Working with Derailers: Coaching Insights at the Top of the Stress-performance Curve

Derailers are important because they are the habitual behavioral patterns that can get in our way. Typically operating below the level of conscious awareness, these behaviors are often easy to ignore. But when overused, they hinder performance. Coaching people to learn to work with derailers and manage stress can be a gateway into new understanding and help them increase their effectiveness.

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CEOs in Crisis: The Influence of Leaders’ Performance Risks (Part 2)

Some personality traits can pose risks to companies’ success. These traits, which Hogan calls derailers, tend to arise when people are stressed, fatigued, or bored (that is, when we do not exercise self-control). These are the most challenging elements of personality to work with, and they are the most damaging to our careers. Because crises such as the one we are currently experiencing cause almost constant stress, these characteristics are particularly notable right now.

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CEOs in Crisis: The Influence of Leaders’ Everyday Strengths (Part 1)

The new realities shaped by the disruptive and complex moment we are experiencing are completely different for each organization. This situation is forcing some companies to completely reinvent themselves, while others are unable to operate as needed. Others (the least common group, especially in Colombia) are seeing turnover grow at unexpected levels. The personality characteristics of the CEOs of the companies influence the consequences that each of the companies is experiencing as a result of the pandemic.

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Derail Leaders’ Derailment

Despite the thousands of print and internet resources available on the subject of effective leadership, it remains elusive. The number of leaders who fail is consistently estimated to be greater than 50%. The impact that ineffective leaders have on their teams and entire organizations can be devastating from both a human and financial perspective. It’s no wonder that leadership effectiveness continues to be at the top of organizations’ agendas.

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Engaging and Inspiring the Global Workforce through Future Talent/Future Leader 4.0

According to the World Economic Forum 2022 Skills Outlook report, the growing workforce skills that will be imperative to businesses in the coming years include a more holistic approach to leadership incorporating complex, analytical, innovative, and creative thinking in combination with social influences and emotional intelligence. Lessening in demand will be traditional/transactional and isolated skills such as manual dexterity, memory, personnel management, quality control, time management, and technology management.

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