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Crack The Behavior Code
27 minutes | a month ago
Special Episode: Inside Leadership with Guest Caroline Cory
Caroline Cory and Christine Comaford discuss the intersection of consciousness and energy medicine with leadership. "We have a big thing in common, we both want to help people remember how unlimited they are." Caroline Cory is an award-winning filmmaker and the visionary author of best-selling books on Consciousness and Energy Medicine, topping the charts of Consciousness Science and mystical literature. As a child and throughout her life, Cory has had numerous E.S.P (extra-sensory) and pre-cognition experiences, which led her to become deeply connected to existential topics, the study of Consciousness and the mechanics of the universe. After teaching Energy Medicine and consciousness work for over a decade, Cory founded Omnium Media, an entertainment and media platform that tackles various thought-provoking topics on the human condition and the nature of reality. In addition to writing and producing, Cory continues to lecture and coach internationally on various mind over matter subjects and appears regularly as a guest expert on supernatural phenomena at major conferences and television shows including The UnXplained with William Shatner and History Channel's popular series the Ancient Aliens. INKSFilm “Superhuman: The Invisible Made Visible”www.SuperhumanFilm.comConsciousness / Energy Medicine work: www.CarolineCory.comBooks / Products https://www.omniumuniverse.com/Products/Classeshttps://www.omniumuniverse.com/Classes/#Online-Classes See acast.com/privacy for privacy and opt-out information.
7 minutes | 2 months ago
Why Resisting Change Isn’t A Bad Thing: The Social Change Adoption Path
Company Z, a financial services firm with nearly $100 million in annual revenue, was changing their business model. It was a big change—they were dumping one entire business unit and launching a new one. The team was none too happy about it. Some were fearful because they were employed in the now defunct business unit, and they’d have to learn new skills. The change was essential though, as due to market conditions the former unit would never become profitable.As you’ve heard in my past podcasts on change, not everyone in your organization is going to totally psyched and eager to celebrate change. And the biggest challenge with change is--drum roll please--resistance. But what most leaders miss is that resistance is simply the first stop on the quest for the holy grail: a new standard.From my work with hundreds of successful entrepreneurs, top executives, and political leaders, I’ve learned that organizational change is a continuum. It’s predictable, it can be guided, and here is how it works.First people start with resistance. Why? Because thanks to Rodger Bailey’s terrific research on Meta Programs, we know that 65% of Americans can only tolerate change if it is couched in a specific context. The context is “Sameness with Exception.” This means the “change” is really just an improvement to what we are already doing: the bad stuff is being removed, and good stuff is being increased. Seriously--this is the best way to package a change message. And don’t use the “c” (change) word—say “growth” instead.Back to CEO Jessica, who did a masterful job managing Company Z’s organizational change. Here’s how she did it.First, we trained the entire company on how change works and how to expect their brains and emotions to react. Jessica’s assistant used our Organizational Change Adoption Path graphic. She had it expanded, printed and posted in the conference room so everyone could openly acknowledge where they were in the process.Next, we laid out a plan to help the team navigate the five phases.Phase 1: Resistance: This phase can pass fairly quickly when the leader stresses the “same with exception” nature of the change. That’s exactly what she did.Phase 2: Mockery: I love this phase! It means people now have some emotional investment. They are past disinterest and resistance and we can engage them in telling us what they object to. We acknowledged their concerns and asked for their help in fixing what in the CEO’s growth plan was so “lame”. We asked for their agreement to follow the plan once their fixes were made. This led to…Phase 3: Usefulness: The “Mockers” worked through the revised plan with Jessica and us and some even--gasp--acknowledged what parts of it were useful. A few “Mockers” insisted on a few more edits, and the CEO agreed to about half of them with again the agreement of their support.This is the most important step, because when something is truly useful, the vast majority of people will use it again, leading to…Phase 4: Habitual: Now we’ve got the team members using something repeatedly, almost without thinking. Which leads us to…The final Phase. Phase 5: the New Standard: The behavior is becoming integrated into how they behave, and setting a new behavioral standard.This process can take months to years, based on how the leader manages the Organizational Change Adoption Path. With our client above, the change took 7 months to filter through all remote offices. Impressive.Jessica did a formidable job in managing, and capitalizing, on the social change that was happening throughout the business change. Brilliant leadership. Period.What organizational, and thus emotional, changes is your company going through? Try the above process and let me know how it works for you.Show Notes:Organizational Change Adoption PathHow to Connect More Deeply With Others See acast.com/privacy for privacy and opt-out information.
7 minutes | 2 months ago
Yes you CAN buy happiness -- and it's cheaper than you think
But there’s no storefront, no website, no vendors or purchase orders required. And the wealth isn’t wired—but it is transferred.If you want happiness for an hour—take a nap.If you want happiness for a day—go fishing.If you want happiness for a month—get married.If you want happiness for a year—inherit a fortune.If you want happiness for a lifetime—help others.-- Chinese proverbHere’s how to get both rich and happy, guaranteed.Find a cause that feeds your soul. You’ll know it when you find it, because you’ll feel excited and uplifted at the thought of being involved. It’s okay if you find multiple causes, even rotate them. I’ve been involved with civil rights, abused kids, homelessness, women’s halfway houses, meal delivery programs and AIDS—each experience has stretched me in ways I could never have imagined. Learn about causes via Google or go to www.volunteermatch.org.Commit to “one a week.” This means giving an hour a week to a cause or an hour’s worth of salary. (Or give whatever amount feels right—just give something!). You can batch up your time and/or money and give in chunks, too.After you make a commitment to yourself, schedule your service time to ensure it happens. Write it on your calendar, book it in your phone, or write it on your hand—whatever it takes to make this an unbreakable date for giving. If you don’t set the time aside, life will intrude and you’ll lose the opportunity.Remember, you have a lot to give. You have time, talent, and treasure. Figure out which one feels right to give. Are you an expert in public relations, and could donate an hour a week helping a nonprofit with PR? That’s donating time and talent. Would you rather write a check? That’s donating treasure. It’s all good.Get others involved. In my companies I like to match the donations given by staff members (up to a specific amount). This is fun, gets the company and the team involved in giving, and boosts morale.April is National Volunteer Month. If you don’t volunteer regularly yet, now is a great time to start.When you start to give your precious time, energy or even funds to a cool cause you resonate with, you’ll learn one of the greatest lessons in life: giving is actually receiving. They are the same. You give and you get at the same time.I am a hospice volunteer. For 14 years I’ve helped people with 6 months or less to die with peace, dignity, and as little physical discomfort as possible. Each of the 19 people I’ve had the honor of supporting through the death process has been a remarkable teacher to me. Imagine being brought into someone’s life at such a challenging time. Now imagine what their loved ones are going through.Timing Is… NothingMany people tell me they are seeking their purpose in life; they’re waiting for that divine epiphany where their mission becomes blindingly clear. Then they’ll volunteer, become a philanthropist, really commit to a cause. Until then they’re in the grand “waiting room” of life—and let me tell you, there’s a huge crowd in there. And all are waiting. Are you?I don’t receive divine messages that are complete and clear. I receive divine sticky notes. You’ve received these too. Maybe you had an insight as you were walking in nature, meditating when your mind was still. Did you follow that message? Did you implement it in your life? I’ve found that when I do, it leads to more messages. Then months later I look back and marvel at what has come of that one tiny insight.It’s funny, everyone spends so much time talking about work-life balance, and so little time talking about the need for service, for giving back to humanity. I find those are the best ways for me to stay balanced. We’re all busy, sure, but everyone can find one hour per week or a few hours per month to volunteer. Volunteering can bring you experiences that will shape your life in ways you couldn’t possibly imagine.I hope you’ll try volunteering—whenever you’re ready--because I know it will make you rich inside, and it will make you happy, and it will put a spring in your step.Yes, happiness can be bought. It comes from being of service to others, and often when it’s hard or uncomfortable. But the discomfort is temporary. And the happiness and inner wealth just grows and grows. See acast.com/privacy for privacy and opt-out information.
8 minutes | 2 months ago
Why We Self-Sabotage – Are You Doing it, Too?
