Your Leadership Vision: A Book Excerpt

Leadership Vision

I am pleased to welcome author Paul Larsen, who is sharing an excerpt of his new book, Find Your Voice as a Leader.

Your Leadership Vision

Compelling visions have always revolutionized the world. Be it Bill Gates’s dream of creating Microsoft or Mark Zuckerberg’s concept of Facebook, a vision defines you and determines your success. To be a leader, clarity of vision is essential. Without a clear vision with clear objectives, you’re likely to end up where you started.

Creating a new vision takes commitment and discipline. Here are a few techniques that might help:

Where do you see yourself? Before setting a vision, ask yourself this fundamental question. What do you want to achieve? How? Is the vision attainable? Is your goal congruent with the organizational goal?

  • Break it down into smaller targets. If your objective is clear, this is the next step. Analyze your resources and team composition. Divide your vision into small-term and achievable (periodic) targets.
  • Think critically. Your vision will define you, your organization, and your team. So look before you leap. Consider all the variables. Brainstorm. Discuss new ideas with your team, and evaluate their feedback before working out a proper strategic plan.
  • Ask for help. There’s no harm in that. Say you want to launch a new product line in the market. Conducting market research and seeking the advice of market experts beforehand helps.
  • Maintain your integrity. No matter what vision you set, NEVER compromise on honesty and objectivity. Your organization is unlikely to thrive, and your team is likely to be disgruntled if your vision violates the basic principles of integrity.

Consider these ideas before you create your vision and outcomes, and test as many as you can. Additionally, you could think about a time you weren’t successful with your outcomes. Why not? Then think about a time you were successful with your outcomes. Why were you successful? Review your thoughts and discuss them with other team members. Together, you’ll create the best vision and outcomes for your organization.

Remember that negative begets negative and positive begets positive. Most importantly, realistic begets realistic. Aspirational is good, while realistic is better. When you create positive, realistic outcomes, you’re ensured a greater chance of success.

Your Goals And Outcomes Can Change (And Should).

Organizations change. Your life changes. Things happen— sometimes expected, sometimes unexpected. You need to be able to evolve, to bend, to be flexible. Yet you still need to keep your eyes on your targets, your goals, and your outcomes. And you always need to measure your progress toward your vision, as well as to measure your results.

Charting your outcomes on an Outcome Map enables you to keep track of your advancement toward your desired end results, no matter what challenges you face. As you find your voice in whatever role you play, charting your outcomes aligned to your values is critical in moving from intention to action.


Paul NLeadership Vision. Larsen, MA, CPPC, is a Certified Professional Performance Coach and an experienced leadership consultant and speaker. He has over 30 years’ business experience with executive and senior-level responsibilities within small and large companies, including being the Chief Human Resources Officer for a $3 billion organization. Paul partners with industry-wide leaders and teams from Fortune 100, start-up, and high-tech environments to find their unique leadership “VOICE” and create compelling and purposeful outcomes for their organizations. He has a proven track record with organizations such as SAP, Electronic Arts, Twitter, and Walmart.  Read more about Paul and his latest book, Finding Your VOICE as a Leader at


5 Ways to Beat Perfectionism

Overcoming Perfectionism

A refusal to accept any standard short of perfection.

That’s how the dictionary defines perfectionism. At first blush, this description can look like an attribute. Perfectionists do great work. People can count on them and are generally happy with what they accomplish. Having things perfect can bring a great sense of calm.

But there’s a dark side to perfectionism. Perfectionists beat themselves up all the time. They may avoid new experiences and projects for fear of failure. They take on everything in order to make sure its done right, thus leaving no time for themselves, partners, family or friends.

Perfectionists want to have full control over their environments. But, because we are interdependent on other people and the environment, we can’t ever have full control over our situations and careers. We can’t control other people’s reactions, for example, so it’s important to try to let go and do the best that we can. Otherwise, we set ourselves up for failure—a perfectionists’ worst fear.

So how can a perfectionist stop being so perfect? Here are 5 ways:

Practice Pareto’s Principle. That’s the 80/20 rule. Men are especially good at this, many women, on the other hand, think that 100 percent isn’t good enough. Women are often perceived by men as having their head down, striving really hard for perfection. Men interpret that behavior having a lack of attention to building relationships and maintaining visibility that is really important within an organization. For men, they think if they focus 80 percent on the tasks, that leaves 20 percent that they can focus on networking and building relationships which are key to getting promoted and moving ahead. To overcome perfectionism, it’s important to try to embrace the 80/20 rule. Realize that you don’t have to have your inbox cleaned out every day or every to-do completed before you go to bed.

