Today’s workplace is complex and rapidly changing. More than ever before, this kind of environment has created a need for resilient, agile and innovative leaders. But the amount of data, and diversity and interdependence of this information can bring with it utter cognitive overwhelm, and real physical and psychological costs. Research shows that this overload makes it difficult to stay organized, set priorities or manage time. It can increase black and white thinking, transactional relationships and creates low and constant levels of anxiety and guilt. Clearly, leaders today need to develop a kind of agility that allows them to manage both behavioral and mental challenges with ease.

How can you help the executives you coach develop this agility? I recently published an article in the Harvard Business Review about Emotional Agility. I explained how we can benefit from developing a new skillset, one that helps us manage complex challenges with greater ease and effectiveness. An emotionally agile leader recognizes his or her emotions – the positive and helpful, and the difficult and unhelpful – facing them head on with acceptance and compassion, and noticing them but not getting hooked by them. The same leader recognizes emotions in others, too. Noticing these emotions makes room for creativity, productivity and teaming.

This month, I will present a webinar on Emotional Agility, beginning a discussion about how you can coach executives to avoid two major pitfalls: buying into their emotions, or suppressing them; and integrating the power of labeling, mindfulness and values into the way they navigate their difficult experiences. We’ve also curated videos, articles and books that speak to dealing with emotions effectively, both in life and at work.  

I hope you find these resources helpful, and look forward to your involvement and continued feedback.

Susan David

Co-Director