Bill Benjamin

Bill Benjamin is a training and leadership expert at the Institute for Health and Human Potential.  He is a contributor to the New York Times best-selling book Performing Under Pressure. Bill is a highly sought-after speaker and media contributor on the topics of emotional intelligence and performing under pressure.  Bill trains groups who work in high-pressure environments, including the U.S. Marines, Intel, NASA, Goldman Sachs and Surgeons

A recent Harvard Business Review (HBR) article highlighted a research study in the Journal of Clinical and Social Psychology, that most people think they are self-aware, but in fact, only 10-15% of people actually are. 

That’s a pretty astonishing statistic.

Having Difficult Conversations Isn't Easy

One of the most important things a CEO must do is have skillful difficult conversations – holding people accountable, rolling out change people don’t like, pushing back with the board, and for those of you with teenagers, telling them “no” to something they really, REALLY, want.    I’ve trained and coached many CEO’s, and these are 4 common mistakes that they (and I) make that will trigger other people defensive emotions when having a difficult conversation:

Emotional Intelligence

As a CEO, are you investing in the development of Emotional Intelligence in your organization? If not, your competitors probably are.

Recently, there has been a resurgence in the popularity of Emotional Intelligence as evidenced in magazines articles – including Time, Inc. Magazine, Forbes, the Harvard Business Review and many more. In addition, the number of times the term Emotional Intelligence is being searched on Google has increased steadily over the past 3 years.

Four Lessons CEO's Have Taught Me

In my role at the Institute for Health and Human Potential, I've had the pleasure of meeting many CEO’s.  Some are from small companies with 400-500 employees, and some very large companies with over 200,000 employees. 

There are many factors that go into the gender pay gap and the lack of gender diversity in senior leadership teams of most major organizations.    While there are many cultural, historical and structural reasons for this, the idea of limiting beliefs is one that Michelle Thomas, the Global Leader of Inclusion and Diversity at MARS, believes is one of the most significant reasons.

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