Goals are the "what". Values are the "how". And Purpose is the "why". As leaders, we need to stay connected to our own purpose and look for opportunities to connect other people's work with what matters most to them.

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There are lots of things that need to happen for groups to collaborate, and I've helped groups do many of them. This includes establishing shared goals and priorities, great communication, effective meetings, and even specific collaboration plans. But it all falls apart if leaders and groups can't practice the empathy needed to see things from one another's perspective.

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We all say we want feedback. But do we really, truly show others that we can handle it? Part of being a great leader is developing "very strong ears" that can handle frank criticism

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It's well-established that we tend to be more empathetic to people who we see as being "like us" or as part of our group. But in the world of work (and in the world in general) it's critically important to have empathy for people in other groups and people who are different from us in one way or another. Understanding the difference between cognitive empathy and emotional empathy can help us start to understand how to bridge the gap.

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A sense of our place in a group, or our status, is something human brains pay attention to. Critical feedback can cause a sense of diminished status, or in other words, that a person is "moving down" in their reputation within. But there are things we can do to not only reduce the experienced loss of status, but to also promote the giving and receiving of critical feedback as part of our culture.

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Rationality and emotions aren't opposites. They're parallel processes. Both are always present, and part of great leadership is acknowledging the legitimacy of emotions rather than pretending they don't exist if one is sufficiently rational. To lead others well, we first have to lead ourselves well.

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In this episode, we'll talk about purpose with the executive director of Leadership Kitsap, Carli Meurs.

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Frequent, meaningful conversations with employees leads to engagement. So why do managers and leaders so often fail to have these kinds of conversations regularly? And how can we overcome these obstacles to make work better for ourselves and those around us? Listen to find out.

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Why can't we all just get along? Having great relationships with the people you work with makes a big difference, but it does take intention and work. If we give importance and intention to emotional intelligence and interpersonal skills, we make work better for everyone.

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Systems need maintenance, especially human systems. Don't wait for problems and catastrophic failures to start thinking about opportunities to build trust and respect.

Ask questions or learn more about Andy and Lead Forward Co. using the information below:

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