Amid grim times, putting on your biggest smile may seem like the best coping mechanism. However, that approach could be harmful – but luckily, there’s another way through.
Over the last year, as the pandemic has morphed from terrifying to inconvenient to long-term life-altering event, our coping mechanisms have had to adapt and evolve. Yet there have been differences in the ways we’ve approached time spent in isolation.
For some, positivity has been essential to coping with the crisis – many have relished a chance to slow down and reevaluate, felt grateful to still have a job or kept the good things in perspective (even while balancing virtual schooling, remote work and keeping the family safe). Of course, staying upbeat and expressing gratitude are hardly adverse practices, but this unrelenting optimism – known as ‘toxic positivity’ – paints negative emotions as a failure or weakness. Plus, there are few things more grating than encountering a toxic positivist when you’re grappling with grim reality.
And failing to acknowledge hardships can have a detrimental effect on our mental health. Persistent reminders to reflect on ‘how good we have it’ in the midst of strife and struggle don’t make sadness, fear or anxiety dissipate, research shows. Instead, suppressing negative emotions can actually make us feel worse. READ MORE
By Allie Volpe
Source: bbc.com/worklife
We’ve all worked for bosses who could have been better — in some cases much better — but inexplicably they remain in charge. Barbara Kellerman has been studying that phenomenon for much of her career. Her latest book, “Leadership from Bad to Worse: What Happens When Bad Festers,” is both a cautionary tale and a call to action.
CEOs are spending more time on making the business case for their environmental and social commitments, and they’re building more rigorous mechanisms for addressing thorny issues and mitigating PR risks. To avoid communications missteps, CEOs should ensure they have the organizational capabilities and tools in place to monitor and analyze emerging issues and to gauge the sentiment of key stakeholders.
The vast majority of business leaders responding to a recent survey said they’re concerned they can’t train employees quickly enough to keep up with AI and tech developments in the next three years. A similar amount said AI and other tech disruptions will require companies to rethink skills, resources and new ways of doing work.
