CHRISTINE HASKELL, PHD

Nerves, the people side of the business

We are awash with information in our lives and work. Wherever we look, there is a constant flood of facts, statistics, models, visualizations, and projections to process, examine, and make meaning of. Our minds have become numb to the constant stream of data generated by our lives and work. Yet, there is a strange desire for more…

Our relationship with data is driven largely by how we feel about it. Feelings, whenever they arise, can propel or inhibit our leadership capabilities. Earning trust, cultivating creativity, and finding the reserves to develop ourselves and others—all impact our effectiveness.

These qualities speak to our vulnerability as human beings. Coaching reminds us that it is important to invest in our development before we can help others. We must remember our humor and humanity in this process. Culture change reminds us that it is necessary to develop our mindset for learning, increase our data and leadership skills, and develop a common language to prepare ourselves for the future of work. Most importantly, we must remember our humor and humanity in this process. The best cultures strive for ambidextrous ease between the standards that hold the status quo and new ideas from experimentation. Leading with data can (and should) make the world a better place. 

MY CLIENTS KNOW:

Capability and comfort of understanding and driving change don’t develop organically, or they would have already. We must apply direct interventions, programs, and systemic ways to foster organizational awareness. One way is having a rigorous and inclusive approach to driving change.