George wants to double his company’s revenue this year.He’s been stating this goal for the past 3 years and still hasn’t achieved it. Why?Because it’s not ecologically safe for him to have this outcome.There is a subconscious tug o’war we all experience between our desires and our ecology. Our ecology formed our belief system, our frame of reference, our identity, our capabilities—and it also prevents us from getting what we want.Until we know how to change it.Change the Present…Let’s find out why George isn’t getting the doubled revenue he wants. Here’s what we learned when we worked through a basic Outcome Frame with him:Question: What would you like? He answered: To double revenue this year.Question: What will having that do for you? Answer: I’ll feel secure, be happy, have peace of mind, have less stress and a cash cushion, feel confident that we got to the next level and the business is scalable, work less, know my team can step up. (Note: What he really wants is to feel safe—to let go of control and know it’ll be ok)Question: How will you know when you have it (specifically)? Answer: Doubled revenue from last year.Question: So there you are in the future and you have what you want. What risk might you take to ensure this change is going to happen? His answer: I might have to let go of some control--delegate more, promote some high performers and let a few low performers go, let my VP Sales run with our plan, stop micro-managing our VP Operations. (Here comes the good stuff!)Question: What will likely happen if you don’t solve this the way you want? What will be the impact on your business and life? His answer: We’ll be stuck in the same rut we’ve been in for 3 years, we won’t be able to grow the business and sell it for the $70mil+ that we want to, my family members and I won’t get to cash out and we’ll one day have to wind the business down—without securing our and our children’s financial future.Question: What might someone have to believe about the world or company or situation to get this? Answer: That this is possible, that they have the team to achieve this outcome, that more clients want what we have, that we can find these clients.Question: What might you have to believe about yourself? His answer: That I can let go and things won’t fall apart, that my team wants to rise up.Question: What can you appreciate about the current situation prior to change? (What’s great about holding onto control?) He answered: I know what the outcome will be—even if it isn’t what I want, I trust myself and don’t have to rely on others.From this process, George realized that his key issue was fear of letting go of control, yet he would have to do this (to a degree) in order to let his team help him double revenue. But knowing this intellectually isn’t enough—in the thick of battle, George will still default to controlling behavior, because it is rooted in his subconscious mind. So we need to change this.… Change the Past…After we completed the Outcome Frame, it was time to excavate. Where did George’s controlling behavior begin? Why was relying on others so threatening? We had to find out by asking the following questions:Can you recall a time when you didn’t feel you had to control things?Was there a major life trauma when your level of controlling increased?Is there a trigger event you experience regularly when your controlling kicks into high gear?The life trauma was the answer. When his parents divorced, George was 7 years old. He then became the man of the house, and his father all but disappeared. Little George decided then that he would never be at the mercy of others, and such a life-altering experience, again. He’d shape his world and keep it in check.Except that strategy no longer works for him.So he asked me to help him change it. We did a process we call Movie Theatre, where we guided George through observing this childhood trauma from a distance and then de-fusing the beliefs he formed then. We helped him edit his identity and belief system, which is one of the deepest levels of change we mentioned in an earlier podcast this season. It was key to set structures in place to help him change his capabilities and behavior as a leader of his company.We continued coaching George and began working with his executive team to shift too. The executive team had supported the command-and-control culture that George had created—they were now part of the System that everyone wanted to change.… Change the FutureFast forward 9 months: George is nearing his fiscal year end. Revenue will double this year, wrapping up at a healthy $22mil. What’s next? Now we’re going to double the bottom line and increase the asset base in our continuing plan to strengthen George’s company for acquisition. I’d like to see him get $95mil+ for his company instead of his $70mil goal.Isn’t it fascinating that our company and its performance is directly tied to who we are and what behaviors limit us? We self-sabotage and don't even know it! The key is to root out the true reason we aren't getting what we want and clear it. My preference is to use neuroscience techniques to do this.What do you want that you aren't getting? Let's root out the reason together.Show Notes:STI Outcome Frame InfographicPower Your Tribe Graphic – The Structure of Human Behavior See acast.com/privacy for privacy and opt-out information.
10 minutes | 2 months ago
The 4 Crucial Mistakes Companies Make During Downturns
Now that we’re starting to see signs of economic recovery, it’s key to assess where we’ve been, the mistakes we’ve made, and how to course-correct for the next burst of growth.Here’s the reality: companies make mistakes all the time. In an economic downturn, however, avoiding the big slip ups becomes all the more crucial. When the heat is on, some CEOs will react impulsively, and while this may earn them some points for courage and speed, in a rough economy one needs to take the long view and pace themselves.To get funded, stay funded, and even out stretch your day-to-day cash flow, you’ll need to avoid some key mistakes. And if you’ve made them already, it’s time for a strong course-correction. Please know that I’ve made every single one of the following… which is why I am so passionate about helping to prevent these energy- and time-suckers.Here are my top four mistakes to avoid during a downturn.#1 Hasty Hiring. The result: Bad hires who are costly and time consuming.It’s better to try out new staff members as independent contractors first. Then, after you’re confident that they work well with your team and share your values, bring them on as permanent hires.When you’re overwhelmed and overworked, it’s easy to make hiring mistakes. That’s why relying on contractors is a great policy. Check out sites like TaskRabbit, Marketing Sherpa, Upwork, or NoonDalton for administrative, virtual marketing, bookkeeping and other help. Rates can be surprisingly low. And don’t make the mistake of staffing up fully, only to discover that your business operates in waves. Have a lean team, and hire extra hands for the heavier times. Try out your team members before making them permanent.The Second Mistake to avoid: Pausing Your Profit. The result: Financial pressure due to propping up ailing products, divisions, accounts.Sometimes you can sell your way out of a recession, yet at all times you need to streamline expenses and adjust your financial strategy. One of our clients recently outsourced an entire division of their company. It hadn’t been profitable, and the other divisions were supporting it financially. Yes, the decision was painful and resulted in a lay off. Yet it had to happen for the health of the company. The outsourced division now generates a healthy profit.Another client pays increased commission for selling higher margin products. We laid out a super compelling plan and the sales force is now focused on the products that are best for the company’s bottom line, and coincidentally, best for the customer.Now is the time to course-correct if you’ve under charged clients too. This often happens when we’re desperate to close a sale without keeping an eye on generating enough profit. We’re helping two of our clients to rightsize some of their clients. With a stronger, more resonant value proposition, this is doable. Craft the message, collaborate with the client on key success metrics, report on the metrics monthly, and get the account to the level that is fair and profitable for you. Resenting a client because you under charged them is something you never want to do. Ever.Mistake #3: Skipping the Six-Month Plan. The result: “Strategy of the Second” – and very little accomplished.It’s better to map out the next six months, and if a new project comes up, swap it out with one of equal complexity that is already on your plan. Entrepreneurial CEOs can be excessive idea generators. With a six-month plan, you will have mapped out the projects for the immediate, foreseeable future and can skillfully avoid manic distractions with poor results.Consider the perils of one company, with the painful “strategy of the second” plan. Each time its mercurial CEO returned from a conference, he’d have a new idea. Were they good ones? Often. But his already stretched staff had no spare energy. Since they had not learned to communicate clearly with one another, they would take on the new project, but all sorts of key tasks would (of course) get dropped or delayed, and no one was happy.Ultimately, you need a gatekeeper for the six-month plan if you want your company to run efficiently. This is someone who will ensure the new projects are either scheduled later or will replace existing project(s) of equal size. Someone who will constantly see the big picture, tackle the small details, and facilitate real results every step of the way is key.By the way, once the CEO in question put a six-month plan in place, his staff was happier, fewer tasks were dropped, and their revenue ramped up considerably.Mistake #4: Chasing All Sales Leads. The result: Wasting time on “prospects” who will not become clients.A CEO of a consulting company complained recently that she had chased a key account for four months. Four months! She finally lost hope that they would ever become a client. When asked if she had a disqualification process, she hesitated. Here’s the net-net: you only want to spend time with real prospects. Create a disqualification process so you can quickly remove contacts from your sales pipeline that will most likely never buy your product or service or have no intention to buy it in the near term. In tough economic times especially, you must focus your energies on productive revenue streams.We have all made mistakes in business. The point is to course-correct constantly. Spot a mistake and take action to correct it. What are you grappling with right now? What mistakes did I miss mentioning?Learn more by downloading our whitepaper on the Five Mistakes That Halt High Performance CEOs by clicking here.Show Notes:Links to hiring sites: Upwork, Task Rabbit, Marketing Sherpa, Whitepaper on the Five Mistakes That Halt High Performance CEOs click here.Marketing OptimizationStreamlining Your Sales Funnel See acast.com/privacy for privacy and opt-out information.
