Welcome to Smart2Smarter

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In Smart2Smarter, learn to develop the seven SMARTER career skills and build emotional and social connections to bring your humanity into the workplace. Cynthia Kivland shares her wisdom in a practical format giving leaders, employees, students, coaches, EAP counselors or consultants the knowledge, tools and actions needed to thrive – not just survive – in the global workplace.

SMARTER Skills combine the passion of the heart with the intellect of the brain and the reciprocity of relationships. Each chapter includes activities to master the following seven SMARTER career skills:

  • Self: Do your emotions strengthen or derail your personal best?
  • Mastery: Can you master emotions, thoughts and actions to move forward?
  • Attraction: Are you attracting an environment that ignites your own and others’ personal best?
  • Resilience: Are you able to adapt, reinvent and renew during a change or setback?
  • Tolerance: Do you accept, acknowledge and appreciate your own and others’ humanity?
  • Evolve: Do you seek opportunities to innovate, initiate and improve yourself, your company and community?
  • Reciprocity: Are you able to teach and be taught, lead and be lead, receive and give?

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Coaching Smart Leaders for Behavior Change

What are proven coaching processes that optimize and reward talents, results and possibilities by shifting from a passive to an active coaching approach- where the client defines the issue, understands the WHY, identifies what can and cannot change, sets the milestones and rewards, and accepts the consequence of little or stalled behavior change.

SMARTER Growth Paradigm Coaching is an opportunity to leverage leadership talent across the generations whether individually or within small group forums, both of which can steer an organization toward a constructive culture.

 

Read the entire article and share your comments. CoachingforBehaviorChange10.25.17

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Emotional Intelligence Puts Care Back in Healthcare

Emotional intelligence can help healthcare organizations deliver better service while achieving superior outcomes. Leaders and front-liners alike should harness the power of EQ through rigorous training and a patient-centered mindset.  Click here to learn more:

http://onlinenursing.regiscollege.edu/resources/mha/infographics/the-importance-of-emotional-intelligence/

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15 Simple ways to Improve Your Reputation at Work

15 Simple Ways to Improve Your Reputation at Work

Gaining the trust and respect of your coworkers is job one on your first day at work. This can go a long way in helping you achieve your professional goals and make a lot of your responsibilities easier to manage day-to-day. The same can be said about your reputation with your clients.

According to a report by Monster, part of having a better reputation at work is “being smart” when it comes to interacting with your coworkers. Being tactful and figuring some things out on your own can also help you maintain a professional relationship that isn’t strained and forced.

As a member of the Forbes Coaches Council, I along with 14 other coaches share knowledge and several simple ways you can build a stronger and more positive reputation among your customers, peers, and boss.

Click to read all 15 tips

.https://www.forbes.com/sites/forbescoachescouncil/2017/10/10/15-simple-ways-to-improve-your-reputation-in-the-workplace/#6cf964205360

 

 

 

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Why Smart Leaders Fail…And Those They Lead LEAVE

A Pattern of Leadership Blunders
eployeeleavingWhy have some very smart executives and leaders failed in recent years, bringing down whole companies and countries, costing billions of dollars, and causing incredible losses to shareholders, customers, citizens and employees? What can be learned to avoid such huge failures?  Recent corporate scandals and bankruptcies reveal that some CEOs fail on such a scale that they bring the company down with them. Enron, Webvan, GM, WorldCom, RIM, and Tyco are examples. CEOs at GM, Motorola, Rite Aid, Mattel, Quaker, and Saatchi & Saatchi have led their companies to the brink of collapse at one time. These companies were led by executives with stellar track records of previous success.  CEOs are now lasting just 7.6 years in office on a global average, down from 9.5 years in 1995, according to consulting firm Booz Allen Hamilton. Two out of every five new CEOs fail in the first 18 months (HBR, January 2005).

“We live and work in a world where organizational failure is endemic—but where frank, comprehensive dissections of those failures are still woefully infrequent; where success is too easily celebrated and failures are too quickly forgotten; where short-term earnings and publicity concerns block us from confronting— much less, learning from—our stumbles and our blunders.” —Jena McGregor, Fast Company Magazine, February 2005.
While the corporate cultures of failed businesses vary widely, there are visible patterns of similarity.  Click here to read or download the entire article.

 

 

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