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	<title>Blog</title>
	<link>https://www.corporatedojo.com/blog</link>
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	<description>From leadership and company culture to self-improvement and current affairs, our blog offers practical tips and advice to help you learn and grow.  

Discover how to become a more effective leader, build a thriving team, and achieve your ambitions.  Among other things our blogs can help you to:


	Discover how to build trust, create a healthy workplace culture, and keep your employees engaged.
	Develop a positive mindset,   cultivate resilience, build confidence, and maintain a healthy work-life balance.


Karen writes about things that inspire her in a hope they will inspire you too.  Ultimately she&rsquo;s strive to help you to become a more effective leader, a successful individual, and a well-rounded citizen of the world.
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<link>https://www.corporatedojo.com/blog/safe-workplaces-are-built-by-leaders-not-policies</link>
<title><![CDATA[Safe Workplaces Are Built by Leaders, Not Policies ]]></title>
<description><![CDATA[Most organisations have codes of conduct or anti bullying, harassment and discrimination policies in place. That&rsquo;s not the issue. The gap is in how consistently standards are set, reinforced and upheld in day-to-day behaviour. 
]]></description>
<content><![CDATA[Creating a safe workplace isn&rsquo;t a policy exercise &mdash; it&rsquo;s a foundational responsibility of every leader in a business, starting at the top.   

Most organisations have codes of conduct or anti bullying, harassment and discrimination policies in place. That&rsquo;s not the issue. The gap is in how consistently standards are set, reinforced and upheld in day-to-day behaviour. 

Safety isn&rsquo;t created by documents. It&rsquo;s created by what leaders do, what they tolerate, and what they address. 

The simple reality is, when people feel unsafe &mdash; emotionally, psychologically, or physically &mdash; they don&rsquo;t perform at their best. They hold back, disengage, and over time, trust erodes. The impact on individuals and the business is real and can be immense 

Policies Outline Expectations. Leaders Make Them Real. 

Policies unquestionably play a role &mdash; they define the foundational standard required from everyone.  But they don&rsquo;t create safety. Leaders do. 

A policy can say harassment isn&rsquo;t acceptable. But if behaviour goes unchecked, if concerns aren&rsquo;t taken seriously, or if leaders avoid difficult conversations, people quickly learn that the standard isn&rsquo;t real. 

Safety comes from consistency &mdash; from leaders who reinforce expectations through their actions, not just their words. 

If people expect backlash, embarrassment, or inaction when raising concerns, they won&rsquo;t speak up. And when issues aren&rsquo;t addressed, they don&rsquo;t disappear &mdash; they become normalised. 

The Standard is Set at the Top 

People take their cues from leaders &mdash; what they say, what they ignore, and what they&rsquo;re willing to challenge. 

Dismissing a comment, laughing off a &ldquo;joke,&rdquo; or choosing not to act sends a clear message about what&rsquo;s acceptable. 

Respect isn&rsquo;t a soft concept. It&rsquo;s a standard of behaviour.  And in high-performing teams, that standard is clear, visible, and consistently upheld. 

Avoidance Creates Risk 

Many leaders hesitate when it comes to addressing inappropriate behaviour &mdash; concerned about getting it wrong or making the situation worse.  But avoidance doesn&rsquo;t reduce risk. It increases it. 

When concerns are raised, leaders need to step in with clarity and intent. That means: 


	Listening without defensiveness
	Taking concerns seriously  
	Acting and following through  


Strong leaders don&rsquo;t wait for issues to escalate. They set expectations early, address behaviour quickly, and make it clear what will &mdash; and won&rsquo;t &mdash; be accepted. 

It&rsquo;s Not Just the Obvious Behaviour

Behaviours that understand safety aren&rsquo;t always overt. Often it shows up in subtle, repeated ways &mdash; exclusion, dismissive comments, tone, body language. 

Individually, these behaviours can be easy to overlook. Collectively, they shape how safe people feel. 

This is where leadership discipline matters &mdash; paying attention, checking in, and addressing things early. 

And importantly, taking people seriously when they say something isn&rsquo;t right. 

Safety Requires Accountability

You don&rsquo;t get a safe workplace without clear standards. 
You don&rsquo;t get clear standards without accountability. 
And you don&rsquo;t get accountability without leaders who consistently model and enforce it. 

This isn&rsquo;t about being perfect&mdash;it&rsquo;s about being committed. It&rsquo;s about being the kind of leader who makes people feel protected, heard, and empowered. 

If you want people to bring their best to work, they need to feel safe being themselves. That begins with respect. And respect begins with you. 

Need help strengthening the leadership behaviours that create respectful, safe workplaces?

At Corporate Dojo, we partner with organisations to build cultures rooted in accountability, trust, and human dignity. 

Explore our programs on leading with respect or book a discovery session with Karen Gately today.
]]></content>
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<pubDate>22 Apr 2026 22:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/balancing-job-demands</link>
<title><![CDATA[Balancing Job Demands: Leading Teams Without Burning Them Out]]></title>
<description><![CDATA[Lately, I&rsquo;ve been working with a number of leaders who are asking the same question: how do we maintain performance without pushing people to the point of burnout?

The pressure many teams are under right now is significant. Expectations are high, resources are stretched, and the pace of change continues to increase. Burnout is no longer an isolated issue. It&rsquo;s something many leaders are seeing more frequently across their teams.
 
]]></description>
<content><![CDATA[What&rsquo;s often misunderstood is that burnout isn&rsquo;t just about long hours. It&rsquo;s the result of ongoing, unmanaged pressure. When priorities are unclear, expectations conflict, and people feel stretched for too long, even high performers begin to struggle.

This is where leadership plays a critical role. Rather than asking how much our teams can handle, a more effective question is how we can set them up to perform well in a sustainable way. High performance doesn&rsquo;t come from pushing people harder. It comes from clarity, focus, and thoughtful leadership.

In my experience, a few simple shifts can make a meaningful difference. First, be clear on priorities. When everything feels urgent, people spread themselves too thin. Help your team understand what matters most right now and where to focus their energy.

Second, look at how work is structured. Sometimes the issue isn&rsquo;t the volume of work, but how it&rsquo;s organised. Clear roles, defined expectations, and working to people&rsquo;s strengths can reduce unnecessary pressure.

Third, create space to think and recover. Without moments to pause, reflect, and reset, it becomes much harder for people to maintain focus and make good decisions.

Fourth, stay connected to your team. Regular check-ins that go beyond tasks help you understand how people are really coping. Often, early signs of burnout are subtle.

Finally, be mindful of the example you set. Your habits shape your team&rsquo;s expectations. If you&rsquo;re always on, they will feel the need to be as well.

Balancing job demands is not about lowering standards. It&rsquo;s about leading in a way that allows people to perform at their best without exhausting themselves in the process.

When leaders create clarity, reduce unnecessary pressure, and stay connected to their people, teams are far more likely to remain engaged, productive, and resilient over time.

If you&rsquo;re looking to build high-performing teams without burnout, explore Corporate Dojo&rsquo;s leadership development programs or book a conversation to learn how we can support you.

Connect with Karen Gately on LinkedIn
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/balancing-job-demands</guid>
<pubDate>27 Mar 2026 05:19:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/connection-is-protection-leading-safety-in-remote-teams</link>
<title><![CDATA[Connection is Protection: Leading Safety in Remote Teams]]></title>
<description><![CDATA[In a world of remote and flexible work, psychological safety doesn&rsquo;t just happen &mdash; it has to be built. This blog explores how connection protects teams and offers practical ways leaders can keep trust and engagement strong, no matter where people work.
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<content><![CDATA[Last month I was delivering training on flexible work for groups of leaders. As we explored the challenges they face &mdash; particularly around maintaining psychological safety in teams that aren&rsquo;t always together &mdash; one theme kept coming up: connection. It got me thinking about how many of the other leaders I work with are wrestling with the same issue. 

Remote and flexible work have completely changed how we need to lead. While flexibility brings great benefits, it also introduces risk &mdash; and high up on the list is disconnection. Many of the leaders I work with underestimate just how much effort it takes to keep people feeling connected, supported, and safe when they&rsquo;re not sharing the same space. Without that deliberate effort, trust and team cohesion can quietly start to erode. 

One of the most important steps you can take as a leader of a remote or hybrid team is to treat connection as a deliberate part of your safety strategy. When people work from home &mdash; part-time or all the time &mdash; the usual cues that help us feel seen, supported, and included can be hard to detect or disappear all together. Without those informal check-ins or quick hallway chats that tend to happen when we&rsquo;re in the same space, it&rsquo;s easy for people to feel out of the loop or disconnected from their colleagues. That disconnection often is a key undermining influence on psychological wellbeing. 

Creating safety in a dispersed team means showing up with intention. It&rsquo;s not about filling calendars with meetings &mdash; it&rsquo;s about creating space for genuine human connection. Leaders need to check in, not just check up. Ask how people are doing, listen without rushing, and pay attention to what&rsquo;s not being said. Silence doesn&rsquo;t always mean things are fine &mdash; sometimes it&rsquo;s a sign someone doesn&rsquo;t feel safe to speak up. 

Many of the leaders I work with tell me they worry about being perceived as micro managing when people are working remotely. But being present isn&rsquo;t the same as hovering. Presence means being visible, accessible, and responsive. Your team needs to know you&rsquo;re paying attention &mdash; that you notice effort, acknowledge challenges, and celebrate wins, even when you&rsquo;re not face-to-face. 

Among the most important things you can do are: 


	Build rituals for connection. Start meetings with a quick personal check-in, encourage informal team chats, and create opportunities for shared laughter. These moments matter. 
	Keep communication clear and consistent. When people are remote, gaps in information can quickly become gaps in role clarity and trust. 
	Watch for early signs of withdrawal. If someone&rsquo;s engagement drops off &mdash; fewer ideas, shorter responses &mdash; don&rsquo;t ignore it. Reach out early. 
	Model openness. Share your own experiences and challenges with remote work. It reminds others that honesty and vulnerability are welcome. 


At the end of the day, connection is what protects your team. When people feel seen, heard, and supported &mdash; wherever they&rsquo;re working &mdash; they&rsquo;re far more likely to in turn feel safe. 

Want support building a culture of safety, trust, and connection in your remote teams? 

Corporate Dojo works with leaders across industries to build high-performing, psychologically safe teams&mdash;whether they&rsquo;re together or apart. 

Explore our leadership development programs or book a discovery session with Karen Gately today.

Connect with Karen Gately on LinkedIn

 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/connection-is-protection-leading-safety-in-remote-teams</guid>
<pubDate>24 Nov 2025 21:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/balancing-job-demands-leading-teams-without-burning-them-out</link>
<title><![CDATA[Balancing Job Demands: Leading Teams Without Burning Them Out ]]></title>
<description><![CDATA[Learn how to drive high performance without driving your people into the ground. This blog explores how intentional leadership can prevent burnout while sustaining energy, clarity, and trust in your team. 
]]></description>
<content><![CDATA[Burnout is on the rise. The constant push to do more with less means many teams are operating beyond what&rsquo;s sustainable, and it&rsquo;s starting to cost both results and people.  

So many of the leaders I work with struggle to balance driving performance with protecting their teams from burning out. They care deeply about results, but at the same time don&rsquo;t want to see their teams overwhelmed or burnt out. It&rsquo;s a tough balance and one that requires conscious choices every day. 

The Challenge Leaders Face 

The truth is, the pressure to deliver more with less is real. But leading well isn&rsquo;t about lowering standards. It&rsquo;s about being intentional making sure priorities are clear, energy is respected, and people have the space to do their best work without running on empty. 

Burnout and Job Demands 

Burnout doesn&rsquo;t just come from long hours. It comes from chronic, unmanaged stress&mdash;unclear priorities, competing expectations, constant change, and a lack of support or autonomy. When people feel their load outweighs their resources, performance and wellbeing both take a hit. Fatigue, disengagement, turnover&mdash;it&rsquo;s all avoidable if we lead differently. 

What Great Leaders Understand 

Great leaders don&rsquo;t just hand out tasks. They take responsibility for the impact of the workload. Instead of asking, &ldquo;How much can they take?&rdquo; the better question is, &ldquo;How do I set them up to thrive?&rdquo; 
A few key checks help: 


	Are we clear on what matters most right now? 
	Have we cut unnecessary complexity? 
	Do people feel safe raising concerns? 
	Am I role modelling balance, or just talking about it? 


Common Leadership Traps 


	Even with the best of intentions, leaders can pile on pressure. Watch out for these traps: 
	Saying yes to everything, leaving the team buried. 
	Forgetting the emotional load of change and uncertainty. 
	Missing early warning signs like withdrawal or irritability. 
	Confusing resilience with endurance&mdash;high performers often burn out because they care too much for too long. 


5 Ways to Balance Demands Without Losing Performance 


	
	Set Clear Priorities 
	Not everything can be urgent. Decide what really matters, align your team, and be willing to say no.  
	
	
	Design Work Thoughtfully 
	Get roles clear, play to strengths, and simplify processes. Small tweaks can reduce unnecessary strain. 
	
	
	Create Breathing Space 
	Shorter meetings, no-meeting days, time for deep work&mdash;these pauses matter.  
	
	
	Lead with Empathy 
	Check in on people, not just progress. Acknowledge effort, show empathy, and mean it when you ask, &ldquo;How are you?&rdquo; 
	
	
	Model Boundaries and Recovery 
	Your habits set the tone. If you&rsquo;re online at midnight, your team feels they should be too. Demonstrate balance and encourage them to follow. 
	


Sustainable performance isn&rsquo;t about doing less&mdash;it&rsquo;s about working smarter, setting clear priorities, and respecting human limits. As leaders, we carry the responsibility to create conditions where people can succeed without burning out. That means having the courage to push back when demands are unrealistic, the discipline to prioritise, and the humanity to lead with empathy. 

Want help building high-performing teams without the burnout? 

At Corporate Dojo, we support leaders to create sustainable success through better leadership, clear priorities, and psychologically safe workplaces. 

Learn more about our leadership programs or book a conversation with Karen Gately to explore how we can support your team. 

Connect with Karen Gately on LinkedIn 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/balancing-job-demands-leading-teams-without-burning-them-out</guid>
<pubDate>25 Oct 2025 01:17:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/what-leaders-can-learn-from-the-intern-who-bit-her-colleagues</link>
<title><![CDATA[What Leaders Can Learn from the Intern Who Bit Her Colleagues ]]></title>
<description><![CDATA[When news broke that an intern had been fired for biting her colleagues, the internet had a field day. She wasn&rsquo;t being aggressive just trying to be &ldquo;cute.&rdquo; But here&rsquo;s the thing: at work, good intentions don&rsquo;t make inappropriate behaviour OK. This blog is for the leaders and HR pros who are left asking, &ldquo;What do we actually do when basic boundaries and common sense go out the window?&rdquo; 
]]></description>
<content><![CDATA[Just when you think you&rsquo;ve seen it all, along comes the intern who was fired&hellip; for biting her colleagues. 

And no, this isn&rsquo;t a sketch from Utopia&mdash;it actually happened. While most of us had a bit of a laugh (because how could you not?), it&rsquo;s also one of those moments that makes HR people collectively sigh and say, &ldquo;Right. Let&rsquo;s talk about this.&rdquo; 

Because behind the ridiculous headline is a real workplace issue. It&rsquo;s a reminder to leaders: intent doesn&rsquo;t override impactand culture doesn&rsquo;t manage itself. 

The intern didn&rsquo;t bite anyone out of anger. Reports say she thought it was &ldquo;cute.&rdquo; But let&rsquo;s be clear&mdash;biting people at work isn&rsquo;t cute. It&rsquo;s inappropriate, makes people uncomfortable and breaches the most basic of personal boundaries. 

So what can we take from this? 

Don&rsquo;t assume people know how to behave. Especially when they&rsquo;re young or new to work. Don&rsquo;t rely on &ldquo;common sense&rdquo;&mdash;spell out what&rsquo;s OK and what&rsquo;s not. Onboarding should include more than policies; it should cover social norms and expectations. Things like personal space, tone and what professionalism actually looks like. 

Give feedback before things get weird.  If someone acts inappropriately even if it seems minor or harmless, don&rsquo;t ignore it. The earlier you step in, the better. A simple &ldquo;Hey, that&rsquo;s not OK here&rdquo; can redirect behaviour before it becomes a bigger issue. 

Equip leaders to deal with it.  Many leaders don&rsquo;t know how to handle awkward behaviour. HR should give them simple, direct tools to have the conversation. Name the behaviour. Explain the impact. Set expectations. Back them up if needed. 

Psychological safety means being able to say, &ldquo;That wasn&rsquo;t OK.&rdquo;  If your workplace doesn&rsquo;t make it safe to speak up about weird or inappropriate behaviour, you&rsquo;ve got a problem. This isn&rsquo;t just about biting&mdash;it&rsquo;s about creating a culture where everyone feels safe, respected and empowered to speak up. 

So what should you do if this actually happens in your workplace?  Let&rsquo;s say someone bites a colleague. Not aggressively, but thinking it&rsquo;s funny or affectionate. What now? 


	
	Start with the facts.  Was it a one-off or repeated? Were people clearly uncomfortable? If it happened more than once&mdash;or if the person didn&rsquo;t take it seriously&mdash;termination may be appropriate. 
	
	
	Consider a formal warning if it&rsquo;s a first-time, one-off incident.  If they show genuine remorse and get why it was wrong, a formal warning may be enough&mdash;as long as you&rsquo;re crystal clear about what won&rsquo;t be tolerated going forward. 
	
	
	Don&rsquo;t be afraid to draw the line.  If the behaviour was repeated, impacted multiple people or caused reputational damage&mdash;don&rsquo;t hesitate to part ways. Good intentions don&rsquo;t mean someone gets a free pass to ignore boundaries. 
	
	
	Support your team.  Check in with the people affected. Acknowledge the awkwardness, reassure them it&rsquo;s being taken seriously and use it as a trust-building moment. 
	


This isn&rsquo;t just a bizarre headline&mdash;it&rsquo;s a leadership moment. Culture isn&rsquo;t built on quirky personalities or good vibes. It&rsquo;s built on respect, boundaries and grown-up behaviour.  Encourage individuality, sure. But draw the line before someone sinks their teeth into a colleague. 

Connect with Karen Gately on LinkedIn 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/what-leaders-can-learn-from-the-intern-who-bit-her-colleagues</guid>
<pubDate>24 Sep 2025 21:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/the-hidden-risk-in-good-vibes-only-leadership</link>
<title><![CDATA[The Hidden Risk in &quot;Good Vibes Only&quot; Leadership ]]></title>
<description><![CDATA[When leaders push relentless positivity, they may unintentionally suppress concerns and silence team voices. This blog explores how to balance encouragement with psychological safety&mdash;creating a culture where honesty and optimism can thrive side by side. 
]]></description>
<content><![CDATA[&ldquo;Let&rsquo;s stay positive!&rdquo; It&rsquo;s a phrase many leaders use with good intent. But in modern workplaces&mdash;where psychological safety is critical to performance, unrelenting positivity can become a problem. When discomfort is glossed over and challenges are met with forced optimism, people stop speaking up. This blog explores how toxic positivity undermines trust, and what leaders can do to encourage both honesty and hope in their teams. 

What Is Toxic Positivity? 

Toxic positivity is the pressure to maintain a cheerful, upbeat attitude at all times&mdash;even when facing stress, failure, or harm. It often comes from a place of good intention but can be deeply invalidating. 

Common things I hear leaders say include: 


	
	&ldquo;Don&rsquo;t dwell on it, just move on.&rdquo; 
	
	
	&ldquo;Everything happens for a reason.&rdquo; 
	
	
	&ldquo;It could be worse.&rdquo; 
	


While these comments may seem supportive, they can shut down genuine emotional expression and signal that negative feelings or &lsquo;bad news&rsquo; are unwelcome. 

Why It&rsquo;s a Problem for Psychological Safety 

Psychological safety&mdash;the belief that it&rsquo;s safe to speak up, raise concerns, and show vulnerability&mdash;is essential for team performance. When people feel they must put on a brave face or avoid &quot;being negative,&quot; they self-censor. Problems go unaddressed. Innovation stalls. Risk increases. 

Toxic positivity makes it unsafe to be real. And without realness, psychological safety doesn&rsquo;t exist. 

How to Spot It in Your Culture 

Even well-meaning leaders can send the wrong message. Warning signs include: 


	
	A culture of silence or avoidance around hard topics. 
	
	
	Pressure to &ldquo;stay upbeat&rdquo; even when the team is under strain. 
	
	
	Emotional expression dismissed as drama or weakness. 
	
	
	Overuse of motivational language in place of practical support. 
	


If people smile on the outside but disengage internally, toxic positivity may be at play. 