12 minutes | 2 months ago
75% of Workers are Affected by Bullying – Here’s What to do About it
Workplace bullying is frighteningly common and takes an enormous toll on our businesses. Research from Dr. Judy Blando (of the University of Phoenix) has proven that almost 75% of employees surveyed had been affected by workplace bullying, whether as a target or a witness.75%. That’s huge.So what exactly is workplace bullying?The Workplace Bullying Institute defines it thusly: “Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is: threatening, humiliating, or intimidating, or work-interference, i.e. sabotage, which prevents work from getting done.”One of the main differences between schoolyard bullying and workplace bullying is that it tends to be less physically harmful and more psychological and verbal in nature. It’s subtler than schoolyard bullying but is quite distinctive from normal workplace stress.According to Wikipedia, “Bullying is characterized by:• Repetition (occurs regularly)• Duration (is enduring)• Escalation (increasing aggression)• Power disparity (the target lacks the power to successfully defend his or her self)• Attributed intent” According to the Workplace Bullying Institute (WBI), bullying is four times more common than either sexual harassment or racial discrimination on the job.Who The Bullies AreHere is what you have to understand, the targets of workplace bullying are not the weakest players—they are often the strongest.Let’s say that again. The common misconception is that, like schoolyard bullying, the targets of workplace bullying are loners, or “weird” or the people who “don’t fit.” In fact, the reverse is true.People become targets because something about them is threatening to the bully. Often, they are more skilled, more technically proficient, have a higher EQ or people just like them better. They are often workplace veterans who mentor new hires.A quote from the Workplace Bullying Institute: “WBI research findings and conversations with thousands of targets have confirmed that targets appear to be the veteran and most skilled person in the workgroup.”Now the bully tends to be someone who is skilled at manipulating and controlling, but while they see everything as a competition, they do not feel skilled/competent enough to compete on their own merits. Hence, they bully as a futile attempt to feel more powerful.The bully often works hard to create the perception that they are strong by putting down and blaming others. Often the boss of the bully knows the bully is “disliked” but thinks that the organization cannot do without them and makes “allowances.” The bullying is framed as “personality conflict.”What Bullying Is Costing Your CompanyWhen you, as the leader of an organization, allow bullying to occur, you create at least five problems:Problem 1. The target of the bullying will experience a loss of confidence and an increase in stress that often shows up in health problems. Their performance will decline. They may need more time off to recover. So you have lower performance by at least one person, the target.Problem 2. By allowing the bullying to continue, you are accepting a toxic culture, prevalent Critter State, and reduced performance and morale. The people witnessing the bullying will have to choose to side with the bully, leave, risk retribution by speaking out, or remain passive and try to stay under the bully’s radar. To be non-threatening to the bully, they may lower their performance in some way.The 3rd problem created by tolerating bullying: Eventually the target will have no recourse but to leave. Research has shown that the vast majority of targets eventually leave. You now have lost a good employee and have all the costs of a new hire.Problem 4. You have the almost certain guarantee that the cycle will repeat itself. I find that organizations which condone bullying, which have prevalent Critter State, also have high employee turnover rates, far less revenue per employee, increased absences, and the list goes on and on.Finally, the 5th problem. You are opening yourself up to potential litigation. While bullying is not, strictly speaking, illegal, it may be connected to a form of harassment or discrimination which can be subject to litigation. At the least, attention will be taken up in tracking and “proving” a case.All this from denying bullying—oh, and let’s add the personal guilt of not protecting one’s tribe.How To Stop Bullying—And Start Boosting Smart StateWorkplace bullies can be hard to detect because they work within the rules of the organization. That means that the solutions lie within the organizational structure.I have been asked to coach several workplace bullies because someone, usually their boss, wanted them to change. The problem with this sort of coaching is that the person themselves doesn’t want to change. The coaching is seen as a punishment rather than as a reward and a path to greater leadership.The reality is that the leadership team is responsible. Bullying cannot happen without approval (example: “oh that’s just how so-and-so is!”). It’s up to you to create an environment that is safe and healthy for the entire team—the Smart State. The biggest problem with bullies is usually that someone higher up likes them – I’m sure you’ve heard it: “oh, so-and-so is great at a party!” - or some other nonsense.The first step is to confront the bully. Use my formal feedback steps to outline the specific behaviors that must change. Agree on objective performance measurements. Make sure that the bully transfers their feeling of threat from their target to the organization. Give them specific ways to manipulate and control their own outcomes—turn their skills into assets if possible. If not possible, they have to go. If you are serious about creating the culture of your dreams, you have to be willing to hire and fire based on your values.I have found that what works best, culturally, is to focus on creating structures that reward “Smart State” behaviors and discourage/punish bullying behaviors. This starts with ensuring the confidentiality of anyone reporting bullying behavior and ensuring that there are no reprisals.Organizational structures which put the focus on problem solving and which create clear and fair performance markers work to reduce bullying. Some examples include: • reward ideas and innovations• reward people for bringing safety or other problems to leaders’ attention• use structures, like Kanban boards, which isolate bottlenecks as work flow issues only, and therefore reduce finger-pointing and blame• implement an intranet system where team members can give each other high fives and recognize contribution• make sure any performance measuring systems you are using are fair and objective, and reward what you are actually interested in achieving (for example, one client was rewarding employees for quantity but not measuring quality, and our assessment found that their “high performers” were actually the ones creating problems).Remember, stopping bullying begins with you. To what are you really committed?Show Notes:Workplace violence PDF from Dr. Judy Blando: ResearchWorkplace Bullying Institute: https://workplacebullying.orgSTI Feedback Frame infographic See acast.com/privacy for privacy and opt-out information.
