With the election of Emmanuel Macron, his relationship with his wife, Brigitte Trogneux, has been thrust into the world media. In this blog, we examine what makes power pairs so successful and what steps you can take to create higher impact through working in power pairs in your organisation.
Most people, if they are honest, will admit that they don’t always like meetings. In this two part blog series, we explore what might be going on under the surface in meetings. In Part One, we look at the fact that in meetings, people are not always able to tackle the real challenges the group faces, and may not even be aware that as a group, they are off course. In Part Two, available Thursday 4th May, we explore group role identities and how they influence meetings in hidden ways.
Stress causes absenteeism and burnout; but how can you tell if a colleague or an employee is at risk from severe stress? You can use a checklist based on the APGAR scoring system, a method introduced in 1952 by Dr. Virginia Apgar to quickly summarize the health of a newborn baby. Rather than being a test, survey, or assessment tool, the Stress-APGAR provides a set of guidelines that help executives quickly recognize and articulate factors that may lead to burnout.
In his new book entitled 'The Malay Leadership Mystique' (inspired by his mentor Manfred Kets de Vries' 2006 book, “The Leadership Mystique”), Dr Vaseehar Hassan explores why, despite their success in Government and the professions, Malays have underperformed as business leaders in comparison to other ethnic groups in Malaysia.
Manfred Kets de Vries visited the campus of SKOLKOVO Business School, where he received a Certificate of Recognition from the Skolkovo Moscow School of Management, for his contribution to leadership development and organisational change in a global context. Marat Atnashev, the Dean of the school, presented this certificate to Manfred during his visit.
For many first time consultants and coaches, and even experienced ones, the first encounter with a client, organisation and its members can be unnerving yet exciting. Like anthropologists, they are entering into a new and unfamiliar dynamic system with its particular set of explicit practices and a host of subtle but powerful underlying dynamics. How does one go about diagnosing and assessing what is going on in the individual, team or organisation and what the real issues are? How does the organisation organise itself, what are the cultural practices in which they engage, what is the energy which drives the organisation, and what are the unspoken but deeply embedded understandings and arrangements which affect their capability to get things done, to control their environment, to adapt to change, and to effectively meet the organisation’s goals and purpose?
As top executives move up the organisational ladder, they are increasingly surrounded by people who tell them what they want to hear. In most instances, their subordinates do not have the courage to speak critically or to confront anyone with their concerns.
Human beings are intensely social animals and we seek and invent ways to connect. Empathy is one way to achieve effective and satisfying interpersonal relationships. It is the ability to share and understand the feelings of another person, their pain, joy, fears and anger in oneself.
Although few would readily admit it, many business leaders are a bit like the mythical Narcissus: Standing in front of a mirror in the morning, they see the person they love most in the world.
Manfred Kets de Vries will be the tenth winner of the 2016 Life Achievement Awards for life work in the further education sector.
This chapter by Manfred Kets de Vries and Alicia Cheak in the recent Leadership: Theory and Practice (7th ed.) provides an overview of the psychodynamic approach to leadership studies.
Manfred Kets de Vries' ongoing blog series with the Harvard Business Review, addressing the pathology of leaders, the darker side of leadership and the ins and outs of leadership coaching.
The latest book by Manfred Kets de Vries provides an in-depth look at the coaching process, considering the diversity of both individual and organisational learning through the lens of psychodynamic mindfulness.