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Podcast: How to Prioritize Well-Being with David C. Tate

How to Prioritize Well-Being with David C. Tate

David C. Tate, is a licensed clinical psychologist and an assistant clinical professor in psychiatry at Yale University in the Yale School of Medicine and a lecturer in the Yale School of Management. His areas of practice in organizational consulting include coaching and leadership development, conflict resolution, team building, succession planning, and promoting healthy organizational development. David is a co-author of Sink or Swim: How Lessons from the Titanic Can Save Your Family Business. He earned a certificate in family business advising from the Family Firm Institute and serves as the facilitator for the National Association of Corporate Directors Connecticut Chapter’s Family Business Roundtable. He also is the co-founder of the Connecticut Consulting Psychology Group.

David C. Tate

Achieve Transformative Results With Conscious Accountability

Elevate Your Work and Relationships Through Conscious AccountabilityResults and relationshipsmanagers and leaders no longer have to prioritize one over the other to build a culture of exceptional accountability. A forward-thinking approach to realizing o

Conscious Accountability

Sensing and anticipating the future have become not just survival skills but critical leadership requirements for all leaders.

Key to Improving Talent Readiness in a Turbulent World

David C. Forman is president of Sage Learning Systems. His career spans four decades and has focused on improving the knowledge, skills, and performance of people. As a learning scientist, business leader, chief learning officer, adjunct professor at the Pepperdine Graziadio School of Business, and bestselling author, his actions, courses, and writings have been recognized all over the world. He has worked closely with such business clients as Apple, IBM, FedEx, Ford, American Express, SAP, Prudential, Deloitte, PricewaterhouseCoopers, DuPont, and Allstate. In the nonprofit arena, David has worked with the Ford Foundation, Children’s Television Workshop, Cedars Sinai Hospitals, and Johns Hopkins University, among others.David’s most recent book is Fearless Talent Choices (2020), which identifies six critical choices that leaders at all levels can make to unleash talent and improve business results. These choices are even more vital today as the world is buffeted by constant change and increasing uncertainty.

David C. Forman

November 2013 - TD Magazine

Stuck in Neutral

May 2017 - TD Magazine

Sometimes the hardest part of a radical business transformation is getting people to let go of what the company used to do. An interview with David Levin, CEO of McGraw-Hill Education.

And Now for Something Completely Different

**_“The events and conditions each of us experiences during our formative yearsdetermines who we are and how we see the world.”_—Lynne C. Lancaster and David Stillman, When Generations Collide**  Today’s workplace includes a wider age-range than ever before—from people more than 70 years of age in their final work phase to workers in their 20s just beginning their work history. An important criterion for a productive and successful workforce is an appreciation of the similarities and differences among the generations. For example, having individual experiences and backgrounds, this multi-generational workplace uses a wide variety of communication styles and resources. Understanding and acknowledging how people communicate will go a long way towards building strong connections with your co-workers. Understanding the relationships It is common for co-workers to be unaware of the existing gaps between generations—resulting in barriers to success and productivity. Think about how you interact with people from other generations: a younger supervisor to Boomer staff membersworking with colleagues in similar roles as yours but 15-20 years older than youconsultant to a start-up company whose founders are in their late 20s. It's critical to your job success that you be comfortable, relaxed, and at-ease when a significant age difference or a non-traditional work relationship exists. For example: Are you an employee of long-standing and think that the new manager is young enough to be your grandchild?If you recently have been appointed as a team leader, do you perceive some of the members as having attitudes similar to your parents?How do you react when this type of situation arises?  Do you make assumptions about the other person that may not be valid?Attitudes, biases, and perceptions can impact your performance and the way others perceive you, which can be a hindrance to a promotion or a reference.How do you acknowledge that every generation contributes to accomplishing established goals?Do you respect the values, priorities, and ways of carrying out responsibilities and tasks that are common to other generations?Do you appreciate the ways in which generational diversity enriches corporate culture and individual legacies?Understanding the communication stylesHave you ever compared your generation’s communication language, approaches, and methods to the ways that other generations express themselves? Review your awareness level about your communication characteristics by responding to these questions:What are your favorite or most frequent ways of communicating within the workplace and why?What do you think of the methods that other generations use to express themselves?How do you think attitudes about different types of communication can affect working relationships with members of other generations, whether one-on-one, in meetings, or on team projects?What do you think you can do to improve and expand your communication methods and style to increase the effectiveness of your working relationships with people from other generations?Your success at work will depend on your ability to communicate with all types of co-workers. Be mindful of your communication style and how it differs from those around you. Pay attention to the communication methods and styles that seem to work best with different generations at work. Be willing to adapt your style to make others more comfortable. By taking these steps, you will forge stronger and more productive relationships with everyone at work—no matter their age or background.Editor's note: This is the 2nd post of the generations in the workplace series. The next post will discuss the diversity of work styles among the generations.

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