Articles

As leaders continue to grapple with the Covid-19 pandemic, many have decided to take up meditation, mindfulness, and other forms of spiritual practices to help them cope with unprecedented uncertainty and stress.

Over the last 12 weeks I have had dozens of interviews, discussions, coaching calls, and exchanges with leaders from all over the world about the Covid-19 crisis.

In our work as leadership consultant and psychotherapist we often come across leaders that are highly aggressive with the people around them. This article highlights the characteristics of highly aggressive leaders, the psychological explanation of such behaviors, and strategies to help aggressive leaders change their behaviors.

It seems very clear to me that the COVID-19 global pandemic and its impact on the world economy will be unprecedented. As the world grapples with how to deal with the medical implications by closing everything from retails shops to country borders, millions of people are finding their income threatened, reduced, or lost.

I spent a decade chairing the group that oversaw the response to biological and other threats in Hong Kong. The 2003 SARS outbreak was one of the challenges we faced, and I was lucky to have an outstanding team of senior leaders who taught me valuable lessons about leadership in a pandemic.

My career started in the 1970’s with a three day interview to assess whether I had the right qualities to join the armed forces.

Perfectionism is defined by Curran, T. & Hill, A.P. “…as a combination of excessively high personal standards and overly critical self-evaluations.” This article begins with another citation of the same authors: *

Career derailment typically occurs when an executive’s career unexpectedly takes a turn for the worse.