Patsi Krakoff, Psy. D.'s Articles - Customized Newsletter Services

Patsi Krakoff, Psy. D.'s Articles

Display Category\|Title\|Newest\|Oldest
9 Common Delusions About High Performance Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Change) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Leadership) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Managing) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== 9 Common Delusions About High Performance (Strategy) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== A Leadership Checklist: 7 Questions No matter how successful and talented you are, you’ve made mistakes and have acquired some bad habits. Some are old; others have seemingly popped up overnight. Behaviors that may have worked well for you in the past can render you ineffective in the present. The best way to make swift adjustments is to periodically step back, observe and ask yourself several key questions. Some experts advise doing this every three to six months; much depends on the nature of your business. === A Leadership Map for the Future Predictions for the future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders in the future, but some speculation is worthy of our attention. -- A Leadership Map for the Future Predictions for the future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders in the future, but some speculation is worthy of our attention. -- A Leadership Map for the Future Predictions for the future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders in the future, but some speculation is worthy of our attention. -- A Winning Team in the First 90 Days Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage. -- A Winning Team in the First 90 Days Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage. -- A Winning Team in the First 90 Days Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage. -- A Winning Team in the First 90 Days Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage. -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- Bargaining to Win Without signing up for the Harvard Negotiating Project, how can you effectively bargain to get what you want? -- Becoming Fully Engaged Part 1: Managing Energy, Not Time Just about everyone is in a hurry these days, juggling work, family and play like so many balls in the air. We pride ourselves on our ability to multitask. We use email, cell phones, and other devices to keep in touch so that we don’t miss anything. About the only thing that seems to be slowing us down is traffic, and then we use that to catch up on phone calls and messages. -- Becoming Fully Engaged Part 2: Defining Purpose One of the most powerful sources of energy is passion. When we connect to our most important values and purpose in life, our passion and energy seem boundless. The most compelling source of purpose is spiritual, when energy is derived from deeply held values and a purpose beyond one’s self-interest. -- Becoming Fully Engaged Part 3: Facing the Truth It is impossible to behave in accordance with our values all the time. There is often a gap between who we say we are, who we want to be, and how we act during any given day. Our behaviors reveal our character, yet sometimes we can behave in ways that are nasty, lazy, and contrary to our values. -- Becoming Fully Engaged Part 4: Building Positive Rituals There is a commonly held belief that if you do something for 21 days it will be come a habit. Research from scientists supports this concept. Evidently, it takes time to build new brain cells, then they have to connect with other neurons, and then they only stabilize and become part of your memory after they have been used repeatedly for a while. -- Beware of Busyness: Focused Willpower for Purposeful Action Only about 10 percent of managers work purposefully to get important work done, according to a ten-year study of managerial behavior in a variety of industries. The other 90 percent lose their potential by busily engaging in non-purposeful activities, procrastinating, detaching from their work, and spinning wheels needlessly. -- Beware of Busyness: Harnessing Willpower for Purposeful Action Only about 10 percent of managers work purposefully to get important work done, according to a ten-year study of managerial behavior in a variety of industries. The other 90 percent lose their potential by busily engaging in non-purposeful activities, procrastinating, detaching from their work, and spinning wheels needlessly. -- Bullies in the Workplace The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation. -- Bullies in the Workplace The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation. -- Bullies in the Workplace The fact that the phrase "going postal" has become common workplace jargon is a significant commentary. While workplace murders and assaults are in the media, far more frequent are incidents of bullying and intimidation. -- Changing Minds: How Hard Is It? Changing the behavior of people is the most important challenge for leaders of businesses trying to compete in unpredictable environments. -- Changing Minds: How Hard Is It? Changing the behavior of people is the most important challenge for leaders of businesses trying to compete in unpredictable environments. -- Changing Minds: How Hard Is It? Changing the behavior of people is the most important challenge for leaders of businesses trying to compete in unpredictable environments. -- Coaching Leaders for Change How do you get leaders to change? How do you optimize their talents and potential? What are best practices of executive coaching programs that produce lasting results in effective leadership behaviors that drive business results? -- Coaching Still Brings Results Many attempts have been made over the past decade to quantify return on investment of coaching programs for executives in organizations. This article examines studies of ROI on coaching in organizations. -- Coaching Still Brings Results Many attempts have been made over the past decade to quantify return on investment of coaching programs for executives in organizations. This article examines studies of ROI on coaching in organizations. -- Creating a Climate of Innovation An enterprise that does not innovate will not survive long. And management that