Kansas City Chiefs quarterback Patrick Mahomes didn't mince words Sunday in his post-Super Bowl press conference when he took responsibility for mistakes he made that contributed to the team's blowout loss to the Philadelphia Eagles. “Obviously the turnovers hurt,” Mahomes said. “I take all the blame for that….I’ll have to learn from that and try to be better the next opportunity that I hopefully get."
Mahomes self-accountability illustrates a high emotional intelligence and highlights a key leadership trait -- resilience and the ability to learn from setbacks. His comments serve as a reminder of the power of owning one's errors to foster personal and professional growth.
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If you want to create a culture that enhances employee engagement, reduces turnover and fosters creativity, look no further than improving your team's well-being, writes Cheryl Fields Tyler, who offers five strategies, including creating psychological safety, tailored leadership training and flexible working arrangements. "Hybrid schedules, remote options or even just empowering folks to take that noontime walk or unplug after hours can make all the difference," Fields Tyler writes.
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President Donald Trump has signed an executive order requiring federal agencies to repeal 10 existing regulations for every new proposed rule, aiming for "the total incremental cost of all new regulations" to "be significantly less than zero." The order could limit new rules from the Labor Department and the Employee Benefits Security Administration, although it allows exemptions for rules related to homeland security and immigration.
There are four quadrants of employees: Dead Loss, Cheerleaders, Brilliant Jerks and Multipliers, writes culture change expert Andrew Saffron. Organizations should look for Multipliers, who excel in their roles and empower others. "They do their job brilliantly well, AND they enable everyone they work with to do their job brilliantly well," writes Saffron. "Not just their teams. Not just their peers. Everyone."
I just got off the phone with a friend. He was recently diagnosed with high blood pressure and put on medication. I urged him to get a blood pressure monitor so he could track his numbers daily. We talked about the issues that could be contributing to his condition. I asked about his sleep.
“Not great,” he admitted. He explained he got less than five hours of sleep each night.
“I got work, then practice, then games twice a week. I get home late,” he said. “Last night I didn’t get home til after 10. I take a shower, eat, try to unwind but my brain won’t shut down. It’s midnight before I fall asleep and then I’m up again at 5.”
Poor sleep is a common problem among workers, according to our Leadership & Development story today from WorkLife. A report from Northerner talks about “revenge procrastination bedtime,” which is when people stay up late, sacrificing quality sleep, so they can have some time to themselves. They do this even when they know it will leave them sluggish, foggy-headed and struggling the next day.
Unfortunately, if left unchecked this “revenge procrastination bedtime” can lead to burnout. The article says employers can support staffers by allowing them to reclaim some of their personal time. Examples of this include letting workers leave early or take extended lunch breaks.
What do you think? Is this an issue for employers to handle? We don’t want folks to burn out, of course, but are we inserting ourselves into a situation that might not be ours to settle? Let me know your thoughts.
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What I've learned along the way is that existence is cosmic theater, but paradoxically, we should play our roles to the absolute best of our ability while having the wisdom not to take them too seriously.