Striking the Right Balance 

It&rsquo;s entirely possible to create an environment that is both optimistic and honest. Among the most important things you can do include these: 


	
	Validate Before Redirecting.  Show empathy first. Acknowledge challenges before moving to solutions.  For example you can say &ldquo;That sounds really tough&mdash;thank you for raising it.&rdquo; 
	



	
	Model Honest Optimism.  Don&rsquo;t sugarcoat, while at the same time leading with hope.  For example, &ldquo;We&rsquo;re facing challenges, but I believe in our ability to work through them together.&rdquo; 
	



	
	Welcome Dissent.  Praise those who respectfully challenge ideas or raise concerns&mdash;it shows trust.  Respectfully is the key word here.  
	



	
	Create Shared Norms.  Set team agreements about how you&rsquo;ll handle tough conversations, give feedback, and support each other. 
	


Positivity Shouldn&rsquo;t Silence Reality! 

Leadership isn&rsquo;t about pretending things are always fine. It&rsquo;s about creating space for what&rsquo;s real&mdash;then guiding people forward with empathy and clarity. 

When leaders embrace real talk with grounded optimism, psychological safety grows. And so does trust, resilience, and performance. 

Want help building a culture where people feel safe to speak up and supported to succeed? 

Connect with Karen Gately on LinkedIn 

Ready to tackle tough talks with confidence?

Explore our two new self-paced programs:

Difficult Conversations &ndash; Learn how to handle high-stakes conversations with clarity and empathy.
Difficult Conversations for Leaders &ndash; Tailored for managers navigating performance, feedback, and team dynamics.

Book a discovery session to explore how we can support your leaders: Schedule a meeting with Karen Gately
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/the-hidden-risk-in-good-vibes-only-leadership</guid>
<pubDate>25 Aug 2025 01:33:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/from-guidelines-to-guardrails-embedding-psychosocial-risk-into-business-strategy</link>
<title><![CDATA[From Guidelines to Guardrails: Embedding Psychosocial Risk into Business Strategy ]]></title>
<description><![CDATA[Discover how to move beyond policy paperwork and embed psychosocial safety into the heart of your business strategy. This blog shows leaders and HR professionals how to turn legal obligations into practical actions that protect people and drive performance. 
]]></description>
<content><![CDATA[In boardrooms across Australia, there&rsquo;s a growing awareness that psychosocial safety is more than an HR trend&mdash;it&rsquo;s a strategic imperative. With Victoria&rsquo;s new psychosocial risk obligations taking effect in December 2025 and national expectations shifting rapidly, leaders can no longer afford to treat this as a compliance box to tick. 

The reality is that policies and training alone don&rsquo;t prevent harm. To protect people and performance, organisations need to embed psychosocial safety into their core business strategy. That means building guardrails&mdash;not just writing guidelines. 

From Compliance to Culture 

The majority of businesses we work with now have policies in place that define unacceptable behaviours and outline reporting processes. But compliance alone won&rsquo;t shift the cultural drivers of psychological harm. 

To move the dial, organisations need to shift from awareness to action&mdash;from having documentation to creating environments that are genuinely safe and sustainable for human beings. 

So what&rsquo;s the difference? 

- Guidelines offer direction. 

- Guardrails shape behaviour. 

When psychosocial safety becomes part of how leaders plan, communicate, and measure success, it becomes a structural part of the business&mdash;not just an HR initiative. 

What Do We Mean by Psychosocial Risk? 

Psychosocial hazards are aspects of work that can cause psychological harm, including but not limited to: 


	
	Excessive job demands 
	
	
	Poor role clarity 
	
	
	Exposure to bullying, harassment, or discrimination 
	
	
	Lack of support from leaders or peers 
	
	
	Ineffective change management 
	


The obligation to manage these risks is enshrined in Work Health and Safety (WHS) laws, and reinforced by initiatives like Respect@Work and the upcoming Victorian psychosocial safety regulations. 

The real challenge lies in how these risks are recognised, prioritised, and addressed day-to-day&mdash;particularly by those in positions of power. 

Where Most Organisations Go Wrong 

Even with the best intentions, many organisations fail to truly integrate psychosocial risk into their strategic fabric. Common pitfalls include: 


	
	Isolating responsibility to HR, without executive or board engagement. 
	
	
	Excluding psychosocial risks from risk registers, leaving them off the risk management agenda. 
	
	
	Failing to equip people leaders with the skills, tools, and authority to lead psychologically safe teams. 
	
	
	Neglecting early warning signs, such as fear, silence, withdrawal, high turnover, or unhealthy conflict. 
	
	
	Misalignment between stated values and lived experiences, resulting in distrust and disengagement. 
	


When psychological safety is treated as a &ldquo;soft&rdquo; issue, it rarely gets the time, investment, or accountability it needs. 

Five Practical Steps for Embedding Psychosocial Safety 

1. Start with Governance 

Psychosocial safety needs visible sponsorship from the top. Make it a standing agenda item in executive and board forums. Assign ownership at every level&mdash;from risk and compliance to operations and people leaders. 

2. Map the Risk 

Go beyond incident reports. Use diagnostic tools to identify systemic psychosocial hazards. This could include: 

- Psychosocial risk audits 

- Exit interview trends 

- Culture and engagement reviews 

3. Prioritise Like Any Business Risk 

Use risk heat maps and controls just as you would for financial or other WHS risks. Rank hazards by likelihood and consequence. Create action plans with accountable owners, timelines, and reporting cycles. 

4. Build Leadership Capability 

Equip managers to understand psychosocial risk and lead safe, inclusive teams. Integrate these capabilities into leadership frameworks, performance reviews, and succession plans. 

5. Monitor, Learn, Improve 

Establish lead and lag indicators (e.g. workload spikes, psychological claims, conflict data). Regularly review this data and act visibly on findings. Transparency is key to building trust. 

The Strategic Role of HR (and the Opportunity for Executives) 

This is HR&rsquo;s moment to lead&mdash;but not alone. 

Embedding psychosocial safety is about shifting how the business thinks and operates. It&rsquo;s about ensuring every leader, every decision, and every system aligns with a workplace that is not only legally compliant but genuinely safe, fair, and high-performing. 

Want Help Putting Guardrails in Place? 

We work with HR teams, executive leaders, and boards to diagnose risk, build leadership capability, and embed psychosocial safety into business systems. 

Let&rsquo;s talk about how we can support your organisation. 
]]></content>
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<pubDate>25 Jul 2025 01:26:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/the-leadership-failures-of-donald-trump-a-case-study-in-what-not-to-do</link>
<title><![CDATA[The Leadership Failures of Donald Trump: A Case Study in What Not to Do ]]></title>
<description><![CDATA[Great leadership isn&rsquo;t just about authority&mdash;it requires integrity, emotional intelligence and the ability to unite people toward a common goal. When leaders foster division, undermine trust or prioritize self-interest over collective success, they weaken their impact. This blog explores key lessons in what to avoid&mdash;and what truly effective leadership looks like.
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<content><![CDATA[Leadership is about more than just holding a position of power&mdash;it requires integrity, emotional intelligence and the ability to inspire and unify people toward a common goal. As President of the United States, Donald Trump continues to command a loyal base of supporters, but his leadership style remains widely criticized for fostering division, undermining trust and prioritizing self-interest over collective success. 

For those seeking to understand what effective leadership looks like, Trump&rsquo;s approach serves as a useful case study in what not to do. Here&rsquo;s why: 

Lack of Emotional Intelligence 

Great leaders exhibit emotional intelligence&mdash;they manage their emotions effectively, show empathy for others and build relationships based on trust and respect. Trump, however, is known for his impulsive reactions, personal attacks and inability to accept criticism. His continued use of social media for harsh rhetoric against political opponents, journalists and even members of his own administration highlights a lack of self-regulation and emotional maturity&mdash;key qualities needed to inspire confidence and stability. 

Failure to Unify and Inspire 

One of the most critical responsibilities of a leader is to unify people, especially in times of crisis. Trump&rsquo;s leadership remains deeply divisive, often pitting groups against each other rather than fostering collaboration. Effective leaders build bridges&mdash;Trump consistently burns them. 

Disregard for Truth and Accountability 

Trust is a fundamental pillar of leadership and that trust is built through honesty, transparency and accountability. Throughout his presidency&mdash;both in his current term and previously&mdash;Trump has been marked by misinformation, exaggerations and outright falsehoods. From downplaying the severity of COVID-19 to making baseless claims about election fraud, his approach has undermined trust in science, the democratic process and expert leadership. A leader who refuses to take responsibility for failures and instead shifts blame onto others cannot earn the lasting respect of those they lead. 

Undermining Democratic Institutions 

One of the most alarming aspects of Trump&rsquo;s leadership is his continued willingness to undermine democratic norms and institutions. From attacking the legitimacy of the free press to pressuring officials to alter democratic election results, his actions set a dangerous precedent for governance. Strong leaders uphold institutions, foster trust in democratic processes and commit to the rule of law&mdash;Trump consistently does the opposite. 

Final Thoughts: Leadership That Fails the Test 

Trump&rsquo;s leadership style may resonate with certain audiences, but when measured against the core principles of effective leadership, it falls well short. Great leaders build trust, unify teams, take responsibility, communicate effectively and act with integrity&mdash;qualities that remain absent in Trump&rsquo;s approach. 

For business leaders, policymakers and anyone in a leadership role, his example serves as a reminder of the damage that can be done when leadership is fueled by ego, division and misinformation rather than vision, accountability and service to others. 

Want to be a great leader? Look at Trump&mdash;and then do the opposite. 

Follow Karen Gately on LinkedIn now!
]]></content>
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<pubDate>25 Jun 2025 02:01:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/psychosocial-safety-legislation-is-coming-to-victoria-are-your-leaders-ready</link>
<title><![CDATA[Psychological Safety Legislation is Coming to Victoria: Are Your Leaders Ready?]]></title>
<description><![CDATA[From December 2025, businesses in Victoria must prevent psychological harm at work, just as they do physical harm. Stress, bullying, and job insecurity are now workplace safety risks, not just HR issues. Here&rsquo;s what leaders need to do to foster a culture of psychological safety.
]]></description>
<content><![CDATA[In December 2025, Victoria will introduce new psychological safety legislation, aligning with the workplace safety laws already in place across most other Australian states and territories. This means that businesses will have a clear legal duty to prevent psychological harm at work, just as they do physical harm. 

The message is clear&mdash;mental health risks such as workplace stress, bullying and job insecurity are no longer just HR concerns. They are workplace health and safety risks that must be proactively managed. Organizations that fail to do so risk not only legal repercussions but also declining employee engagement, trust and performance. To truly embed psychological safety, its essential for leaders develop the character traits and skills needed to foster a culture where employees feel safe, supported and empowered. 

Leadership is the Key to Psychological Safety 

Strong policies alone will not create a mentally healthy workplace. Leadership capability is the single most important factor in shaping whether an organization successfully adapts to these new regulations or faces ongoing challenges in meeting compliance and employee well-being expectations. A leader&rsquo;s ability to engage in open, respectful conversations about workplace issues, manage conflict with sensitivity and foster a culture of trust and inclusion is critical. 

Emotional intelligence (EQ) is at the heart of effective leadership in psychosocial safety. Leaders who can regulate their own stress, recognize signs of distress in others and approach challenges with empathy are far better equipped to create psychologically safe environments. In workplaces where leaders lack emotional intelligence, employees may hesitate to speak up about concerns, leading to unresolved issues that escalate into more serious problems. 

Psychosocial risks are often complex and sensitive, requiring leaders to navigate difficult conversations with respect and confidence. Whether it&rsquo;s addressing inappropriate behavior, discussing performance issues or supporting an employee experiencing mental health challenges, leaders need the skills to have these discussions in a way that builds trust rather than fear. Leaders who listen actively and provide clarity around workplace expectations create teams where people feel heard and valued. 

Equally important is coaching and supportive leadership. The best workplaces don&rsquo;t just manage risks&mdash;they create cultures of psychological safety where employees feel genuinely supported in their growth and well-being. Leaders who take a coaching approach encourage work-life balance, professional development and open dialogue. Rather than simply enforcing rules, they help employees navigate workplace challenges and create conditions for high performance without burnout. 

The Time to Act is Now 

With Victoria&rsquo;s new psychosocial safety laws just around the corner organizations must ensure their leaders have the skills to navigate this change. Leadership development is not just a nice-to-have&mdash;it&rsquo;s a business and legal imperative. 

Leaders who excel in emotional intelligence, effective communication and supportive leadership will not only help their organizations stay compliant but also create high-performing, engaged and mentally healthy teams. Those who ignore the importance of leadership capability will face greater risks&mdash;not just under the law but in retaining talent, building trust and maintaining a productive workplace culture. 

If your leadership team isn&rsquo;t prepared for this shift, now is the time to take action. The right leadership skills don&rsquo;t just reduce risk; they create workplaces where people thrive. 

To learn more about Corporate Dojo&#39;s offering on managing psychosocial risks in the workplace, click here.

Follow Karen Gately on LinkedIn now!
]]></content>
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<pubDate>02 May 2025 01:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/are-your-workplace-policies-just-paper-tigers</link>
<title><![CDATA[Are Your Workplace Policies Just Paper Tigers? ]]></title>
<description><![CDATA[Simply having policies isn&rsquo;t enough. A recent Fair Work Commission case highlights the risk of a &ldquo;set and forget&rdquo; approach. If policies aren&rsquo;t communicated and embedded in workplace culture, they may not hold up when tested. Here&rsquo;s why that matters.
]]></description>
<content><![CDATA[For leaders and HR teams, here&rsquo;s an important question: If challenged, could you prove that your workplace policies are more than just documents sitting in a folder? 

Too often, companies take a set and forget approach to workplace policies&mdash;handing out documents, collecting signatures, and assuming compliance. But a recent Fair Work Commission (FWC) case has reinforced a crucial reality: merely having policies isn&rsquo;t enough. If they aren&rsquo;t actively communicated, understood and embedded into workplace culture, they may not hold up when tested. 

The Pitfalls of a Passive Approach 

Relying on employees to read and acknowledge workplace policies without meaningful engagement is a risky strategy. Many employees sign off without fully understanding the policies or their implications. The real danger? When an issue arises, employers may find that policies they thought were clear and enforceable don&rsquo;t stand up under legal scrutiny. 

This was demonstrated in a recent FWC ruling involving Christmas Island Phosphates. A truck driver was dismissed for making inappropriate comments to a colleague, but the FWC found the termination harsh. The reason? The employer had not provided adequate policy training, particularly in a culturally appropriate way that might have prevented the issue. The case underscored that policies must be properly communicated and reinforced&mdash;simply having them on paper is not enough. 

What Makes Policies Effective? 

To be truly effective, workplace policies need to be: 

Clearly explained &ndash; Employees should receive training and have the opportunity to ask questions. 

Consistently applied &ndash; Uneven enforcement can lead to confusion and potential claims of unfair treatment. 

Regularly updated &ndash; Workplace laws evolve, and policies must keep pace with changes. 

Actively reinforced &ndash; Leaders must model the behaviors expected under workplace policies and intervene when issues arise. 

Policies that are well-integrated into an organization&rsquo;s culture don&rsquo;t just protect against legal risks&mdash;they create more engaged, respectful, and accountable workplaces. 

Tips  


	
	Provide engaging training sessions that go beyond a simple presentation.  
	
	
	Use real-world scenarios to help employees understand how policies apply in day-to-day situations. 
	
	
	Ensure policies are culturally appropriate to address diverse workplace needs.  
	
	
	Keep records of policy communication, training, and enforcement actions. 
	


Workplace policies should serve as the backbone of a fair and transparent workplace&mdash;not as an afterthought. The FWC&rsquo;s ruling is a clear signal that businesses need to move beyond tick and flick and commit to real engagement. 

Follow Karen Gately on LinkedIn now!
]]></content>
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<pubDate>23 Apr 2025 00:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/depersonalizing-feedback</link>
<title><![CDATA[Depersonalizing Feedback]]></title>
<description><![CDATA[Struggling with tough conversations about performance or behavior? The key to delivering feedback effectively lies in how you approach it. In our latest blog, we reveal the power of depersonalized feedback&mdash;focusing on actions, not individuals&mdash;and share practical tips to drive improvement without damaging relationships.
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<content><![CDATA[Delivering feedback can be a delicate task, particularly when it involves addressing poor performance or conduct. One important technique is to depersonalize feedback. What that means is shifting the focus from the individual to the specific behavior or outcome. Instead of making personal judgments, you highlight the impact of the behavior and offer suggestions for improvement.  

Why Depersonalize Feedback? 

When feedback is personalized, it can trigger emotional responses and defensiveness. By depersonalizing it, you create a more objective and less threatening environment. 

Depersonalized feedback fosters open communication by creating a safe space for discussion and learning. 

By focusing on behaviors and outcomes, you encourage employees to view feedback as an opportunity for growth and development. 

Practical Tips for Depersonalizing Feedback 

Use &quot;I&quot; Statements: Instead of using &quot;you&quot; statements, which can sound accusatory, use &quot;I&quot; statements to express your perspective. For example, instead of saying, &quot;You always come late to meetings,&quot; you could say, &quot;I&#39;ve noticed that I&#39;ve had to wait for you to arrive at our last few meetings.&quot; 

Focus on Specific Behaviors: Instead of making broad generalizations, focus on specific instances of behavior. For example, instead of saying, &quot;Your work is always sloppy,&quot; you could say, &quot;The report you submitted last week contained several errors in the data analysis.&quot; 

Avoid Judgmental Language: Use neutral and objective language to describe the situation. Avoid words like &quot;lazy,&quot; &quot;careless,&quot; or &quot;incompetent.&quot; 

Offer Constructive Suggestions: Instead of simply pointing out problems, offer specific suggestions for improvement. For example, instead of saying, &quot;Your presentation skills need improvement,&quot; you could say, &quot;Consider practicing your presentation a few times before delivering it to the team.&quot; 

Other Examples of Depersonalized Feedback 

Personal: &quot;You&#39;re always late with your reports.&quot;  

Depersonalized: &quot;The last three reports were submitted past the deadline.&quot; 

Personal: &quot;Your work is sloppy.&quot;  

Depersonalized: &quot;There were several errors in the data analysis of the latest project.&quot; 

Personal: &quot;You&#39;re not a team player.&quot;  

Depersonalized: &quot;There have been instances where your contributions to team discussions have been minimal.&quot; 

Personal: &quot;Your attitude is negative.&quot;  

Depersonalized: &quot;Your recent comments during the team meeting seemed dismissive of others&#39; ideas.&quot; 

Personal: &quot;You need to improve your communication skills.&quot;  

Depersonalized: &quot;The email you sent to the client was unclear and lacked essential details.&quot; 

Deliver feedback that is both constructive and respectful. Remember, the goal is to help employees improve their performance, not to damage their self-esteem. 

 
]]></content>
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<pubDate>24 Mar 2025 23:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/addressing-bullying-in-the-workplace</link>
<title><![CDATA[Addressing Bullying in the Workplace ]]></title>
<description><![CDATA[Is your workplace truly safe from bullying? Many leaders genuinely care about fostering a respectful environment, yet bullying persists in countless organizations. In our latest blog, we uncover what constitutes bullying, why intent doesn&rsquo;t excuse harmful behavior and how proactive leadership can create a healthier, more respectful workplace culture. Don&#39;t miss these essential insights!
]]></description>
<content><![CDATA[Very rarely do I meet a leader who doesn&rsquo;t care about bullying happening on their watch.  Most of the leaders I work with sincerely care about providing a healthy and safe workplace environment for everyone and yet bullying continues to be a serious issue in far too many workplaces.  

Creating an environment that discourages bullying involves proactive leadership and a commitment to fostering a respectful workplace culture. This includes training managers and team members to recognize and respond to inappropriate behaviors.   

In a moment I&rsquo;ll share with you what constitutes bullying and what doesn&rsquo;t.  Before we get there however, its important that you understand that the intentions of the bullying are irrelevant in the eyes of the law.  In other words, regardless of the absence of malicious intent, behaviors that negatively affect the health and safety of others can still constitute bullying.   

What is Bullying? 

Bullying is defined as repeated, unreasonable behavior directed towards an individual or group that creates a risk to health and safety.   

In the context of defining bullying, &quot;unreasonable behavior&quot; typically refers to actions that a rational person would deem inappropriate, excessive or unwarranted under the circumstances. These are actions that go beyond what is considered acceptable or fair in the workplace and create a risk to health and safety. This includes behavior that is harsh, oppressive or out of proportion to the situation. 

A recent example of bullying I have investigated involved a Manager who repeatedly criticized a team member publicly, using harsh and unnecessary comments that contributed neither to performance improvement nor professional development.  I this case a reasonable person would have felt intimidated and humiliated by the Managers approach.  The Manager had reasonable cause to be frustrated but failed to have one to one conversations with the team member, but instead regularly singled them out during meetings to address their concerns.   