Try something new. Perfectionists want to make sure everything they do is flawless. They think it’s safer to not do something than to try and fail. To overcome this urge, they can set goals for themselves to try something new (small or big) this week, this month, or this year to help move forward. Perfectionists tend to like structure, so this tactic is easy for them to work with.

Act now. Perfectionists can be procrastinators. The fear of doing something wrong causes them to freeze up and do nothing at all. If this happens to you, ask yourself what is making you delay your goals and then develop an action plan to tackle them right away.

Trust your gut. Ever heard of the term “analysis paralysis.” Perfectionists want to have all the information before moving forward. But instead, trust they should trust themselves and their intuition. If you are a perfectionist, have confidence in your decisions and know that if something doesn’t go as planned—you can always adjust.

Write your worries away. Perfectionists worry. And there are few things less productive than worrying. So, worrywarts, write down your worries, and then look at that list a month later. Chances are you’ll be surprised by how many of those worries were never realized. Then, have a laugh.

Perfectionists will do what they can to avoid mistakes and accidents—but without these we wouldn’t have certain innovations, like the microwave. It’s good to want to do your best, but it’s better to take chances and move forward. {TWEET THIS}

Image Credit: 123rf/Alina Pavlova

Give YOURSELF A Year-End Review

It’s the end of the year and for many that means year-end review time. But while you’re getting ready to talk about the past year and goals for 2016 with your teams, think about scheduling some time to review someone else—yourself.

A year-end review of yourself can offer the invaluable opportunity to reflect on things you did well and the things you didn’t—and chart a path forward to be better. A successful review involves asking questions of yourself and also checking in with the important people in your personal and professional life.

Here are 4 more effective ways to see how you’re stacking up personally and professionally:

Check-in. I sit down with my partner every New Year’s Day and discuss stress levels, work/life balance, and how we were able to support one another throughout the year—and then use that conversation as a springboard to make improvements next year. It’s an effective exercise and one that can be done regularly with partners, friends, family, colleagues, and managers. Ask these people how they think your relationship is, how you’re interacting with them, and then discuss potential solutions. For example, if your partner wants you to work less while at home, set boundaries for when you will work, e.g. from 8-10 p.m. but not 5-8 p.m. (For more tips on setting boundaries, see my blog post on work/life balance). This conversation should be treated as an opportunity for both sides of the table to get honest feedback and constructive criticism that will maintain and improve your relationship.

Self-assess. Schedule time to ask yourself questions such as: what percentage of last year did I feel relaxed? What percentage of last year was I doing things fun and enjoyable at work? On a scale of 1 to 10, how successful was I at achieving my deliverables? From 1 to 10, how successful was I at cultivating relationships with my manager or colleagues? After you answer these questions, set SMART (Specific, Measurable, Achievable, Results-oriented, and Time-bound) objectives. For example, instead of setting the vague goal that you will be a better communicator, set a goal to have 30 minute one-on-ones with team members each week.

Create White Space. It’s important to also carve out time to do some strategic thinking about the past year and the year forward. Ask yourself questions around what you did well, what you can do better, and what your goals are for next year. You can then apply the popular coaching GROW model (Goal, Reality, Options, and Will) to your own career-path, that is, coach yourself. With this model, first you decide where you are going, think about your current situation including potential obstacles, explore your options, and then commit to actions.

Meditate. Finally, practice the art of meditating. Never underestimate the power of quiet time and its ability to clear your head. Take the time for reflection and quieting the mind to ensure that your physical and mental states are healthy and fulfilled.

Doing a year-end review of yourself can paint a complete picture of how well you’re achieving your personal and professional goals. You will likely be surprised by what you’re doing well or not doing well just by taking the time to stop and look back on how far you’ve come. By taking this pause, you can then chart a clearer path forward for 2016.

Three Ways to Give Praise in the Workplace

This week is Thanksgiving in the U.S. and it has me thinking about the power of praise. Over the past decade or so, scientists have looked into the effects of positive-to-negative interaction ratios, or compliments-to-criticisms, in our work and personal lives. It turns out you need to hear a lot more positive words to overcome a single negative one—about five positives to one negative. That’s the finding of psychologist John Gottman who studied 700 newlyweds and very accurately (we’re talking 94 percent of the time) predicted which pairs would stay together and which ones would divorce after scoring positives and negatives in a 15-minute conversation. Those couples that fell below the 5:1 ratio split up. Those that met or exceeded it were still together ten years later.

