Balkin Coaching Leadership Insights

When I think back to my first job as a psychologist in child protection, my colleagues were fond of harmless pranks. It was common to hear shrieks of laughter when people realised that the letters on their key board had been switched, their office chairs were missing, or they spotted a plastic spider in their office drawer. The unexpected laughter was a welcome relief in this emotionally draining work environment. Yet today's workplaces seem to be characterised by silence. D

Photo by Bud Helisson on Unsplash In the past, promotion was gradual, and employees would get a combination of mentoring, formal training and experience as they progressed through the structured hierarchy to leadership. Accordingly, organisations tended to rely on training, mentoring and formal study to develop their leaders. Now with the rapid pace of change, coupled with the flattening of formal hierarchies, leaders often rise to the top quickly. As such, evidence has demo

Why are some people energised by pressure, and others debilitated? The more we progress in our careers and the more complex the world of work becomes, the more regularly we need to deal with the unexpected. Irrespective of the specific coaching brief, there is an underlying expectation (self or externally imposed) that my all clients are expected to perform at their best under pressure. A great example was a CEO who was being bullied by his direct report but didn't want to

My clients regularly talk to me about conflicting demands on their time and strategies to ensure they are focused and gain a sense of accomplishment. In a previous blog I mentioned Steven Coveys techniques and provided a link to a worksheet on my web page. Over the weekend I read an excellent article which links a weekly prioritisation process to personal values, and giving to others which go a step further to increasing motivation and a sense of accomplishment. The process