In another example, a team member was subjected to bullying by a group of colleagues who systematically excluded him from lunch outings and team meetings, spread malicious rumors about his personal life and work ethic and frequently interrupted or dismissed his contributions during discussions, creating a hostile and isolating work environment. 

Examples of bullying include: 

Derogatory Remarks: Repeatedly making derogatory comments or mocking someone&rsquo;s work. 

Exclusion: Excluding someone from work-related activities without a valid reason. 

Psychological Harassment: Playing mind games or engaging in other forms of psychological abuse.  

Intimidation: Persistently intimidating, belittling or demeaning someone. 

Unreasonable Tasks: Assigning meaningless tasks or setting impossible deadlines unrelated to the job. 

What Bullying is Not 

It&rsquo;s important to distinguish bullying from actions that might feel uncomfortable but are part of legitimate management practices. Bullying is not reasonable management actions carried out in a reasonable manner, such as setting realistic performance goals, discussing job performance issues or making operational decisions like rostering or transferring staff for legitimate reasons. 

Managerial Actions on Bullying Complaints 

When a bullying complaint is raised, take the following steps to ensure a fair, prompt and thorough response: 

Listen and Document: Take the complaint seriously from the outset. Listen empathetically, document all details and maintain confidentiality. 

Report and Investigate: Report the issue as per your organizational guidelines. Conduct a thorough and impartial investigation to gather all sides of the story. 

Take Action: Based on the evidence, take appropriate actions. This could range from mediation and counseling to disciplinary actions if the complaint is substantiated. 

Communicate: Keep all parties informed about the process and outcomes. Transparency helps in maintaining trust and ensuring all parties feel heard. 

Follow-Up: Monitor the situation post-resolution to prevent recurrence. Ensure that the victim does not suffer retaliation or victimization. 

Proactive Measures: Implement training and policies that help prevent bullying. Encourage a culture of respect and inclusion and lead by example. Regularly review workplace policies and practices to ensure they are effective and fair. 

Remember, a workplace where employees feel safe and respected is not only a legal obligation but a cornerstone of successful organizational performance. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/addressing-bullying-in-the-workplace</guid>
<pubDate>17 Feb 2025 23:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/lessons-from-the-life-of-carrie-baillee</link>
<title><![CDATA[Lessons from the Life of Carrie Baillee ]]></title>
<description><![CDATA[Carrie Bailee&#39;s life is a testament to resilience, humor and unwavering strength. From overcoming abuse to battling cancer, her story inspires us to face adversity with grace and find purpose in every challenge.
]]></description>
<content><![CDATA[Twenty-five years ago, I had the privilege of meeting an extraordinary woman who would forever change my perspective on life. Carrie Bailee is one of those rare individuals who never ceases to amaze me with her resilience, her humor and her unwavering spirit. 

Carrie&#39;s life has been marked by unimaginable hardship. As a child, she endured horrific abuse that left deep scars on her body and mind. Yet, she survived and, in a remarkable turn of events, became the first refugee in Australia from Canada.  

Now, she is courageously battling cancer. It&#39;s a cruel twist of fate that someone who has already endured so much should face such a daunting challenge. Yet despite the battle ahead of her, Carrie continues to inspire and uplift those around her. 

Our time together over recent weeks has reminded me of how incredibly fortunate I am to have Carrie in my life. Her strength, resilience and unwavering spirit continue to inspire me and her message of hope and healing is more important than ever. 

What Can We Learn from Carrie&rsquo;s Remarkable Life? 

Resilience

One of the most profound lessons I&#39;ve learned from Carrie is the power of human resilience. She has taught me that no matter how difficult life may become, we can always find the strength to persevere.  

Purpose

Despite the pain and suffering she has endured, Carrie has found real purpose in her life. She has shared her story to inspire others, to raise awareness about child abuse and to advocate for survivors. Her book, &ldquo;Flying on Broken Wings,&rdquo; is a testament to her strength and her commitment to helping others. 

Humor

Even in the darkest of times, Carrie finds a way to laugh. I can honestly say that I&rsquo;ve never laughed as much and as hard, as I do when I&rsquo;m with Carrie.  She is definitely the only person to ever make me laugh while talking about dying.  Carrie has a unique ability to find humor in any situation and isn&#39;t afraid to say what comes to her mind, even if it means pointing out the absurdity of my ridiculously short thumbs and big toes. 

Love

Despite the betrayals she has experienced Carrie chooses to love unconditionally. If anyone could be forgiven for thinking people suck, it&rsquo;s Carrie.  And yet she has the ability to see the good in people and love them for who they are.  She truly is a wonderful friend.   

Carrie&rsquo;s life is a powerful reminder that we all have the capacity to overcome adversity and find meaning in our lives. Her story is a beacon of hope, inspiring us to embrace life&rsquo;s challenges with courage and grace. 

I am eternally grateful for Carrie&rsquo;s friendship and for the many lessons she has taught me. Her spirit will continue to inspire me and I know that her legacy will live on. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/lessons-from-the-life-of-carrie-baillee</guid>
<pubDate>20 Jan 2025 23:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/building-and-maintaining-your-mental-fitness</link>
<title><![CDATA[Building and Maintaining Your Mental Fitness ]]></title>
<description><![CDATA[Ready to transform your life? Explore powerful strategies, expert advice, and actionable tips to boost your confidence, overcome challenges and achieve your goals. Your journey to a better you starts here!
]]></description>
<content><![CDATA[Many of the people and teams I work with struggle to consistently achieve high standards of performance, not because they lack knowledge, skills or experience, but because they lack the mental fitness needed to thrive in challenging or complex scenarios. 

Just as we prioritize physical workouts to strengthen our bodies, mental fitness requires consistent attention to build resilience, emotional intelligence, and overall mental well-being. It&#39;s about nurturing your mind to navigate life&#39;s challenges with grace and determination. 

Key Indicators of Mental Fitness

Emotional regulation: Managing and responding to emotions in ways that have a positive impact on ourselves and others.  

Resilience: The ability to bounce back from setbacks and adversity.  

Stress management: The ability to cope with and reduce stress to overcome harmful impacts.  

Positive mindset: The ability to maintain optimism and a sense of gratitude.  &#x200B;&#x200B;&#x200B;&#x200B;&#x200B;

Cultivating Your Mental Strength 

Much like physical fitness, building and maintaining mental fitness requires regular practice and dedication. Here are some practical steps to get you started: 

Know Yourself

Understanding your emotional triggers and how you react to stress is crucial. Observe your mood and behavior when pressure mounts. Identify your strengths and weaknesses to develop strategies to cope with overwhelming feelings and become skilled at emotional regulation. 

Choose Your Thoughts

Your thoughts shape your reality. Practice mindful awareness and challenge negative thought patterns. Cultivating a growth mindset and practicing problem-solving can significantly enhance your mental fitness particularly as it relates to resilience. Learn to focus on the positive aspects of your circumstances and cultivate a belief in your ability to overcome obstacles.   

Develop Stress Management Strategies

Incorporating relaxation techniques like meditation or deep breathing into your routine can help you manage stress effectively. 

Keep Active

Physical activity is a powerful tool for boosting mood and reducing stress. Incorporate exercise into your routine, whether it&#39;s a brisk walk, a bike ride, or hitting the gym. Find activities you enjoy and make them a regular part of your life. 

Call Time Out

Balance is key to mental well-being. Create clear boundaries between work and personal life. Schedule regular breaks throughout the day to recharge and prevent burnout. Disengage mentally from work when you&#39;re off the clock. 

Deliberately Recharge

Energy is essential for mental clarity and focus. Identify activities that energize you and make time for them. Whether it&#39;s reading, spending time in nature, or pursuing a hobby, prioritize experiences that rejuvenate your mind and spirit. 

Remember, building mental fitness is a journey, not a destination. Be patient with yourself and celebrate small victories along the way. By incorporating these practices into your daily life, you&#39;ll develop the mental resilience and strength need to consistently thrive at work and in life. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/building-and-maintaining-your-mental-fitness</guid>
<pubDate>15 Dec 2024 18:50:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/how-to-get-along-with-people-you-dont-like</link>
<title><![CDATA[How to Get Along with People You Do Not Like]]></title>
<description><![CDATA[Navigating tricky workplace relationships? Learn how to manage your attitude, choose your battles wisely and build a professional rapport for a smoother, more productive work environment.
]]></description>
<content><![CDATA[Let&rsquo;s face it, chances are you&rsquo;re not going to like everyone you work with; or have to socialize with for that matter. Most of us are likely to find ourselves forced to spend time with people we would rather not. The simple truth is we can either suffer through each interaction or find ways to get along.  

While I could point to endless examples of what happens when people simply don&rsquo;t like each other and fail to get along, one that often comes to mind is the relationship between Alex and Riley (not their real names).   

The tension between them was palpable. Their animosity towards one another was an open secret, a festering wound within the team. It was clear from their icy interactions and pointed remarks that they couldn&#39;t stand each other. Their dislike was mutual, a toxic brew of irritation and contempt that meant every interaction was a minefield, fraught with passive-aggressive comments and thinly veiled insults.  

It was evident that any attempt at collaboration or cooperation was futile, as their personal dislike had completely overshadowed their professional responsibilities. 

While Alex and Riley clearly weren&rsquo;t having a great time having to be in the same space as one another, by the time I got involved, the rest of the team were completely over it. No one cared anymore who was right and who was wrong. They just wanted them to get over it and move on so the rest of team didn&rsquo;t have to deal with the tension and conflicts any more.   

Alex and Riley didn&rsquo;t need to become friends, they just needed to learn to &lsquo;get along&rsquo; which when it comes to colleagues means the ability to work in a spirit of cooperation and get the job done to the best of your collective ability.  

While we can wish the other person were different here are some tips about what you can do to get along with that person you don&rsquo;t like.   

Choose Your Attitude 

The key to getting along with anyone lies in your ability to choose your attitude. Of course, their attitude matters also, but the reality is you can&rsquo;t control other people. Focus on what you can control; that is your own thoughts, emotions and behaviour.  

So many of us waste energy thinking and talking about people we don&rsquo;t like. How often do you replay annoying events or conversations in your mind? Do you &lsquo;roleplay&rsquo; scenarios in your mind about the conversations you intend to have with some people? Do you imagine yourself winning an argument with your nemesis? Do you allow your emotions to build as you invest in the drama unfolding in your mind?  

We all have the power to choose the thoughts and emotions we invest in. The ability for anyone to offend us or drain our spirit entirely depends on our response. We choose how the words and actions of other people make us feel.  

Pick Your Battles 

While of course, it matters to stand up for ourselves when being mistreated, in many circumstances we can simply choose to ignore the things that otherwise upset us. We have the choice to simply walk away and disengage rather than wade into an argument. We can choose to let thoughtless comments or unintentionally offensive remarks &lsquo;go through to the keeper&rsquo;. Choosing for example to see someone&rsquo;s words as ill-considered is healthier for our relationship with them, than assuming their actions are malicious.  

Judge Carefully 

Ask yourself if you are being unfairly judgmental. Sometimes the actions we see as wrong are simply different from the way we would approach things. Reflect on why you don&rsquo;t like the person and challenge any unfounded assumptions or unconscious biases you may have. For example, the woman you perceive as being attention-seeking may be simply talkative and unaware that her enthusiastic sharing of stories about her life is coming across as insufferable self-indulgence.  

Reserve Judgement

Our experiences of people quite reasonably form expectations of them in the future.  Be careful to not allow baggage from the past to cloud your view of someone&rsquo;s potential. We all make mistakes, maybe with a little forgiveness and relaxed expectations, you can learn to like some, if not all aspects of the person they are.  

Build Bridges 

Look for ways in which you can build trust, respect and rapport. Common interests are a safe place to start. Find out things about the person you find interesting or respect. This can be particularly challenging with some people but appreciate the good that can be found in most people and give credit where it is due.  
]]></content>
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<pubDate>23 Nov 2024 19:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/influencing-psychological-safety-when-driving-change</link>
<title><![CDATA[Influencing Psychological Safety When Driving Change ]]></title>
<description><![CDATA[Driving change effectively requires a psychologically safe environment. This blog explores key strategies for building trust, fostering open communication and empowering employees to navigate change successfully.
]]></description>
<content><![CDATA[Recently, I had the pleasure of facilitating a session for the Leadership Collective Chief People Officer forum, about the importance of psychological safety in driving change. There is no doubt that when people feel safe to speak up, share their ideas and take risks, they are entirely more likely to be engaged and committed to the change process.  

Key Strategies for Influencing Psychological Safety When Driving Change 

Build Trust 

Trust is the foundation of psychological safety. When people trust their leaders and colleagues, they are more likely to feel safe, whether that be so step outside their comfort zone, to take risks and speak up. Among the most important things we can do to build trust through times of change are to be consistent, empathetic and vulnerable.  

Be Consistent 

When it comes to consistency the goal is to be as predictable as possible. For example, providing consistent and timely updates on the change process, its progress and its impact. Maintaining a unified message across all communication channels (emails, meetings, intranet, etc.). Consistently creating opportunities for people to ask questions and share their concerns. 

Involve Employees Early 

Among the most common mistakes I observe organisations make is failing to get their people involved early in the change process. While of course at times it isn&rsquo;t possible to share commercially sensitive information, as soon as you are able, start engaging with the people who are ultimately impacted by the changes you are considering.  

From identifying the need for change to developing and implementing solutions, help your people to feel like they are able to influence the approaches taken and that they are a part of the solution.   

Foster Open Communication 

Open communication is fundamental to trust-building and is especially critical during periods of change when many people are likely to feel uncertain and even insecure. By encouraging open dialogue, both formally and informally and actively listening to people&rsquo;s perspectives, we create a psychologically safe environment where everyone feels valued and heard.  

Empower Employees 

Providing employees with the resources and support they need to succeed in a changing landscape is essential. All too often employers fail to adequately invest in the training people need to feel confident in their ability to succeed when change requires them to work in new ways or assume new responsibilities.   

Look for opportunities to allow people to be a part of the decision-making process about how things will be organized or implemented. People experience all sorts of fears during change, if they believe they are able influence you can make a big difference to the sense of control they feel.  
]]></content>
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<pubDate>23 Oct 2024 22:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/assumptions-the-silent-killer-of-workplace-harmony</link>
<title><![CDATA[Assumptions: The Silent Killer of Workplace Harmony]]></title>
<description><![CDATA[Have you ever witnessed a workplace conflict erupt over a simple misunderstanding? Chances are, assumptions were at play. This blog explores how unchecked assumptions can poison workplace relationships and offers practical strategies for overcoming this common communication pitfall.
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<content><![CDATA[I&rsquo;ve spent countless hours over the years mediating workplace conflicts. In recent times it&rsquo;s been an especially prevalent part of how I&rsquo;ve been spending time. It&rsquo;s a role that often feels like playing detective, piecing together a puzzle of misunderstandings and miscommunications. And time and again, I&rsquo;ve found that the root cause of these conflicts can be traced back to one insidious culprit: assumptions. 

We humans are wired to make sense of the world around us and assumptions are a natural part of this process. Unfortunately, in the workplace, they can be a recipe for disaster. When we assume we know someone&rsquo;s intentions, we often jump to conclusions that are far from accurate. These assumptions can trigger strong emotions, leading to defensive behaviors and escalating the situation. 

For example, one employee I&rsquo;ve worked with recently suggested to a colleague that they might excel in a different role within the company. Based on my understanding of the situation, the speaker intended this as a sincere compliment, recognizing the colleague&#39;s strengths and their potential contribution in another area. However, due to a history of eroded trust, the recipient misinterpreted the comment as criticism, perceiving it as a suggestion that their current performance was inadequate.  What they told me is that their colleague had implied that &ldquo;I suck at my job and should be doing something else&rdquo;.   

It takes courage to resist the urge to make assumptions and to engage in open and honest communication, especially when trust is low. But the rewards are immense. 

Instead of reacting impulsively, imagine taking a step back and approaching the situation with curiosity. What if, instead of assuming the worst, we asked clarifying questions? What if we sought to understand the other person&rsquo;s perspective before forming an opinion? By simply being curious, we can open up a dialogue that can prevent misunderstandings from escalating into full-blown conflicts. 

It takes practice, but cultivating a mindset of curiosity can be transformative. It&#39;s about replacing assumptions with inquiry and replacing defensiveness with empathy. The result? Stronger relationships, increased productivity and a more harmonious workplace. 

Remember, the next time you find yourself feeling offended, take a deep breath and challenge your assumptions. You might be surprised at how much it can change the outcome. 
]]></content>
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<pubDate>24 Sep 2024 22:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/navigating-the-intersection-of-policy-and-compassion</link>
<title><![CDATA[Navigating the Intersection of Policy and Compassion ]]></title>
<description><![CDATA[When policies clash with moral duty, how should organizations respond? In this blog, inspired by a recent Work Savvy podcast episode, we explore the story of a Queensland bus driver who faced termination after defending a young passenger. This incident sparks vital questions about trust, empathy, and the balance between rigid policies and compassionate leadership. Discover why policies should protect both the business and its people while allowing room for real-world complexities and moral judgment.
]]></description>
<content><![CDATA[In a recent episode of our podcast, Work Savvy, I shared in our WTF at Work segment the story of a Queensland bus driver who found himself at the harsh intersection of company policy and moral duty. After intervening to defend a young passenger from an assault, the driver was terminated from his position for allegedly breaching the company&rsquo;s policies.

Unsurprisingly, this decision has been met with community backlash and demands for the bus driver&rsquo;s reinstatement.  In my mind, it raises serious questions about trust, respect, and the application of policies within organizations. 

Imagine how the other bus drivers must be feeling.  How would you feel knowing that adhering to policies might one day force you to compromise your own values or sense of what is right. I&rsquo;m sure most decent people would find it extremely difficult to stand by and let a kid be beaten up in front of them, because their company&rsquo;s policies demand that they do.   

This incident highlights the critical importance of leaders adopting a pragmatic, fair, and compassionate approach when applying policies. While policies are essential for maintaining order and protecting both employees and the business, they should not be so rigid as to negate common sense or moral judgment. 

When policies are enforced without room for empathy or understanding, it not only harms the individuals involved but can also damage the organization&rsquo;s reputation and the morale of its team. 

Reflect on your own organisation&#39;s policies - Do they allow for discretion in their application? Do they aim to protect the business and its employees while also accommodating the complexities of real-world situations? 

This story of the bus driver serves as a poignant reminder of the need for compassionate leadership and the importance of fostering a culture where employees feel supported in making decisions that reflect both the company&rsquo;s values and their own. 

As organizations navigate the complexities of people leadership, let us not forget that at the heart of every policy should be the intention to do what is right, not just what is written. 
]]></content>
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<pubDate>28 Aug 2024 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/why-plain-speak-matters</link>
<title><![CDATA[Why &#39;Plain Speak&#39; Matters  ]]></title>
<description><![CDATA[In a world where politeness is valued, many of us are also taught to use sophisticated vocabulary or &lsquo;big words&rsquo; to appear more intelligent. However, the true power of communication lies in honesty and clarity. When we obscure the truth or use complicated language, we risk creating barriers that hinder understanding and success. In this blog, we&#39;ll explore why &lsquo;plain speak&rsquo;&mdash;clear, straightforward communication&mdash;is essential for building trust, fostering growth and engaging effectively with others.
]]></description>
<content><![CDATA[Most of us are taught to be polite and that&rsquo;s a good thing. Some of us are also taught that a sophisticated vocabulary or &lsquo;big words&rsquo; help us to appear intelligent and educated. The problem is when we hold back from speaking the full extent of the truth or use language that is difficult to understand, barriers to success are created.     

Four Essential Reasons Plain Speak Matters as Much as it Does Include These

1. Trust 

Reflect for a moment on how much more likely you are to trust and follow a leader whose agenda you understand. In my experience, most people trust the type of leader who is willing to tell them how things really are. Of course, the way the message is delivered matters just as much, but when leaders are honest, clear and respectful great standards of performance become possible.   

2. Clarity 

Have you ever found yourself in a situation where you had no idea what someone was talking about despite your familiarity with or even expertise in the topic? I have - and it was perplexing. Invited to participate in a joint pitch for work, I sat bemused as I listened to my colleague use every complex word imaginable to describe what we could do to help this particular organisation. The client seemed confused and unsurprisingly we didn&rsquo;t win the job.  

Every profession, industry and indeed every business, is likely to have its own language.  Recognise when acronyms or jargon create barriers to understanding or engagement.  Recognise also when polite conversation or playing it safe - is undermining clarity.   

3. Growth 

Tip-toeing around reality and diluting the truth in your message is problematic when it comes to resolving issues or helping people to learn and grow. The willingness and ability to say how things really are, with respect and sensitivity, is essential to creating the depth of insight people need to be at their best. 