13 minutes | 3 months ago
How to Lead and Empower Your Team Through a Crisis
How to Lead and Empower Your Team Through a CrisisOur ability to navigate change is directly correlated to the meaning that we make about what happens to us.The power that we have is in choice. What meaning would you like to make?According to Harvard Business Review’s Management Tip Of The Day: A leader sets the emotional tone and the example both in good times and, perhaps more importantly, in bad.I agree.As a leader, how do you help your team deal with and move through a time of crisis? Before we go any further, let’s reframe the word crisis to change. That one step will help de-escalate the negative power of the word “crisis”.Here are five tips to help people navigate change scenarios:1. Be Present. Let people express their emotions – make it safe for them to say what’s really going on for them. Their voice matters.2. Be Connected. State that you’re here for them, you’re in this together, you’ll move through it together, everyone belongs together.3. Explain Meaning Making. Once everyone understands the stories they make about their experiences, they can choose new ones.4. Choose A Positive Future. Talk about how everyone would like to feel once the grieving is over, the pain is lessened.5. Forge A Path Together. Then we’ll know how to get where we want to go.Our ability to navigate change is directly correlated to the meaning that we make about what happens to us. And the way that we make meaning is based on the stories that we tell ourselves about what happens to us. Now the meaning that we make will determine whether our experience is positive or negative, empowering or devastating.Example: Lots of things are changing, lots of short notice client requests and deadlines.Meaning making option #1: OMG! This is so stressful! I am emotionally exhausted by this, it’s all too much!Result of this meaning: missed deadlines, incomplete work, stress for self and those that have to deal with the missed deadlines or incomplete or low quality work, no fun for anyone and certainly no ease-grace-joy.Alternatively, Meaning making option #2: Yippee! Change means movement and growth and a chance to really shine and pace myself. I will show up fully to serve our awesome tribe. How great that I get to tap my awesome brain to become even more clear, find even more solutions as I focus on the outcomes I want to create.Result of this meaning: empowerment, choice of how to respond vs compulsively react, ease-grace-joy, support of self and others, shine my light, honor our company values, choose my reality.Whatever is happening outside or inside of us is still going to happen. The power that we have is in choice. What meaning would you like to make?Making “Good” MeaningWhat helps us to make positive and empowering meaning?In addition to our internal choice, external tools can come in handy. Check out the Four Factors of Sustainable SmartTribes.Let’s dive into each of the factors.BehaviorOur behavior depends primarily on beliefs and our sense of safety, belonging, and mattering plays a big part too. Behavior is also affected by whether we’re in our Critter State or our Smart State and governed by our beliefs, identity, resources and all of the other goodies on our Map of the world. It’s important to note the nature of behavior. More and more, we’re realizing that behavior is quite predictable. We need to constantly distinguish what is driving our behavior out of alignment and how to shift back into alignment.Leadership EffectivenessDesire is the first step towards leadership effectiveness. That fantastic intangible drive and passion for excellence, for being all that you can be is what makes a remarkable leader.There are five factors, that I call SmartTribe Accelerators, which will help you assess your leadership effectiveness when you interact with others. These help you channel your drive and passion toward results: 1. Focus: The single most important practice in ensuring you are leading effectively is focus.2. Clarity: Being truly clear means we need to take the time to discover what we need, to articulate it clearly, and to be sure the other party understood our communication.3. Accountability: Accountability starts at the top, and this is where many companies struggle.4. Influence: Real influence is about empowering others.5. Sustainable Results: Sustainability is about creating win-win agreements with ourselves and others. Organizational EffectivenessFirst of all, if an organization is to be truly effective, it must at heart be a learning organization, a term that was coined by Peter Senge. A learning organization is a company that facilitates the ongoing education and development of its members and continuously transforms itself.A learning organization has five main features:1. Systems thinking: An understanding that all parts affect the whole and changes in any one part will likewise affect the whole. The best way to solve problems is to understand each problem in relation to the overall ecosystem and whole of the company.2. Personal mastery: The commitment by the individuals at the company to the process of ongoing learning and development.3. Mental models: Willingness to challenge internal theories, norms, behaviors, and values.4. Shared vision: A shared vision motivates the team to learn, as it creates a common identity that creates focus and energy for learning. The most successful visions build on the individual visions of the team members overall.5. Team learning: Teams that share their learning processes openly see the problem-solving capacity of the organization improve greatly. Open, communicative cultures will help ongoing dialogue and discussion grow faster.A SmartTribe can exist only in a flexible culture where learning and communication are consistent.Mission, Vision and ValuesToo often we walk into a company and find wordy mission statements moldering on the wall.When the mission, vision and values are stale, or not aligned, or not communicated in an enticing way, it not only does not activate the reward network, it activates the pain network. People feel a lack of belonging, they feel low social status in comparison with others who work for organizations that are alive and aligned, they may feel betrayed if there is a conflict between what they signed up for and what is happening or between a stated value and reality.Flat or misaligned mission, vision and values don’t just fail to inspire. They hurt. This becomes extremely apparent when there is a crisis. If the individuals aren’t compelled and vested in the mission of the company, when a crisis occurs, they won’t feel compelled to push through.It’s essential that our team lives our company’s mission, vision, and values, which means leadership must model them and reinforce them constantly. If the behaviors of an organization’s leaders are not aligned with its values, you’ll often first see anger and resentment, and then apathy in team members.We find some people may not be able to become profoundly aligned with other people, but they can and will become profoundly aligned with a potent mission, vision, and values.Crises aren’t always inevitable. Leaders must empower our teams to push through each crisis and this empowerment is based on trust. If the team trusts you as their leader, have been provided the tools, and they trust themselves to push through, the crisis that may not have been avoidable won’t be crippling.How are you empowering your team to move through times of crisis?Show Notes:1. Harvard Business Review: Help Your Team Through Times of Crisis: https://hbr.org/tip/2016/09/help-your-team-through-times-of-crisis2. Power Your Tribe graphic – How Humans Experience the World and Make Meaning3. SmartTribes graphic: Four Factors of Sustainable SmartTribes4. SmartTribes graphic: The Five SmartTribe Accelerators5. Peter Senge, Learning Organization Wikipedia: https://en.wikipedia.org/wiki/Peter_Senge6. Take our SmartTribes Leadership Assessment See acast.com/privacy for privacy and opt-out information.
9 minutes | 3 months ago
Resistance is Necessary for Optimal Organizations
Resistance is Necessary for Optimal OrganizationsYou may be familiar with the Chinese finger trap. It’s a toy that traps the victim’s fingers (often the index fingers) in both ends of a small cylinder woven from bamboo. The initial reaction of the victim is to pull their fingers outward, but this only tightens the trap.Resisting our experience has the same effect. We resist things, situations and people we perceive as hurtful, painful, or threatening to our safety, belonging, or mattering. Without these three key emotional experiences, we can’t shift to our Smart State and we can’t navigate our constantly changing landscape to reach self-actualization. Also, we are wired to resist what we believe will create a worse feeling for us.Resistance is the First Step Towards ChangeThe origin and etymology of resist (Late Middle English) is from the Latin resistere: re- (expressing opposition) + sistere (to stand). Aha! So resistance really means to stand in opposition. What are you taking a stand against?Let’s also take a look at the word reject, which is what we’re doing when we are resisting our Present State. The origin and etymology of reject (Late Middle English) is from the Latin verb rejacere: re- (meaning back) + jacere (to throw). Reject means to throw back or throw against. This stance isn’t just in opposition, it is opposing by attack. Yikes, this is even worse than resisting.Resistance isn’t necessarily bad. It’s often simply the first step of navigating change. The goal is to move forward rather than get stuck resisting. Resistance shows that someone is engaged to a degree, which is much better than being disengaged. Don’t be surprised if resistance turns to mockery, as some people express their upset that way. As leaders, it’s essential to move your team through this stage by asking what they are resisting.To help them identify what’s being resisted, ask them to contemplate what’s:Annoying about the particular change or initiativeDumb about the particular change or initiativeUnreasonable about the particular change or initiativeThen we address what we can, with the agreement that they’ll try the new initiative or plan. Ultimately, they’ll find some aspect of it to be useful. Over time this process will become habitual and eventually a new standard is established. Voilà! Enjoy the afterglow, until the next change comes along.Embrace Change and Gain EnergyThe trouble with resistance is that it takes a tremendous amount of energy in the form of pushing back and rejecting. When we direct energy toward what we don’t want, it actually helps draw it toward us. For example, the more you try to pull your fingers out of the Chinese finger trap, the tighter it becomes.You’ve likely heard the expression “what we resist persists.” Look at what you’ve resisted. Did they stick around in your life longer than you would’ve liked?Resistance merely stabilizes your Present State. Whatever we focus on, we fuel. When we resist the emotion, we make it stronger.Let’s consider the resistance vs consent path...Once we consent to resistance, we are ready to transform resistance.Show Notes:1. Image of Resistance vs Consent path2. Infographic: Safety, Belonging, Mattering3. SmartTribes graphic – Critter State, Smart State See acast.com/privacy for privacy and opt-out information.
