If there's one thing a professional burlesque performer knows how to do, it's impact an audience through nonverbal communication. Performers entertain and educate their fans using embodied story-telling and extreme facial affect. They not only choreograph their steps, they choreograph their faces. Today I'm sharing an exercise performers use to deepen the engagement and influence they have with their audiences.
Expressing emotions in the workplace can be difficult, especially anger. Can women who express anger get ahead?
The American Psychological Association has taken a look at anger across the gender divide. In the 90s, Thomas conducted the Women's Anger Study that revealed three common roots to women's anger: powerlessness, injustice and the irresponsibility of other people. Raymond DiGiuseppe, Ph.D.'s research at St. John's University in New York showed that women were found to be angry longer, more resentful and less likely to express their anger, compared with men.
How do good eyebrows and mirror neurons help fight misogyny and make you a better leader? Explore this lesson from Burlesque for the Boardroom to find out...
We all know that the most memorable and impactful people and events in our lives, the ones that move us and inspire us to take action, are those that evoke high emotion. Yet we still live in a time where people (especially in business) judge emotional expression to be weak and inappropriate. Today, I'm talking about how to express yourself without coming off as too "touchy-feely" so that you can honor, validate, and authentically express your emotions.
We live in a world that instructs us to hold our truest desires and intentions close to our chest, and to not share them with others. We consider them bargaining chips in negotiations, and are told not be vulnerable by sharing them. We withhold information from our loved ones as to not hurt their feelings.
In concealing truth from others we also begin concealing it from ourselves. In a previous blog, I talked about how and why to make implicit intentions explicit to increase your confidence and influence. Today I'm sharing tips on when you should share your intentions, and three questions to ask yourself when you are trying to be persuasive.
When you're in a leadership role, it's critical to give and receive feedback constantly. Feedback should be a constant dialogue both when things are going well and when they could improve. What is the single best thing you can do to give better feedback that will increase your confidence and influence?
One of the last things you're likely to hear in a business meeting is people talking about the spiritual nature of a corporation and how it impacts their bottom line. In my previous reflections from the Association for Talent Development 2015 Conference, I talked about being explicit, measuring ROI beyond money, knowing the case for the status quo, and using your imagination to help make a business case for learning. My final reflection is on asking a business spiritual questions.
Stop being so rational. Loosen up. Channel your inner child and use your imagination if you want to make a compelling case for the ROI of learning.
One of the foundational skills of feminine leadership is being clear about what your intentions are. This is easier said than done, and it's an essential part of developing mastery in self-awareness. Do you know the difference between implicit and explicit intentions? Today I'll explain the difference, and tell you three reasons why having explicit intentions will help you gain confidence and influence.
"Education either functions as an instrument which is used to facilitate integration of the younger generation into the logic of the present system and bring about conformity or it becomes the practice of freedom, the means by which men and women deal critically and creatively with reality and discover how to participate in the transformation of their world” (Freire 2000, p. 34).
Growing a military BRAT, I became accustomed to expecting change around every corner, change I had to quickly adapt to in order to survive. This culture of origin landed me an addiction to change, and an obsession with learning. Few things make me more nervous than staying in the status quo for too long. But, when I'm making a business case for learning, knowing the case for the status quo is essential.