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We may describe a leader as having "tough" qualities, but that does not preclude the same leader from displaying "tender" qualities.
We are heavily influenced by our primary, innate biases which function outside of our rational thinking and determine how we process information and make decisions.
2 key themes:  Understanding yourself, your goals, intentions, responses and behaviour.  Understanding others, and their feelings.
It comes as a frightening realisation when we first come to terms with the fact that, contrary to what we like to think, we are not really free agents - we're running on auto-pilot.
Our focus here is on the "big picture level motivation" required to get you through situations of significant imposed change that have large and perhaps dramatic impacts on your life.
Self improvement ideas for managing personal change.
At the crustacean rock bottom sea-bed level of your THINKING mind, what you will find is that there is nothing there except an "operating system" of largely automatically pre-programmed thoughts and responses that runs the bag of bones that we like to THINK of as "me".
OK, brace yourself, now for a hard-core "under the bonnet" look at the serious dynamics of how to change your life...
Stress related thoughts are largely about how to cope with what HAS happened and how to deal with what MIGHT happen as a consequence of what has happened.
Leading, managing and surviving organisational change is inseparable from managing personal change.
"Zen and the art of change management"
"A richness of content that is seldom brought together in such an integrated way"
Take a look at yourself and then make a change.
Say what you mean and mean what you say.
3 key questions to ask in how to manage expectations in a change.
The 4 Transformational leadership components.
Most people would rather be led than lead.
Servant Leadership means a long-term focus on getting the right behaviors to support incredible teamwork for world-class customer service.
Power and purpose - the essential elements of leadership.
How to successfully transform teams and organisations.
The 5 keys.
It is estimated that difficult employees making up just 10% of a department can occupy 90% of a leaders’ time!
The numbers may make sense, the business case is sound, the 'synergies' may look sweet, but have you assessed the human, political and cultural factors?
Any idiot can alienate staff and make stuff complex. It takes a brain to simplify and engage.
The informal networks approach to change management recognises that the solution lies in engaging natural leaders who are both highly influential with colleagues and also change-positive by nature.