Patrick Ungashick is the CEO of NAVIX Consultants. He is a business exit strategist, speaker, and author, you don’t have to be selling a business to apply these leadership hacks! You will learn:
The different emotional connections of CEO of Corporate vs Owner Managed CEO’s
Why people become less strategic in their thinking as they start to plan exit?
How questions reveal the direction and decisions
Why having a stop doing list is a leadership enabler
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Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA
Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services
Find out more from Patrick:
Patrick on LinkedIn
Navix Consultants Website
FULL TRANSCRIPT BELOW
Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.
Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.
Patrick Ungashick is a guest on today's show. He is an Entrepreneur, CEO, renowned exit strategist and author of Dance In The End Zone. Before we get a chance to speak with Patrick, it is The Leadership Hacker News.
The Leadership Hacker News
Steve Rush: In the news today, we explore with the positive thinking in leadership is overrated. Overestimating success is detrimental to the wellbeing compared to making decisions based on sound unbiased data according to new research. In a study of 1600 participants in the British Household Panel Survey, which is a national wellbeing gauge, launched almost three decades ago by scientists at the University of BATH have tracked people's life expectations, actual outcomes over the last 18 years. And according to their findings, overestimating success is detrimental to wellbeing compared of course, to setting realistic goals. In a team assessment, what positive thinking frames optimism, and is a self-fulfilling prophecy. Decisions based on accurate unbiased data will always lead to greatest satisfaction. The team pointed out that pessimist also fare badly compared to realists. However, numbers at the end of the spectrum are relatively sparse because around 80% of the UK population can be classes, unrealistic optimists. University of BATH, School of Management Associate Professor Dr. Chris Dawson said plans based on inaccurate beliefs, make for poor decisions and are bound to deliver worst outcomes than would rational, realistic beliefs leading to lower wellbeing for both optimists and pessimists, particularly prone to this, our decisions on employment, savings and any choice involved in risks and uncertainty. The study’s co-author David De Mesa of the London School of Economics said findings of a particular resident for personal behaviours is a mix of current crisis too. Optimist will see themselves as less susceptible of the risk of COVID-19 than others and he said, therefore are less likely to take appropriate precautionary measures. Whereas pessimists on the other hand may be tempted to never leave the house or send their children to school again. And of course, neither strategy seems like a suitable recipe for wellbeing. Whereas realists take measures based on risk based assessments and scientific understanding of the disease.
The Institute of Leadership Management, head of research, policy and standards, Kate Coo