Reflect on when you have been given feedback that allowed you to understand how you could be better. Being a great coach or mentor takes the ability and courage to help people look into the mirror and see how they can improve. Tough love takes an approach that is frank and kind, direct and compassionate. 

4. Engagement 

When have you observed a leader deliver a message that seemed contrived or insincere? How did that leave you feeling about them and the credibility of their message? Did it inspire you to buy in or were you left wondering what the real story is?   

Australians have especially well-developed &lsquo;BS&rsquo; detectors. Typically, we don&#39;t respond well to hype and marketing pitches from our leaders. Telling people for example - that all is well in your world, when clearly the pressure is on and everyone can see the wolf at the door, is unhelpful. Keeping your team engaged, especially through tough times, takes honest communication about the realities of your circumstances and the reasons you believe the team can succeed.  
]]></content>
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<pubDate>24 Jun 2024 01:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/strong-relationships-are-at-the-heart-of-your-teams-ability-to-thrive</link>
<title><![CDATA[Strong Relationships Are Key to Your Team Achieving Its Full Potential]]></title>
<description><![CDATA[Strong teams are the backbone of successful organizations. This blog explores key strategies for building trust, fostering open communication and cultivating a culture of emotional intelligence to create high-performing and fulfilling team environments.
]]></description>
<content><![CDATA[How well do the members of your team get along?  Are your people able to effectively collaborate to achieve the best possible outcomes for your business?  Strong relationships built on a foundation of trust and respect are essential to any team&rsquo;s ability to realise their potential.    

Important Steps to Influence Strong Relationships Across Your Team 

Establish Shared Goals and Values 

Create a sense of unity by establishing shared goals and values. When team members are working towards a common objective and share a set of core values, they are more likely to support one another and build strong, lasting relationships. 

Promote Open and Transparent Communication 

Facilitate open lines of communication within the team. This could be through regular team meetings, open forums for sharing ideas and encouraging direct communication between team members. Ensuring that everyone feels heard and valued is key to building trust. 

Encourage Social Interactions 

Organize social events or team-building activities outside of work tasks. Informal settings can help team members connect on a personal level, leading to stronger bonds and better collaboration at work. 

Facilitate Conflict Resolution 

Equip your team with tools and strategies for constructive conflict resolution. When conflicts arise, guide team members through a process of understanding and resolution, emphasizing the importance of maintaining respect for each other&#39;s perspectives. 

Arguably, the most important thing you can do is to grow emotional intelligence.   

All too often, I observe a lack of emotional intelligence undermining relationships and holding teams back from achieving their full potential. Contemplate for a moment how often you have observed emotional responses damage relationships and undermine the ability of people to collaborate effectively.  

Put simply, emotional intelligence is the ability to recognize, understand and manage our own emotions, as well as the ability to recognize, understand and influence the emotions of others. 

Steps you can take to grow the emotional intelligence of your team include these: 

Leading by Example: Start with leading by example. 

Key Emotional Skills: Demonstrating empathy, self-awareness, emotional composure and constructive communication are key. 

Fostering Open Dialogue: Encourage open, respectful dialogue about emotions and how they affect teamwork to create a culture of mutual understanding and support. 

Constructive Feedback: Provide regular, constructive feedback that promotes self-reflection. 

Team-Building and Emotional Development: Implement team-building activities and training programs that focus on developing emotional skills, such as active listening, empathy and constructive communication. 
]]></content>
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<pubDate>24 May 2024 03:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/building-confidence-tips-to-elevate-your-self-esteem</link>
<title><![CDATA[Building Confidence: Tips to Elevate Your Self-Esteem ]]></title>
<description><![CDATA[Many people struggle to see their own worth, often doubting their strengths and potential. As a coach, it&rsquo;s disheartening to witness this, especially when their true value is so clear to me.
]]></description>
<content><![CDATA[I&rsquo;m often saddened by how many of my clients lack confidence and have low self-regard. All too often, I can see their strengths and potential, even when they cannot. Even when I encourage them to recognize their own gifts and the value they bring to their employer, they resist.

Confidence can be likened to a muscle; the more you work on it, the stronger it becomes. It&#39;s the self-assurance that helps us navigate challenges, take risks, and present our best selves to the world. However, building confidence doesn&#39;t happen overnight, it takes time and practice.  

Here are some of the strategies I share with my clients, to bolster self-esteem and pave the way to a more confident you. 

Build Self-Awareness

Start by introspecting and recognizing your strengths and weaknesses. Acknowledge your achievements, no matter how small, and remind yourself of them regularly. By understanding and accepting yourself, you build a foundation upon which confidence can thrive. 

Set Achievable Goals

Break down your aspirations into small, attainable steps. Every time you achieve a goal, you give yourself evidence of your ability to succeed. Celebrating these victories, will reinforce your belief in your ability to achieve your bigger goals. 

Step Out of Your Comfort Zone

Our comfort zone is the space in which life is more predictable and feels safer.  The reality is growth happens at the edges of our comfort zones. By challenging yourself and trying new things, you prove to yourself that you&#39;re capable of more than you might have believed.  

Practice Self-Compassion

Treat yourself with the same kindness and understanding as you would a loved one.   The day I learned to speak to myself the same way I speak to my children, transformed my life.  None of us are perfect and we all make mistakes, but they don&#39;t define us. Instead of being your harshest critic, become your own biggest supporter. 

Surround Yourself with Positivity

Your environment plays a significant role in shaping your self-worth. Surround yourself with supportive people who uplift you and believe in your potential. Distance yourself from naysayers and negativity.  My mentor Aaron Sansoni recently shared how to respond to naysayers perfectly &ldquo;listen I hear what you are saying, and I respect that is your opinion, but I don&rsquo;t want to hear that.  You don&rsquo;t have to support me, but I don&rsquo;t want you to be proactively going against me&rdquo;.   

Visualize Success

Visualization is a powerful tool used by many athletes and successful business people.   When you vividly imagine a scenario, the brain processes the visualization similarly to how it processes an actual event. This &quot;mental rehearsal&quot; strengthens the neural pathways associated with that activity. Over time, as you repeatedly visualize success, your brain begins to recognize the pattern, making the actual act feel familiar and attainable. 

Choose Your Posture

It might seem simplistic, but standing tall and maintaining good posture can have an immediate impact on your confidence. When you physically take up space and stand with purpose, it sends a message, both to yourself and others, that you are confident and assertive. 

Affirmations

Use positive affirmations to replace negative self-talk. Phrases like &quot;I am capable,&quot; or &quot;I believe in myself,&quot; when repeated regularly, can rewire your brain to think more positively and boost confidence. 

Accept Compliments

Instead of downplaying or brushing off compliments, learn to accept them graciously with a simple &quot;thank you.&quot; Recognizing and accepting positive feedback from others helps reaffirm your self-worth. 

Remember that building confidence is a journey, not a destination. Every day presents opportunities to nurture and grow your self-esteem. By incorporating these practices into your life, you&#39;ll be well on your way to becoming a more confident, empowered version of yourself.  
]]></content>
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<pubDate>29 Apr 2024 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/the-power-of-autonomy</link>
<title><![CDATA[The Power of Autonomy]]></title>
<description><![CDATA[Think your team could use a little more freedom? This blog dives into the power of autonomy in the workplace. We&#39;ll explore how giving your employees more control over their work can boost motivation and creativity. Get ready to learn how to empower your team and unlock their full potential!
]]></description>
<content><![CDATA[Working with a client recently to redesign their Performance and Development Plans, I was reminded of the incredible insights on human motivation offered by Dan Pink in his groundbreaking book, Drive: The Surprising Truth About What Motivates Us.

Pink shares a compelling framework for understanding motivation in the workplace and argues that three intrinsic motivators&mdash;autonomy, mastery and purpose&mdash;are key to unlocking human potential.

Autonomy can be defined as the desire to be self-directed, to have control over our work and our lives. Pink highlights the importance of giving individuals autonomy in four key areas: what they do(task), when they do it (time), who they do it with (team) and how they do it (technique).

Practical ways leaders can enable their teams to have greater autonomy

Customize Schedules

Offer flexible working hours and remote work options where feasible. This doesn&#39;t mean anarchy but finding a balance that allows employees to work when they are most productive while meeting the organisation&rsquo;s needs.

Empower with Choice

Give employees a say in the projects they work on or the tasks they tackle. This could mean allowing team members to pick projects that align with their interests and skills or even proposing their own projects that contribute to your organisation&rsquo;s goals.

Set Goals, Not Paths

Clearly communicate the outcomes you want, and let your people choose the best path to get there. In other words, set clear, measurable goals and then resist the temptation to micromanage how those goals are achieved.

Provide Resources and Support

Autonomy doesn&rsquo;t mean abandonment. Provide the necessary resources, training, and support employees need to succeed. The goal is to empower employees to make decisions and take action, knowing that support is available when they need it.

Foster a Trusting Environment

Trust is the foundation of autonomy. Demonstrate trust in your employees&#39; abilities and judgment by resisting the urge to directive. Encourage open communication, admit mistakes, and show vulnerability as a leader. This helps to create a culture where employees feel safe to take risks, make decisions, and express their opinions.

Celebrate Initiative and Learning 

Recognize and reward employees who take initiative, even if their projects don&#39;t always succeed. Emphasize the importance of learning from mistakes and failures as part of the growth process. Celebrating these efforts reinforces the value of autonomy and encourages a mindset of continuous improvement. If you haven&rsquo;t already, I highly recommend watching Daniel Pink&rsquo;s TED talk- The Puzzle of Motivation, which to date has been viewed over 11 million times.


]]></content>
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<pubDate>29 Apr 2024 06:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/staying-focused-in-a-busy-job-with-loads-of-competing-priorities</link>
<title><![CDATA[Staying Focused in a Busy Job with Loads of Competing Priorities]]></title>
<description><![CDATA[In today&rsquo;s dynamic work environment, it&rsquo;s all too common to feel overwhelmed by an endless stream of tasks, each one competing for our attention and pulling us away from key priorities. The steady flow of emails, unplanned meetings and tight deadlines often make staying focused a daunting task&mdash;a challenge many of the leaders we work with frequently encounter.  
]]></description>
<content><![CDATA[In today&#39;s fast-paced work environment, it&#39;s not uncommon for people to find themselves submerged in a sea of tasks, with each wave threatening to pull our focus away from essential priorities. The constant influx of emails, unexpected meetings, and looming deadlines can make it challenging to stay on track.  It&rsquo;s a challenge most of the leaders we work with face. 

Key Strategies I&#39;ve Mastered Over the Years:

Know What Matters Most 

The first step in maintaining focus is identifying what&#39;s truly important. One commonly used tool is the &#39;Eisenhower Box,&#39; which categorizes tasks into four quadrants based on urgency and importance. This method can help you decide which tasks require immediate attention and which ones can be scheduled for later. Deciding what not to do is as important as deciding what you will do, so also consider carefully what you can potentially delegate or eliminate entirely from your to-do list. 

Time-Blocking 

Allocate specific blocks of time for individual tasks or groups of related tasks. For example, you might reserve the first two hours of your workday for deep, concentrated work, followed by a block for meetings and then a block for emails and other administrative tasks. Doing this can minimize the cognitive load of constantly switching between tasks. 

Set Clear Boundaries 

It&#39;s crucial to establish boundaries, both with others and yourself. If you&#39;re in the middle of a focus session, politely let your colleagues know that you&#39;re unavailable until a certain time. Similarly, restrict the times you check your email or respond to non-urgent messages. The main goal here is to reduce interruptions. 

Eliminate Distractions 

Identify and eliminate potential distractions. This might mean wearing noise-cancelling headphones, using apps that block distracting websites or creating a workspace that&#39;s free from unnecessary clutter. Remember, a clean and organized environment can have a big impact on your ability to maintain mental clarity. 

Take Regular Breaks 

The reality is, the human brain can only maintain intense focus for a limited period of time. Incorporate short, regular breaks into your routine to refresh your mind. Techniques like the Pomodoro Technique, where you work intensively for 25 minutes and then take a 5-minute break, can be particularly effective. 

Stay Organized 

Keep a well-organized to-do list and update it regularly. Tools like Trello, Asana or simple pen and paper can be effective in tracking tasks and ensuring that nothing falls through the cracks. This can be especially important when you&rsquo;re struggling to find the motivation to do what you need to. Having a list of priorities makes it far easier to decide and get on with it. 

Practice Mindfulness 

Mindfulness practices, like meditation, can improve concentration and reduce feelings of overwhelm. Even a short, daily practice can make a significant difference in your ability to stay focused amidst chaos. 

While competing priorities are a natural part of any busy job, they don&#39;t have to dominate your day or dilute your efficiency. By implementing these strategies, you can cultivate a work environment where focus thrives and productivity soars. Remember, in the end, it&#39;s not about working harder but working smarter.   
]]></content>
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<pubDate>21 Mar 2024 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/cultivating-patience-steps-to-being-a-calmer-you</link>
<title><![CDATA[Cultivating Patience: Steps to Being a Calmer You]]></title>
<description><![CDATA[In this blog, we explore why patience is essential for personal growth and long-term success. Learn actionable steps to cultivate greater patience, including self-awareness, empathy, mindfulness and reframing challenges as opportunities.
]]></description>
<content><![CDATA[Let&rsquo;s face it: people and life can be frustrating at times. Patience hasn&rsquo;t always been my strength so I can empathise with the many leaders I work with who struggle to be patient when faced with the challenges inherent in influencing the performance of teams, progress of priorities and achievement of results.   

There is no doubt that patience is key to personal growth, fostering healthier relationships, and achieving long-term success. Becoming a more patient version of yourself, like any other aspect of character development is a journey that requires awareness, practice and commitment.  

Steps to Guide You Towards Cultivating Greater Patience 

Self-awareness

The first step towards cultivating patience is recognising when and why you become impatient. Pay attention to those triggers. Is it traffic? Long waits? Or perhaps certain people or topics? By identifying these triggers, you can anticipate potential sources of impatience and devise strategies to manage them. 

Deep Breathing

When you sense impatience bubbling up, take a moment to breathe deeply. Deep, controlled breathing has a calming effect on the nervous system, helping reduce anxiety and stress. It serves as a &#39;pause button&#39;, allowing you to respond rather than react. 

Practicing Empathy

Remember, everyone is fighting their own battle. Instead of getting impatient with someone, try to see things from their perspective. Understanding where someone is coming from can soften your reaction and help you to be both tolerant and patient.  

Have Realistic Expectations

Sometimes, our impatience is a result of setting unattainable standards for ourselves or others. Be realistic about what you expect and understand that perfection is a myth. By setting achievable expectations, you reduce potential frustration. 

Engage in Mindfulness and Meditation

These practices bring you into the present moment and cultivate a sense of calm. Regular mindfulness and meditation practice can help regulate emotions, increase self-control and thereby foster patience. 

Reframe the Situation

Change your perspective. Instead of viewing a delay as wasted time, see it as an opportunity. Stuck in traffic? It&rsquo;s a chance to listen to a new podcast or simply take a moment to breath. Dealing with mistakes that people make? Is a coaching moment that shouldn&rsquo;t be missed. Learning from mistakes can be a powerful influence on future success. Keep in mind that in the grand scheme of things, most sources of our impatience are trivial. Visualize the broader picture and ask yourself if this moment of impatience will matter in a week, a month, or a year. 

Ask for Feedback

Often, we aren&#39;t the best judges of our own behavior. Ask trusted friends, colleagues or family members if they&rsquo;ve noticed any change in your level of patience. Their feedback can provide valuable insights and motivation to keep improving. 

Practice Gratitude

Reminding yourself of the positive aspects of your reality can shift your focus away from immediate frustrations. Gratitude creates an overarching sense of contentment, which can foster patience with where you are right now. 

With conscious effort, introspection, and practice, you can certainly evolve into a more patient version of yourself, ready to face challenges with a greater sense of calm and composure. 
]]></content>
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<pubDate>20 Feb 2024 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/why-visualization-is-a-powerful-tool-for-building-confidence-and-enabling-success</link>
<title><![CDATA[Why Visualization Is a Powerful Tool for Building Confidence and Enabling Success ]]></title>
<description><![CDATA[Have you ever wondered how top performers prepare for success? As a martial artist, I discovered the transformative power of visualization&mdash;a simple yet powerful technique that builds confidence, sharpens focus, and primes the mind for action. Let&rsquo;s dive into how this tool can influence your emotions, decisions and outcomes.
]]></description>
<content><![CDATA[As a Martial Artist, one of tools we used to build confidence and courage, as well as ready ourselves for competing was visualization. Putting it simply, visualization works because of its ability to tap into our brain&#39;s intricate networks, priming it for success and influencing our emotions, decisions and actions.  

Here&#39;s a deeper look into why visualization is so effective in fostering confidence and influencing both our mental state and ultimately performance.  

Neural Pathways Creation 

As I shared in a previous blog post, when you vividly imagine a scenario, the brain processes the visualization similarly to how it processes an actual event. This &quot;mental rehearsal&quot; strengthens the neural pathways associated with that activity. Over time, as you repeatedly visualize success, your brain begins to recognize the pattern, making the actual act feel familiar and attainable. 

Emotional Regulation 

By visualizing positive outcomes and experiences, we can influence our emotional state. Picturing a successful scenario can induce feelings of joy, pride and satisfaction. These positive emotions are then linked to the act itself, boosting our confidence in achieving the envisioned outcome. 

Focus and Intention 

Visualization helps narrow our focus and emphasizes our intentions. When we consistently see ourselves succeeding or navigating challenges with ease, our priorities become clearer. This clarity can embolden our purpose and make us more determined to achieve our goals. 

Reducing Anxiety 

Familiarity reduces anxiety. By repeatedly visualizing a challenging scenario, like giving a public speech and envisioning oneself excelling in it, the actual task can feel less daunting. By preemptively experiencing the situation in a controlled, positive light, our apprehension diminishes, leading to increased confidence. 

Empowering Belief Systems 

Our belief systems play a pivotal role in our confidence levels. Visualization can reshape negative beliefs or reinforce positive ones. When we regularly envision success, we are, in essence, telling ourselves a new narrative: that we are capable, competent and deserving of success. 

Physiological Responses 

Visualization can also influence our body&#39;s physiological reactions. For instance, visualizing a calm response in a high-stress situation can lower the heart rate, reduce cortisol levels and help maintain a clear mind. These controlled responses can further instill confidence in our ability to manage challenging scenarios. 

Preparing for Challenges 

Visualization isn&#39;t only about imagining the best outcomes. It can also be about foreseeing potential challenges and mentally preparing for them. By doing this, we arm ourselves with strategies to navigate hurdles, which boosts our confidence in our problem-solving abilities. 

In essence, visualization is a tool that leverages the brain&#39;s malleability, its emotional and physiological responses and its problem-solving capabilities. By regularly harnessing this tool, you can foster a deep-rooted sense of confidence, making you better equipped to pursue and achieve your goals. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/why-visualization-is-a-powerful-tool-for-building-confidence-and-enabling-success</guid>
<pubDate>23 Jan 2024 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/being-assertive</link>
<title><![CDATA[Being Assertive ]]></title>
<description><![CDATA[Assertiveness is the key to clear communication and respect in the workplace. By expressing your views confidently and respectfully, you foster better collaboration and reduce stress, paving the way for success.
]]></description>
<content><![CDATA[Assertiveness is often misinterpreted as aggression or arrogance. In reality, it&rsquo;s a balanced, respectful way of expressing your views or standing up for your rights. While aggression may violate others&#39; boundaries, assertiveness respects both your own rights and those of others. It&rsquo;s the middle ground between passivity and aggression. 

Benefits of Being Assertive at Work

Clear Communication: Being assertive ensures you convey your thoughts, needs, and concerns clearly. It eliminates ambiguity and fosters understanding among colleagues. 

Enhanced Decision-making: Assertive individuals can voice their opinions without fear, allowing for diverse viewpoints in decision-making processes. 

Stress Reduction: By expressing feelings and concerns in an assertive manner, you prevent bottling up emotions, leading to reduced stress. 

Respect: Consistent assertiveness can earn you respect from colleagues, as they come to value your honest and balanced feedback. 

Practical Tips for Cultivating Assertiveness

Self-awareness

Recognize moments when you&#39;re passive or aggressive. Understanding these patterns is the first step toward change.  One of the primary barriers to assertiveness is a lack of confidence or a low sense of self-worth. If you don&rsquo;t value or trust your own opinions or feelings, you&rsquo;re less likely to voice them assertively. 

Practice Active Listening

Before asserting your viewpoint, ensure you&#39;ve fully understood the other party by practicing active listening. This builds trust and shows respect. 

Use &quot;I&quot; Statements

This allows you to express your feelings without appearing accusatory. For example, instead of saying, &quot;You never listen,&quot; try &quot;I feel unheard when my suggestions are overlooked.&quot; 

Be Calm and Composed

Ensure your body language aligns with your words. Maintain steady eye contact, an even tone, and a calm demeanor. 