A little bit of praise can go a long way in the workplace, too. Some benefits include a more positive mood, greater engagement, improved performance, and enhanced job satisfaction. What’s more, showing gratitude is a great way to improve your own mood, too.

Here are 3 ways to implement more praise into the workplace:

Say it in public. Look for opportunities to give public recognition to direct reports that’s unique. For example, give a specific compliment in front of others during a meeting. For other ways to give effective feedback, check out my blog post on creating a culture of feedback.

Leave a takeaway. A handwritten note or one of those deck of cards with positive quotes is a wonderful and creative way to share your appreciation for the good work your team has done.

If you think it, say it. If you have a positive thought about someone, whether it’s about the job they’re doing or a nice haircut, say it out loud. That small compliment can make a big impact on someone’s attitude—and performance.

It’s important to note that the interpretation of praise is not universal. For instance, in Germany, compliments are seen as superficial. In Israel, compliments are seen as brown-nosing. In some cultures, a hug or cheerleading is effective praise whereas in others it’s seen as inappropriate. If you’re showing gratitude with people from different cultures, be sure to do your homework to understand how to say something nice and have it received the right way.

4 Ways to Wake Up Your Emotional Intelligence

You’ve heard of IQ but have you heard of EQ? EQ is the measure of your emotional intelligence—your awareness of your actions and feelings and how they affect those around you. Having a high EQ is key to being successful in life, including in the workplace, as it helps you relate to others.

Our emotions drive our behavior, and, according to a Gallup survey, the culture we’re from plays an important role in what emotions we feel. Gallup asked people from 151 countries whether they had experienced a set of ten different emotions on the previous day (five positive and five negative). They then ranked the countries for EQ. The countries with the highest EQ?—the Philippines, El Salvador, and Bahrain. The countries with the lowest EQ included Lithuania, Georgia, and Singapore. You can see the differences in cultures’ EQ in the way people act. For example, those from Brazil wear their emotions on their sleeves. In Germany, they like to discuss different opinions.

Learning how to steer our own emotions while navigating the myriad of others takes skill. But, luckily, it is a skill that can be learned. Here are four ways to help you raise your EQ.

Test your EQ. Get a baseline of your emotional intelligence. There are many online tests, such as this EQ quiz. Find out your weaknesses and learn strategies to improve those areas.

Pay attention to your own reactions. Notice when you rush to judgment and ask yourself if you know all the facts? Are you stereotyping? Try to put yourself in the other person’s place and be open to their point-of-view.

Press pause on your actions. Before you do something, think about how it might impact other people. Will it hurt their feelings? Would you want to be in their shoes? If you must take this action, think about how can you help other’s deal with its effects. If you hurt someone’s feelings, be sure to take responsibility and apologize.

Take a stress test. Not the kind that puts you on a treadmill but instead examine how you react to stressful situations. Do you get angry? Do you place blame? Staying calm and in control of your emotions is highly valued—especially in the business world.

More and more countries around the world are placing importance on EQ. Many are now using it as a gauge when hiring new employees. Being self-aware and emotionally intelligent is a powerful tool in cultivating relationships inside and outside of the workplace.

Are Other’s Workstyles Driving You Insane?

Does it drive you crazy that your coworker blares music when he’s on a deadline? Or, do you think it’s a funny quirk—or even beneficial to your own productivity?

Chances are, in your workplace, there are a plethora of differences—and similarities—between you and your colleagues. And, whether you like your co-workers’ characteristics is pretty important. Consider this: A study published in 2010 in the Journal of Vocational Behavior suggests that how people feel about their co-workers affects their job satisfaction AND their daily satisfaction with life. Think of it this way, if you don’t like your co-workers, then you don’t like your job, then you, sort of, don’t like your life. That’s a pretty big deal.

Here are some differences that probably exist where you work today:

Personality: Likely, your workplace is comprised of two different people–introverts and extroverts—and they work very differently from one another. Extroverts think out loud and move very quickly. Introverts, on the other hand, need quiet and time to sort out their thoughts. People are also different in the way they share their opinions. Some people are direct and don’t sugarcoat their feedback while others prefer to couch what they say so that they don’t offend others.

