This is Maynard Brusman's Typepad Profile.
Join Typepad and start following Maynard Brusman's activity
Join Now!
Already a member? Sign In
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
Comparative surveys also indicate that leaders believe engagement is higher than it actually is. Appearances never tell the full story, contributing to this disconnect in perspective. Busy people are not necessarily engaged but may be overworked. Leaders struggling in a dysfunctional culture may not discern low performance levels. Continue reading
Many leaders lack purpose and fail to persevere in tough times. Maybe their focus is too narrow. Are you more concerned about your own well-being or the organization as a whole? Continue reading
Positive leaders know they can improve their circumstances. They envision a better future and wholeheartedly pursue it. Continue reading
Leaders who establish a purpose for their work experience a calling for what they do. They feel the need to contribute to something bigger than themselves. When their company improves because of their efforts, the results fulfill them. They benefit others, add value and enjoy the outcome. Continue reading
Leaders achieve success through their talent, intelligence, flexibility and wisdom. Those who overcome the odds often point to an even more powerful trait: perseverance Continue reading
The rigors of today’s competitive business climate push even the most seasoned leaders to their limits. No organization is immune to setbacks. Many top business leaders agree that life is a constant string of adversities—the new normal. Some, however, are ill-suited for it and pay a dear price. Continue reading
Though the compulsive mindset is hard to deal with, there are some beneficial aspects of this type of leadership style. Continue reading
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
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