Noel DeJesus

Nobody likes a "Workaholic"….. And the days of rationalizing early mornings and late nights in the office are being exposed for their inefficiency. Organizations that prioritize their people will always win….. A healthy “Work • Life • Balance” IS NOT: ❌A Privilege ❌ Being Selfish ❌ Being Lazy A healthy “Work • Life • Balance” IS: ✅ A Right ✅ Being Responsible ✅ Being Human Leaders serve as a symbol of inspiration — showcasing the traits, values, and characteristics should be nurtured….. So, the next time that you feel inclined to brag about: Being the first one in the office….. Being the last one to leave the office….. Being too important to ever take time off….. Stop — and think about the example that you may be setting.

Leaders are superheroes, and we all have our origin story: The tale of how an ordinary person discovered their amazing abilities and the adversity that they had to overcome to realize that they are a superhero. Leaders have the power to change and save lives. They possess amazing abilities such as: • Courage • Empathy • Resiliency • Team Building • Problem Solving And the list goes on. It takes courage to be vulnerable, so don't be afraid to share your origin story, and don't be afraid to unleash your superpower.

In a healthy environment, confrontation is natural, and change is eventually necessary. As leaders, we must learn to welcome both, even though confrontation and change can be uncomfortable and exhausting. We must understand that confrontation is often an early sign of disruption, and the results of an effective confrontation can lead to clarity, innovation, and growth. Change is complex, and it provides a multitude of variables and stressors for everyone involved. When confronted, it often triggers an acute stress response, “Fight or Flight,” sparking a physiological reaction as if our lives are in danger. And yes, it can be scary, uncomfortable, and awkward, but aren’t these feelings a prerequisite for development and growth?

Most people want change, whether in their personal or professional lives, but few want the friction involved with change. Despite the constant calls for it, change isn’t free and comes with a social, emotional, and physical cost. We’re all capable of initiating and implementing change within ourselves and our environment, but we must be willing to sacrifice our resources of time, energy, and focus to do so. When we are confronted with a situation that challenges our personal or professional values, we can do three things: • Ignore it • Accept it • Change it What will you choose?

Four Tips: • Pride: While you may have come from a situation where you had a direct line of authority, you must realize and adapt; you are an equal team member now. • Leadership Style: You must be flexible with your leadership style in a peer group setting, as an autocratic approach will likely produce negative results. In contrast, a participative approach may produce positive ones. • Insecurity: Team members may hesitate to provide input because they are unsure of themselves and would not welcome any embarrassment. And this is where you must foster an environment of inclusion. • Communication: To optimize a group’s performance, everyone’s role should be identified and defined, and this can be enabled with effective communication.

Who’s in charge when no one’s in charge? Leading a group of peers is one of the most complex and awkward situations an individual can encounter. Traditionally, the leader is immediately distinguished from their followers by their direct authority over them, but when you are all peers, that distinctive separation is nonexistent. Paradoxically, while the peer leadership scenario occurs daily within every organization, it remains largely overlooked in professional leadership development. And this creates a situation I affectionately call “Musical Chairs.” You’ve probably seen it in your organization: a group project that’s been delegated without any clear structure and transforms into a battle royal for decision-making power and status.