“Why do you want to?” I incredulously asked the security officer at the Norman Manley International Airport in Kingston, in response to her request to feel my hair. Granted, at the time, I had a lot of hair, enough to ensconce a pound or two of drugs, is what she was probably thinking.
Self-care.
The phrase has become a mantra in our lives, a constant reminder that we need to carve out time for ourselves in an increasingly busy world. It’s on mugs, T-shirts, and social media feeds everywhere. There’s no doubt that the core message is valuable: you can’t pour from an empty cup. I am the first to advocate for self-care. I practice it in my life, and have done so for years, following the example of my beautiful mother who was a self-care queen.
A few months ago, at a reunion of my business school girlfriends, a number of them waxed lyrical about NYT Games. We are all in our wisdom years, so we are very aware of the importance of keeping the mind active. Research has shown that mind games like crosswords, wordle, sudoku, help keep our minds active and alert. Intrigued, I downloaded the app (it’s free) and started playing.
In today’s fast-paced and ever-evolving environment, having robust Professional Development Plans is not just a nice-to-have – it’s a necessity. It’s critical to equip your team with the skills and competences they need to perform in their current role, and to ready them to play even bigger roles in the organization. And it’s even more critical for you, as the leader to have a Professional Development Plan.
Have you ever wondered if your co-workers could be more than just colleagues? Could they be your friends, or even something more?
A few days ago, I hosted my friend Kay who was visiting Toronto from Jamaica, at the most joyous dinner with her daughter and my family. We have been friends since 1985. We met at work in 1985, and our friendship has remained strong and precious to us both.
Last Thursday morning dawned warm and sunny in Toronto, where I live. With not a cloud in sight, the sky unblemished blue, it was the perfect day to sit outside and write my fortnightly LinkedIn newsletter.
But I was feeling very unsettled as Hurricane Beryl had lashed Jamaica the day before.
“Frankly Marguerite, deadlines give me clarity and focus. I actually love working under pressure.”
Every now and then, I meet a kindred spirit – one, who like me, is energized and thrives on deadlines. Michael, a high-performing C-Suite coaching client, is one such.
In these very divided and contentious times, I often hear people say:
“I don’t agree with everything they stand for, but …”
OR
“I don’t have to agree with everything you say, but …”
OR
“You don’t have to agree with everything I say, but …”
“What do I do if my team asks me a question and I don’t know the answer?” asked my coaching client, eager to learn how to be a more effective leader of her team.
I have heard this many times in my years of experience as a facilitator and coach. It’s rooted in the fear that many leaders feel of being viewed as weak, incompetent and unable to perform.
Recently, a heartfelt and unexpectedly complicated rescue mission unfolded on a busy Toronto sidewalk. Three baby sparrows had fallen from their nest, nestled high in a white pine tree and only one remained alive after being attacked by ants.
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