Set Boundaries

Clearly define what is acceptable and what isn&#39;t. If someone consistently interrupts you in meetings, politely but firmly let them know that you&#39;d like to finish your point before they chime in. 

Assertiveness is a skill and like all skills, it requires practice. But its importance in the workplace can&rsquo;t be overstated. It paves the way for clear communication, mutual respect and effective collaboration. By standing up for your beliefs and respecting those of others, you not only boost your chances of professional success but also contribute to a healthier, more inclusive work culture. So, the next time you feel your viewpoint being sidelined or overlooked, take a deep breath and assertively make your voice heard. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/being-assertive</guid>
<pubDate>19 Dec 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/making-remote-working-work</link>
<title><![CDATA[Making Remote Working Work ]]></title>
<description><![CDATA[Remote work is here to stay, but managing productivity, communication and well-being can be a challenge. With the right strategies, you can create a thriving remote team. Discover 10 powerful steps to optimize your remote work environment and boost your team&rsquo;s success.
]]></description>
<content><![CDATA[Remote work has now found its firm footing in the business world. As a manager, optimizing the productivity, communication, and well-being of remote teams can feel like a big challenge. However, with the right strategies in place, it&#39;s possible to create a thriving remote work environment. Here are ten steps you can take to make remote working work well for your team. 

1. Invest in the Right Tools 

Equip your team with robust collaboration and communication tools. Platforms like Slack, Zoom, Microsoft Teams, and Trello facilitate communication, file-sharing, and project management. Also, consider tools that monitor work hours and productivity for those who need a structured approach. 

2. Set Clear Expectations 

Ensure every team member understands their roles and responsibilities. Outline the tasks they&#39;re expected to complete, the goals to be achieved, and any deadlines you need them to meet. Clear expectations prevent misunderstandings and help set a roadmap for success. 

3. Foster Regular Communication 

When face-to-face interactions are minimal, regular check-ins become essential. Conduct weekly team meetings to discuss progress, address concerns, and brainstorm. Moreover, encourage one-on-one check-ins to discuss individual performance, provide feedback, or simply catch up. 

4. Cultivate a Strong Team Culture 

Building a cohesive team culture remotely can be tricky but not impossible. Host virtual team-building activities, celebrate birthdays and milestones, or create themed video call days. These gestures, though small, foster connection and camaraderie. 

5. Encourage Boundaries 

One downside of remote work is the blurring of professional and personal boundaries. Encourage your team to have dedicated workspaces and stick to regular work hours. It&#39;s essential for mental well-being and ensures a sustainable work-life balance. 

6. Be Flexible 

Understand that remote work offers flexibility, and rigid 9-to-5 hours may not suit everyone. Some might be more productive in the early morning, while others may prefer to burn the midnight oil. As long as the work is being done and the quality remains high, offer flexibility in working hours. 

7. Offer Continuous Learning 

Just because your team is remote doesn&#39;t mean their learning and development should stall. Provide access to online courses, webinars, or workshops. This not only upskills your team but also shows that you&#39;re invested in their growth. 

8. Be Emotionally Supportive 

The isolation of remote work can affect mental well-being. Ensure you&#39;re approachable and understanding of personal struggles. Sometimes, a simple &quot;How are you doing?&quot; can make all the difference. 

9. Embrace Feedback 

Create an open feedback loop. Encourage team members to share their remote work challenges and suggestions. Adapt and evolve your strategies based on this feedback. 

10. Celebrate Successes 

Acknowledge and reward hard work. Whether it&#39;s a shout-out during a team call, a bonus, or a day off, recognising achievements boost morale and motivation. 

Making remote work effective requires a combination of technology, trust, flexibility and empathy. Aim to not only manage productivity but also foster a happier, more connected remote team. As the world continues to evolve, staying ahead and adapting to these remote work dynamics will be the hallmark of forward-thinking leadership. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/making-remote-working-work</guid>
<pubDate>22 Nov 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/navigating-difficult-conversations-addressing-a-team-members-poor-attitude</link>
<title><![CDATA[Navigating Difficult Conversations: Addressing a Team Member&#39;s Poor Attitude]]></title>
<description><![CDATA[Addressing a team member&rsquo;s poor attitude can be one of the toughest challenges in leadership. Many leaders I work with tend to avoid or delay these conversations, even when the attitude is affecting team morale, productivity or performance.
]]></description>
<content><![CDATA[Having a conversation about a team member&#39;s poor attitude can be one of the more challenging aspects of people leadership. It&rsquo;s common for the leaders I work with to avoid or put off conversations about attitudes that are undermining team morale, productivity or performance.  

Essential steps to engaging in these types of conversations well include these:  

Choose the Right Setting 

Opt for a private space where the team member feels safe and is more likely to be receptive. Avoid public confrontations, as they can exacerbate the situation and harm the individual&#39;s dignity.  Also, keep in mind that any behaviour that any reasonable person would find humiliating is bullying.   

Be Prepared 

Before the conversation, gather specific examples of the problematic attitude or behavior you want to address. Ensure that your feedback is concrete and actionable, rather than vague or subjective. 

Start Positively 

Open the conversation with some positive observations about the team member&#39;s contributions or strengths. This helps in setting a constructive tone and shows that you value them, making the subsequent feedback easier to digest. 

Use &quot;I&quot; Statements 

Frame your observations and feelings using &quot;I&quot; statements, such as &quot;I&#39;ve observed&quot; or &quot;I feel&quot;, as opposed to saying &ldquo;you&rdquo;.   This avoids sounding accusatory and positions the conversation as a sharing of perceptions rather than laying blame. 

Be Specific and Factual 

Detail the specific behaviors or instances that exemplified the poor attitude. Avoid generalized statements like &quot;you always&quot; or &quot;you never.&quot; Stick to the facts and avoid getting emotional. 

Listen Actively 

After sharing your observations, give the team member an opportunity to speak. Listen to their side of the story without interrupting. There might be underlying issues or personal challenges influencing their behavior that are at least worth being aware of.  Those circumstances may not excuse poor attitudes, but understanding what is going on with them, allows you to demonstrate empathy.   

Seek Solutions Together 

The aim of the conversation should be resolution and improvement, not blame. Collaboratively brainstorm ways the team member can address the problematic behavior. This could involve further training, mentoring or resources to help them manage their mindsets and emotions. 

Set Clear Expectations 

After discussing solutions, set clear expectations for future behavior. It&#39;s essential that the team member understands what&#39;s expected of them moving forward. 

Schedule a Follow-up 

Arrange a follow-up meeting to review progress and discuss any improvements or ongoing concerns. This shows the team member that you&#39;re invested in their growth and are keen to see them succeed. 

End on a Positive Note 

Conclude the conversation by reiterating your belief in the team member&#39;s ability to change and contribute positively. Highlight their strengths and express hope for a productive future. 

Remember, everyone has off days or phases where their attitude might not be at its best. The goal of this conversation is not to chastise, but to understand, support and guide the team member towards a more constructive mindset. By approaching the situation with empathy, clarity and a genuine desire to help, you can turn a challenging conversation into an opportunity for growth. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/navigating-difficult-conversations-addressing-a-team-members-poor-attitude</guid>
<pubDate>15 Oct 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/2-things-that-make-the-biggest-difference-when-it-comes-to-building-a-cohesive-team</link>
<title><![CDATA[2 Things That Make the Biggest Difference When It Comes to Building a Cohesive Team]]></title>
<description><![CDATA[Great teams are built on trust, respect and strong connections. By fostering personal accountability and emotional intelligence, you can unlock the full potential of your team and drive success.
]]></description>
<content><![CDATA[Great teams are always cohesive and united in their pursuit of common goals. The strength and extent of interpersonal connection existing among the members of a group is the biggest indicator of whether a group is likely to succeed together. 

Reflect for a moment on the extent to which your team work together to achieve the best possible outcomes for the business. Now reflect on the quality of relationships across the group and how well people are able to collaborate.  

At the heart of any team&rsquo;s ability to be truly cohesive are strong relationships built on a foundation of trust and respect. Two of the most important influencers of trust and respect are personal accountability and emotional intelligence.

Personal Accountability 

Cohesion demands personal accountability from every individual for the impact they have on the success of the team. Taking shared ownership of team goals, working in a spirit of cooperation, being respectful and supporting colleagues to succeed should be expected of everyone.  

Begin by hiring the right people. Look for people who are likely to bring a collective mind-set to their role and focus on the success of the team. Avoid hiring people solely focused on what they can gain. 

Even one individual can undermine the strength of a team&rsquo;s spirit and sense of unity. 

Make no exceptions. The surest way to erode engagement and create an individualistic culture is to look past poor behaviour from so called high performers.  

Create a &lsquo;one company, one team&rsquo; culture in which people are rewarded for the positive impact they have beyond the boundaries of their own job.  

Emotional Intelligence 

Contemplate for a moment how often emotional responses have stood in the way of progress. How many times have you witnessed defensive reactions undermining reasonable debate and problem-solving? 

All too often, a lack of emotional intelligence prevents individuals from performing at their best and negatively impacts the rest of the team. 

Dr. Travis Bradberry and Dr. Jean Greaves, co-authors of the bestselling book Emotional Intelligence 2.0, offer this useful definition: &ldquo;Emotional intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships.&rdquo; 

Developing emotional intelligence throughout an organization can have a profound impact, not only on team cohesion but also on performance. 
]]></content>
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<pubDate>25 Sep 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/be-and-work-for-a-family-friendly-leader</link>
<title><![CDATA[Be and Work for a Family-Friendly Leader]]></title>
<description><![CDATA[Achieving a balance between the demands of your job and family life comes down to the decisions you make. It&rsquo;s a reflection of what you prioritize, who you choose to work for and what you&rsquo;re willing to accept.
]]></description>
<content><![CDATA[Maintaining balance between the demands of your job and those of your family life comes down to the decisions you make. Your ability to maintain balance is ultimately a reflection of what you choose to prioritise, who you choose to work for and what you choose to accept.   

If you are a leader of people, don&rsquo;t lose sight of the choices you ask people to make as they strive to deliver at work and live a healthy life.   

We all need to start by choosing to work for a &lsquo;family-friendly&rsquo; boss, and that includes if we are self-employed driving our own business. What do you expect from yourself and the people you work with or lead? 

5 Ways To Spot A Leader Who Really Does Understand What It Means To Create A Family-friendly Culture  

1. Understanding 

They get that you need to juggle the demands of work and family life. Avoid working for managers with the archaic view that work always comes first. Don&#39;t take on a battle you will inevitably lose. For example, those who understand typically live with family-friendly values themselves. The workaholic who never takes time out to be with their partner or kids is unlikely to be as accommodating. 

2. Outcomes Focused 

Managers who measure success based on results, not merely on time spent at work, are less likely to be concerned about your need for flexibility. Beyond genuine operational demands, these managers are rarely concerned about the specific times you work, only the outcomes you create. 

3. Trusting 

A boss who struggles to trust the commitment and integrity of others is unlikely to accommodate requests for flexible work practices. 

4. Sincerity and Interest 

A leader who takes the time to ask how you and your family are doing is more likely to consider the broader consequences of workload demands. 

5. Respectful Workplace Culture 

Managers who lead by example and expect others to be respectful of the impact work demands can have on family life are the ones who really get it and are the ones to work for. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/be-and-work-for-a-family-friendly-leader</guid>
<pubDate>29 Aug 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/enabling-beliefs</link>
<title><![CDATA[Enabling Beliefs]]></title>
<description><![CDATA[Take a moment to reflect on how the beliefs you hold shape the choices you make in life, including at work. Do your beliefs about your abilities motivate you to take on new challenges, or do they hold you back? How often do limiting beliefs cause you to hesitate, preventing you from taking action or speaking up with confidence?
]]></description>
<content><![CDATA[Reflect for a moment on the ways in which the beliefs you hold influence the choices you make in life, including at work. 

Do the things you believe about your capabilities inspire you to step forward and take on new challenges or do they hold you back? How often do you allow limiting beliefs to cause you to hesitate to give things a go or speak up with confidence? 

The beliefs we choose to hold about ourselves, our circumstances, the future and our ability to influence that future unquestionably define the outcomes we achieve in life, including our careers. 

Essential Beliefs That Underpin a Thriving Career 

It&#39;s OK to Be You 

Among the most important beliefs any of us can hold is that it is OK to be who we are.  Of course, it matters that we strive to be the best possible version of ourselves, but having respect for and belief in who we are, matters to our ability to thrive.   

Have the courage to be authentically who you are. You&rsquo;re entirely unlikely to thrive if you choose to believe you have to hide away behind a fa&ccedil;ade. You will only bring your full potential if you overcome fears that stop you from being yourself.  

As Judy Garland said, &ldquo;Always be a first-rate version of yourself, instead of a second-rate version of somebody else.&rdquo;  

You Define Your Reality 

The choices you make about how you think, feel and ultimately act, define the reality you create.  Believing this is essential to holding yourself accountable for the career you create &ndash; no one else.  Choosing to believe life is outside of your control will only lead to a sense of helplessness and resignation.  

Dream about your future and choose to act to make those dreams come true. Understand what a successful career means to you and take deliberate steps to make it happen.   

What You Do Is Meaningful 

If you are struggling to get out of bed, let alone thrive at work, start by asking yourself whether or not you believe in what you are doing. Choosing to work in a job or pursue a career that has little meaning for you is unlikely to see you thrive; no matter how important other people think your work is. When you love what you do and believe it matters your spirit will be energised.

You Are Capable 

Being aware of and respectful of your capabilities is essential to your ability to apply them when needed.  Doubting what you are capable of is likely to cause you to hesitate or miss opportunities that come along.  Advancing in your career depends on your ability to act with confidence and bring the full potential of your capabilities to your role.  Just as important is your ability to demonstrate the ability to step up to assume greater responsibility and tackle greater complexity.  

You Have Potential 

Limiting self-belief is the most common reason I observe for people achieving less than they are capable of. Learn to ask yourself &ldquo;why not me?&rdquo; before deciding if you are able to succeed. While you are always likely to need to learn and grow in order to achieve ambitious goals, choose to believe you, as much as the next person, are capable of getting there.  When asked to step outside of your comfort zone and try new things, choose to believe you can learn and succeed.   

You Can Overcome Challenge 

It&rsquo;s inevitable that at times in your career you will face challenge and frustration. We all encounter roadblocks, what matters are your decisions to not let them stand in your way. Keep striving believing that you can change the circumstances you find yourself in. Avoid a victim mentality and accept that while life can be challenging, you are the master of your own destiny.  Choose a resilient mindset and you are entirely more likely to build the career you want.  
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/enabling-beliefs</guid>
<pubDate>25 Jul 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/what-to-do-about-unreliable-people</link>
<title><![CDATA[What To Do About Unreliable People]]></title>
<description><![CDATA[Are you frustrated by the impact unreliable employees have on your team&rsquo;s morale and performance? You&rsquo;re not alone. Many leaders we work with share the same struggles, dealing with people who drop the ball when they&rsquo;re needed most&mdash;whether it&rsquo;s tardiness, absenteeism, missed deadlines or inconsistent work quality.
]]></description>
<content><![CDATA[Are you frustrated by the impacts unreliable employees have on the spirit and performance of your team? If so, you&rsquo;re far from alone. Many of the leaders we work with complain about the need to manage people who drop the ball just when they are needed most. Tardiness, absenteeism, missed deadlines and inconsistent standards of work quality are common concerns. 

The unpredictable nature of their performance creates risk, drains time, energy and resources and ultimately holds your team back from being at their best. In my experience, the most important steps you can take to address the problem include these. 

Face Reality 

Understand that no matter how talented someone is, if they fail to behave successfully, their value is limited. Recognize when people with high potential are undermining their own success and that of the team. Avoid the all-too-common mistake of allowing so-called high performers to get away with a hit-and-miss standard of contribution. Expect consistency from everyone, including your best and brightest. 

Leave No Room for Doubt 

Set very clear expectations about how people are expected to behave. Being a reliable member of the team is a fundamental expectation of any employment relationship. Make this clear from the beginning and through coaching feedback, reinforce what being reliable means in your business. 

Show and Tell 

Showcase what you expect from others. Be consistent and reliable yourself and your team is far more likely to rise to the occasion. Give ongoing constructive feedback about ways in which someone can be relied upon and ways in which they can potentially improve. 

Address Issues 

Recognize when unreliable employees are holding themselves and others back from achieving what they are capable of. Engage early. As soon as you become concerned about your ability to rely on someone, let him or her know. Explain why their behaviors or choices are eroding your confidence that they will deliver when needed. 

Act with Strength 

Be prepared to take the actions necessary to consistently apply the standards you set. Idle threats do nothing to resolve issues and, in many cases, reinforce the very behaviors you are working to overcome. 

A common issue many employers face is people taking &lsquo;sickies.&rsquo; While, of course, it&rsquo;s important to respect the right for people to take personal leave due to ill health, it&rsquo;s critical that you also have honest conversations with those you suspect are absent for other reasons. Be compassionate, but also expect that people demonstrate resilience and commitment to getting to work and doing their job. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/what-to-do-about-unreliable-people</guid>
<pubDate>29 Jun 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/knowing-when-to-surrender</link>
<title><![CDATA[Knowing When to Surrender ]]></title>
<description><![CDATA[Take a moment to reflect on how many battles you&rsquo;re currently fighting&mdash;whether with yourself, family members or colleagues. By &quot;fight,&quot; I mean any state of struggle where you&rsquo;re resisting or trying to overcome, eliminate or prevent your circumstances.
]]></description>
<content><![CDATA[Reflect on how many fights you are actively engaged in right now&mdash;with yourself, family members or colleagues. To be clear, by &quot;fight&quot; I mean being in a state of struggle in which we are resisting or working to overcome, eliminate or prevent our circumstances. 

While, of course, there are many moments in life when it does make sense to fight&mdash;such as when our life is under threat&mdash;in many others, our resistance is futile. Struggling to accept reality is among the most common reasons I observe people engaging in unhealthy debate or becoming frustrated, despondent and drained of energy. 

The simple truth is that sometimes what makes most sense is to surrender to reality and step away from the fight. There are some circumstances when we have no control and no matter how loudly we protest, nothing will change or no benefit will be gained. 

I was reminded of the importance of this mindset when I chose to speak up about events in my childhood that I had been carrying largely in silence for a long time. A very wise man told me, &quot;You don&rsquo;t need to enter a battle; you are the battle.&quot; 

What he meant is that what I wanted to share was likely to be a very uncomfortable truth for people around me. How they respond is not my concern. Some would likely violently oppose what I was saying. Others would fight back by being dismissive and accusatory. Others would call me a liar&mdash;all for their own reasons, based on their own beliefs, needs and wants. Others waging a war was no reason to turn up for the battle. 

Wallowing in a sense of injustice and fighting to be believed or supported was pointless. The harsh reality is that some people will choose their version of reality and stick to it regardless of what I say or do. I had spent a lot of years &quot;fighting&quot; to be heard and &quot;fighting&quot; to have my emotions validated. What I learned is that all I can control is my own thoughts, emotions and reactions. Other people will choose their own. 

Choosing not to enter the battle but simply taking the steps I felt were reasonable and fair was the best decision I made. In my next book, I plan to share a lot more about this journey and how I was able to walk through the battlefield and not only come out the other side unwounded but also healed. 

What battles do you need to step out of? What realities do you need to accept or truths do you need to surrender to? 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/knowing-when-to-surrender</guid>
<pubDate>30 May 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/strong-foundations</link>
<title><![CDATA[Strong Foundations]]></title>
<description><![CDATA[It&rsquo;s amazing how one &lsquo;ah-ha&rsquo; moment can profoundly shift our thinking, emotions and actions. For me, this happened recently during a transformative three-day retreat led by the incredibly talented Aaron Sansoni.
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<content><![CDATA[It&rsquo;s quite extraordinary how one &lsquo;ah-ha&rsquo; moment can have a massive impact on our thinking, emotions and actions. The most recent example for me happened during a three-day immersive development retreat run by the exceptionally brilliant Aaron Sansoni. 

Learning that we are either in a state of stability or instability&mdash;and that this is the foundation upon which we experience and create our reality&mdash;has profoundly influenced how I manage myself, as well as how I teach others to thrive in life and at work. 

Envision yourself standing on a boat moving through the water. When in a state of stability, we adapt with ease to the shifting conditions created by momentum and waves. When in a state of instability, ripples can unbalance us and waves can wipe us out. 

