This post outlines our 5S Leadership Self-Care Model focusing on the practice of ‘selfcare’ to bring yourself out of your head and into your body, connecting more with ‘feeling and being’ and reconnecting with what matters to you. The 5S Leadership Self-Care model provides a roadmap to explore and experiment
In a previous post Mastering ‘thinking and doing’ AND ‘feeling and being’, I discussed how out of balance we have become as leaders, spending too much time ‘thinking and doing’ at the expense of ‘feeling and being’. I argued that this is affecting us at a physiological and behavioural level,
In my last post I introduced the concept that the mind is much more than just the brain, with recent research indicating real neural connections between the brain, heart and gut. I also talked about the long recognised notion that most of us only use a very small proportion of
I spent the first 36-plus years of my life firmly stuck in my head. Like most people, I was under the impression that that was where we do our thinking and feeling, that the brain – the body’s computer – was responsible for all that stuff, and that it was pretty efficient at it as well. And to be honest, my head had served me pretty well to that point. It took a major life experience to crack that paradigm wide open and cause me to look at the whole idea of the mind quite differently.
This post explores how leaders must master the dance between ‘thinking and doing’ and ‘feeling and being’ to increase personal wellbeing and their capacity to solve the complex problems and challenges of our times. What’s happening in your world right now? What are some of the things you have been
Inspired by Meg Wheatley, this post outlines the personal beliefs that motivate my action these days and invites leaders to consider doing this same. It is now well understood that our (internal) values and beliefs drive our (external) actions and behaviours. Two well-known models, amongst many others, that demonstrate this
These blog posts explore the lens of building ‘connection’ as a model to guide cultural transformation for teams and organisations. We live in connected times, in which technology allows us to be connected at all times – even in the air now – with virtually everyone in our working and
These posts explore the lens of building ‘connection’ as a model to guide cultural transformation for teams and organisations. In Part 1 of this series, I explored the first cornerstone of connection, ‘Connect to Me’. In this post we will look at the second cornerstone, ‘Connect to Us’. Where ‘Connect