8 minutes | 3 months ago
Why Your Team Doesn't Care
Why Your Team Doesn’t Care: The 4 Ways You’re Crushing Your Culture Are your team members highly accountable? Do they have a “Thank God It’s Monday” attitude? Do they take tons of initiative? If not, you’ve likely got Crushed Culture. It’s a disease. And it’s going to become an epidemic if we don’t do something about it. Evidence: three companies I used to love now have Crushed Culture: Lenscrafters, Hilton hotels, and even at times (gasp) JetBlue. It’s spreading. According to the recent Gallup poll on employee engagement: “Seventy-one percent of American workers are ‘not engaged’ or ‘actively disengaged’ in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive. This trend remained relatively stable throughout 2011.” What? This trend has remained relatively stable. Wow. Does this concern you? A lot? And don’t think Crushed Culture symptoms are in the rank and file alone. “Our team is full of order takers.” “Why do we have so little accountability around here?” “We’re going through a lot of change. Why don’t our people embrace it?” These are but a few of the most common complaints and concerns I often hear from the C Suite. And I’ve been listening for a long time—almost 30 years. Employee disengagement, or Crushed Culture, has spread to the C Suite too. Four Steps to Cure Crushed Culture: Step 1: Emotional Equity is greater than Financial Equity. We all know what financial equity is—money—stock, comp packages, golden handcuffs. All the things we think will make people loyal to a company and keep them engaged. But this no longer works, as Gallup proves, and especially with Millennials. Nope, they, like the rest of us, want to feel like we’re part of something bigger, like we’re on a glorious mission, like our work matters, like we’ll leave the world just a little better than we found it, and we want to achieve that (in part) during our work hours. Here’s the formula: Put energy into someone by explaining why your company is doing what it is doing, what your mission, vision, and values really mean, mentor them, talk challenges out with them, pay attention to them and you’ll start to build emotional equity. That equity will now give you access to their heart, mind, Rolodex, idle thought cycles. Now they’re thinking about how to help the company innovate better, solve a specific problem, etc. as they shower and commute and whatever. That access to a person’s additional resources will enable you to influence outcomes more effectively. Now you have a shared cause, you’re on the same team, you’re safe and you belong together. It’s emotional. Step 2: Stop The Whining. The C suite, management, staff, everyone needs to get off what I call the Tension Triangle. This is where people bounce from victim to rescuer to persecutor. Stephen Karpman, MD, first created this as the Dreaded Drama Triangle or DDT. The DDT is comprised of three roles: Victim (the role where someone is “doing” something to them), Rescuer (who tries to remove the Victim’s suffering, often without being asked), and Persecutor (which the Victim blames for their suffering, yet the Persecutor is often feeling victimized too). David Emerald has extended this triangle, and I have extended it further. The net-net is Victims are complaining because they want something—so we help them shift to be an Outcome Creator. The Rescuer is just trying to end the suffering, so we help them become an Insight Creator by asking the right questions so the Victim can get what they need by themselves. The Persecutor is usually frustrated by trying to make things happen, so we help them become an Action Creator. Once everyone is trained in shifting their most prevalent role to a healthy alternative, the whining ends. Now that’s empowerment. Victim becomes Outcome Creator Rescuer becomes Insight Creator Persecutor becomes Action Creator Step 3: Invest ONLY for ROI. Training your team is expensive. So only do what matters. Every person in your company needs to be trained in Problem to Outcome (to stop the Whining), Leadership Effectiveness (so they become leaders in their own right), Influencing Outcomes and Others, Accountability, Communication, and Execution. All these be neuroscience-based to get far more bang for your buck. This training will cost you about $750-1,000 per person. If your people aren’t worth that amount, then embrace Crushed Culture. Because that’s the risk we’re talking about. Step 4: Career Path—or Exit Strategy. Dave Peacock, President of Anheuser-Busch recently shared their refreshing approach to team member reviews. Each team member knows exactly where they stand based on the number plus letter they receive through their on-going review process. If you’re a 4A, you are such a corporate asset that your boss is obligated to promote you in a year. 4Bs must be promoted within 2 years. 3As need to be tested in a different role before they’re moved up. 3B means you’re in the right job at the right time. 2s are new in a position—it’s too early to judge. 1As are put on a recovery plan, 1Bs need to exit the company. We recommend to our clients that a team member should know their next 2 potential promotions, and what exactly they need to do to earn them. Are they loyal and engaged? Oh yes. So the harsh reality is that we, the leaders, created Crushed Culture. Now we need to fix it. Here is what I’ll do to help: Number 1) I’ll lay out the neuroscience processes you need to do to help cure your Crushed Culture in record time. Keep listening to this podcast so you don’t miss any. Number 2) I’ll give a 30-minute strategy session (gratis, of course) to 3 of you. We’ll work on curing your Crushed Culture. Go to my website, www.smarttribesinstitute.com to request a session. Together we'll cure Crushed Culture... one company at a time. Show Notes DDT (Dreaded Drama Triangle): http://www.karpmandramatriangle.com/pdf/thenewdramatriangles.pdf Tension to Empowerment chart SmartTribes Institute Strategy Session Request Form: https://smarttribesinstitute.com/strategy-session/ See acast.com/privacy for privacy and opt-out information.
8 minutes | 3 months ago
I Stalked Steve Jobs
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10 minutes | 4 months ago
Why Change Initiatives Fail and How to Fix Them
Why do so many change initiatives fail? In my coaching practice, I constantly help clients navigate change. And to navigate change successfully, we need to understand all the levels in which changes occur in humans. Otherwise, your change efforts will either fail, or be superficial—and you’ll miss the awesome transformative experience you were aiming for. The 6 Levels Where Change Happens In Humans Let’s start by exploring the different levels where change happens and how you can maximize your change success and agility. This will help you understand what’s really at stake in change scenarios, and why you may not be getting change as fast as you’d like. The first outside level is Environment; the physical space, the emotional environment. Environment changes can be permanent: you can change offices, move offices or temporary chnages: you can take a walk, change rooms, turn the lights on or off. Have you ever experienced a big change: new home, new office, new organization chart…but it didn’t change anything? For many years, one of my friends kept moving. He’d wake up in a new city, with a new job and yet everything would still be the same, because he didn’t change himself, how he was being in life. In my leadership and culture coaching work, I often am brought in after re-organizations that didn’t fundamentally change anything… because the organization only changed at one level. Environment is the easiest level of change—that’s why it’s so tempting--but it doesn’t complete the story. If you are not conscious of the other levels, environmental change is not going to give you the organization or the team of your dreams. The next level is Behavior – maybe as a New Year’s resolution you decide to go to the gym. How long does that last? Maybe you stop eating dessert for a few weeks. That’s a behavior change. Then… a few weeks later, that tiramisu or cheesecake looks really good…. And there you go. Let’s say you want meetings to be run differently, or workflow to happen differently, and you make a big push, and send out a bunch of emails…and people temporarily adopt a new approach. Within a short time, though, they start slipping back to the old way of doing things because it’s safer, more familiar, that way. So we need to go deeper into the levels of change. The next level is Capability – groups of behaviors. Standing is one behavior, speaking is one behavior, standing and speaking in front of a room full of people is public speaking, which is a capability. We often train our team to acquire new capabilities, but without attention to the next two levels, these changes don’t stick, or they don’t help us to change the culture, the way we are being together. We must go deeper still. The next level is Belief – Rules, rights and wrongs, shoulds and shouldn’ts, goods and bads, cans and can’ts about the world or other people. For an organization, this means our standards, the things we hold as normal. Is it normal in your company to gossip, to complain, to engage in any kind of negativity? When we believe that our safety depends on connecting with people in these kinds of negative ways, then no matter how many communication classes we go to, no matter how many different org charts or desk configurations we try out, ultimately we’re still going to spiral into negativity. Which leads us to… The next level, which is Identity – For a person these are just like beliefs—except they are about oneself. “I AM _blank_” (a good person, hard-working….). For an organization, these are the values that really exist…which may or may not be the values posted on the wall. And finally, we reach the Core -- This is the nucleus of change. The heart and soul level of what you exist to accomplish, your purpose, it stems from your mission and your values but it’s really about how people engage together on that mission. How To Succeed At Organizational Change One of our clients had struggled with accountability in their culture. With a little digging, it became clear their past initiatives in this area had been incomplete—they hadn’t touched all six levels. Here’s what we did that worked. At the Core level: First we coached the CEO to communicate how accountability was key to help the organization fulfill its massive transformative purpose. Beliefs: He talked about how this is who we are here, together we are making a huge positive difference in the world. Identity: And each individual was key to fulfill this awesome purpose. We needed everyone to be a part of this, because each person contributed something unique and essential. Behavior: So we’ll be using some new structures to clarify, track and report on our work status to boost clarity of communication and to ensure all dependencies and contingencies were clear. Capability: We’d also have accountability partners to support, navigate and celebrate our wins with in this cool initiative. Along with the tools and short check-in meetings, we’d make it happen. Everyone was trained in the new approaches. Environment: We posted fun thematic tracking charts (racing to the finish line with a number of pit stops for check ins and laps completed for each milestone) around the various office locations so all could have visual, kinesthetic, auditory anchors. The result? Accountability is now considered, fun, collaborative and key to fulfilling the organization’s awesome purpose! The Net-Net: Change happens on 6 levels—be sure to tap all of them to ensure change initiatives succeed! Beliefs about the world around us, and beliefs about ourselves (our identity) must be boosted or expanded to support change. Any change initiative must have a powerful positive emotional component to engage others in lasting behavioral change.Show Notes/Resources:The Logical Levels of Change - download the infographicTake our free Emotional Resilience Mini-Course See acast.com/privacy for privacy and opt-out information.
