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John Kavanagh reveals he wants to become a farmer when he quits MMA coaching - Irish Mirror Online
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Publication Data Country of Publication. Show more Show less. No ratings or reviews yet. Be the first to write a review. Stephen Miles, CEO of the Miles Group, that partnered with Stanford on the study, pointed out that to CEOs, "coaching is somehow "remedial" as opposed to something that enhances high performance, similar to how an elite athlete uses a coach. Yet they put the need for compassion, relationship and persuasion skills far down on their list. They think of the latter as "soft skills," ancillary at best.
John Kavanagh reveals he wants to become a farmer when he quits MMA coaching
Both views reflect CEOs' perceptions. But those, in turn, reflect the failure of coaching programs to show that the infrastructure of successful leadership vision and behavior is heightened self-awareness about one's motives, values, and personality traits.
That's especially true within today's challenging, fluid environment. Because of this failure, coaching programs unknowingly collude with CEOs' view that self-awareness is either irrelevant to leadership or of minor importance.
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The higher up you go in companies, the more you're dealing with psychological and relational issues. Successful CEO leadership requires astuteness about others: These relationship competencies rest on a foundation of self-knowledge, self-awareness. And you can't know the truth about another without knowing it about yourself. Self-knowledge and the relational competencies they're linked with are central to a CEO's ability to formulate, articulate and lead a strategic vision for a motivated, energized organization.
Self-knowledge builds clarity about objectives; it fine-tunes one's understanding the perspectives, values, aims and personality traits of others. When that's lacking, you often see discord and conflict among members of the senior management team; or between some of its members and the CEO. Being able to see, understand and deal effectively with others' perspectives is key to successful leadership as well as personal life.
That capacity, part of self-awareness, is empathy.
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Two recent studies show its crucial role. One looked at the impact of power in an organization upon behavior; the other, its impact upon brain activity. Both studies found that increased power reduces empathy. One study, conducted by Adam D.
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Galinsky and colleagues at Northwestern's Kellogg School of Management, found that increased power tends to make one more self-centered and self-assured, but not in a good way: The researchers found that power makes one "prone to dismiss or, at the very least, misunderstand the viewpoints of those who lack authority.
The other recent study , by Canadian researchers, found the same thing by looking at brain activity when people have power.