Work style: The way you work—or your work style—is very unique. One of the biggest differentiators is whether or not you like to work as a team or individually. Team workers likely enjoy delegating tasks whereas those that work alone feel uncomfortable sharing the responsibility. Other variables in work style include timeliness—can you count on your coworkers to meet deadlines or do they need to be reminded that they have a task to do. Some people are organized—almost to a fault—while others seem like they need a team of personal assistants to keep things straight. During meetings, you may notice that some of your colleagues like to discuss what they did over the weekend or the funny thing their kid did last night, while others want to keep it strictly business. Also, how do you and your colleagues handle stress? Some people thrive on it while others may get cranky, or panic and shutdown.

Cultural styles: Where you are from also plays a huge role in how you work. Some cultures, like some Asian societies, like to speak in metaphors and analogies. Others, like Americans, would rather hear direct feedback. Those from Asian cultures may find this off-putting whereas Americans find indirectness confusing. Fatalistic cultures, such as Middle-Eastern cultures, believe that much is in the hands of fate or God. Non-fatalistic cultures, such as European or American cultures, believe you can change the outcome if you work hard enough or have the right ideas or strategy. Americans really like things in black or white, or as either/or. Conversely, in Europe, there is more gray area, more subtlety. To read more about cultural differences, click here.

All these variables coalesce to make your workplace one-of-a-kind. Whether you like them is another matter. Some people really enjoy working with others that are different than them. They say it helps open their minds and innovate. Others feel like differences are barriers to their success and would rather collaborate with those more like them.

So, I want to know, do you like working with colleagues who are similar to you, or different? Why?

I look forward to hearing your response.

Adapt! To Succeed.

You probably remember learning in your high school biology class that it’s not the strongest of species that survive but the most adaptable. The same could be said for business. Those who learn how to adapt often experience the greatest success.

When I lived in Berlin, I met the foreign minister who was doing a lot of negotiating with President George Bush and his cabinet at the time. He asked me if I would do some coaching for him to understand US political culture more effectively. He didn’t feel like he was coming across clearly to the American leaders.

He didn’t always feel this way.

The German leader told me that he felt comfortable with former President Bill Clinton and had tremendous success with him. I found this interesting. Clinton had lived abroad and had a lot of experience interacting with different cultures, so he became quite adept at adapting his style depending on where he was. For instance, in Germany he acted more academic and intellectual versus, in America, where he held a more down home, good ol’ boy persona. Because of Clinton’s ability to adapt he was able to establish relationships with the European government much faster than President Bush.

Adapting your style can help you build relationships and credibility, and anyone can do it. Here’s how.

Observe. Treat situations like you are an anthropologist. Watch what others are doing to learn about particular cultures, personalities, organizations, or situations. For example, note if someone is more introverted or extroverted, or direct or indirect. Recognize if the organization or culture is hierarchical; process-oriented or flat. Fine tine your observational skills to bring these aspects into focus.

Learn. Work to gain knowledge about the other organizations, cultures, personalities, or environment. During interactions, pay attention to aspects such as how others are making eye contact, taking notes, speaking, and making introductions. Simultaneously read the room and read other people’s behavior while still being focused on the task at hand.

Practice. Once you have watched and learned, try it out. Spend some time stepping into the other’s shoes and act out their behavior. For example, I will sit in meetings and mimic other people’s body language. If they use lots of gestures and speak in exaggerated tones, I will do the same. If they are reserved and still, I will be reserved and still. This establishes some credibility upfront until trust is built and people can feel a bit freer to be themselves.

Know the situation. Just as Ken Blanchard’s situational leadership model notes that good leadership matches the capability and level of engagement of those that are being led and the task at hand, recognize when the differences may not stem from personality, culture, or character but by the skill level of the other person. And it might not be capability but perhaps they lack motivation. Adapt to these differences as well.

Be authentic. While doing all this, don’t feel like you need to be a chameleon. You don’t need to be someone that you aren’t. But as much as you can meet someone in his or her behavior, the more credibility you will establish with them; and, the better chance you have at being able to express yourself more naturally.

When you adapt to someone’s style, the more comfortable they are with you and the stronger connection you have. This enables you to explain your thoughts and actions more clearly and have greater success in achieving your goals.

Get Motivated to Motivate!

