Many of us are pulled in so many directions with competing priorities, so the question is, 'How in the world can we find balance?'

What do I mean when I say balance?

I'm talking about getting our time right.  I hear people saying all the time, 'I'm so busy that I don't know which way to turn.'  Then there are those who jokingly put the hand up and say, 'I need help with this.'  Sometimes, what they really mean is that they want some kind of magical 'To do' list that enables them to achieve more in less time and with less stress.

In order to get balance right we have to look inward.  It starts with us.  If we genuinely want more balance in our lives we need to know ourselves well.

We need to manage our commitments well, and the areas we're gifted in, well.  We need to handle our health and our families well.  (We can so easily be present with our families, but the reality is we're just there in body at times).

Burnout is a real thing and it can ambush the best of us.

There are a few signs worth looking out for though:

• Watch out for getting involved in things that drain you, rather than energise you
• Don't allow other peoples expectations determine how you spend all your time
• Look for the signs for when issues start becoming bigger than they really are
• Learn to compartmentalise things
• Remember to take care of yourself physically -  that's a big one - walk more, exercise more
• Never lose the art of humour - a good laugh is like medicine to the body

Finally, be thankful for the small things and don't take them for granted.  Remember the old saying, 'Life is not a rehearsal, it's the real thing.'

Just because someone has a title, it doesn't necessarily make them a leader.  Some of the most influential leaders in organisations don't have a 'title' per se, but they are being followed.

If you were to go to a course, a retreat, or a gathering of say 20 people who had met each other for the first time, and watched, you would see the real characteristics of leadership at work.

People follow people.

Some experts say 'Leadership is all about influence' and that is true to a point.  To go further though is to look a little closer at that influence, as it could be perceived to be good or bad.

Natural leaders however inspire and encourage participation.  They attract that illusive ingredient called discretionary effort.  People follow because they want to, they're drawn to the person and what they stand for.  Natural leaders don't have to rely on manipulation and control to get people to come their way, or to get things done - no, they mobilise people through empowerment.

Much science exists around this subject, but the truth is, people genuinely follow best when they 'want' to, not because they 'have' to.

The best examples of leaders today are likely to include:

Those who are humble yet effective

Those who command respect by setting example

Those who inspire and instil belief.

The old box set series from the 2nd World War, 'Band of Brothers' is a great illustration as it clearly shows a leader exercising courage, respect, acknowledgement and care in a pressurised environment - all of which are great characteristics of a leader.

True leadership is about seeing these qualities at work in the person at the front.  When they are in evidence there will be plenty of others coming behind.

 

We can all recount times in our lives when we've received advice that has shaped our future. We may not have recognised or indeed liked it at the time, but looking back it was worth the discomfort. Most probably we were being mentored in some capacity, although we may not have realised it at the time.

When we break it down 'mentorship' is a relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person.

The corporate world knows the value of this. According to an article in Forbes magazine, having a great mentor is a key factor to improving employee engagement among millennials. Millennials planning to stay with their employer for more than five years are twice as likely to have a mentor (68%) than not (32%).

Millennials. According to researchers Neil Howe and William Strauss, they define millennials as "as those born in 1982 and approximately the 20 years thereafter." In 2012, they affixed the end point as 2004. (Google).

The fast moving world of corporate business and the changing nature of the greatest asset, 'the people' is reason alone for the mentor to be considered.  When carefully selected, the mentor commands respect, brings stability, challenge, growth, maturity and improvement to teams with potential.

The soft skills of management can be developed whilst on the job with little disruption, and to great effect.

The power of mentoring is something that is growing in recognition amongst forward thinking companies and other influential organisations.  The results speak for themselves.