ConceptsNest

  What is the biggest difference between managing managers versus managing individual contributors ? Clearly, it is a question top of mind for many of us, all over the world, who find ourselves promoted or hired into a role where we are not just a manager — but a manager of managers. Is this brand of leadership any different? What should a new manager of managers consider in their role? Do we need to provide Training/ Coaching? And how do we serve as a good role model? What Does It Entail When we are managing managers, our responsibilities are two-fold: we need to make sure they are producing good work (as with any employee) and that they are effectively supporting their teams . We might know how to do the former, but how do we do the latter? In some ways, managing managers is similar to managing anyone else — we need to align their goals with ours, provide feedback, and help them advance their careers , says Sydney Finkelstein, professor at Dartmouth’s Tuck School of Business. But

  Most of us can remember playing musical chairs as a child. As the music played and we marched around the circumference of the circle of chairs, we anxiously awaited the music to stop so we could fight for that last seated spot. There was something about that one-on-one physical competition and face-to-face conflict fighting for something tangible that added spice to the game. This is often one of the youngest experiences that we have of a scarcity mentality that can be translated to adult life. Simply put, Scarcity is the condition of having insufficient resources to cope with demand . When we are faced with limited resources, we strive to make effective use of them in the process of making important decisions. Economics is the study of how we use our limited resources (time, money, etc) to achieve our goals. This definition refers to physical scarcity. Once we enter that professional world, that “ every person for (him/her)self ” way of thinking often re-emerges as many people

  ***Continued from Chapter 01 (Covered previously: What is compassion, differentiation from pity, sympathy, empathy, love, etc., Orientations of compassion) Link to Chapter -01 How Can We Best Cultivate Compassion? A growing body of evidence suggests that, at our core, most humans have a natural capacity for compassion . Infants too young to have learned the rules of politeness spontaneously engaged in helpful behaviour without a promise of reward, and would even overcome obstacles to do so. Despite this, everyday stress, social pressures and life experiences, in general, can make it difficult to experience and fully express compassion to ourselves and to others. Fortunately, we also have the capacity to nurture and cultivate a more compassionate outlook.   Cultivating compassion is more than experiencing empathy or concern for others. It develops the strength to cope with suffering, to take compassionate action, and the resilience to prevent compassion fatigue – an extreme state of

  What is Compassion Training? Compassion is an ever-growing area of interest within psychology and psychotherapy. Definitions of compassion within psychology are varied and divergent, with some researchers considering it to be an emotion, a biologically based characteristic, or a multidimensional construct. There is, however, a broad agreement that compassion is comprised of a combination of affective, cognitive, and motivational components. A simple statement is that compassion  is a concern for the wellbeing of others . A panel of researchers in 2012 defined compassion as a complex multidimensional construct comprised of four components: Differentiating Compassion From Related Constructs Compassion is often misunderstood and easily confused with other related but distinct constructs. While it is important to define compassion, it is equally important to define what it is not. Some of these differing constructs are: Empathy: . . . . . . . . . . Unlike compassion, empathy does no