I was reminded of my karate training, where we were taught to create a strong connection between our hara and the center of the earth. Hara is a Japanese word that has no direct equivalent in English. While it literally refers to the lower abdomen, the term also has profound psychological and spiritual meanings in Japanese culture. Hara can be seen as the unification of a person&rsquo;s physical, psychological and spiritual dimensions. (Source: https://choseizen.org/about) 

In karate, the goal was to feel heavily grounded while at the same time light-footed. From this stance, we experience both the calm, focused state that comes from being grounded and the ability to respond with strength and agility when needed. We train to respond both instinctively and deliberately in unanticipated, threatening situations. For example, there is little point in reacting quickly if it results in us ending up on our backside, putting ourselves in a more vulnerable position. To survive, we need to react while being conscious and clear about our responses. 

Maintaining balanced footing, reflective of a state of stability, has helped me face extreme emotional challenges in my personal life with a sense of calm and composure that, in my younger years, I would have been incapable of achieving. Despite what life has thrown at me, I&rsquo;ve been able to think clearly, choose my emotional responses and take value from challenging circumstances. 

If you find yourself being bowled over or destabilized by the challenges that arise, reflect on what steps you can take to manage your mental, physical and spiritual well-being. If you want further guidance on how to do that, complete our Be Awesome eLearning module, where I share insights into the most important choices we need to make about how we think, feel and behave in order to thrive. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/strong-foundations</guid>
<pubDate>27 Apr 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/motivation-myth</link>
<title><![CDATA[Motivation Myth]]></title>
<description><![CDATA[Motivation can often feel elusive, but it&rsquo;s not always the spark we think it is. Discover how momentum and simple strategies can help you push past procrastination and take action.
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<content><![CDATA[While having lunch with my son Callan recently, he proclaimed, &ldquo;Mum, I think motivation is a myth.&rdquo; He went on to explain that he doesn&rsquo;t believe motivation is what enables us to get started, but rather a feeling that builds when we achieve forward momentum or a sense of progress. Being the proud parent I am, I took a moment to enjoy the wisdom of my child.

Waiting to feel motivated before getting going is a common reason the people I work with struggle to turn their dreams into reality. Like many of the conversations Callan and I have, I was inspired to explore further how we can become motivated when we really can&rsquo;t be bothered doing what we know we should or need to.

That exploration led me to the work of Jeff Haden, the author of The Motivation Myth: How High Achievers Really Set Themselves Up to Win. Haden writes, &ldquo;I thought motivation was a prerequisite to starting&mdash;a spark necessary to get me going. But motivation is really a result. Motivation is the fire that starts burning after you manually, painfully coax it into existence, and it feeds on the satisfaction of seeing yourself make progress.&rdquo;

There are many moments in life when we need to stop thinking, planning, or talking and simply start doing. Reflect for yourself on how often getting started has been the hardest part of achieving an outcome.

Author and motivational speaker Mel Robbins offers one simple but powerful way to step past procrastination, avoidance, or any other mental barrier to getting out of the starting blocks: The 5-Second Rule.

Count backward: &ldquo;5-4-3-2-1&rdquo; and take action. This simple strategy can have a powerful impact on getting your brain focused on the task at hand and distracting you from the excuses we give ourselves. Put simply, the 5-Second Rule helps us override the tendency we all have to talk ourselves out of things.

According to Robbins, &ldquo;The moment you have an instinct to act on a goal, you must 5-4-3-2-1 and physically move or your brain will stop you.&rdquo; &ldquo;Your feelings don&rsquo;t matter. The only thing that matters is what you do.&rdquo; So, as Nike reminds us, Just do it.
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<guid isPermaLink="true">https://www.corporatedojo.com/blog/motivation-myth</guid>
<pubDate>30 Mar 2023 01:25:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/what-to-do-when-you-get-the-hiring-decision-wrong</link>
<title><![CDATA[What to Do When You Get the Hiring Decision Wrong ]]></title>
<description><![CDATA[Hiring decisions gone wrong can be costly&mdash;wasting time, money and productivity, while impacting morale and relationships. These decisions affect not just the individual, but the entire business.
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<content><![CDATA[Let&rsquo;s face it. When we get hiring decisions wrong, the consequences can be painful. Lost time, money and productivity, together with low morale and damaged relationships, are among the most common impacts I see. The decisions you make about who to appoint to each role matter not only to the individual&rsquo;s success but also to the performance of your business as a whole. 

Reflect for a moment on when you&rsquo;ve gotten hiring decisions wrong. Have there been times when you&rsquo;ve hired someone, only to decide soon after their probationary period has ended that they aren&rsquo;t working out? All too often, I observe leaders missing the valuable opportunity employment probation provides to continue the assessment process and validate hiring decisions. Consider your recruitment process as complete only at the end of probation. 

Take deliberate steps throughout the early stages of employment to continue your assessment of each person&rsquo;s suitability for their role and your team.  

Two essential questions you need to ask yourself and other members of your leadership team about every new starter include: 


	
	Do they behave in ways that we need and want them to? 
	
	
	Can they perform the tasks of the role to the standard we expected? 
	


If you get the hiring decision wrong, the most important steps you can take include these: 

Engage in Honest Conversations Early 

Provide truthful insight into concerns and help your new team member understand areas for improvement. Don&rsquo;t wait until the probationary period is almost over to give feedback, as this reduces their opportunity to meet expectations. 

Don&rsquo;t Kid Yourself 

Avoid being overly optimistic about someone&#39;s ability to improve. Recognize when training or coaching is worth investing in, but also know when it&rsquo;s time for them to move on. 

Take the Action You Need To 

When it&#39;s clear that the person is not meeting expectations despite efforts, part ways respectfully. Avoiding the issue will only prolong the negative impact on your team and business. 

Learn from the Experience 

Reflect on how the hiring decision was made and identify how you can avoid repeating mistakes. Invest in your leadership team&rsquo;s ability to assess candidates accurately, particularly in terms of capabilities and cultural fit. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/what-to-do-when-you-get-the-hiring-decision-wrong</guid>
<pubDate>16 Feb 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/no-regrets-living-life-like-there-are-few-tomorrows</link>
<title><![CDATA[No Regrets: Living Life Like There Are Few Tomorrows]]></title>
<description><![CDATA[Bronnie Ware, an Australian nurse, spent years in palliative care, supporting patients during their final 12 weeks of life. Through this deeply personal work, she captured their profound end-of-life reflections in a blog that gained widespread attention. This ultimately inspired her bestselling book, The Top Five Regrets of the Dying: A Life Transformed by the Dearly Departing.
]]></description>
<content><![CDATA[Bronnie Ware is an Australian nurse who spent several years working in palliative care, looking after patients in the last 12 weeks of their lives. She recorded her patients&#39; dying epiphanies in her blog, which, thanks to the attention it received, led to the release of her book The Top Five Regrets of the Dying: A Life Transformed by the Dearly Departing. 

The top five regrets of the dying, according to Bronnie, are: 


	
	I wish I&#39;d had the courage to live a life true to myself, not the life others expected of me. 
	
	
	I wish I hadn&#39;t work so hard. 
	
	
	I wish I&#39;d had the courage to express my feelings. 
	
	
	I wish I had stayed in touch with my friends. 
	
	
	I wish that I had let myself be happier. 
	


Just about every day, I meet someone who is achieving less than they are capable of because they are too scared to speak up or be truly who they are. Some are too busy to realize they don&rsquo;t even like what they do, let alone pursue their dreams. I often meet people who allow their potential to be constrained within the safe boundaries of what other people think they should do and what it means to be successful. 

Bronnie reports that most of the people she cared for had honored not even half of their dreams. What is sobering to reflect on is that these people came to realize, only at the end of their lives, that they had had the power to choose a different outcome all along. They realized, when it was too late, that their unfulfilled dreams were due to the choices they had made or not made along the way. 

What choices are you making that may be leading you to unfulfilled dreams or regrets? Life is too short to allow other people, misplaced priorities and misconceptions about the power we have to choose to hold us back from thriving in life. As I share in both of my books, The Corporate Dojo and The People Manager&rsquo;s Toolkit, the extent to which we thrive not only at work but in any area of life is determined by the strength of our spirit and the wisdom of our choices. 

Like most of us, I struggle to consistently do what I know I need to do to achieve everything I am capable of. Despite knowing what it will take to fulfill my dreams and potential, I struggle day-to-day, moment-to-moment, to make the choices I need to.  

The things I work hard to focus on because I trust they will allow me to avoid the regrets Bronnie describes are: 

Have the Courage to be Vulnerable: Let the world see an authentic version of who I am. 

Observe My Own Thoughts: Choose both what I think and how I feel. 

Seek Wise Counsel: Get advice from others but make my own decisions for my own reasons. 

Share Thoughts and Feelings Openly: Be sensitive to the impacts I have on others. 

Listen to My Internal Compass: Do what feels right. 

Pursue My Purpose: Take every opportunity to live and work in line with my purpose. 

Stand Up for What I Believe In: Respect the rights and opinions of others. 

Live a Balanced Life: Prioritize balance in all areas of life. 

As Bronnie said so well, &ldquo;Life is a choice. It is YOUR life. Choose consciously, choose wisely, choose honestly. Choose happiness.&rdquo; 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/no-regrets-living-life-like-there-are-few-tomorrows</guid>
<pubDate>15 Jan 2023 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/6-steps-to-harnessing-discretionary-effort</link>
<title><![CDATA[6 Steps to Harnessing Discretionary Effort]]></title>
<description><![CDATA[Unlocking discretionary effort within your team can be a game-changer for performance. Here are six key steps to inspire greater energy, commitment and success across your organization.
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<content><![CDATA[So many of the leaders I work with are frustrated by failed attempts to lift the energy and contribution of their team.  People plodding along doing no more than they absolutely must is all too familiar and a common challenge across the diverse range of industries we work with.  

1. Hire Well  

Look for people who are excited by the opportunity your role and organization offer. Hire people who are seeking more than just a job, but a career and organization they can be passionate about and grow with. Ensure that anyone you bring into your team shares your corporate values and is likely to behave in ways that enable both their success and the success of those around them. 

2. Earn Trust and Respect 

When people trust and respect their leader, they are much more likely to invest the energy needed for the team to thrive. Reflect on the type of leader who inspires you to give your best and go above and beyond. Conversely, think about leaders who have caused you to minimize your efforts. Relationships built on trust and respect will foster emotional ownership and loyalty. 

3. Create Compelling Vision 

Get people excited about the future and what you can achieve together. Set ambitious goals that require collaboration, deep effort and striving. Focus your team not only on the achievement but also on the &quot;why&quot; behind it. Allow your team to see the purpose and meaning behind the work you do and the role you play. 

4. Inspire Hope and Optimism 

Leaders can inspire people to contribute more by giving them a reason to. People are more likely to strive when they believe their efforts will lead to success. Help them see the light at the end of the tunnel and the rewards that lie ahead. Inspire optimism and they will be more motivated to take action and push through challenges. 

5. Reward and Recognize Efforts 

A simple thank you or a pat on the back can go a long way in making people feel respected and appreciated. Many talented and committed individuals feel undervalued, even though they are highly regarded by their employer and colleagues. While fair compensation is important, inspire discretionary effort by showing genuine appreciation for the work your team does. 

6. Lead by Example 

How much more willing are you to go the extra mile for a leader who leads by example? Conversely, how likely are you to put in extra effort when working for someone who only does the bare minimum? Most people are inspired to strive harder when they see their leader willing to get in the trenches alongside them and lead by example. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/6-steps-to-harnessing-discretionary-effort</guid>
<pubDate>07 Dec 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/combating-unconscious-bias</link>
<title><![CDATA[Combating Unconscious Bias]]></title>
<description><![CDATA[Unconscious bias can have a significant impact on workplace decisions, including hiring, performance reviews, and terminations. This article explores the findings of a study on physical attractiveness bias and offers actionable steps to mitigate bias in the workplace.
]]></description>
<content><![CDATA[While researching the effects of unconscious bias in the workplace, I came across an insightful article titled Physical Attractiveness Bias in Employee Termination by Melissa Commisso and Lisa Finkelstein from the Department of Psychology at Northern Illinois University. Instead of exploring whether attractive individuals are more likely to receive positive outcomes&mdash;such as promotions or better job opportunities&mdash;this study investigated whether physical attractiveness also offers protection from negative outcomes, such as being fired. 

In the study, participants reviewed a file containing a poor performance review alongside a photo of an employee who was either extremely attractive, moderately attractive, or unattractive. They were then asked: 


	
	Whether they would terminate the employee 
	
	
	How much they liked the employee 
	
	
	Their judgment of the causes of the employee&rsquo;s poor performance 
	


The findings were striking: Participants were more likely to terminate the employment of the unattractive woman compared to the moderately or extremely attractive women. They also reported liking the unattractive woman less. However, when it came to rating the causes of the poor performance, no differences were found based on physical appearance. 

These results are not only eye-opening but also concerning for those who value fairness and equal opportunity in the workplace. While more research is needed to draw definitive conclusions, this study highlights how unconscious biases can influence crucial decisions in ways that may not align with objective performance assessments. 

6 Steps to Combat Unconscious Bias in the Workplace 

The potential for unconscious bias to affect decisions, especially in areas like hiring and termination, is significant. Here are 6 essential steps we can take to mitigate the influence of bias: 


	
	Acknowledge that we all have the potential to be biased. 
	
	
	Build awareness of our own biases as the first step in reducing their impact. 
	
	
	Take responsibility for the influence of our biases on decisions. 
	
	
	Review the entire employment life cycle&mdash;from resume screening and interviews to performance appraisals, promotions and terminations&mdash;for hidden bias. 
	
	
	Seek input from team members on potential issues of bias or unfairness in workplace decisions. 
	
	
	Provide training that includes real-world examples of hidden biases and forms of unfairness. 
	

]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/combating-unconscious-bias</guid>
<pubDate>14 Nov 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/why-thank-you-matters-more-than-money</link>
<title><![CDATA[Why Thank You Matters More Than Money]]></title>
<description><![CDATA[A simple &quot;thank you&quot; can carry immense weight in the workplace, making others feel respected and appreciated. But when coupled with recognition, it can lead to greater engagement, loyalty and performance, especially when people feel valued beyond just financial rewards.
]]></description>
<content><![CDATA[How do you feel when someone says &ldquo;thank you&rdquo;? Whether for our efforts or achievements, most people appreciate being told they are valued. When delivered sincerely, a simple &ldquo;thank you&rdquo; can go a long way in making others feel respected and appreciated. 

Now, think about how you feel when you receive a bonus. While most of us feel good about being given more money, in the absence of sincere gratitude from our employer, a bonus is unlikely to significantly impact our spirit or performance. 

There&rsquo;s no denying that targets and bonuses can influence performance, especially in sales and capital-raising roles. However, consider how unlikely someone is to perform at their best if, despite being highly paid, they feel undervalued. I often meet high-income earners who are unhappy at work because no one takes the time to say &ldquo;thank you.&rdquo; 

Research consistently shows that when people feel their salary is fair compared to what they could earn elsewhere, non-financial rewards are far more effective in building long-term employee engagement. Gallup research, spanning 4 million employees worldwide, reveals an undeniable link between recognition and organizational performance.

&ldquo;Recognition not only boosts individual employee engagement but has also been found to increase productivity and loyalty to the company, leading to higher retention.&rdquo; 

It&rsquo;s common for people to complain about rarely receiving the thanks they feel they deserve. I often observe leaders, overwhelmed with their responsibilities, focusing on what needs fixing and overlooking opportunities to express appreciation. While addressing underperformance is important, leaders should also recognize and thank high performers, letting them know they are truly valued. 

How often do you say &ldquo;thank you&rdquo; to the people you lead or work with? If you do, how well are you delivering the message you want people to hear?  

To optimize the impact of your thanks, consider these steps:

Get on with it 

Expressing gratitude as soon as the opportunity arises energizes people and helps them learn from their successes. The more someone can remember about their efforts, the more likely they are to solidify positive learnings from the experience. 

Be present 

Have you ever wondered if someone truly meant their thanks because they weren&rsquo;t fully present in the moment? A passing comment while distracted may be better than nothing, but it&rsquo;s unlikely to have a meaningful impact. Take the time to connect sincerely with the person you&rsquo;re thanking. Pay full attention to them, even if only for a moment and they&rsquo;re more likely to feel the sincerity of your message. 

Make things personal 

Tailor your approach to each individual. Understand how they prefer to receive appreciation. Some may enjoy public recognition, while others may find it uncomfortable and prefer a more private acknowledgment. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/why-thank-you-matters-more-than-money</guid>
<pubDate>13 Oct 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/why-its-ok-to-talk-about-not-being-ok</link>
<title><![CDATA[Why It&#39;s OK to Talk About Not Being OK]]></title>
<description><![CDATA[Diagnosing mental health challenges often comes with a heavy emotional burden, and for me, that burden was embarrassment. The stigma surrounding mental illness can make it hard to seek help, but it&rsquo;s time to change that narrative.
]]></description>
<content><![CDATA[The first time I was diagnosed with depression and anxiety, the strongest emotion I felt was embarrassment. When my husband shared &lsquo;the news&rsquo; with another family member, I was devastated, convinced that what would follow was unwanted pity and, ultimately, loss of respect from people I care about.

What I&rsquo;ve learned is that I&rsquo;m not alone and I&rsquo;m far from unique. Often I meet people who are or have in the past battled mental illness and felt similarly ashamed and wanting to keep their struggles to themselves. According to the Black Dog Institute, 54% of people with mental illness do not access any treatment.

Standing in the way of many people getting the support they need is the undeniable stigma associated with mental illness. Thankfully many more people are starting to unashamedly acknowledge their battles and over time hopefully, compassion will grow. Waiting for that day to arrive, however, isn&rsquo;t a wise strategy for resolving the mental health challenges you face today.

By the end of March 2020 Beyond Blue and Lifeline were already reporting increases of approximately 30% in demand for their services. With three in four (74%) Australians have never used counseling services, as a community we urgently need to move past being afraid to acknowledge and speak up when we&rsquo;re not OK.

While we can&rsquo;t control what other people think, we can choose how we feel about our vulnerability and imperfections. When we accept the reality of being human and recognize the ignorance associated with mental illness stigma, we free ourselves to be OK with not being OK and get the help we need.

Developing stronger self-respect and compassion is key to navigating your way back from mental illness. While of course far easier said than done, keeping other people&rsquo;s opinions of our struggles in their place and being kind to ourselves is essential. Start by accepting the reality that most people at times struggle to maintain resilience or the emotional strength to keep striving. 

Over the years I&rsquo;ve worked with many talented, optimistic, passionate and successful people, who have suddenly found themselves unable to get out of bed, let alone keep up the pace their job is demanding of them. Mental illness and mental strength are not mutually exclusive. At every level of an organisation&#39;s hierarchy, I meet people who are struggling to perform because life has become too much.  

My own life experiences have proven to me that it&rsquo;s entirely possible to be both a strong and capable person, while at the same time struggling to win the fight for mental health. I&rsquo;ve called Lifeline and told them I don&rsquo;t want to keep going. I&rsquo;ve hidden under my blankets and cried for days, followed by long periods of simply staying there until life felt more doable. 

In stark contrast to those times however, I&rsquo;ve also won a gold medal at a World Karate Championships, earned a 3rd dan black belt, and found the courage to leave the corporate world to start my own business while providing for a young family. None of those things would have been possible if I had allowed the mental health challenges I&rsquo;ve faced throughout my life to define my potential.

Even during some of the &lsquo;good times&rsquo;, when to other people it seemed like things were going very well for me, I&rsquo;ve felt lost, helpless, uncertain, anxious, and depressed. I recall very clearly struggling to feel anything positive, despite having just learned a long-time career dream had come true. What I&rsquo;m most proud of is the times I dragged myself out of that dark world, and back into the light where I love life. 

Letting go of shame will help you to ask for the help you need to feel OK again. Whether it be talking to empathetic loved ones, or leveraging the guidance of a coach or psychologist, speaking up is the first step toward no longer feeling alone. It really is OK to not be OK, it&#39;s just not wise to stay in that space without reaching out for help. 

Today, September 8 is R U OK Day 2022. https://www.ruok.org.au/

A conversation can change a life. R U OK? inspire and empower everyone to meaningfully connect with the people around them and start a conversation with those in their world who may be struggling with life.You don&#39;t need to be an expert to reach out - just a good friend and a great listener. 

Use these four steps and have a conversation that could change a life:


	Ask R U OK?
	Listen
	Encourage action
	Check-in

]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/why-its-ok-to-talk-about-not-being-ok</guid>
<pubDate>08 Sep 2022 04:26:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/avoiding-burnout-when-youre-connected-247</link>
<title><![CDATA[Avoiding Burnout When You&#39;re Connected 24/7 ]]></title>
<description><![CDATA[When was the last time you spent a day completely disconnected from technology? How often do you check emails outside of work hours?  Is your attention constantly grabbed by apps that notify you of everything going on in your world, as it happens? 
]]></description>
<content><![CDATA[When was the last time you spent a day completely disconnected from technology? How often do you check emails outside of work hours? Is your attention constantly grabbed by apps that notify you of everything going on in your world, as it happens? 

