• Stop pretending to be happy - why the best leaders allow themselves to be sad

  • 2025/01/22
  • 再生時間： 14 分
  • ポッドキャスト

Stop pretending to be happy - why the best leaders allow themselves to be sad

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  • Unpopular opinion: your team doesn't need another “positive leader”

    It needs someone REAL.

    The modern world glorifies constant joy and positive thinking. Sadness, on the other hand, is often seen as a sign of weakness or lack of professionalism. But does this really mean that there is no right to more difficult emotions in the business world? Can sadness actually be a source of strength, reflection and authenticity?

    In my latest article and podcast episode, I look at the role of sadness in leadership. I talk about why allowing yourself this emotion can:

    👑 improve decision-making,

    ⚙️ improve analytical thinking,

    🧠 increase memory,

    🔍 increase the ability to remember details,

    💙 and build confidence and strengthen relationships.

    I also share personal experiences and research findings that show that sadness is not an obstacle, but part of the path to better understanding ourselves and others.
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あらすじ・解説

Unpopular opinion: your team doesn't need another “positive leader”

It needs someone REAL.

The modern world glorifies constant joy and positive thinking. Sadness, on the other hand, is often seen as a sign of weakness or lack of professionalism. But does this really mean that there is no right to more difficult emotions in the business world? Can sadness actually be a source of strength, reflection and authenticity?

In my latest article and podcast episode, I look at the role of sadness in leadership. I talk about why allowing yourself this emotion can:

👑 improve decision-making,

⚙️ improve analytical thinking,

🧠 increase memory,

🔍 increase the ability to remember details,

💙 and build confidence and strengthen relationships.

I also share personal experiences and research findings that show that sadness is not an obstacle, but part of the path to better understanding ourselves and others.
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