what question are necessary for a man to enable his to help other
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Answer:
There has arguably never been a better time for employees seeking professional guidance. With the rapid increase of coaches, consultants, and advisors in the workplace, as well as the popular, and growing, trend of “the leader as a coach,” getting access to help (for most) is no longer challenging. Those who work with coaches are often viewed as admirable, and leaders who bear the title themselves do so like a badge of honor — despite the fact that, just a few years ago, even asking for help was considered weak.
There are many benefits to this unfolding shift in organizational culture. Most notably, it will allow people to admit limitations without fear, and make learning both safe and expected. But could having so much help also have a dark side?
Recently, I overheard someone exclaim, “I’m just a coaching addict! I love watching people have breakthroughs.” It turns out, this sentiment is not a unique one. Despite our many good intentions, it is indeed possible for coaches and leaders to over-help those seeking advice. In his book, The Advice Trap, author Michael Bungay Stanier explores our inherent obsession with giving advice. He says, “As soon as someone starts talking, our Advice Monster looms out of our subconscious, rubbing its hands and declaring, ‘I’m about to add some value to this conversation!’ The dangerous core belief underneath our Advice Monster is, ‘You’re better than the other person.’”
Behavioral experts agree that “helping” does indeed have the potential to become an addiction. When we help others, our brains emit three chemicals, often referred to as the happiness trifecta:
- Serotonin (produces intense feelings of wellbeing)
- Dopamine (intensifies motivation)
- Oxytocin (increases a sense of connection to others)
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