In the present, the past is more knowable than the future, but people think far more about the future than the past. Both facts derive from the principle that the future can be changed, whereas the past cannot. Our theory of pragmatic prospection holds that people think about the future to guide actions and bring about desirable outcomes. Thoughts about the future begin by imagining what one wants to happen, which is thus initially optimistic.A second stage of such prospective thinking maps out how to bring that about. This stage is marked by consideration of obstacles, requisite steps, and other potential problems, and so it tends toward cautious realism and even pessimism.Pragmatic prospection presents a form of teleology in which brains can anticipate possible future events and use those cognitions to guide behavior. Toward that end, it invokes meaning, consistent with evidence that thinking about the future is highly meaningful. Prospection often has a narrative structure, involving a series of events in a temporal sequence linked together by meaning. Emotion is useful for evaluating different simulations of possible future events and plans.Prospection is socially learned and rests on socially constructed scaffolding for the future (e.g., dates). It seems that the future might look more and more chaotic and unpredictable; leaders will be challenged by being pushed close to their limits. Prospection is one of the leadership skills of the future. So how can leaders build resilience and stay productive? It seems that future-minded leaders have 21 % more productivity and most often are reaching their objectives. Studies are showing that coaching can improve 31%-100% of leaders’ prospects—this is what differentiates future-minded leaders from the rest! Source: :Kellerman, G.R. & Seligman, M. E. P. (2023). Tomorrowmind: Thriving at Work with Resilience, Creativity, and Connection—Now and in an Uncertain Future. Simon & Schuster. #FutureMindedLeadership #PragmaticProspection #ResilientLeadership #LeadershipDevelopment #FutureOfWork #ProductivityBoost #CoachingForSuccess
Finding Clarity in Complexity Through Emotional Agility One of this year’s discussion topics with leaders was chaos. There’s a part of it in our minds and another in reality. Let’s decode the chaos in reality, as it impacts our mental state. The extent of external influence on the mind varies. Some seek clarity and order—we could call it a “pharmacist mindset”—while others embrace chaos as a… The definition I resonate with is that chaos arises when our minds struggle to make sense or calculate due to complexity or when we lack the senses to connect. No wonder AI is increasingly present; it handles unpredictability and chaos better. Accepting chaos is crucial today. Embracing it reduces anxiety, letting us focus on what we can do instead of expending energy on what we can’t. Enter the Stacey matrix—a simple way to explain chaos, starting with simplicity. It’s Ralph Stacey’s approach to decision-making based on two variables present in any decision: Life isn’t a neatly packaged Hollywood flick. It’s messy. It’s complicated. It’s chaotic. The narratives we craft may falter against reality’s harsh light. In moments of despair, remember our narratives aren’t fixed but fluid. We’re the authors of our stories, shaping our pain into purpose and meaning. When you cannot live in the chaos with fluidity, it’s eating up all your energy. That is why you need to realize this truth and address it somehow. One of the ways to move forward, better, is through emotional agility. Emotional Agility at Work Empathy fatigue” or “compassion fatigue” isn’t caused by having “too much” compassion or empathy. Dialing back empathy when exhausted perpetuates burnout rather than reducing it. We need to nurture our innate connections with others instead of numbing ourselves. Rather than suppressing empathy, enhancing emotional management skills like self-care, setting boundaries, and understanding our sphere of influence can help combat this fatigue. You can read more about emotional management here. Becoming more compassionate involves noticing moments when we unintentionally withhold compassion. Sometimes, we’re so absorbed in our thoughts that we miss chances to care for ourselves and others. It’s the small gestures—taking on extra chores to support an anxious spouse or reaching out to a lonely friend in a new city—that truly make a difference. I will give you a few tips and tricks on how to exercise and develop your empathy and compassion: Let’s strive to enhance our empathy and compassion by recognizing these opportunities in our daily lives! And let’s move on with fluidity through chaos! You can actively develop your emotional skills with me! Schedule a meeting here and let’s start this journey together!
Beyond Expertise: Redefining Leadership in the Modern Workplace Are you telling people often what to do? When is it appropriate to tell your team members what to do versus letting them figure it out for themselves? When mindset and level of awareness are involved? What’s best for both short and long-term goals for the team? When they discover the answer for themselves, it has more meaning and they learn to trust themselves. When you tell them the answer, you might be frustrated that you don’t have time for what’s important and get pulled into operations. When it’s a fact or a great truth, say it, and always ask “What do you think?” Great truths are things like: -Women talk with friends to create bonds.-Men identify strongly with their jobs/careers/work.-Some people are content with the status quo and have no interest in changing. People who think that they are smart, need to tell others what to do, as the others are not smart enough to know. And one of the downsides of that is that you are not open to learning anymore, as you know everything most of the time. So what should you learn about? What I noticed is that most people are working hard to look smart and very few play dumb. I guess both are helpful depending on the context and intentions. Play dumb sometimes Your attitude is critical. If you approach a leadership role as though you’re the expert and you know what’s best for your team, not only you will not be accepted, but you’re also dismissing people’s performance and knowledge. The more you demonstrate curiosity and desire to understand who your people are, the better your leadership skills will grow. Being willing to be wrong about any attitude or belief is imperative. Phrases such as “I’m a little confused” or “I may be wrong, but it seems as though…” not only invite your people to share better information but also demonstrate that you are the outside, objective listener that you should be. And show appreciation for what your people know and achieve through their own experience and that they are empowered for their job results. 🤝 Leadership is not about being right or wrong; it’s about getting your people to believe in their actions. I invite you to find the perfect balance between smart and dumb! Schedule a meeting here and let’s start this journey together!