It seems, leaders in the business world need to get to motivated to motivate. Motivation is often one of the lowest scores that people get in an employee 360 review. This is for a number of reasons…

First, the ability to motivate is an intangible skill. Unlike coaching or giving feedback, it is not easily learned and applied. Unlike building trust or showing compassion, it’s not really innate in one’s personality.

Second, motivation is complex. People are motivated by different things. If someone says they are motivated by family—what does that really mean? Are they motivated because they want to impress their family, or provide for their family, or spend time with their family? In order to be a good motivator you need to understand there/s a lot of diversity out there in how and what motivates.

Here are four tips to motivate you to motivate:

Probe. When someone says what motivates them, ask clarifying questions so that you truly understand what they mean. If they say money motivates them. Do they want money to pay for a sick family member? To achieve a dream? To pay for their child’s school? Knowing what is at the root of their desire will help you push your team members toward their and your organization’s goals.

Don’t be afraid to present alternative solutions. If your employee is anxious for a raise or a promotion or a title, there may be an ulterior motive as to why they want this change. Find out if their goal is an end or a means to an end, and think about different solutions to help them reach it. For example, a client of mine had an employee who continuously asked for a raise. The manager told her time and again that it wasn’t possible. Finally, she asked why this person needed a raise so badly. Turns out, the employee had a special needs child who needed to go to a private school next year that she could not afford. Instead of a raise, the manager held a company drive and they were able to raise enough money to pay for the first year of school. The solution wasn’t the most obvious one but it was the best one for the situation.

Focus on intrinsic and extrinsic motivators. In his book, Drive: The Surprising Truth about What Motivates Us, Daniel Pink talks about intrinsic and extrinsic motivators. Intrinsic motivators are tied to core values. The person wants to learn and create something new and do better by themselves and the world. Extrinsic motivators are external rewards such as money or titles. While important to understand, they have limited impact. They are unsustainable because they do not synch with the person’s values so they need to be increased incrementally. Appealing to both types of motivators is important.

Learn about how motivators work across culture. If you are working in global role, like a lot of us are, realize that people in other countries are motivated by different things. For example, in Europe it is not uncommon to work to live. Alternatively, in the United States, most people live to work. That is, they identify with their work, position or title and want to find a job they are passionate about. Know that people are motivated differently across cultures.

Just as 360 reviews show that managers lack the ability to motivate, research has shown that they also have the ability to make or break people’s experience in a job. Studies find that people most often leave because of their direct supervisor. That is a lot of power. By learning what and how to motivate your team will move you to achieve your goals and increase productivity and profitability. Hard work and happy employees are unstoppable. So, come on, get motivated to motivate!

What Every Team Needs – Trust.

Trust is the backbone of a healthy relationship. It is also the backbone of a successful work team. At a workshop this past week, several managers said the same thing to me—trust is the most necessary component for a team to be productive.

This idea has actually been around for fifty years. In 1965, psychologist Bruce Tuckman introduced the team development model called “Forming, Storming, Norming, and Performing” which describes the stages that transform a group of strangers into a united group with commons goals.

In the forming stage, the team members and leader are getting to know one another, learning how they work, becoming aware of needs, and how to motivate. Trust is being built.

In the storming stage, trust is threatened and some conflict may arise between team members. This may lead to some innovative outcomes but also can lead to collusion, negativity and fights. Some may even choose to leave the team. This is where a leader learns to reconcile differences.

In the norming stage, the team and its leader have been through the storm and are now figuring out how to rebuild and function in a trustful environment. People start to resolve their differences, appreciate colleagues’ strengths, and respect the leader’s authority.

In the performing stage, trust has become the norm. Hard work prevails and leads to achievement of the team’s goals. Yet, it is important that the team leader and its members make an effort to continue to cultivate trust and check in to make sure it is still strong.

Here are seven ways a manager can build trust in a team.

Be consistent in your behavior. Don’t act one way with customers and another way with your team. Have one face.

Hold your commitment. Be sure that you do what you say. If you can’t or are unsure, say so. Tell your team that you are “not sure if this is going to work, but my intention is that it is going to.”

Always respond to email. Not responding to email is one of the biggest trust breakers. You can set a precedent for how long. Typically, within one business day is acceptable.

Care about the people on your team. Find out what is going on at home. Ask what they are feeling emotionally, physically, and mentally. See your employee as a whole person, not just a team member that brings results.

