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Maynard Brusman
San Francisco, California
I am a consulting psychologist and executive/career coach.
Interests: leadership development, executive coaching, emotional intelligence, career coaching
Recent Activity
Leadership and Flow One of my CEO executive coaching clients is working with his executive leadership team to create an organizational culture that unleashes employees’ intrinsic motivation and a state of flow. I am coaching him to become more effective... Continue reading
Leaders and managers can study, train and be coached. But if they fail to work on their interpersonal skills, they will not succeed when given more complex responsibilities. The ability to relate to and connect with others helps confer influence and leadership success. Continue reading
Fearful leaders can debilitate their organizations’ ability to function, compromising productivity, decision-making, strategic thinking and employee management. They’re likely to experience issues in their personal lives, as well. Continue reading
Fearful leaders can debilitate their organizations’ ability to function, compromising productivity, decision-making, strategic thinking and employee management. They’re likely to experience issues in their personal lives, as well. Continue reading
To prepare for our volatile, uncertain, complex and ambiguous multilateral world, resilient company leaders need to introduce radical change in their organizations. The companies with a higher probability of success will see disruption as an opportunity to instill a positive sense of urgency in their organizations. Continue reading
“Narcissists” are driven by the need to be unique, express their creativity and achieve greatness, and they’re readily spotted in leadership positions. Continue reading
Leaders in charge of developing business strategies set priorities based on their personality type and innate drives. Selecting future leaders through assessment of leadership personality can help determine the right fit. Continue reading
Given the financial and societal impact of global business, there’s an urgent need to understand leaders’ personalities. If we fail to appreciate how personality influences strategic decisions, we risk selecting leaders who are incapable of setting an organization’s direction. Continue reading
The key aspect to flow is control: in the flow-like state, we exercise control over the contents of our consciousness rather than allowing ourselves to be passively determined by external forces. Continue reading
It’s easy to see why concentrating on leadership strengths is popular. It’s more enjoyable to home in on innate strengths and avoid discussing weaknesses. But when strengths-oriented programs emphasize a single leadership area, they’re often overused. Continue reading
How can you manage people “just right” and take full advantage of your natural talents, without going too far? Ask yourself whether you privately pride yourself on being superior to other leaders in any way. This is precisely the attribute you’re at risk of overdoing. Take a look at its polar opposite. Explore with your coach how you can experiment with new behaviors that have been underused. Continue reading
Setting goals aligned with the organization’s values and mission can help employees achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise. Focus is the key to higher levels of effectiveness. Continue reading
In the last decade, leadership-development experts have enthusiastically pushed to improve their clients’ strengths instead of addressing their weaknesses. This approach may have some success in growing individuals’ effectiveness, but it’s fundamentally flawed. Strengths training and coaching have somewhat of a cult-like following among HR and coaching professionals. Leaders are encouraged to develop their unique strengths and focus on fortifying areas in which they’re naturally talented. Continue reading
Personal growth may be the last thing you think about after receiving negative feedback. Instead of seeing unfair remarks as a setback, choose to view them as an opportunity to grow smarter, stronger and wiser. Continue reading
Receiving feedback with grace is a valuable leadership skill, yet many managers struggle with it. While we’re often quick to critique others, being on the receiving end involves an entirely different set of emotional and psychological skills. Few leaders deny feedback’s benefits, but their openness to hearing and applying it may fall short. Accepting feedback is a best-practice skill that requires emotional intelligence, relational aptitude and humility. The benefits extend to everyone in the workplace and beyond. Continue reading
Recent research indicates that people who frequently feel grateful have increased energy, more optimism, increased social connections and more happiness than those that do not. Grateful people are less likely to be anxious, depressed, self-absorbed and greedy or suffer from substance abuse. They are economically better off, sleep better, exercise more regularly, and are more resilient. Continue reading
Recently, the topic of self-centeredness has become more frequent with my leadership development clients. A couple of my executive coaching clients received 360-degree feedback, that they we Continue reading
Few leadership-development initiatives address the inner game: how leaders perceive, find meaning, make decisions and handle complexities. Continue reading
A positive working environment starts with how the boss handles negativity, failure and problems. They set the tone and model preferred behaviors and reactions. Employees take their cues from those who lead them. Continue reading
The topic of awe has increasingly been in the press, along with mindfulness and compassion. Continue reading
The increasingly complex and chaotic marketplace poses an urgent need to grow better leaders. Leaders remain confused, however, about how to strengthen their competencies. Continue reading
Resonance occurs in organizations not only as a result of leaders’ good moods and ability to say the right thing, but also from sets of activities that distinguish a particular leadership style. The most effective leaders act according to one or more of six distinct approaches to leadership. The most effective leaders are able to discern which style to use in a situation and switch skillfully and flexibly according to organizational needs. Continue reading
Without people motivated for peak performance, companies will go out of business. Peak performance is defined as a combination of excellence, consistency and ongoing improvement. Continue reading
To achieve peak performance — a combination of excellence, consistency and ongoing improvement— one must find the right job, tasks and conditions that match an employee's talent. Therefore, facilitating the right fit becomes one of a manager’s most crucial responsibilities. Continue reading
As scientists study the brain and learn more about how we achieve optimal functioning, the term positivity has finally captured business leaders’ interests. What researchers are discovering about positive emotions at work is essential knowledge for anyone who wants to lead individuals and organizations to high performance. Continue reading