26 minutes | 4 months ago
Best of 2020
In this best of 2020 episode, we have compiled the key excerpts from our top 5 most downloaded episodes in 2020:1 - Become a More Emotionally Intelligent Leader in 3 Simple Steps2 - What Being Excluded Does to Your Brain3 - 12 Stress Busters Happy Health People Know4 - Reframing: A Tool That Will Empower Your Team Every Day5 - Guarantee Work-Life Balance With These 3 Daily Actions Resources mentioned:VAK AnchoringEnergetic WeightBeyond Your Brain - ROI of MindfulnessReframingDistorted Thinking DecoderNeuro StorytellingWhat Being Excluded Does to Your BrainBradberry on Emotional IntelligenceThe Emotion Wheel See acast.com/privacy for privacy and opt-out information.
21 minutes | 5 months ago
Special Episode: Inside Leadership with Guest Christine Crandell
Christine Crandell, President of New Business Strategies, is our special guest for this insightful episode of the Crack the Behavior Code podcast where we discuss the importance of finding opportunity in times of crisis and much more. Christine is an award-winning expert in customer experience optimization and B2B marketing strategy who has helped over 100 companies across the globe generate an average of 40-50% increase in revenue and ROI. Connect with Christine and New Business Strategies here:Twitter: @chriscrandellhttp://newbizs.com/SmartTribesInstitute:https://smarttribesinstitute.com/ See acast.com/privacy for privacy and opt-out information.
11 minutes | 5 months ago
How to Stop Workplace Bullies in Their Tracks
How to Stop Workplace Bullies in Their TracksThe VP of Finance constantly interrupts and actively prevents others from speaking in meetings. He scoffs when they share ideas or make suggestions.A Managing Director at a financial services firm publicly trashes another Director’s new strategy, tearing it apart, without having the domain expertise to truly understand what she is saying.The lead software engineer makes snide remarks about the product development process during team meetings. He publicly denounces the marketing team too.What do these three have in common? They’re bullies.Bullies are scary, shocking, embarrassing and far too often tolerated in the workplace. Why? Because we don’t want to have to deal with them, we don’t want the attack, the conflict, the discomfort. So we either pretend they aren’t wreaking havoc, or we grit our teeth and tolerate them.It’s time to stop.How We Let Bullies Thrive"Paul," the COO of a consumer-packaged goods company manages the VP of Finance bully I mentioned earlier. During coaching, Paul realized how he tolerates, and even allows, this unacceptable behavior.Here’s how Paul is enabling the bully:He lets inappropriate conduct occur in meetings – when Paul could stop the bully from constantly interrupting and preventing others from speaking. Paul must clarify what appropriate meeting etiquette specifically is, and ensure it is honored.He acts as a go-between when the bully refuses to interact with people he thinks are “stupid”– when Paul could make it clear to both parties that they need to work things out together.He holds his anger in and compromises his integrity – when Paul could just deal with this issue directly, modeling leadership for his team and showing them a safe, respectful, collaborative work environment is required at the company.He lets others vent to him about the bully — instead of creating an opportunity to let disgruntled parties communicate their grievances directly and interface with HR.We all avoid uncomfortable human relations issues sometimes… but what is the cost? Exorbitant--as we daily give our power away, compromise our integrity, and inadvertently teach our team that bullying is acceptable.The Surprising Truth About What Bullies WantI have talked before about how we all crave safety, belonging and mattering. Often one of these is exactly what the bully wants – he or she is just trying to get it in an ineffective and inappropriate way. Take a guess at what each of the following bullies wants:Person X puts others down, makes them feel small, condescends… because inside they don’t feel they …what?Person Y spreads fear, rumors, negative gossip… because inside they don’t feel …what?Person Z talks about inequality, unfairness, how others get special treatment because inside they feel they don’t …what?The answers are mattering, safety, and belonging. Once you uncover what a bully wants, you can start to give it to them, to begin reducing what Seth Godin calls the tantrum cycle. We can also then help shift the bully from tension to empowerment. More on this in a minute.The Three-Step Bully Rehab PlanThere are three steps to stop bullying:1. Identify how you are enabling it, like Paul, the COO in our example earlier.2. End the enabling systemThe bully is generally playing the persecutor role, which creates the need for a rescuer to protect the victim. Then the train has left the proverbial station and we’re zooming ahead on a ride to a place we don’t want to go. We want to shift from Problem-Focused to Outcome-Focused.We want to quickly interrupt the pattern of persecutor-victim-rescuer and step out of the system by using an Outcome Frame. Ask the bully:What would you like? (the outcome they desire that they can create and maintain)What will having that do for you? (how they’ll feel and the benefits they’ll get)How will you know when you have it? (proof or criteria that will be present)Where, when, with whom do you want this? (timing, who else, scope)What might of value you have to risk to get this? (is it ok for them to have this outcome?)What are the next steps?Ask the question “What will having that do for you” a few times, as often this is where what they really want is revealed. The Outcome Frame is a potent tool to get a person to focus on the outcome, and not the problem—it helps them get unstuck. Then you can shift to an outcome-focused pattern, where the victim/rescuer/persecutor have shifted to their positive alternative.The Third Step in the Bully Rehab Plan is to:-Set up a new system with healthy boundaries and behaviors (rich with safety, belonging, mattering and shifting from tension to empowerment.)Note that if the bully is above you on the org chart, you’ll need a mentor equal or greater in stature to the bully to do the following.Our clients love our conflict resolution process (bullies or not). Set the stage – explain why you’re meeting and the outcome you want (to form a collaborative turnaround plan)State observable data/behavior – this is where you describe specific behaviors that must change and examples so the bully can “step into” the past scenariosDescribe impact – the damage that these behaviors are doing to others/the company/the bully themselvesCheck problem acknowledgement – do they agree that there is a problem? Do they agree this problem now must end?Co-create a plan – set a time period (of 30 to 60 days) where you’ll meet weekly for 15-30 minutes to track their progress on releasing the challenging. Make the plan very specific in terms of what you need to see and when you’ll know you got the outcome you wanted (use the Outcome Frame tool to help). If the turnaround doesn’t occur, state clearly what the consequences will be (such as losing their job).Check understanding – is everything clear? Anything else we need to cover? Reiterate desire for a positive resolution so the consequences can become irrelevant.Build small agreements – launch the plan and commit to ending the conflict once and for all. Be sure to track it frequently and make sure all concerned see the behavior change too.I’m thrilled to report that the Managing Director and software engineer now play well with colleagues, and the VP of Finance is in the turnaround process with positive momentum.Try this process and let me know how it goes! Show Notes1. Safety, Belonging, Mattering infographic2. Tantrum cycle: Seth’s Blog: https://seths.blog/2013/11/extinguishing-the-tantrum-cycle/ 3. Power Your Tribe graphic: Shifting from Problem-Focused to Outcome-Focused4. Outcome Frame infographic See acast.com/privacy for privacy and opt-out information.