Be congruent with your values. If you pronounce values, e.g. a team brand statement that emphasizes integrity, be sure that you uphold that value to the nth degree. Sometimes we spout things and don’t know how to uphold them. If you don’t know how, don’t spout them.

Don’t shy away from conflict. When someone has a problem and comes to you, dig into it. Use your coaching skills to uncover the issue and brainstorm a solution. Be willing to sit on the same side of the table with them.

Get in person or on the phone. When communication is going awry and feelings are getting hurt, don’t keep sending emails. Connect with people directly. Hearing a voice can repair, save, and heal most situations.

While trust is an extremely powerful component of a successful team, it can easily be broken. Always work to make sure it is there and still strong. Otherwise, your team will never live up to its potential.

Are Your L&D Programs Really Making a Difference?

There is a movement among US organizations today. The shift is away from traditional performance reviews and toward learning and development. In fact, last year, American companies spent $156,200,000,000 on learning programs, a staggering sum. (A 135 countries have GDPs below that amount.) These programs emphasize coaching skills and giving effective feedback so that employees can understand and pursue their own personal development, and therefore performance improvement.

Specifically, I have noticed a focus of these programs in three key areas:

Diversity. Diversity programs are being revamped and re-energized with an emphasis, particularly in Silicon Valley, on women, culture, race, and what is known as “unconscious bias.” According to a recent article on unconscious bias by COO of Facebook Sheryl Sandberg, “Studies show that job applicants with ‘Black sounding names’ are less likely to get callbacks than those with ‘White sounding names’ – and applicants called Jennifer are likely to be offered a lower salary than applicants called John.” This is clearly a problem. Sandberg’s company has developed a training course that helps people recognize how bias can affect them, and gives them tools to interrupt and correct for bias when they see it in the workplace.

From my own experience, I have been asked a lot to work on networking and advancement strategies for women to help them break through internal and external barriers to gain promotions. An example of this is my work with SAP which set a goal of having 25 percent women in leadership ranks by 2017. The company teamed with me to help foster a culture of gender cooperation. Our work has since helped women evolve into management positions with stronger confidence and more support. In fact, women are applying at a 25 percent higher rate than before—and almost half of the women who apply get the position. Learn more of my insights, tips, and tools to support women in their career growth and leadership goals from my book #WomenAdvance.

Management development for frontline managers. Traditionally, learning and development for frontline and new managers has been ignored. According to a 2014 survey by Harvard Business Review Analytics and Halogen Software, only 12 percent of respondents said “their organization currently invests sufficiently in the development of frontline managers.” A McKinsey study found that just 7 percent of the training budget went to frontline managers. That figure has been rock steady since 2010.

But now there is a resurgence on having world-class managers because of new recognition that managers really drive employee satisfaction and engagement. In his book, Good Boss, Bad Boss, Bob Sutton reviewed the research on the impact of a person’s immediate boss on their productivity and engagement. Here’s how he summed it up, “The upshot of these and so many other studies and stories is that bosses pack a wallop, especially on their direct reports. Bosses shape how people spend their days and whether they experience joy or despair, perform well or badly, or are healthy or sick.” In support of this observation, a Gallup Poll about engagement in the workplace found that 70 percent of the workforce has been disengaged—and the managers’ role is key for engagement and job satisfaction. People stay in their roles if they like their bosses.

The newly appreciated frontline manager programs consist of teaching soft skills such as coaching, giving feedback, time management, situational leadership, and basic leadership skills. You can learn more about management programs I offer here.

Meditation and mindfulness in the workplace. These practices are still a bit uncommon but more companies are realizing the value of them. Google, for example, has found that managers that meditate have more productive employees who were calmer, more reflective, and more innovative. They came up with more creative ideas because of these practices. A recent article on Harvard Business Review cites multiple studies that show the practice of mindfulness can actually change your brain for the better. “Mindfulness should no longer be considered a “nice-to-have” for executives. It’s a ‘must-have’: a way to keep our brains healthy, to support self-regulation and effective decision-making capabilities, and to protect ourselves from toxic stress.”

Thus, many managers are looking at mindfulness for their teams and in their own lives; and a lot of companies are holding courses in meditation and mindfulness in addition trying to promote overall health and wellness.

New attention to diversity, frontline managers, and mindfulness will only make you and your organizations stronger. I have seen it firsthand and look forward to many more opportunities to helping grow your talent and bottom lines.