Jennifer Garvey Berger is famous for its famous books. Graduated with Harvard, Jennifer is the CEO of nurturing leaders to support leaders thriving in complexity. We recently talked to Jennifer about leadership and health. She took us through the complex journey of leaders and shared the knowledge about what they had to do to maintain their mental health and happiness. What is needed for an individual to become a leader? Do you have a big enough purpose for you to need others to help that happen? And once, once you do, I think you are a leader. But it must be, I think the leadership is a long -term reality that people can start at any time and always better, when they develop.
Leaders come with a lot of burdens. Please give some advice to leaders to control their mental health? Jennifer: Yes, leaders come with a lot of burdens. Well, I think one of the best advice is to recognize these burdens. We often think of leaders like, have good things, have power, everything effectively. In fact, it comes with a challenge for that person, for their families, for the level of responsibility. I think the most important thing is that leaders understand that their health and personal evolution are allowing them to lead, in contrast to becoming something they will have if they have time. You know, a lot of people think, oh, I will go there as soon as my schedule calm down. But actually, it was because your schedule did not calm down that you need to get it soon. Leaders mean to be loved at all times? Jennifer: No, no. In fact, leaders must find a way to deal with conflicts, how to deal with the difference! There will always be people around you that you, for any reason, clash with. There are real conversations, instead of trying to become good, really deepen the relationships and it makes people like you better, but it doesn’t feel like it makes people like you better at first, it feels scary. I think the really important thing for leaders is to see the signals they are sending to their organizations.
India of Jennifer Garvey Berger visit Sparks leadership between business complexity
How should leaders should manage exhaustion? Giving an example, I worked with a great leader and she will spend time on the weekend to slowly answer some emails. But she never sent an email on the weekend because she never wanted anyone else to think they had to write an email on the weekend. And she really carefully left the office at a reasonable hour and was seen to say goodbye to people, walked out of the door, so that people did not think they were expected to work more hours in the office. And that is a really useful model. I think, when a leader receives a phone call and said, you know, now we have all these global calls at three in the morning here, I don’t think it is very helpful. I think a leader should say, I can’t go to that meeting because it’s three mornings for me. So I hope you have a really good meeting, empower others and it modeles the boundary. Leaders believe that talking about exhaustion or tension makes them weak. What is your view of this? Jennifer: Yes. The funny thing is that I talked to 1000 people around the world about who is your best leader and some of your best leadership characteristics? And I will say 85-90% of the time, what people want from their leaders are humanity. And so if you, if you act like a robot, people really are not fascinated by you. If you are a person who thinks I can’t look like a human being, then the leadership becomes more difficult. It is really not easier. It is bad for your body, sure, but it’s bad when your leadership looks like a robot. Do you think geography plays a role in leadership style? Worked with many different people, how to make leaders around the world different? It is our culture and our personal personalities formed we are leaders. And there are some basic principles that I think is throughout the culture, helping leaders think well and think different from each other. All of these things are useful no matter where you are. Therefore, I think there is a completely different difference in the region, and one of the things I find is that the leader’s spine seems quite similar in the world. When we talk about leadership, women are still very far away. What is your thought about this? What do women need to do to narrow the gap, and what challenges they face? What is your view of the overall scenario? And I think one of the questions is to find men to see why women are still behind. Because women have given leadership as long as there are women. The question is, the leadership that they have done is accepted as leadership? I teach and write about the leaders who are leading in complicated, unpredictable time, and so many things they need to do is how female leaders have looked like, and so I think that it really escapes the habit of thinking that only men are leaders and create space and create space for a different characteristic of a woman. This is an important aspect of their role, and it also significantly affects their mental health. Giennifer: Normally, the two automatic paths that happen to us are soothing disagreements, like, okay, it will be fine, or try and win, to consider it a battle like I will win? Can I defeat you? And both of those roads are not very helpful. The leaders I work with is super smart, so if they disagree with something, there’s something interesting. You know, there are many correct answers and they need to find ways to access many the right answers to give us more space to make decisions, take the next steps, to do all that. Therefore, most of them must be learned. It was really a discipline to have great conversations. You must study it. It is an art.jennifer, discuss social media. Many leaders believe that they should only share positive messages and focus on encouraging their employees. This is usually the case on social media, where leaders feel it is required to maintain an optimistic image. What is your thought about this? What should be the ideal behavior model for leaders on social media? And who will change the way people consume social media. I am a leader of this company, I also try to talk about my life at home, talking about my children, so that I am a three -dimensional person, the leaders must be careful about this. We don’t want to hear about your stomach problems, or about privacy, but the idea of ​​going out with a Veneer is less polished than what people want from their leaders on social media or when they sit on the table from them. What is your message to new generation leaders? The world they were born very complicated. You know, they will not have to endure the terrible life for climbing the career ladder. They will not endure terrible hours for the benefit of making money. You know, in general, they want the organizations they work to do well in the world. And they are very picky about that, as we all should have. Therefore, I am very happy about the next generation, very happy about how they will bring a pretty troublesome world and lead it to a better place. It is important for leaders to be aware of their own journey as a leader. Many people think that, oh, I became a leader at the age of 32 when I was assigned this job and then they were busy and they did not understand that at the age of 36, they should be a leader different from them at the age of 32 and at the age of 42, they should be a leader different from them at 36, right? Like it is, a profession we learn, we practice, we learn, we test, we develop. And I think that if we think of leadership as a craft, I think we will have better leaders.