11 minutes | 6 months ago
Sink or Swim: A New Leader's Guide to the First 90 Days
There are about 350 new CEOs at the world’s largest public companies right now, with 102 new CEOs in North America alone.What do new or incoming CEOs need to know? Three key things.1- Secure Acceptance From The Team OverallSuccessful CEOs frequently take the pulse of their culture. When you’re just starting out, it’s crucial to establish a baseline in order to:Gain insights into how to grow the company in a healthy, optimal way supporting core company objectivesImprove and expand a unified company culture—and discover any silos or warring factionsEffectively motivate team members—what truly motivates them may surprise youIdentify the next generation of leaders—and determine who is your best investmentWhen we’re brought in to help a current or new CEO take the pulse of their culture, we’ll look at the company’s org chart. We’ll pick a sampling of 5% of the employee base or 15-20 people (whichever # is smaller) to interview across different departments, roles (up and down the org chart) and tenures with the company.We’ll then ask them a series of questions including:What is it like to work here now?What frustrates you the most?What motivates you the most?How do you feel about your role and responsibilities?If you could wave a magic wand and have the culture be any way you want, what would that be like?How would you describe the executive team’s leadership style?Be sure to add a number of additional questions based on what you learn from the above. When we do a Cultural Assessment, we gain tremendously valuable info that helps us:1- Reduce CEO direct reports by up to 50%2- Increase CEO and key executive strategic/high value time by 5-15 hours per week3- Increase annual profit per employee by up to 40%4- Increase gross revenue by up to 60%5- Shorten the sales cycle by up to 50%6- Increase accountability and team performance by up to 35%Whether you do it yourself or get outside help, be sure to keep your eye on this information. Simply interviewing the team won’t move the needle. Interviewing, assessing, creating and executing a plan, and generating results is key to turn the tide to your favor.One of the top new CEO team mistakes includes:Avoiding the “regular people” and only spending time with the exec team and Board. This makes them feel they aren’t safe and you don’t care. How to remedy this:1. Institute Town Hall meetings, where a brief company update is provided, a vision for the year and quarter is reinforced, team members are celebrated, and a 20-minute educational session is provided. Then, end with a Q&A session where anonymous questions may be submitted in advance… no topic is off limits. A culture of candor with kindness is key. Use social technologies to create increased communication and collaboration too.2. Remember your team needs to feel safety, belonging, mattering… continually foster this.The other top CEO team mistake is:Not having a key team member assess and enroll outside help in performing a complete Cultural Assessment and then following it with a People Plan to optimize your culture.The 2nd Key Thing a new CEO Needs to do is:-Secure Acceptance from the Executive Team (will they follow you?)Next, a new CEO (or existing leader wanting to optimize their impact) needs to gain acceptance from their executive team.How: Inquiry vs Advocacy.Ask tons of questions—focus on 5 inquiries (questions) per each tendency to advocate (give orders). You must show the executive team from the start that you don’t support a culture of order takers. You support a culture of leadership, and you create them and grow them via inquiry. Ask your executive team members individually (or get outside help if you think you’ll get more pure answers) the following questions:What frustrates you the most? Have you tried to change this? If so, what happened?What motivates you the most? What motivates your team the most?If you could wave a magic wand and have the culture be any way you want, what would that be like?What is the company’s vision? Do you feel aligned with it? Do you think the entire exec team is aligned with it and executing toward it?What are our top 3 business priorities? What should they be?Then, lay out or enhance the People Plan I mentioned above. You will win the hearts and minds of your team post haste. To summarize the People Plan, you’ll need:Individual Development PlansLeadership Development ProgramsLean TrainingAccountability Structures and Rewards/ConsequencesTop new CEO exec team mistakes include:Not getting everyone aligned and focused on the fresh new priorities asapNot setting up communication and accountability structures immediatelyNot focusing on culture immediatelyThe Third Key Thing a New CEO Needs to do is-Secure Acceptance from the BoardHow: In my Boardroom Ninja blog, I outline exactly how to manage your Board of Directors to avoid a rip tide.Here are some tips: Provide a format for Board reporting. You need to make your brand equal results immediately. Provide a 90-day plan with tangible deliverables, and monitor and communicate your progress every 2 weeks. Find out who the tribal leader of the Board is and establish deep rapport---and run all potentially challenging situations past them way in advance.Top new CEO board mistakes:Not meeting with each board member one-on-one to find out what their biases are, their past challenges with the prior CEO, their past challenges with one another, their top issues with the current company performanceNot communicating to the entire board in a structured manner every 2 weeks for the first 90 days. This is the make it or break it time. Overcommunicate so the Board sees you’re on top of things. Highlight concerns so they don’t feel blindsided later.Being a new CEO, or even a CEO in a growing company can be super stressful at times. Pressure is reduced considerably when a CEO gets clear on his/her areas of strength and improvement. Every CEO must assess their degree of Focus, Directness, Accountability, Influence, Sustainability. To do so, take 5 minutes by taking the SmartTribes Leadership Assessment. Your confidential results will be emailed to you immediately.Are you a new leader? What are your top priorities? SHOW NOTES1. STI’s Culture Quick Win (see our website and link to it) or reach out to us for a Cultural Assessment2. Safety, Belonging, Mattering infographic3. IDP sample from STP 4.04. #1 CEO Mistake Blog with People Plan: https://www.forbes.com/sites/christinecomaford/2012/05/08/the-1-ceo-mistake-that-will-kill-your-company/#3d7dcefa18f55. Boardroom Ninja Blog: https://www.forbes.com/sites/christinecomaford/2012/06/04/leo-apotheker-jack-griffin-michael-woodford-beware-the-boardroom-ninja-and-prevent-being-blindsided/#6f409065c4226. Leadership Assessment: http://app.keysurvey.com/f/402861/2c73/ See acast.com/privacy for privacy and opt-out information.
8 minutes | 6 months ago
The Power Primer
In my experience, leaders either use power well or they don’t. Thankfully, I’ve met more that fall into the “use power well” category. Here are four powerful leaders and the lessons they taught me. I hope their wisdom will touch you too.Andy Grove: Be GraciousAndy Grove always tried to feed me. He was that kind of man, making sure others were comfortable. He was the most gracious billionaire of the dozen or so I’ve met, and the one I’ve most wanted to emulate. When I first pitched him to invest in my venture capital fund he told me my presentation was “lucid.” That to me was a huge compliment. Later, when he introduced me to his wife, he said “this is the woman that is managing our money”—which was too generous as I managed an infinitesimal amount of his staggering net worth.The more wealth and power he acquired, the more gracious, considerate, kind he was to me. He always met me “where I was” intellectually and asked questions that were simple, straightforward and effective. His assistant always worked with my calendar to find a mutually appropriate meeting time so I felt respected and like we were equals. That equality was a remarkable and rare experience.Bill Gates: Be CertainIt was 1985 and Windows was being trashed in the press. It had recently been launched and was full of bugs, was a commercial disaster, and was nearly unanimously ridiculed. Bill was unfazed. He said Windows was going to be the world standard, it was just a matter of time. We just had to keep plugging away at it, people would come to embrace it, they just didn’t “get it” quite yet.Society often implies that we need to succeed to then be confident. But Bill taught me the exact opposite: you start with certainty, with confidence and then the proof shows up. It took until 1990 for Windows to become the desktop standard. Bill kept believing and moving through all the criticism for five years. Why? Because Windows was going to be the world standard. It was just a matter of time. He was certain of it.Larry Ellison: Be BoldBack in the day before Oracle was the market leader, their competitor Sybase regularly ate Oracle’s proverbial lunch. Head to head on sales calls Sybase was technically superior… and yet Larry told the world he’d eat their lunch. As his team marketed and sold with bold claims of superiority Oracle got lucky: Sybase had some problems, their stock price crashed, and things started to fall apart. Larry seized the day and put Oracle on top. When one of my startups needed Oracle licenses and we couldn’t afford them I decided to be bold with him. I offered Larry stock options in my company in exchange for Oracle software. He told me I had guts to try that. I said I learned the behavior by observing him. He laughed, signed the stock document, and had his people give me six-digits worth of software. And he never even executed the stock options.Stephen Hawking: Be WarmI met Stephen at a White House lecture he was giving. This excerpt from my book Rules for Renegades says it all:“Hi,” I say crouching before the seated man. He’s alone, slumped over the little desk attached to his wheelchair. “Your speech was terrific,” I tell him. “You make physics so . . . accessible. Thanks.” He smiles and shifts a little, preparing to type a reply into his speech synthesizer. Aware of the effort I say, “You needn’t respond.”He looked up at me, into me, with deep dark eyes—no black holes here. His eyes embraced me in a down-duvet hug. And there it was: connection. I could feel his anguish, his giant, potent mind trapped in a tiny, twisted body. And right then my insecurity evaporates: I no longer care that I’m not a player, that I’ll probably never be all that important. Because my quest for success had been about being seen, about banishing the perpetual feeling of invisibility and inconsequence, about making sure I mattered. And right then, I did. I felt seen all the way through.And I realized that this...this is a moment that I’ll remember, this very real, better-than-a-handshake moment: the touchless shake, the soulshake, of Professor Stephen Hawking.Be Gracious. Be Certain. Be Bold. Be Warm.Great leaders choose to lead, and they work hard to be the person that others choose to follow. They provide a vision for the future and a mission that their team believes in. They cultivate the desire to improve. Are you cultivating that intangible drive and passion for excellence, for being all that you can be? How can you cultivate the traits discussed above, not only for you but for your team members?Show Notes:Energetic Weight and Say What You Mean infographics5 Ways Great Leaders Make Work Meaningful: https://www.forbes.com/sites/christinecomaford/2016/04/30/5-ways-great-leaders-make-work-meaningful-for-employees/#41bc52275742Link to RFR: https://www.amazon.com/Rules-Renegades-Money-Career-Individuality/dp/0071489754 See acast.com/privacy for privacy and opt-out information.