does not learn to innovate and foster creativity will not last long. -- Creating a Climate of Innovation An enterprise that does not innovate will not survive long. And management that does not learn to innovate and foster creativity will not last long. -- Creating a Climate of Innovation An enterprise that does not innovate will not survive long. And management that does not learn to innovate and foster creativity will not last long. -- Creating a Climate of Innovation An enterprise that does not innovate will not survive long. And management that does not learn to innovate and foster creativity will not last long. -- Creating an Execution Culture – A Leader’s Most Important Job In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong. -- Creating an Execution Culture – A Leader’s Most Important Job In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong. -- Creating an Execution Culture – A Leader’s Most Important Job In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong. -- Creating an Execution Culture – A Leader’s Most Important Job In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong. -- Creating Powerful Teams Teams are the most common business unit for high performance. Although the word gets used loosely and not always appropriately, there is universal acceptance that teams create opportunities for high performance results. -- Creating Powerful Teams Teams are the most common business unit for high performance. Although the word gets used loosely and not always appropriately, there is universal acceptance that teams create opportunities for high performance results. -- Dealing with Difficult People They’re everywhere. Walk into any workplace and you’ll find them. Regardless of your company’s success or employee-friendly culture, difficult people pose challenges for managers and team leaders each day. “People problems” are often cited as the most challenging — and time-consuming — part of a manager’s job. One study found that 42 percent of managers’ time is spent on defusing office conflict. - Decision Making: Emotion or Reason? Have you ever made a foolish decision that had unpleasant consequences? Needless to say, we all have. -- Discover Your Strengths: The Road to Self-improvement Most of us have a poor sense of our talents and strengths. Throughout our education and careers, there is a lot of attention paid to our weaknesses. Parents, teachers and managers are all experts in spotting deficits. In fact, most parents, teachers and managers consider it their responsibility to point out flaws and try to help us correct them. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Emotional Intelligence in the Workplace The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ. -- Employee Engagement: Running on 1/3 People Power According to research, only 29 percent of employees are motivated and energized. What, then, is happening to the other two-thirds of people working in organizations? -- Employee Engagement: Running on 1/3 People Power According to research, only 29 percent of employees are motivated and energized. What, then, is happening to the other two-thirds of people working in organizations? -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Executive Engagement: Managing Energy With Stories In The Power of Full Engagement (2003), authors Jim Loehr and Tony Schwartz assert we need to learn two new rules: 1. Energy is the fundamental currency of high performance. 2. Performance, health and happiness are grounded in the skillful management of energy. And Loehr puts forth a third important rule: 3. The stories we tell ourselves and others drive the way we gather and spend energy. ==== Facing Conflict: Tough Conversations Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. Some estimate a manager spends 20 percent of his or her time managing conflict of one degree or another. -- Facing Conflict: Tough Conversations Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. Some estimate a manager spends 20 percent of his or her time managing conflict of one degree or another. -- Facing Conflict: Tough Conversations Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. Some estimate a manager spends 20 percent of his or her time managing conflict of one degree or another. -- Facing Conflict: Tough Conversations Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. Some estimate a manager spends 20 percent of his or her time managing conflict of one degree or another. -- Feeling Good: Creating Emotionally Intelligent Teams When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated. This article examines emotional intelligence in teams. -- Feeling Good: Creating Emotionally Intelligent Teams When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated. This article examines emotional intelligence in teams. -- Feeling Good: Creating Emotionally Intelligent Teams When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated. This article examines emotional intelligence in teams. -- Feeling Good: Creating Emotionally Intelligent Teams When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated. This article examines emotional intelligence in teams. -- Finding True Meaning at Work Recently there has been discussion among consultants, business owners and CEOs about the search for soul in the workplace. While most agree that religion is not an appropriate topic to approach at work, leaders are examining the role of true meaning and purpose in the corporation, both on an organizational and individual level. -- Finding True Meaning at Work Recently there has been discussion among consultants, business owners and CEOs about the search for soul in the workplace. While most agree that religion is not an appropriate topic to approach at work, leaders are examining the role of true meaning and purpose in the corporation, both on an organizational and individual level. -- Finding True Meaning at Work Recently there has been discussion among consultants, business owners and CEOs about the search for soul in the workplace. While most agree that religion is not an appropriate topic to approach at work, leaders are examining the role of true meaning and purpose in the corporation, both on an organizational and individual level. -- Finding Your Next Big Idea The organization that fails to continually innovate new products and services will not survive long. As competition becomes tougher and market challenges increase, innovation is an imperative for business leaders and managers around the world. But not all innovations produce commercial success. A new business idea must offer customers exceptional utility at an attractive price, while delivering a tidy profit. This article examines where to find your next big idea. -- Flipping the Coin for Talent: How Well are You Hiring? Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin! -- Flipping the Coin for Talent: How Well are You Hiring? Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin! -- Flipping the Coin for Talent: How Well are You Hiring? Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin! -- Flipping the Coin for Talent: How Well are You Hiring? Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin! -- Follow the Leader? It's a new game! Organizations are successful or not partly on the basis of how well their leaders lead, but also in great part on the basis of how well their followers follow. What is the role of the follower and how does it affect leadership behavior? How can members of the executive team participate more effectively to create a truly dynamic partnership relationship with their leader? -- Follow the Leader? It's a new game! Organizations are successful or not partly on the basis of how well their leaders lead, but also in great part on the basis of how well their followers follow. What is the role of the follower and how does it affect leadership behavior? How can members of the executive team participate more effectively to create a truly dynamic partnership relationship with their leader? -- Freedom- or Burden of Choice? - Part 1 Everyday decisions have become increasingly complex due to the overwhelming abundance of choice with which we are presented. A trip to a typical supermarket reveals enormous choices such as 85 different crackers, 285 types of cookies, 230 varieties of canned soup, 80 different pain relievers, and 360 kinds of shampoo. Does this improve the quality of our lives? -- Freedom— or Burden of Choice? - Part 2 We have more material possessions and time-saving devices, but we still don’t have enough time. The middle classes of many countries, not just America, have a degree of autonomy and personal control unimaginable to people living in other times and places. -- From Complaints to Commitments The objects of disaffections may vary but griping is always in season at work. When things go from bad to worse the discussions end up in the manager's office. When they don't, they form an undercurrent of discontent and resentments that is counter-productive. -- From Complaints to Commitments The objects of disaffections may vary but griping is always in season at work. When things go from bad to worse the discussions end up in the manager's office. When they don't, they form an undercurrent of discontent and resentments that is counter-productive. -- From Complaints to Commitments The objects of disaffections may vary but griping is always in season at work. When things go from bad to worse the discussions end up in the manager's office. When they don't, they form an undercurrent of discontent and resentments that is counter-productive. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Going Global: Are You Ready? As opportunities for global expansion increase, so does the trend toward more diversity in the workplace. Successful companies are recruiting professionals with different backgrounds, cultures, styles and motivations. Yet this great resource presents increased possibilities for misunderstanding and cultural blunders. -- Going Global: Are You Ready? As opportunities for global expansion increase, so does the trend toward more diversity in the workplace. Successful companies are recruiting professionals with different backgrounds, cultures, styles and motivations. Yet this great resource presents increased possibilities for misunderstanding and cultural blunders. -- Going Global: Are You Ready? As opportunities for global expansion increase, so does the trend toward more diversity in the workplace. Successful companies are recruiting professionals with different backgrounds, cultures, styles and motivations. Yet this great resource presents increased possibilities for misunderstanding and cultural blunders. -- Going Global: Are You Ready? As opportunities for global expansion increase, so does the trend toward more diversity in the workplace. Successful companies are recruiting professionals with different backgrounds, cultures, styles and motivations. Yet this great resource presents increased possibilities for misunderstanding and cultural blunders. -- Going Global: Are You Ready? As opportunities for global expansion increase, so does the trend toward more diversity in the workplace. Successful companies are recruiting professionals with different backgrounds, cultures, styles and motivations. Yet this great resource presents increased possibilities for misunderstanding and cultural blunders. -- How to Be Happy: 5 Key Strengths Why do some people always seem happy, and others not? Is it really a question of life circumstances? Are they happy because their life is better, they have more luck, and they just don’t have as many worries? -- How to Get the Most People-Power from Your Conference Most people are required to attend conferences and trade shows at some point during their careers. Attitudes can range from “have to go” to “want to go.” If you’re an extrovert, chances are you’ll welcome the opportunity to socialize and connect with other people. And if you’re an introvert, you’ll likely struggle to stay focused as you contend with sensory overload. --
[1] [2] [3]

Customized Newsletter Services: All-in-One Ezine Services, How to Broadcast Your Ezine, 25 Proven Ways to Grow Your Ezine List - click on this link.

Newsletter Nuggets: Bi-monthly ezine with tips to make your ezine tasks easy - click on this link.

Ezine Notifications
Article RSS Feeds
New Stuff
About Us
Link to Us
Contact Us
Privacy Policy
Terms of Service

Installed & Customized by That Article Guy

www.bethelwebhost.com/track/record.php?scope=page .. .

Powered by Article Dashboard