The Hidden Dimension of Leadership: Cognitive Processing Speed
Leadership is an art. We are pulling together teams of people who have different experiences, personalities, outlooks, and values. What is often not talked about is cognitive abilities, specifically the speed at which individuals can process information. In my coaching practice, I use the ProfileXT Select assessment by Wiley to determine where leaders fall on the bell curve of cognitive processing. This insight has proven invaluable because leaders with higher processing abilities don't always realize that others simply cannot keep up with them. When Your Brain Moves Faster Than Your Team If you're a high-speed processor, your behaviors in meetings might include: Giving answers before others have fully considered the question Moving rapidly from one topic to the next Finishing people's sentences Assuming everyone has grasped concepts you presented briefly These behaviors can be annoying or frustrating to others and often cause relationship issues around trust and collaboration. A...
Building Leadership Confidence: Lessons from Bandura’s Self-Efficacy Theory
One of the greatest insights from my work as an executive coach is understanding that even highly successful leaders sometimes struggle with confidence. CEOs...
The Transformative Power of Coaching: A Leadership Development Philosophy
Amy McKenna, executive coach and CEO of HumanPoint, the company she founded, envisions a world where coaching happens naturally in thousands of everyday workplace...
I am a Confident Leader
One of the greatest gifts I've received as an executive coach is hearing from highly successful leaders that they sometimes struggle with confidence. Even...
Leadership Self-Awareness: Understanding the Difference Between Self-Confidence, Self-Esteem, and Self-Efficacy
In leadership psychology, three interconnected yet distinct concepts frequently emerge: self-confidence, self-esteem, and self-efficacy. While these terms are often used interchangeably in colloquial discourse, they represent unique psychological constructs that play pivotal roles in shaping leadership behaviors and outcomes. This article aims to clarify the differences among these concepts and explore their individual and collective impacts on leadership efficacy.