“I’m a superfan of the excitement of creativity and creating something that didn’t exist an hour before… it’s the magical aspect of it.” – Chris Cornell, 2008
There IS a magical aspect to creativity whether its capturing a fleeting moment in a photograph, a feeling, thought, or emotion in a song, or in creating a new life for oneself. In the shuffle of life, we too often lose sight of the fact that life is a creative act from birth to death. The more distracted we are from our true capacities the less likely we engage with or appreciate the malleable nature of our lives.
Problem-led leadership or leaders who do not aspire to be leaders but to inspire others through their enthusiasm to solve a problem. Sounds fitting for HSS/HSPs especially! Traditional leadership is less interesting for many of us as it is an always-on role. Many more growth-oriented HSS/HSPs and HSPs may prefer to view their “leadership” contribution as temporary and situation-dependent rather than the full-time stress and responsibility that burns people out, as we all know too well…
“What does it mean to be lonely? How do we live, if we’re not intimately engaged with another human being? How do we connect with other people, particularly if we don’t find speaking easy? And is technology helping with these things? Does it draw us closer together, or trap us behind screens?”
Critical thinking – a perennial topic in dire need of much love in our world. The good news? Critical thinking is a SKILL that anyone can learn, if they are willing to do a few things throughout life:
– invest the time to learn how to think critically and creatively (foundation for critical thinking is a great resource!) – be aware of the human tendency to engage in quick, easy, yet faulty thinking (and be willing to self-correct as needed) – hone critical thinking skills through practice, practice, practice…
Building emotional intelligence in our workforce and leadership requires not only self, social, and self-management dimensions but an entire skill set on relationship management.
Focusing on just the other three does not yield better leadership, does not serve to develop and grow the capacities and potential of others, does not make you a good collaborator, communicator, conflicter, change catalyst, or allow you to influence others in positive ways.
Navigating complex interpersonal relationships, especially work relationships, are inherently more difficult than personal relationships because employees and others are vested in an agenda based on need, their need to remain employed.
Leaders who are high in sensory intelligence, (highly sensitive persons if you prefer), if they wish to be effective and enact real change, must become quite knowledgeable and skilled in a sophisticated, flexible, and nuanced application of relationship building, cultivation, and management across a wide range of people who are all at differing levels of skill, experience, and complexity of development and growth.
It is NOT enough to simply say “Okay, I’m a highly sensitive person,” and expect for the rest to somehow work itself out. One must intentionally learn, develop, and continue refining the skills of effective relationship management, over a lifetime. Being effective as a communicator, collaborator, and decision-maker asks of us that we develop some fairly advanced abilities to navigate the complex world of interpersonal relationships.
Are you spending enough time and effort on building out your relationship management skills?
Let’s listen to the new song entitled “Make It Right” by Luke Goss, our friend, fellow highly sensitive man and incredible actor, artist, musician, and passionate advocate for building and holding space for community so all may feel loved, valued, and be seen and heard. This song is about always having the chance to improve and make things better as long as we’re alive:
What are your preconceived notions about leaders? Do they block you from relating to leadership as more than a drive to achieve goals at ALL costs? Perhaps “quiet leadership” may feel more familiar and inviting for you if you value the people who work for and with you more, while providing them with opportunities for growth and development.