow brain to move towards our values and goals.
Self-compassion gives us a space of inner psychological safety, which enables our natural curiosity and intelligence to come to the fore.
When psychological safety is created by these four elements, organisations are much more likely to innovate quickly and adapt well to change.
When these principles of conscious feedback are followed, the end result is psychological safety, which in turn boosts team and organisational performance.
The more we can slow down our reactive-brain reactions when receiving feedback, the more psychologically safe, constructive and growth-based our relationships and culture will be.
Shadows don’t exist only in individuals. They also exist in every organisation. Your organisational shadow is what really drives your organisation beneath your nice-sounding mission statement.
Through self-awareness we can better observe our underlying conditioning and the emotional avoidance creating poor behaviour, then self-regulate in real time to consciously choose values-aligned behaviours.
Mindful agreements, as opposed to edicts and expectations, allow the nice leader to create genuine performance accountability without alienating people.
To be self-aware is to be mindful and conscious of what is going on inside us, then learning how to manage our experiences and habits to act more clearly, deliberately and wisely in real time, not after we have acted, when it’s too late.
Values are your talk, and living in accordance with them through your behaviour is your walk. So what are the most important values for leaders to follow?