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The desire for change — in career or location — has always been influenced by the sense most people have that if they were just in a new environment, everything would be different.
In actuality, when we make big external changes, regardless of context, we bring along our old habits, behaviors, and patterns of thought. After the initial shock of any change wears off, we realize that nothing’s different after all. Real change — the kind that follows you wherever you roam — occurs within one’s self.
The economy is larger now than pre-pandemic; however, we’re down 5 million U.S. workers from before COVID-19. The concept of burnout has existed since the 70s, but never before has there been such a steep climb in exhaustion, fatigue, and reevaluation.
We all crave certainty and, even more so, control. Having it makes us feel like we determine our own destiny. Honestly, the idea of control feels powerful, and power feels good; but control is mostly an illusion — the harder you fight for it, the farther away you get.
Joy will sometimes find us on its own, but we’re generally responsible for going out and finding it ourselves. It’s an active search, not a passive waiting. In some ways, you can boil it down to two things — surrender and expression.
Whether you never intended to lead or you discovered along the way that it wasn’t for you, great! Always define (and re-define) success for yourself, and know that your definition can change over time.
In nearly every pursuit, people are quick to narrow things down to a single interpretation or narrative. That urge is so ingrained in us that we sometimes forget to challenge it. Simple is always better, right?
I recently dug into the concept of assessing and increasing your team’s level of commitment and ownership, but what if the person whose commitment you want to adjust is your own? It’s a different process when you’re looking in the mirror, so to speak. In some ways, it’s more difficult, if only because it requires more honest self-analysis.
Assessing and authentically increasing your team’s sense of ownership is more complex than handing out raises and other benefits (though to be clear, those things are very important). In simple terms, if you do more for your team, you can expect more from your team.
Simply put, positive well-being isn’t the absence of negative emotions. True wellness is a state of action with the freedom to oscillate between positive and negative states of mind. In fact, negative emotions are extremely important! Like all emotions, they have a beginning, middle, and an end, and if you try to take a detour, that stress will continue to live in your body.