Monthly Archives: December 2014

4 Tips to Build Mental Toughness

A good book on mental toughness is Mental Toughness for Women Leaders: 52 Tips To Recognize and Utilize Your Greatest Strengths by LaRae Quy. These suggestions apply equally to men. 1.    Identify your emotional hot buttons. Knowing who or what pushes our buttons and when it happens is critical to developing the ability to control […]
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Mental Toughness Starts with Self-Awareness

I’m intrigued by the concept of mental toughness because I believe many of us could use a little more of it. But don’t confuse toughness with being stubborn or oppositional. It’s a special quality that means sticking to your guns while being able to listen and reconsider options when needed. The key is to develop […]
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What Is Mental Toughness and Do You Need It for Success?

What is mental toughness, and is it something you really should work on? Few of us wake up in the morning with the intention of being a hero. Instead, we hope to get by without any major stumbling blocks and aim to do what is expected of us. It’s only when confronted with obstacles that […]
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Under-Managing: 8 Dire Consequences

Are you undermanaging your employees? For a long while, it seemed that many of my coaching clients complained frequently about bosses who micromanaged them. Nobody likes it when they’re told what to do and how to do it every step of the way. But now, however, I hear from clients that they actually want and […]
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Manager Challenges: Dealing with Attitude Problems

Managers face challenges to get people to perform at their best but often encounter attitude problems. Most managers I talk with report a huge chunk of time spent sorting out interpersonal conflicts due to bad attitudes. I’m currently reading about such manager challenges in Bruce Tulgan’s book, The 27 Challenges Managers Face: Step-by-Step Solutions to […]
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The Engaged Manager: How to Manage a Porcupine

I’ll ask this question again: Are you an engaged manager? I’ve been thinking a lot lately about how many managers I meet who struggle with people: with empowering them without neglecting them vs. motivating them without micromanaging. There are some managers who’ve steered away from over managing to the extent they are now under managing. […]
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