In our overstimulated world, characterised, amongst other things, by hate speech on social media and by uncontrolled egomaniacs, the widespread inability to regulate one’s own emotions is becoming increasingly apparent. A stimulus is immediately followed by a reaction, without the ability (or willingness) to restrain oneself. Much suffering and harm occur because no precautions are taken against triggers and emotions are not managed consciously. Yet emotional regulation can be learnt both individually and organisationally.
Caution! Emotions! How to regulate (not suppress) emotions
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Pandemics, more wars than ever before, heat waves, melting glaciers and political upheaval: we are living in an era of increasing complexity, chaos and uncertainty: From VUCA to BANI, the ‘unpredictability of the world’ is greater today than ever before. Many people find it difficult to get used to the fact that ‘the old rules of “it won’t happen” and “basically everything will stay the same” are increasingly no longer valid,’ as psychologists Eva Lermer and Matthias Hudecek write in their book ‘Uncertainty’ [
Our winter season of short free mentor CPD is here. Our guest speakers will take you deeper into the use of an ikigai mindset, considering how mentoring can impact an organisation, exploring strength-based mentoring, using stories as a mentor and providing ongoing support for mentors. Please come and share some interesting ideas. It’s going to be an inspiring series of lunchtimes!
This autumn, a short series of free mentor CPD. Our guest speakers will take you from a framework for deepening mentoring conversation, via mentoring with Ikigai, to a discussion of mentoring and burn out. So come, meet some interesting people, eat your lunch maybe and definitely share some interesting ideas. It’s going to be an inspiring series of Monday lunchtimes!
Drawing attention to issues and hoping that they will be fixed or solved is normal. It’s what we do every day: There’s a problem, like a dripping tap or a flat tyre or the mobile phone has no power, and we ‘analyse the problem’ and fix it easily. But when it comes to people, like interpersonal and social problems, things get complicated. That’s why I think we need to change our approach and focus on finding solutions. And that starts with the being.
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