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How not to avoid tough conversations
Eight steps to help you tackle those tough workplace conversations.
From the World's Highest Mountains-Lessons for Leaders
Leadership lessons learned by a business consultant and professional speaker during a trekking expedition through two remote provinces of the Indian Himalayas.
Leading With a Light and Gentle Touch
Some of the most powerful leaders in history have been gentle leaders. Think of Mother Teresa. Think of Nelson Mandela. If you lead others in teams or in groupwork, you can be as powerful as these great leaders. By having class and being gentle.
To know yourself, know your shadow
It is a common experience. You speak to a friend about some strong negative feelings you have about someone else. Your friend, being a true friend, says, "but aren't you a bit like that too?" You of course don't like to hear this, but it gets you thinking. Maybe you can be a bit like it too. That's a useful admission since it then helps you to manage that characteristic in yourself. This is the sort of self-awareness that is crucial to our growth, to get that the people in our lives are in some way a mirror of ourselves. The concept of the shadow, from Carl Jung, is one of the great insights from 20th century psychology that is invaluable to those of us who seek to build effective relationships with others.
Being in The Zone, being in The Flow is Being Charismatic
This week I delivered a half-day session on Charismatic Leadership to The Ella Foundation, established by Brian Chernett, created to inspire more leaders in the not for profit sector to be more effective and successful. Nearly 30 leaders from different registered charities participated in a way that was subtly different to leaders within the corporate sector. These men and women showed a real passionate intensity for their cause that was truly inspiring. Their minds were open and receptive to my techniques meaning that the exercises we did regarding energy were really advanced because their attitude to learning was untainted by cynicism.

Other carl jung Related Articles

How to sell deeper into your existing clients business
I received a call from a sales executive (let's call him Carl) recently about a dilemma he was having. He said, "Russ, I have a great suite of products and services that can address the needs of various departments and functions within a company. But once I get the first sale in one department, I just can't seem to penetrate other departments at this same account. I just seem to hit a brick wall. I looked at most of my accounts and I noticed that I only sold one product or service to each one. I rarely sell multiple products to multiple departments within the same company. What am I doing wrong?" Read on to find out what I told him.
To know yourself, know your shadow
It is a common experience. You speak to a friend about some strong negative feelings you have about someone else. Your friend, being a true friend, says, "but aren't you a bit like that too?" You of course don't like to hear this, but it gets you thinking. Maybe you can be a bit like it too. That's a useful admission since it then helps you to manage that characteristic in yourself. This is the sort of self-awareness that is crucial to our growth, to get that the people in our lives are in some way a mirror of ourselves. The concept of the shadow, from Carl Jung, is one of the great insights from 20th century psychology that is invaluable to those of us who seek to build effective relationships with others.
Management and Mentoring with Unconditional Positive Regard
This article is the first of a series of three covering the core conditions model developed by Carl Rogers and its application to Management and Mentoring. These core conditions were developed for use in Person Centred Counselling Psychotherapy and from my experience have great relevance to Management in general and my Mentoring practice in particular. Carl Rogers’ view was that everyone should be judged positively no matter what (and I mean no matter who they are or what they have done). Rogers described it as “Unconditional Positive Regard” or UPR for short. The Rogerian view is that everyone is born with a positive approach but held back by externally imposed “Conditions of Worth”.

Management and Mentoring with Empathy
This article is the second of a series of three covering the core conditions model developed by Carl Rogers and its application to Management and Mentoring. These core conditions were developed for use in Person Centred Counselling Psychotherapy and from my experience have great relevance to Management in general and my Mentoring practice in particular. The first article dealt with Unconditional Positive Regard (UPR) where I as a Mentor approach the client or a Manager approaches their team member with a totally positive view and look to assist to remove the externally put barriers to growth that are in the way of the team member or client in achieving their objectives. But there is more to the requirement than just approaching the client in a positive frame. One has to understand their position, truly. This is where Empathy comes in.
Management and Mentoring with Congruence
This article is the third of a series of three covering the core conditions model developed by Carl Rogers and its application to Management and Mentoring. These core conditions were developed for use in Person Centred Counselling Psychotherapy and from my experience have great relevance to Management in general and my Mentoring practice in particular. The first two articles dealt with two of the core conditions in Roger’s model, namely Unconditional Positive Regard (UPR) and Empathy.The third condition is however slightly more complex. In direct terms the word Congruence implies “Harmony” and in other definitions it is called “being Genuine”. However neither of these is fully descriptive of the concept being discussed here.

When it Comes to Compensation Sales is NOT like Baseball
So, the Red Sox have made some big moves in the past week, culminating with the monster signing of Carl Crawford for $142 million. The comparison between baseball and sales is the basis of my Baseline Selling method, but when it comes to compensation the two honestly don't have a lot of common ground.

The Power of an Impossible Mission
I was sitting on one of the park bench at the top of Little Glassy Mountain at Connemara, Carl Sandburg's former home, when it hit me. I'd been reading excerpts from Napoleon Hill's Think and Grow Rich and Natalie Goldberg's Writing Down the Bones, and was pleasantly surprised to find a connection between Hill's "definiteness of purpose" and Goldberg's essay on the power of our obsessions.
Leaders Control Their Own Destiny
Carl Hiebert tells uplifting stories with his lips (as a professional speaker), but the story he tells with his life is even more inspiring. Carl first made a name for himself (and aviation history) in Canada when he overcame huge odds to organize (that took years) and fly a successful 58-day flight from the Atlantic Ocean in Halifax to the Pacific Ocean in Vancouver - in an open cockpit ultralight. Everyone in our family have since been up with Carl in his two-seater ("flying lawn chairs") aircraft powered by a small 47-horsepower engine.

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