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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
Leaders who care about others are worth following. Being helpful, especially when there’s no direct benefit to yourself, commands respect and influence. Continue reading
Leaders who care about others are worth following. Being helpful, especially when there’s no direct benefit to yourself, commands respect and influence. Take ownership of the quest for positive change, while also giving credit to others. Listening to others’ ideas and valuing their input forges a collective ownership. 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
When a leader is hit with a crisis, fear and anger may be triggered. A leader who remains in this state is paralyzed and derailed. Instead, leaders can view obstacles as self-motivating challenges. They can tap into determination to turn a weakness into a strength. Leaders can view challenges as a test that can be utilized to thrive, not just during a crisis, but in spite of it. Continue reading
How a leader responds to adversity reveals how effective that leader is. Reactions to setbacks or crises not only test leadership character, but define it. Continue reading
Leaders who are takers are self-promoting and self-protective. They take credit that may belong to others and spin things in ways that benefit their position. Employees have little difficulty spotting this. Eventually, the leader becomes known for this and the responses of those around them are not favorable. Continue reading
Givers draw people to them, and the giving becomes contagious. There are numerous benefits for those following a giver. They have a huge learning advantage. Their abilities are strengthened. The desire to give to others is enhanced. Mutual giving breeds interdependence, which breeds stronger networks and beneficial contacts. The increase in skills expands exponentially. Continue reading
When a leader is hit with a crisis, fear and anger may be triggered. A leader who remains in this state is paralyzed and derailed. Instead, leaders can view obstacles as self-motivating challenges. They can tap into determination to turn a weakness into a strength. Leaders can view challenges as a test that can be utilized to thrive, not just during a crisis, but in spite of it. Continue reading
Sincere leaders say what they mean and mean what they say, thus coming across as authentic. A genuine, relational approach to people shows them they’re valued. Continue reading
Many of the leaders I see in my emotional intelligence-based executive coaching practice of over twenty-five years are working long hours and are stressed-out. Some of my clients complain of low energy and exhaustion. They frequently are sleep deprived. Getting adequate sleep is an enormous help in restoring mental clarity and the drive to succeed. Continue reading
Hard work, perseverance, passion and talent are valuable, of course. However, in the human dynamics of business, taking what you can, even if it’s from others, is often the method used to attain rewards. Continue reading
Western leaders have been conditioned for generations to believe that the way to advance is to claim as much as possible, to take more than you give. Continue reading
The good-enough culture flows from the top down. It takes root when leaders believe that a good-enough approach is acceptable. Continue reading
Billions of dollars are wasted each year by companies who compromise on standards. Many leaders endanger themselves and their organizations by permitting a “good-enough culture.” This danger of mediocrity fortunately has a remedy. Continue reading
Emotionally intelligent and mindful leaders inspire their people. They model leadership qualities such as authenticity, compassion, empathy, grit, positivity, respect, self-awareness and trust. They are collaborative, team players fluent in conversational intelligence. Continue reading
Emotionally intelligent leaders are transparent and vulnerable. They have mastered three key skills: clear vision, formulating sound strategies and finding approaches that inspire others to act. Continue reading
Emotional intelligence is the capacity to be aware of, control, and express one's emotions, and to manage interpersonal relationships judiciously and empathetically. Emotional intelligence is the key to both personal and professional success. Continue reading
In today’s culture that promotes self-worth and self-focus, egotism appears to be a growing trend that often gets rewarded. However, outsized egos are behind the struggle organizations have in keeping good people, doing the right thing, earning the trust of their customers, and enjoying long-term prosperity. Continue reading
Nothing can be more debilitating in an organization than a leader with an ego. If you work for a leader driven by ego, your ability to cope can be pushed to the limit. In organizations, leaders with out-of-control egos are responsible for huge losses in productivity and profits. Continue reading
People Pleasing Leaders Working for someone who is a people-pleaser may seem fairly innocuous or even desirable, but such leaders pose daunting challenges for their organizations. If you work for a people-pleaser, you most likely see the inherent problems and... Continue reading
When leaders want to connect with people, it shows. Their actions draw people to them, and connections grow. Relationships ascend to the next level when you seek feedback from your staff, especially regarding how they’re being managed. Your willingness to listen demonstrates an authentic sense of vulnerability that reveals courage, candor and caring. Continue reading
Maintaining professionalism can be extremely difficult for today's leaders who are friendly with many of their employees, but recognizing the line between work life and personal life and striking a balance in between is critical. Continue reading
Commonly known as people or interpersonal skills, emotional intelligence skills like negotiating, building morale, and maintaining relationships are key to a leader’s success. Continue reading
Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. Continue reading
The ability to communicate well is essential to forming and maintaining relationships. Continue reading