Unless Marshall Goldsmith had a crystal ball, I doubt he ever could have imagined how timely his book would be in our present economic and social situation. Let me expose these insights that may well open you to a new level of understanding of our altered environmental work and living situations are influencing our very behaviors.
The Power of Bad by John Tierney and Roy F. Baumeister is an eye-opening exploration of how our minds are wired to focus on the negative and how this bias profoundly shapes our lives. This neurological based human quality is the basis of our Mind Science Center, as we expose the subconscious emotional drivers of our decisions.
While one might expect a book by this title to be purely academic, Matt Bennett has written a very readable and compelling overview of HRV that starts with his own personal journey, thus setting the stage for the need for each of us to understand the impact of HRV on our lives.
This study explored the impact of a structured coaching program, centered around the DISC model and on relationship building between mentors and mentees within a Doctor of Physical Therapy (DPT) residency program. Through a 10-month qualitative study, involving 8 participants (4 mentors and 4 mentees), the research highlighted four key themes: the importance of setting expectations, the benefits of accelerated relationship building, the
comfort provided by a non-judgmental environment, and the development of collaborative and adaptive reasoning skills. The findings suggest that a DISC-based coaching program can effectively enhance mentor-mentee relationships and support adaptive clinical reasoning.
Professional competencies are critical for producing superior performance and are crucial to the development of organizational leaders. This case study includes example data for 25 professional competencies as measured for a typical organization. The data shows compares competencies for two sets of managers that had previously shown high potential for leadership role, compared to the current C Suite Executive team. As an example, the data identified notable differences between the three leadership groups. The Executive Team behavioral orientation is dominated by organization and analysis, while Group 1 was found to be much more people-oriented and focused on consistency, and Group 2 behavioral forces were driven by persistence and competitiveness. These qualities represent behavioral diversity which strengthens the overall leadership qualities as a whole, but also presents the potential for conflict between and among groups. Individual development and group project-based activities served to fine-tune
