It started with everyone being frustrated. One research report showed that employees spend 31 hours a month in unproductive meetings. Another report, drawing from Microsoft’s survey, showed that employees spend nearly a full workday’s time (5.6 hours) in meetings and 69% of them feel ineffective. This sort of frustration resonates with our organizations’ experience, so we were fueled with the desire to making meetings better. We tackled this organizational development problem by gathering the intelligence from a multidisciplinary team composed of an assessment consultant, research scientist, eLearning instructional designer, project manager, and psychometrician.
I recently had the honor of sitting down to interview Randy Manner (Ret.), a former senior military officer turned Executive Leadership Coach. For over three decades, he served in a variety of positions in the Pentagon and around the world. Prior to retiring from the Army as a Major General, he served as the Deputy Commanding General of the United States 3rd Army in Kuwait, as the Acting Vice Chief of the National Guard Bureau, and as the Acting and Deputy Director of the Defense Threat Reduction Agency. He facilitated the withdrawal of US forces from Iraq, helped neutralize chemical weapons in Russia, oversaw investments in biological prophylactic research on deadly pathogens, to include Ebola, and helped coordinate military emergency response support to States during natural disasters.
Resilience has been and still is an integral part of Randy’s life and career. He coaches executives as they transition to more senior levels, mentors business leaders in improving their value propositions to their clients, and coaches senior military officers on leadership, ethics, and transition from service to our country.
I asked Randy the following questions:
A Swiss-based company, IWG, ran a study back in 2018 and discovered that 70% of people globally work remotely at least once a week. It also found that 53% percent of that same group works remotely for at least half of the week. The remote worker trend does not seem to be fading away anytime soon and it’s predicted by some that 50% of the U.S workforce will soon be remote too.
As someone who has been a remote worker for over a year, I have discovered a few things have helped me. Here are a few tips for people who are beginning their new remote lifestyle and even if you have been a remote worker for years, I think some of these tips can help.
Anyone who works in research in the behavioral sciences learns to appreciate the value of data. Psychological research, as it is practiced in North American universities and those who follow the same model, has been dubbed the science of first year university students. Most of the undergraduate and graduate studies, and probably many published articles relied on that easy to gather convenience sample that is those enrolled in Psychology 101. Most studies tend to require filling up some battery of questionnaire and relinquish part of your personal information (after signing a vaguely worded consent form).
In Part 1 of this post, we looked at the popular EQ-i 2.0 and MSCEIT and highlighted the key differences between the two.
Although the EQ-i 2.0 and the MSCEIT are both EI assessments, they use different methods of measurement because they focus on different aspects of emotional intelligence.
As emotional intelligence (EI) rose in popularity over the last two decades, the concept of EI has been examined using a variety of assessments. Today’s blog article will compare the major differences between the Emotional Intelligence Quotient 2.0 (EQ-i 2.0) and the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT).
A couple days ago, I was talking to a friend about burnout, teams, leadership, and self-awareness. We chatted about how we, humans, are the smartest animal in the animal kingdom, however we are at times limited when thinking of our own physical, social and mental health. One example we discussed on how nature and animals are so intelligent is the V-formation that some birds and most commonly, geese form.
Last week in Part 1, I discussed causes for communication gaps and tips that can be applied to close the gap. This week, we'll look at how personality plays a part in communication and how you can adapt your style.
Understand Others ‘Personality Type’
Moving towards a more effective, understanding and friendlier relationship between you and your colleagues requires not only knowing your own personality type and what works best for you, but also knowing others’ and types and characteristics. Learning about personality types, will help you understand what you need to focus on or pay attention to when communicating with each.
Is it a struggle to make your voice heard in your workplace? Do you find it difficult to communicate your thoughts and ideas to others?
We are all unique individuals who think and behave differently, and this plays an important role in our team dynamics. By better understanding one another and accepting our differences, we can work more efficiently as a team and communicate better with our colleagues.
If we don’t address the communication gap that is caused by our different perspectives, it will cause misunderstanding, frustration, and will reduce productivity overtime.
Should I be an entrepreneur when I grow up? It turns out that vocational interest assessments can help you figure that out.
Hold on…what are vocational interest assessments again?
A teacher or career counselor may have given you a vocational interest assessment in high school, college or university. The assessment will tell you areas you are curious and interested in, say artistic or social interests (e.g., drawing, singing, or helping people in-need), and gives you a list of jobs to look into that matches your interests. I heard that these assessments were hit or misses. A student may snicker when seeing that the list of jobs recommended includes being a rock star. Another student may feel validated that one of the top recommendations was to be a teacher, a job that they personally were interested in. However, regardless of the initial reactions of respondents, the fate of these vocational interest assessment reports tend to end up in the abyss after a 10-second scan. Unsurprisingly, researchers collectively seemed to lose interest and pursued other studies …until recently.