On the one hand, technology has made our lives easier, allowing us, for example, to work wherever we are, whenever we need to. The downside, however, is that unless we make considered decisions to disconnect, the risk of burnout is very high. 

Put simply, burnout is a state of chronic stress characterised by emotional and physical exhaustion. When deep in the throes of burnout, common symptoms include unrelenting fatigue, anxiety, depression, insomnia, loss of appetite and irritability. It&rsquo;s really not a great place to get to and the road to recovery can be a difficult one. 

Key Steps to Avoid Burnout 

Make your health matter

Recognise that, like any other human being, you are fallible. Your body and mind need rest and time to recover. Place priority on your health and take deliberate steps to manage the impact technology and overworking have on your well-being. 

Notice your behaviour 

Don&rsquo;t be a mindless slave to technology. Recognise when you are struggling to switch off and disconnect. Awareness is the essential first step toward changing any behaviour and, ultimately, taking back control of your life. Notice when you mindlessly drift back to technology or obsessively check in with your online world. 

Manage interruptions 

While technology improves accessibility and efficiency, unless carefully managed, it also increases interruptions and unpredictability. For many people, the constant flow of information makes the task of putting some sense of order and structure around their day extremely difficult and in turn, stressful. 

Put technology away 

Keeping your phone or tablet at arm&rsquo;s length can go some way toward helping you stay off them. For many of us, the thought of being separated from our smartphone can be anxiety-inducing. Trust that the world will not come to an end and leave technology switched off until you actually need to use it. 

Be present 

Reflect for a moment on how often a meeting has been interrupted or delayed because someone is on their phone. Do you struggle to keep the attention of your colleagues, who turn up to meetings with their laptops and a full schedule of things to get done during the meeting? While multi-tasking is an admirable skill, stop, focus and be present in each moment you are in. If you are talking to your child, stop looking at your phone. If you&rsquo;re participating in a discussion, stop checking your emails. 

Work for good people 

Getting ahead in our careers unquestionably takes dedication and hard work. However, recognise when you are working for someone who lacks decency and respect for your well-being. 

One CEO I&rsquo;ve worked with was furious that a member of his team hadn&rsquo;t yet responded to an email he sent late on Friday night. It was first thing Monday morning. Don&rsquo;t work for this guy or his mates. They&rsquo;ll take everything you&rsquo;ve got to give and demand more. The only sensible course of action when working for an unreasonable person is to move on. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/avoiding-burnout-when-youre-connected-247</guid>
<pubDate>17 Aug 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/giving-yourself-the-best-chance-of-success-each-day</link>
<title><![CDATA[Giving Yourself the Best Chance of Success Each Day]]></title>
<description><![CDATA[Success is not a stroke of luck&mdash;it&rsquo;s the result of consistent effort and the choices you make every single day. While it&#39;s easy to focus on the end goal, true success lies in the small, deliberate actions you take along the way. Every day is an opportunity to set clear intentions, prioritize what matters and take meaningful steps toward your bigger dreams. 
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<content><![CDATA[Success doesn&rsquo;t come easily. No matter much it might seem like some people have it lucky and seem to achieve everything they want to, the simple reality is everyone needs to do the work needed to land in the places that they want to. 

All too often people focus on the end game. Of course, having dreams and aspirations is an important starting point, but once you&rsquo;ve decided what success look like to you, the key to realizing that potential comes down to the choices you make in each moment of each day.  

A successful day starts with choosing deliberate mindsets, behaviours and actions. Reflect on how often you get out of bed and decide to give the day your best shot. Choosing to strive is step one on the path to self-mastery and achievement.  

Set clear intentions based on what you can reasonably expect to achieve. Being ambitious matters, but unrealistic goals is setting yourself up to fail before you&rsquo;ve even begun. Accept there are only so many hours in each day and decide what your priorities need to be.  

Contemplate what you will leave you feeling that you&rsquo;ve made progress. If you have longer term goals, choose one thing each day that will help you move in that direction. Break down your big goals into smaller steps that you can choose to take.  

Make promises to yourself about the actions you will take, the conversations you will have or the behaviours you will make first order priority. For example, setting an intention to be focused can make a big difference to your ability to remove unnecessary distractions and avoid the temptation to invest energy or time on things that ultimately don&rsquo;t matter.  

Remember to be kind to yourself and recognise that not every day will be perfect. You will inevitably come across roadblocks or challenges that will at times be challenging to overcome. You will no doubt have moments when despite your best intentions you fail to follow through and live your best day. Just choose to get back on the horse and keep riding toward your destination.  
]]></content>
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<pubDate>26 Jul 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/take-the-pain-early</link>
<title><![CDATA[Take the Pain Early]]></title>
<description><![CDATA[Sometimes, discomfort is necessary for progress. Whether it&rsquo;s a tough conversation or a difficult decision, postponing challenges only makes them harder. I&rsquo;ve learned that facing the pain early&mdash;whether it&rsquo;s as simple as eating unwanted food or addressing workplace issues&mdash;leads to quicker resolution and better outcomes. As a leader, confronting issues head-on is essential for the success of your team.
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<content><![CDATA[Have you ever avoided making a change because it felt too hard to endure the discomfort required to make it happen? As I sat through the sometimes tedious process of having my hair dyed purple, I realized that many of the changes we want to create involve sacrifice or discomfort&mdash;in my case, sitting in the hairdresser&rsquo;s chair for up to four hours. Halfway through, I looked in the mirror and thought, &quot;Sometimes things need to get worse before they can get better.&quot; 

This thought can apply to many aspects of leadership. Whether it&rsquo;s having a difficult conversation with a poorly behaving team member, making the tough decision that someone needs to move on, or restructuring the organization to ensure future success&mdash;these are decisions I often see leaders postponing. 

One of the most powerful lessons I&rsquo;ve learned in life is to take the pain early. As a child, I quickly realized that the sooner I ate the food I didn&rsquo;t want, the sooner the trauma of it would be over. As a young manager, I learned that speaking up early&mdash;whether with team members or colleagues I was struggling to work with&mdash;was key to resolving issues before they grew into bigger problems. 

If you struggle with engaging in sensitive or high-stakes conversations, know that addressing them sooner rather than later will increase the likelihood of a positive outcome. Hoping that things will improve on their own is a naive approach. In my experience, the longer issues are left unaddressed or emotions are allowed to build, the more difficult the conversation will become. 

The simple truth is that if you want your team to thrive, you must step up and face the challenges head-on. While it&rsquo;s true that some situations may require a period of discomfort, it&rsquo;s only by stepping forward that you and your team can move toward the success you need. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/take-the-pain-early</guid>
<pubDate>22 Jun 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/choosing-our-attitude</link>
<title><![CDATA[Choosing Our Attitude ]]></title>
<description><![CDATA[Our attitude shapes our experiences, even in frustrating situations. Recently, while facing long security queues at Sydney airport, I chose to stay calm and accept the situation, rather than get frustrated like some others around me. This reminded me of the power we all have to control our reactions and make challenging moments more manageable.
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<content><![CDATA[Recently, while traveling home from Sydney, I was reminded of the power we have to shape the reality we experience. Sydney airport, as many of you may know or have read in the news, has been facing significant challenges with security screening delays. On two separate occasions in the past month, I arrived to find the queue stretching around the departures hall, out of the building and into areas that passengers usually don&#39;t see. 

The first time, I was somewhat prepared, thanks to alerts from my team and media reports. The second time, however, I was caught off guard when I found myself once again facing a long wait. 

To fully understand this story, you need to know that I don&rsquo;t have the best history of staying calm in airports. Looking back, there have been many times when stress levels peaked due to delays. After long days or weeks, the last thing I wanted was to be faced with more setbacks. 

However, I&rsquo;m proud to say that neither of these recent experiences negatively affected my mood. I successfully practiced what I preach&mdash;accepting the situation and focusing on what I could control. Around me, other passengers were frustrated, some venting to one another, others on phone calls, likely sharing their hardships with colleagues or loved ones. 

Given the slow pace of the process, I had plenty of time to reflect on how differently we were all experiencing the same situation. I thought about the many times I had complained loudly, resisted reality, and let frustration take over in similar circumstances. While I was still tired and eager to get home, my decision to remain present and go with the flow made the situation far easier to endure. 

The man behind me, on the other hand, had a much more stressful time. I overheard him telling someone on the phone, &ldquo;I&rsquo;m in the world&rsquo;s longest security queue ever, thanks to these ridiculously incompetent people.&rdquo; It was clear that he was setting himself up for a rough experience. 

While it&rsquo;s easier said than done, the truth is we all have the power to choose the thoughts we entertain and the emotions that follow. In this instance, I chose to enjoy the slow pace, trusting that the diligent airport staff would get everyone to their gates in time&mdash;and they did. 
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<guid isPermaLink="true">https://www.corporatedojo.com/blog/choosing-our-attitude</guid>
<pubDate>19 May 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/sick-of-the-sickie</link>
<title><![CDATA[Sick of the Sickie? ]]></title>
<description><![CDATA[Employee absenteeism, often due to &quot;sickies,&quot; is a growing issue, especially during staff shortages. While policies like medical certificates may help, the key lies in fostering strong employee engagement, loyalty, and a sense of fairness. When employees feel connected and valued, they&#39;re less likely to misuse sick leave.
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<content><![CDATA[The issue of the &lsquo;sickie&rsquo; was raised by a client recently who has been struggling to get people to consistently turn up for work at a time when roles have been especially hard for them to fill. Staff shortages are putting enormous pressure on the team, and the last thing they need is people dishonestly using their personal leave. 

In many instances, the solution to the problem of high absenteeism lies in the engagement of people&mdash;not only with their job but also with the extent to which they feel connected with the organization they work for. People who are bought into the vision of the business and love the people they work with are typically more reliable. 

In my observation, there are a few different types of &lsquo;sickie&rsquo;: 


	
	I have something better to do today, so I&rsquo;m going to lie and not go to work. 
	



	
	I give more than I get, so I&rsquo;m taking a day off whether my boss likes it or not. 
	



	
	I&rsquo;m feeling demotivated and can&rsquo;t be bothered working today. 
	


The first is an option elected by people who lack integrity&mdash;namely honesty and fairness. There are likely to be other indications of a lack of integrity these people bring to their work. People are paid a wage in return for a service that they promise to provide their employer; accepting their pay while deliberately withholding the service for no legitimate reason is tantamount to stealing. 

The second type of sickie is fueled by a sense of injustice or lack of equity in the relationship someone has with their employer. While still not an acceptable reason to dishonestly take leave, the simple reality is that reasonable people who feel fairly compensated and recognized for the contribution they make are far less likely to call in sick when they&rsquo;re not. 

When the third type of sickie is in play, often people convince themselves that the mild physical discomfort they feel is, in fact, an illness or injury that warrants a day in bed. While I&rsquo;m not advocating that people go to work when they are unwell, it is evident that some of us allow mental fragility to influence our decisions about going to work. 

Over the years, I&rsquo;ve observed many businesses attempt to put controls in place that they hope will, at the very least, act as a deterrent, if not altogether dissuade people from &lsquo;chucking a sickie.&rsquo; For example, requiring medical certificates for every day of absence. While it&rsquo;s possible there is some positive effect in this strategy, unfortunately, it doesn&rsquo;t appear to be all that hard to convince a doctor to give us a &lsquo;leave pass&rsquo; from work. 

While even the most enthusiastic and passionate member of a team may feel disinclined to work on a given day, the choices they make are most likely to be influenced by the sense of commitment and loyalty they feel. A desire to get their job done or achieve a goal, a sense of loyalty to their teammates, and respect for their manager are all more likely to safeguard against people choosing to take a sickie than any process or policy controls can hope to achieve. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/sick-of-the-sickie</guid>
<pubDate>26 Apr 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/value-adding-performance-management</link>
<title><![CDATA[Value Adding Performance Management ]]></title>
<description><![CDATA[Performance management can only be effective when applied consistently and with purpose. The key to unlocking its true potential lies in the daily approach of leaders who guide their teams with clarity, coaching and accountability. Leaders must ensure that their teams understand expectations, receive continuous feedback and are held accountable for their contributions.
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<content><![CDATA[It doesn&rsquo;t matter how well-designed a performance management system is, unless it is effectively applied it will add little to no value. What matters most is the approach people leaders take every day to get the best from each person on their team. 

Effective performance management requires three essential elements in order to have any real impact on the standard of contribution people make and the business results ultimately achieved:

Clarity

Ensuring your team understands what is expected and accepted, important, and a priority, and how they are performing relative to expectations.

Coaching

Providing feedback, advice, and guidance to influence approaches and enable results. Commitment to the ongoing development of the character traits and capabilities needed to achieve immediate and longer-term objectives.

Accountability

Delegating responsibilities and empowering people to do their jobs. Appraising contributions against agreed standards. Applying consequences &ndash; rewarding and recognizing successes as well as taking remedial action to address underachievement or poor behavior.

As I share in my second book The People Managers Toolkit &ldquo;for performance management to have any real impact on achieving your vision and objectives, every member of the team has a role to play. Shared accountability is crucial, with success resting with managers and staff alike&rdquo;. 

Non-Negotiable Roles and Responsibilities of Leaders


	Make performance management matter; follow through and hold people accountable  
	Demonstrate commitment and lead by example  
	Communicate vision, goals, priorities and strategies that can be cascaded down through the organisation  
	Invest in the development of leaders and their ability to manage performance well  


The &lsquo;to-do list&rsquo; for managers includes:  


	Encourage and inspire people to strive for success  
	Communicate clear performance standards and expectations, linking them to the big picture  
	Manage performance fairly, consistently and accurately  
	Be courageous &mdash; take action, initiate difficult conversations and apply consequences  
	Be well informed of the individual&rsquo;s progress through observation and obtaining feedback  
	Provide and openly discuss feedback about how people are doing and how they can improve  
	Listen to the staff member&rsquo;s views and openly discuss them  
	Be open to both positive and negative feedback from the staff member  
	Be sensitive and empathetic to the challenges people face  
	Recognise and reward a job well done, both informally and formally  
	Proactively develop the capabilities of individuals and the team 
	Appropriately maintain confidentiality  

]]></content>
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<pubDate>24 Mar 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/bad-blood</link>
<title><![CDATA[Bad Blood]]></title>
<description><![CDATA[In the world of business, stories of corporate corruption often reveal disturbing truths about unethical leadership and the lengths people will go to protect their empire. One such tale is that of Theranos, a company founded by Elizabeth Holmes, whose rise and fall highlights the importance of speaking up, taking a stand, and the ethical responsibility of investors.
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<content><![CDATA[Among my favourite pastimes is reading books about business leaders and organisations. I&rsquo;m especially intrigued by stories of corporate corruption and how seriously dodgy leaders manage to get away with the things that they do, for as long as they do. 

The latest story to capture my attention is that of Theranos, a now-defunct medical device Silicon Valley startup founded by then 19-year-old Elizabeth Holmes. If you haven&rsquo;t caught it in the news, 2022 got off to a bad start for Holmes, who on 3rd January was found guilty by a California jury of fraud. 

Bad Blood: Secrets and Lies in a Silicon Valley Startup, written by Pulitzer Prize-winning investigative journalist with The Wall Street Journal John Carreyrou, provides truly fascinating insight into how a Stanford University dropout was able to become the world&#39;s youngest female self-made billionaire by age 30. 

Carreyrou charts the rise and fall of Theranos, through its peak in 2014 when the company was valued at $10 billion, to its dramatic demise beginning in 2015 when finally serious questions began to be asked. By June 2016, it was estimated that Holmes&#39;s personal net worth had dropped from $4.5 billion to virtually nothing. By September 2018, the company had been dissolved. 

Elizabeth Holmes isn&rsquo;t the only character in this story of greed and deceit. Standing by her side for much of the journey was her boyfriend and Chief Operating Officer, Ramesh &ldquo;Sunny&rdquo; Balwani. Charged with nine counts of wire fraud and two counts of conspiracy to commit wire fraud, Balwani&rsquo;s own trial is set to start in March 2022. 

So, what are the big takeaways from this sorry saga? 

Speaking up at times takes a lot of courage 

Throughout the book are accounts of what happened to those who dared to express concerns about how Theranos was operating. The author provides a long list of people who chose to voice concerns and were subsequently frog-marched out of the building. 

Taking a stand can at times require self-sacrifice 

Those who fought to expose Theranos walked away from jobs, risked their personal and professional reputations and undoubtedly endured long periods of stress as the organisation went to extraordinary lengths to harass and intimidate them into staying silent. 

Investors have an ethical obligation to know what they are putting their money into 

Billions of dollars were pumped into the business by wealthy and powerful people who were seemingly so taken by Elizabeth and her ambitions, they failed to see the cover-ups, unethical practices and unkept promises that were par for the course at Theranos. 

Thankfully, courageous team members stood up for what is right and helped stop the company before someone died. Tyler Shultz, a former Theranos employee and whistleblower, shared this on Twitter after Elizabeth Holmes had been convicted of fraud: &ldquo;This has been a long chapter of my life. I am happy that justice has been served and that this saga is finally in my rearview mirror. Hope to inspire other young professionals to hold their leaders accountable.&rdquo; 
]]></content>
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<pubDate>11 Feb 2022 04:52:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/growing-emotional-intelligence</link>
<title><![CDATA[Growing Your Emotional Intelligence ]]></title>
<description><![CDATA[How emotionally intelligent are you? Most of us may believe we&#39;re self-aware, but research shows that only a small fraction truly are. To enhance our emotional intelligence, honest feedback from others is crucial&mdash;yet it can be difficult to embrace.
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<content><![CDATA[How emotionally intelligent are you? This is a challenging question for most of us to answer. The reality is that how aware we are of our emotional intelligence (EQ) depends on our EQ itself&mdash;our self-awareness, capacity for empathy, ability to regulate our emotions and build healthy relationships. 

Research by Dr. Tasha Eurich reveals that while 95% of people believe they are self-aware, only about 10 to 15 percent truly are. This means that only a small fraction of us likely have an accurate understanding of our own EQ. 

So, logically, for most of us to improve our EQ, honest feedback from those around us is crucial. However, this presents a significant challenge. A lack of EQ often leads to overconfidence, ignorance or emotional insecurity, making it hard to ask for meaningful feedback about our behaviors and mindsets. 

Even if we recognize the need for feedback and muster the courage to ask for it, emotional barriers often make us resistant to hearing the truth. For example, the intense desire for acceptance can make criticism feel like a serious threat to our sense of belonging. 

And so, we remain in a state where the majority of us need to build greater self-awareness and emotional capabilities, but do little or nothing to make that change. 

If we&rsquo;re fortunate, we&rsquo;ve had parents or mentors who nurtured our emotional development, laying a strong foundation for us to navigate life&rsquo;s challenges. However, for many of us, by the time we reach adulthood, we&rsquo;ve already developed unhelpful emotional patterns that need to be rewritten if we&rsquo;re ever to overcome our internal struggles and live our best lives. 

The path to becoming your best self begins with embracing a journey of self-mastery. This starts with acknowledging that we don&rsquo;t know what we don&rsquo;t know. Being curious about how others perceive us is key to gaining the external perspectives necessary for meaningful introspection. 

Start by seeking feedback from people you trust&mdash;those who know you well. Ask them to share one or two ways in which your mindsets or emotional responses may impact your ability to reach your full potential. Be open to hearing their insights, even if it feels uncomfortable at first. Embrace this feedback as an opportunity to grow. 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/growing-emotional-intelligence</guid>
<pubDate>19 Jan 2022 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/shifting-culture-webinar</link>
<title><![CDATA[Shifting Culture Webinar]]></title>
<description><![CDATA[Register now for our last free webinar for 2021. Come and join us! TOMORROW - Wednesday 15th of December, at 12pm AEDT. 
]]></description>
<content><![CDATA[Register now for our last free webinar for 2021. Come and join us! TOMORROW - Wednesday 15th of December, at 12 pm AEDT. 

A lot of time and money is invested in culture change initiatives that are at best only partially effective.  

During this webinar, we will share why that is and how both leaders and HR can play a role in creating the type of culture needed to enable the organisation&#39;s success.

We&#39;ll explore how to shift engrained aspects of cultures that are holding teams back from being at their best. 

To register, CLICK HERE!

See you in the DOJO...
]]></content>
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<pubDate>13 Dec 2021 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/ceo-fires-900-staff-on-a-zoom-call</link>
<title><![CDATA[CEO Fires 900 Staff on a Zoom Call...]]></title>
<description><![CDATA[In case you&rsquo;ve missed it in the news, the latest staggeringly poor example of business leadership is brought to us courtesy of Better.com CEO Vishal Garg. 
]]></description>
<content><![CDATA[In case you&rsquo;ve missed it in the news, the latest staggeringly poor example of business leadership is brought to us courtesy of Better.com CEO Vishal Garg.   

