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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
Most corporate cultures place a high value on accomplishment and productivity, which explains why so many compulsive, driven leaders rise to executive positions. While compulsive leaders can claim credit for myriad workplace advancements, their obsession with tasks and goals contributes to employee dissatisfaction and disengagement. If you report to a compulsive leader, you likely experience mixed feelings over completing great work vs. bearing the pain that comes with it. Continue reading
Focus describes areas of concern and targeted centers of attention. Your focus reveals what’s important to you and, by default, what’s not as important. Factors that influence focus include your qualifications, experience, fears, opinions and priorities. Continue reading
Administrators who cling to a sole managerial or leadership approach handicap their organizations. Ask yourself: Do I lean too heavily on one approach or the other? Continue reading
After reviewing the distinctions between managers and leaders, should we assume that one administrative model is superior to the other? Should you adopt a purely managerial or leadership model? Continue reading
Are you a manager, or a leader? Is there a distinction, or are the terms one and the same? Why does it matter? Employees’ impressions of their administrators can spark or sink both parties’ careers. It’s therefore important to recognize the conspicuous and more nuanced differences and similarities between managers and leaders. The definitions are far from straightforward, and they’re the subject of much debate. If you’ve categorized yourself as one vs. the other, you’re riding on the impression you have of yourself, which ultimately determines how you lead people. Continue reading
Administrators have the greatest impact on employees’ careers and well-being, as work remains a significant aspect of people’s lives. Administrators determine whether employees enjoy or detest what they do. They’re also responsible for the organization’s prosperity. A flood of content cites two broad administrative categories: manager and leader. Is there a distinction, or are the terms one and the same? The designations are sometimes used interchangeably; other times, people draw a significant distinction. Continue reading
People-focused leaders enjoy the greatest professional success, as influence is founded on relationships. Continue reading
Your ability to influence people will determine whether you can lead those who report to others. Work on mastering the following principles to increase your sphere of influence. Continue reading
People value leaders who have everyone’s best interests at heart, including those outside your direct authority. 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. 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