In a highly volatile situation, it is all too easy to overestimate your part in what has happened when it may well be a product of the dysfunctional organisation, or simply down to individual behaviour: a bullying boss or a toxic colleague. Often the culprit is successful and charismatic and this only adds to the confusion. As a leader, you should find a better way to communicate expectations to your team, in a facilitative manner. It's good to distinguish areas where perfectionism is needed and where mistakes are tolerable, then align expectations accordingly.

Communication skills are also a vital part of emotional management in the workplace. The book advises on developing assertive communication techniques, which allow individuals to express their needs and feelings honestly and respectfully, without letting emotions dictate the conversation. This approach can lead to more constructive interactions and less misunderstanding. Peterson Mwangi Muthike, CPA, MBA. James Ochola, Eliud Koech, Brian Maiyo, Michael Njogu, Johnwesley Chege, Bonface Makokha, Lawrence Githinji Through careful and thoughtful analysis, the book shows how this kind of emotional projection can lead to negative outcomes like mood swings at work, communication difficulties, and even professional conflicts. However, in a constructive manner, the book not only highlights these issues but also offers practical solutions and strategies to overcome these challenges.One of the key concepts Shragai emphasizes is the role of self-awareness in interpersonal relationships. Recognizing and understanding one’s own emotional triggers and responses can prevent misunderstandings and unnecessary conflicts at work. For example, an employee who is aware of their tendency to react defensively to criticism can work on responding more constructively, thus improving interactions with their peers and supervisors. It would be easy to see how a history of work spanning such a vast timeframe could be full of vague extrapolations from archaeological studies, but it’s the detail that makes this so gripping. In Urukin Mesopotamia (now Iraq), in the fourth millennium BC, for example, there were leather workers, washermen, reed workers, barbers, weavers, builders, metal workers, potters, priests, musicians and scribes. Scribes had their own vocational training. In these early cities, administrative centres took care of the workers and handled “the redistribution of goods”. This was often on a rather paternalistic model. Ashurnasirpal II of Assyria invited 69,574 guests to a banquet that lasted 10 days. In Mesopotamia, by about 1000 BC, there were wage workers, self-employed people, subcontractors and slaves. Combined with the reciprocal and “tributary” models of labour relations (“tributary” being based on obligation to the state, with non-monetary reward), these are, he asserts, the six categories of labour relations. “From this point,” he says, “the history of work may be conceived as an endless shift between these basic forms.” While the prospect of leaving might be daunting to some, especially if their confidence has plummeted, it is far easier to leave a toxic situation than to recover from its damaging long-term effects. Miraculous! I read this book in one stretch. Naomi’s book is not only a real tour de force in providing the reader with great insights into the inner theatre of executives but has been written in an extremely captivating style. No question, the author knows how to make the unconscious, conscious. And as Carl Jung once warned, ‘when an inner situation is not made conscious, it appears outside as fate’. People would do well to not leave things to fate but have a serious look at this book.”

Additionally, “The Man Who Mistook His Job for His Life” delves into the role of emotional self-awareness in achieving work-life balance. By understanding and managing their emotional responses, individuals can prevent work stress from spilling over into their personal life. The book encourages readers to develop strategies for emotional regulation, such as mindfulness practices, which can help in maintaining a calm and balanced approach in both personal and professional situations. The overall experience felt more like being a courtier in the court of Louis XIV, where your ability to stay or go was determined by how attractive you were to the king, as opposed to whether you were delivering something credible.Endings and beginnings, however, are inextricably linked for people — a good ending allows a good beginning. It provides a place to process what was, and prepare for what is to come; to pause and reflect on accomplishments, opportunities taken and missed, relationships forged and broken and, importantly, an opportunity to say goodbye.

Shragai starts by illustrating how easy it is for individuals to lose sight of the boundary between their professional and personal lives, especially when they carry emotional baggage into the workplace. This blending can lead to increased stress, burnout, and a decrease in overall life satisfaction. For instance, an individual who is unable to detach from work-related worries may find it challenging to enjoy personal time, affecting relationships and personal well-being. The world starts and ends entirely inside your mind. No matter where you end up, no matter how rich, or successful you become, you won't enjoy any of it if you get there at the expense of your mental health. The need to achieve recognition/idealisation at whichever cost is a disastrous human nature. You must cap it down to avoid drowning in the quest to quench this desire. Our The Men's Book Breakfast ~ The MBB team is getting deeper with James Clear's book, Atomic Habits. This Saturday we had an animated and very enlightening conversation. I now realise it wasn’t down to me. My manager was deeply insecure and projected his own anxieties on to his team.”Some endings are more challenging than others, however, as in the case of a client of mine whom I helped cope with a brutal and unfair dismissal by his boss. Ask yourself also if the circumstances are just difficult and need working through or if they are symptomatic of a difficult individual or a larger cultural issue that is unlikely to change. Make office housework activities visible and drive a fair division of tasks, both office housework and glamour work, using a team agreement.

Verify how women are perceived in the team and, if necessary, advocate for them to be recognised for their technical capabilities.I felt deeply demoralised,” Michael says. “There’s a certain madness — I began to think there must be a sort of private language or way of doing things that I hadn’t read and for which none of my skills were relevant. A Miracle of a book...Captivating... I couldn't put it down. As Carl Jung once warned, when an inner situation is not made conscious, it appears outside as fate. People would do well to not leave things to fate but have a serious look at this book. * Manfred Kets de Vries, Professor of Leadership at INSEAD and author of The CEO Whisperer * This was an interesting read, which looks at how we deal with things in the workplace is affected and formed through our childhood experiences. Naomi Shragai is a psychotherapist and uses (with consent) real life examples to illustrate and explain such things as why some want to people please, avoid difficult conversations or have imposter syndrome The book also highlights that managing emotional baggage can lead to greater job satisfaction. When individuals are not bogged down by unresolved emotional issues, they are more likely to find fulfillment in their work, maintain healthier work-life balance, and have a more positive outlook towards their career. How Does Managing Emotional Baggage Contribute to Personal Development and Professional Growth as Explained in "The Man Who Mistook His Job for His Life"?