Typically, I&rsquo;m hesitant to openly criticize leaders who are the subject of media scrutiny because I know all too well how complex scenarios can be. More often than not many sides of a story need to be told for a complete picture of the truth to form.     

On this occasion however, it&rsquo;s easy to observe directly the highly problematic attitudes this leader brings to his role. Thanks to technology and social media we&rsquo;re able to listen to Vishal&rsquo;s own words and observe him in action.  

If you haven&rsquo;t watched it yet, here is a link to the viral video of the Zoom call in which he tells those gathered &ldquo;If you&rsquo;re on this call, you are part of the unlucky group that is being laid off&rdquo;. Online comments since made by Vishal together with the decisions of three senior leaders on his team to resign from their positions, all provide insight.   

In my view, the decision to terminate the employment of 900 people on mass, right before Christmas is arguably a reflection of a leader who lacks common decency. For a lot of reasons starting with whether was it really necessary.   

Even if the headcount reductions are ultimately needed, did it really have to happen before a significant holiday for so many of the people impacted?  Vishal is reported to have said, &ldquo;We should have done this 3 months ago&rdquo; &ndash; so why didn&rsquo;t he? Why now, particularly given the recent major funding injection from investors? 

It&rsquo;s mind-boggling to me that any leader would think communicating the decision to terminate someone&rsquo;s employment on mass is appropriate.  The lack of empathy, compassion, sensitivity and respect shown toward each of the 900 people impacted is disgraceful.   

I appreciate that COVID-19 may be behind why an online forum was necessary &ndash; but at the very least the message should have been delivered to everyone impacted, by their manager.   

If it was so important to Vishal that he deliver the message personally, then he could have provided his leadership team with a video for them to share during one-to-one meetings (or even small team meetings would have been A LOT better).  

Just as revealing as his actions are his words.  &ldquo;This is the second time in my career I&rsquo;m doing this and I do not want to do this.  The last time I did it, I cried&rdquo; Garg said on the call.  The polite version of what many people are likely to be thinking at that moment is &ldquo;It&rsquo;s not really relevant how you are feeling, it&rsquo;s us that are being impacted&rdquo;.   

It&#39;s common for leaders to make the mistake of talking about themselves, and how badly they are feeling when no one losing their job is likely to care.  It&#39;s insensitive and on so many levels disrespectful to focus on our emotional discomfort when the people we are talking to are so much worse off.   

Vishal&rsquo;s decision to blame the lay-offs on markets and the need to strengthen the financial position of the business on the one hand, but then brutally attack those who have been fired with accusations of theft and gross misconduct, is one sure way to lose trust and respect.   

To be clear, at times job losses are needed to protect the viability of the business and ensure it survives into the future. How those decisions are implemented however matters to the wellbeing of the people impacted as well as the engagement of the team who remain.  

I worry for the people left behind and hope many more of them join the senior leaders who have decided now is the right time to look for a CEO with integrity who is far more likely to have a positive impact on the quality of their work life.     

 
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/ceo-fires-900-staff-on-a-zoom-call</guid>
<pubDate>09 Dec 2021 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/assessing-character-through-the-hiring-process</link>
<title><![CDATA[Assessing Character Through the Hiring Process]]></title>
<description><![CDATA[This blog explores the importance of assessing character during the hiring process, highlighting how ignoring red flags or prioritizing technical skills over character fit can lead to disastrous outcomes. Learn practical strategies for identifying the right fit by focusing on core values, observing behaviors, and trusting your instincts to avoid making the wrong choice.
]]></description>
<content><![CDATA[Getting hiring decisions wrong is an undeniably costly exercise. The drain on time, energy, morale and drag on progress can be immense. That is especially true if the wrong person is appointed to a senior leadership role. 

One newly appointed CEO I met managed to turn a trusting, respectful, passionate team environment into one characterised by butt-covering, defensiveness and aggression. Within 3 months of him starting in the role, engagement had plummeted.   

To this day my heart sinks when I think of the first moment I met this CEO, who I will call John and realised what a horrible mistake the Board had made. To me, he was quite obviously an insecure character with a need for validation so strong he spent the first 50 minutes of our initial meeting talking about his career achievements.   

John&rsquo;s appointment is just one example of so many times when I&rsquo;ve been astounded by the hiring choices senior leaders have made. Poor judgment of character is common but just as often leaders simply ignore their instincts and prioritise technical skills over character fit.  

Never comprise on character. If your observations or intuition is telling you they are the wrong person for the job, don&rsquo;t hire them. I&rsquo;ve never seen it pay off to take a punt on a character we don&rsquo;t immediately warm to.        

Start by knowing specifically who you are looking for. Go deeper than simply knowing they need to be culturally aligned. Understand what that looks like in your business. What values are most important in enabling success?  What mindsets and behaviours reflect these values?  

At each step in your hiring process actively look for &lsquo;green and red flags&rsquo; indicating alignment or otherwise with the type of person you are looking for. Start to form a hypothesis about who someone is and the type of team member they are likely to be and then test it.   

For example, if you are looking for someone who is a team player, notice when they constantly talk about themselves and never make reference to being a part of a group. Ask probing questions to explore the extent to which they maintain a narrow focus on themselves.   

It&rsquo;s definitely a red flag worth paying attention to when a candidate thinks or says they like to work as part of a time, but when telling stories focus solely on their own contribution and fail to share reasonable credit for success with other teams. Particularly when given multiple opportunities to do so.   

Recognise which red flags are deal breakers. Some criteria like operating with integrity need to be viewed as non-negotiable. One red flag warrants further exploration and careful further consideration. Two integrity red flags should be enough to end the candidate&rsquo;s application. 

Have the courage to walk away from highly skilled candidates who raise too many red character flags through the process.    Failing to place adequate weight on red flags is a common reason hiring mistakes are made.  There is no point denying reality.  If what you are observing are mindsets and behaviours that don&rsquo;t fit the character you need in the job, keep looking.     
]]></content>
<guid isPermaLink="true">https://www.corporatedojo.com/blog/assessing-character-through-the-hiring-process</guid>
<pubDate>11 Nov 2021 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/diagnosing-performance-issues</link>
<title><![CDATA[Diagnosing Performance Issues]]></title>
<description><![CDATA[Register now for our fourth webinar. Come and join us! Wednesday 24th of November, at 12 pm AEST. 
]]></description>
<content><![CDATA[Register now for our fourth webinar. Come and join us! Wednesday 24th of November, at 12 pm AEST. 

Are there times when you struggle to identify precisely why someone isn&#39;t delivering on the expectations of their role?  If so, you are far from alone.  It&#39;s common for leaders to know things aren&#39;t going well but lack the level of clarity to know what do to about it.  

During this webinar, we will share a framework for diagnosing performance issues and putting improvement plans in place. 

To register, CLICK HERE!

See you in the DOJO...
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<pubDate>11 Nov 2021 06:14:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/lessons-learned-from-viktor-frankls-mans-search-for-meaning</link>
<title><![CDATA[Lessons Learned from Viktor Frankl&#39;s &#39;Man&#39;s Search for Meaning&#39;]]></title>
<description><![CDATA[Recently I finished reading Viktor Frankl&rsquo;s famous book &quot;Man&rsquo;s Search for Meaning&quot; and was reminded of just how much power we each have to choose how we perceive and experience reality. 
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<content><![CDATA[So, what has the COVID-19 pandemic been like for you? 

Recently, I finished reading Viktor Frankl&rsquo;s famous book, Man&rsquo;s Search for Meaning and was reminded of just how much power we each have to choose how we perceive and experience reality. 

While few experiences in life can compare to the horrors of WWII concentration camps, many lessons from this incredible book can be applied to the times we are living through now. 

Among the most relevant is this: 

&ldquo;Everything can be taken from a man but one thing: the last of the human freedoms&mdash;to choose one&rsquo;s attitude in any given set of circumstances, to choose one&rsquo;s own way.&rdquo; 

This simple truth reminds us that nothing can make us feel a certain way unless we allow it. While people and circumstances can make maintaining a positive and hopeful outlook challenging, ultimately, we choose how we respond when life throws curveballs at us. 

When our state goes into lockdown, we have the power to choose how we feel. Do we focus on what we have lost and the injustices we perceive, or do we instead focus on what we have to be grateful for and what we can still control? 

&ldquo;When we are no longer able to change a situation, we are challenged to change ourselves.&rdquo; 

There is nothing any of us can do to control the circumstances we all find ourselves in.  All we can do is make wise choices about the options we have available to us and keep putting one put in front of the other as we forward slowly toward our future.  

How frantically we push back against reality and how hard we rail against our circumstances dictates how draining and damaging our experiences are. Peaceful acceptance of the things outside of our control is essential to enduring adversity. 

Frankl quotes Nietzsche when he says: 

&ldquo;Those who have a &lsquo;why&rsquo; to live can bear with almost any &lsquo;how.&rsquo;&rdquo; 

Humanity has survived other pandemics, and we can reasonably expect that the one we are experiencing now will also come to an end. This is a relatively short window of time in the history of humankind, and there will be life after COVID-19. 

Maintaining a sense of purpose and continuing to strive to achieve our goals is essential to our health and well-being right now.  

Something else that Frankel said that I think is especially worth noting right now is: 

&ldquo;I recommend that the Statue of Liberty on the East Coast be supplemented by a Statue of Responsibility on the West Coast.&rdquo; 
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<pubDate>14 Oct 2021 20:00:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/just-deal-with-it-already</link>
<title><![CDATA[Just Deal with It Already!]]></title>
<description><![CDATA[Avoiding tough problems only makes them worse&mdash;find out how facing challenges head-on can save your time, energy, and success. Discover powerful tips for overcoming hesitation and taking control of your toughest situations today!
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<content><![CDATA[Contemplate for a moment on how often you avoid dealing with the problems you need to. Now ask yourself how well that typically turns out for you, your team or even your business. In my experience avoidance simply prolongs agony and often makes things worse. The people I work with often hesitate to address issues and ultimately pay a price. Energy, time, money and momentum are all lost when roadblocks to success are tolerated, ignored or simply put in the &lsquo;too hard to deal with right now&rsquo; basket.  

The simple reality is the sooner you deal with the problem, the sooner it will be resolved. No matter how complex the issue, steps that move you forward are worth taking. While of course there are times when you need to calculate in your timing, that&rsquo;s different from finding excuses to delay or simply hoping things will get better on their own. 

Among the most common examples of avoidance I see, are leaders failing to address performance issues. This is especially true when the concern relates to poor attitude and behaviour. Leaders give me a myriad of reasons as to why now isn&rsquo;t the right time for them to have the honest conversation that&rsquo;s needed, or to take the action that is often already well overdue.  

&ldquo;They have an important deadline coming up that we need them to achieve&rdquo; 

&ldquo;There are small signs of improvement and I don&rsquo;t want to undermine their confidence&rdquo; 

&ldquo;I really don&rsquo;t have the time to deal with it properly right now&rdquo; 

&ldquo;I&rsquo;m / they are going on leave soon&rdquo; 

and so, the list goes on. 

While each of these statements may well be true, in most circumstances none is reason enough to avoid taking steps to resolve the problem. People deserve honest insight into the issue at hand and the need for it to be resolved. In many ways, leaders do people a great disservice by holding back the truth they need to hear. Reflect for a moment on how you would feel if your manager robbed you of the opportunity to understand the truth before it was too late to do anything about it.  

Never hold back from giving people honest insight for example into how they are performing, the impact their behaviour is having on their colleagues or in fact their job security. While every individual is responsible for the standard of their own attitude, behaviour and performance, leaders play an essential role in guiding people to success. Engaging with respect and sensitivity is key, particularly when people are going through tough times.  

Overcoming Challenges: Practical Tips for Facing Difficult Situations 


	
	Recognise what is holding you back. Is fear playing a part? Fear of conflict, emotional outbursts and damaged relationships are common.  Do you hold false hope? For example, do you tell yourself that things will work themselves out over time. Maybe it&rsquo;s time to face the reality that things are unlikely to work out unless you take action.  
	
	
	Get advice. If you are unsure about how to tackle the situation talk to people with experience. Call on mentors, HR and other professional colleagues to gain insight to how they may approach the situation.  
	
	
	Plan ahead. Don&rsquo;t wait until you are so frustrated or fed up that you respond in unhelpful ways. Take the time to reflect on the situation, what you believe is contributing and how the issue can be resolved. If you are concerned about the conversations you need to have, think about what you need to say and reflect on how you need to approach it. Again, if you&rsquo;re unsure get advice. 
	

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<pubDate>16 Sep 2021 20:46:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/leveraging-executive-assistants-well</link>
<title><![CDATA[Leveraging Executive Assistants Well ]]></title>
<description><![CDATA[This week, we&#39;re excited to introduce &quot;The Influential EA of the Future&quot; program, designed to empower executive assistants and leaders alike. Through this program, we aim to help CEOs and business owners cultivate the focus and mindset needed to perform at their highest potential, ensuring they operate at the strategic level where their leadership can truly make an impact.
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<content><![CDATA[This week, the Corporate Dojo team and I are excited to be launching our freshly minted The Influential EA of the Future program.

Among the most common things I work on to support CEOs and business owners is creating the capacity and mindset they need to focus on doing their own job. All too often, the leaders I work with, at all levels of an organization&rsquo;s hierarchy, are operating one or two levels beneath where their focus needs to be.

It&rsquo;s common for CEOs to be operating in the trenches of their executive roles and responsibilities. In turn, executives often behave as managers of teams across their portfolios. Managers end up doing the job of supervisors and supervisors behave like team members. This is a daily observation I make.

3 strategies most often relevant to shifting this reality:


	Clearly define leadership roles and responsibilities.
	Build leadership and management capability so that delegating authority and accountability are possible.
	More effectively leverage Executive Assistants and administrative support to remove noise and bring order to the chaos in the leader&rsquo;s world.


By EA, we also mean all the PAs, Office Managers, and other administration staff striving to support leaders in delivering on their objectives. These can feel like thankless jobs and at times extremely difficult positions, especially when leaders don&rsquo;t know how to help themselves by allowing their EAs to do their jobs.

There are countless examples where lifting leaders and engaging highly skilled EAs has allowed the executives I work with to improve their own performance and impact.

For many years, we have been delivering leadership development programs. However, for too long, supporting the development of high-performing EAs and administration support teams has remained on the &lsquo;really must get to that&rsquo; list of priorities. We&rsquo;ve finally gotten there.

We&rsquo;d love for you to check out the program, but at the very least, spend some time reflecting on how well-positioned your EA or support team is to make a significant contribution to your success, as well as that of other leaders in your business. Among the most important steps you can take to support the success of your EA include these:


	Engage with your EA frequently about key priorities and the role they can play in driving outcomes.
	Empower your EA to follow up on your behalf and influence accountability for agreed outcomes from members of your direct report team.
	Work with your EA to develop an operating rhythm that keeps you focused on the right priorities at the right time.
	Inspire your EA to have confidence and courage in making the level of contribution they can make.
	Invest in your EA&#39;s professional development. In my experience, there is vast untapped potential among the EA community. Many are highly capable of becoming operational leaders and project managers if that&rsquo;s what they want to do.


To sign up for our The Influential EA of the Future program, head to the &#39;Events&#39; tab on our website.

Or follow this link: https://www.corporatedojo.com/the-influential-ea-of-the-future

 
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<pubDate>18 Aug 2021 01:06:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/are-you-biting-off-more-than-you-can-chew</link>
<title><![CDATA[Are You Biting Off More Than You Can Chew?]]></title>
<description><![CDATA[Learn how to set boundaries, prioritize what truly matters and stop spreading yourself too thin. Discover practical tips to help you thrive without burning out!
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<content><![CDATA[While working with a client recently he said to me &ldquo;We&rsquo;re like a python that has swallowed a cow&rdquo;.  Apart from making my  hearty laugh, his comment also made me reflect on all the people and businesses I work with that fit that description.   

How often do you start projects that you never finish? Do you spread yourself so thin you constantly feel like you&rsquo;re failing to give anything the attention it needs or deserves? Do you take on work and then find you need to push back on deadlines you simply can&rsquo;t reach? 

There is no doubt ambition can be a good thing.  Striving to achieve stretch goals or make a significant contribution, can often mean we land further ahead than we otherwise would have. But the simple reality is if we &lsquo;bite off more than we can chew&rsquo; doing anything well becomes the challenge. 

Our ability to thrive in any area of life, demands focus and discipline. That is focus on what matters most and the discipline to follow through until the job is done to the standard needed. Being focused requires that we decide not only what we are going to do but also what we&rsquo;re not going to do. 

If you constantly find yourself taking on too much it&rsquo;s important to step back and reflect on why that is. What is really motivating you to say yes, or go after another opportunity when logic says you don&rsquo;t have the capacity to do that?  

In my case, I come up with all sorts of ideas that I&rsquo;m passionate about and at times lack the patience to work on things when they reach the top of my priority list. When I reflect there have been far too many times when I&rsquo;ve invested hours and even days engrossed in projects that I ultimately never finished because another great idea or priority came along and took my attention. 

People pleasing is another common reason we say yes to taking on things we simply don&rsquo;t have the bandwidth to fit into our schedule. All too often I work with people who are afraid if they say no, they will be perceived as being unwilling to help or share the load. The problem is when we say yes, when the answer should be no, we risk either burning ourselves out or dropping the ball and failing to deliver on the promises we&rsquo;ve made.  

Many of the senior leaders or business owners I work with are afraid to let some opportunities go by. We&rsquo;re often encouraged to seize opportunities if we want to create success in our lives, but at times what make more sense is that we wait for a better moment when we are more able to realise the benefits in the opportunities that arise. As Richard Branson once said, &ldquo;Business opportunities are like buses, there&rsquo;s always another one coming&rdquo;.  

Tips for Setting Boundaries: Prioritizing What Truly Matters 

Be clear about why you are saying yes to people or opportunities 

Be pragmatic about the time, energy and resources you have 

Set priorities and know when something just doesn&rsquo;t fit 

Be prepared to walk away from opportunities that have come along at the wrong time 
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<pubDate>12 Aug 2021 20:41:00 GMT</pubDate>
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<link>https://www.corporatedojo.com/blog/dealing-with-reality</link>
<title><![CDATA[Dealing with Reality]]></title>
<description><![CDATA[Discover how shifting your mindset and managing your energy can transform your experience, even in uncertain times.
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<content><![CDATA[If nothing else, the COVID-19 pandemic has revealed a need for many of us to learn to deal with reality in ways that are good for our health. While it&rsquo;s understandable that many people have felt fearful, disappointed or frustrated, the simple truth is there is very little we can do to change the circumstances we all find ourselves in.  

A common and somewhat natural reaction when things are tough is to look to find the cause of our pain. In many cases that means turning our minds to who we can blame. For example, anyone living in Victoria, Australia is likely to have felt or observed frustration with decisions made by politicians and public servant in response to outbreaks. 

I have no desire nor intention of getting into a political debate about who should be doing what to avoid for example statewide lock downs and other restrictions to our ways of living. What I&rsquo;d rather focus on is what we can each do to get through this time with our sanity intact. 

No matter what life throws at us, the only power we truly have is to choose how we respond. Choosing our responses, starts with choosing how we are thinking and in turn feeling. Among the most common reason I observe people struggle to shift their mindsets to a more helpful place is the difficulties we have with accepting reality.   

By acceptance, I don&rsquo;t mean getting to a place where we are happy about our situation or feel no disappointment. What I am talking about is stopping the urge to rail against the version of reality we are confronted with. By struggling with reality we create avoidable suffering. 

You don&rsquo;t have to like whatever you are accepting &ndash; you just need to acknowledge that situations you cannot control are what they are.  

Reflect for a moment on how much time you spend thinking or talking about situations that you can&rsquo;t control. How much energy do you waste being angry or sad that life isn&rsquo;t going the way you want it to?  While these emotions might be understandable, they do nothing to improve our circumstances and, in many instances, make the experience even more uncomfortable or difficult to endure.  

There have been moments in my own life when my resistance to accepting my circumstances has undeniably undermined my health, happiness, relationships and success. The simple truth however is that extent to which we are impacted by anyone or anything is up to us. While it can unquestionably be challenging to accept reality, it is ultimately within our power.  

Energy and Mindset: Tips for Positive Change 

Recognise when you are ruminating or talking about the way you wish things were and choose to stop 

Look for opportunities or any positive aspects of your circumstances 

Choose to focus on what you can control or influence 

Manage your energy levels through sleep, diet and exercise &ndash; choosing positive thoughts is a lot easier when we have energy 
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<pubDate>16 Jul 2021 02:01:00 GMT</pubDate>
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