9 minutes | 7 months ago
Brain-Based Proof That You're More Effective Working at Home
Over the past 5 years we’ve been tracking how our clients, executives in senior leadership, sales, marketing, finance, operations, improve performance in three key areas by working from home .5 to 2 days per week.The results are surprising.1-Make Better Decisions—Faster40 = the number of hours per week that companies expect people to be strong decision-makers3-5 = the actual number of peak decision-making hours that people reportYou make better decisions when you have a chance to reflect on all aspects of what needs to be considered—and not when you have the proverbial gun to your head. As we know from meta programs (see the Show Notes for more on this topic, they are essentially the lens through which a person experiences the world), if you’re on the reflective end of the Active (take fast action)-Reflective (consider, ponder, analyze THEN decide) continuum, this is even more crucial. When you are insulated from interruptions and can control your environment you make better decisions, because your brain experiences less stress.Speaking of stress, let’s consider the massive amount of uncertainty that exists in today’s workplace. Thanks to Harvard Medical School research we now know that 75% of people in uncertain scenarios will make decisions based on fearful assumptions—they are expecting something bad to happen. The result is decisions that are risk-mitigation and pain avoiding, with little or no strategic vision in mind. Vision isn’t possible because fear shuts down the prefrontal cortex, so we have no access to our innovative, problem solving, planning parts of our brain.Client result:● 300% increase in hours of peak decision-making time each week- based on training their brain in managing their emotional state.2-Design Better Strategies and Solutions--Faster10% share of people who do their best thinking at work39% share of people who do their best thinking at homeIn the relentless pursuit to be strategic, extract and demonstrate value, and provide optimal solutions all the time, the workplace is a continuous pressure cooker. This means the brain is often in fear and disaster prevention instead of in analysis and designing the outcomes we want. What happens on our best day? How did Einstein form strategies and solutions? When asked how he created his theory of relativity he said first he felt it, then he saw it, then he could articulate it. He let his mind wander, have visions, form connections, then he formulated the visions into something he could tangibly communicate.Einstein also said “Imagination is everything. It is the preview of coming attractions.” We need to engage the emotional brain by seeing, hearing, feeling ourselves standing in the future when the strategy is being executed. How is it going? How are people feeling? Are they embracing it? What’s working? What’s not? Now take this learning and ask yourself what you need to adjust right now, before you lock in and launch the strategy.As leaders the more we balance the logical (prefrontal cortex) planning part of the brain with the emotional (mammalian) area of the brain the more effective our strategies will be.Client result:● 200-400% increase in the quality of strategies - by giving their brains space to feel into the future before a strategy is deployed.● 73-97% increase in ability to influence outcomes/others – due to more time to thoughtfully craft communications.3-Increase Focus and Have More New IdeasEver had the feeling that something isn’t quite right, but you can’t quite put your finger on it? That’s the intuitive part of our brain, the insula, at work. This is why we often have great ideas when on vacation, or when shooting hoops or hiking in nature. Our brain is wandering, forming connections, resolving incongruencies, testing out theories. Working from home enables more vision time. Many of our most successful clients allocate one half to one full day per week (Fridays are best) for Vision Time. This is where they let their brains wander, and countless new products, strategies, alliances have resulted.Our clients that allow Vision Time or even Vision Retreats (solo time in nature for a weekend) consistently crank out market-leading products, ideas competitors haven’t had, and innovative approaches to leverage assets and efficiencies. Give your brain a break and see the great insights that come from it.Client results:● 300-500% increase in innovation across the company when they first followed this process themselves, then taught their teams.● 20-47% weekly increase in time on high value activities – due to reduced distractions and drama of the workplaceSo working at home makes us faster and better!Harvard Medical School Research: https://hbr.org/2013/09/nice-or-tough-what-engages-empMeta Programs blog https://www.forbes.com/sites/christinecomaford/2013/06/26/how-to-influence-anyone-any-time-anywhere-4-subconscious-secrets/#109a5cb61ec8Make Your Team Smarter Overnight - 5 Brain-based tools: https://www.forbes.com/sites/christinecomaford/2014/01/06/make-your-team-smarter-overnight-5-brain-based-tools-in-pictures-infographics/#4aa8350e460a See acast.com/privacy for privacy and opt-out information.
10 minutes | 7 months ago
Are You Killing Your Career By Avoiding Conflict?
Are You Killing Your Career By Avoiding Conflict?Bob is the CEO of a thriving construction company. The only trouble is he works 75-hour weeks, because he “picks up the pieces” when his key leaders drop the ball. Yet he hasn’t made it clear they need to own their work. Sharon is the SVP Sales at a mid-sized software company. Her salespeople are highly compensated, yet continue to miss their numbers. And their compensation hasn’t been reduced. What do both leaders have in common? They’re avoiding conflict. How Your Brain Handles Conflict Many of us have been socialized or learned as adults that conflict is “bad” and in order to succeed, we should appear optimistic and positive at all times. Yet while this avoidance of conflict leads to superficial harmony, it denies what is really going on, and undermines genuine trust. When conflict occurs, many leaders (like Bob and Sharon) have a tendency to participate in it versus lead through it. It’s comfortable to do this, because our brains are wired to want to belong. Fear of ostracism leads to fear of conflict… but when we avoid conflict, it has a tendency to escalate . The state of conflict or friction in the workplace (or life) is something I call the Critter State. [explain Critter State] We dive into Critter State when we feel threatened. Any time there’s conflict, the animalistic instincts in our limbic and survival systems kick into gear. This undermines communication and teamwork — and fuels aggression. All of this leads to even more issues. Here’s what to do:1. Unpack How Your Culture Creates Conflict, And Address It. Chances are good you’ll find: Recurring low/incomplete communication, leading to mis-matched expectations and misunderstandings in general, so make sure communication is actionable, accurate (have the communication “receiver” echo back what they heard) and complete (ensure dependencies and contingencies are being considered) Infrequent or incomplete feedback, leading to people not knowing if they are on or off track No consequences for dropped accountability, so the pattern repeats. Follow the above links for brain-based tools to help in each scenario. 2. Know Your Conflict Avoidance Strategy. Avoiding conflict comes in three flavors: Passivity—doing nothing and hoping the problem will go away, or waiting for the actions of others to fail, Overly compliant and trying not to rock the harmony boat of the relationship versus trusting that the relationship will be stronger when ideas and opinions are discussed honestly, Overly controlling without including time for discussion and connection. While each of these strategies has a time and a place where they are effective, they will damage results, morale, and sustainability if they aren’t stopped. Through coaching Bob and Sharon came to understand their conflict avoidance pattern. Next, I needed to give them some tools to move through conflict more comfortably… 3. Ask Open-Ended Questions to Design A Shared Outcome.This will enable you and the other person(s) to move from the Critter State and into the prefrontal cortex (woo hoo! Now you’re in your Smart State). To design the better-feeling reality that you all want you’ll use an Outcome Frame. An Outcome Frame helps you create a strong vision of the state you want to be in. Here are the basic questions: What would you like? What will having that do for you? How will you know when you have it? When, where, and with whom would you like it? What of value might you risk or lose? What are your next steps? Use this tool to discover how your team can move forward in conflict. Have them answer these questions in order to assess where they really want to be. The Outcome Frame is a terrific conflict prevention tool as well. 4. To Stir Up Healthy Conflict, Use A Pinata. Consider yourself the “Pinata Maker.” Offer potential solutions as if you were hanging up a Pinata and expecting everyone to take a hit at it. No whacks to the idea, no candy comes out. This mindset may help your team to not get too attached to an idea or solution before others have had their say. And at the same time, it’ll allow you a way to offer ideas for discussion before they are fully formed in your own mind. Work with your coach to make this collaborative solution-forming style feel safe and productive. Recognize that when you are willing to have direct, non-judgmental conversations about topics like low accountability, blaming behavior and boundaries, you are able to create powerful learning opportunities for your team and for yourself. Scan your relationships and identify with whom you are holding resentments, festering worries about some of their behaviors, or withholding some other information out of worry they may not like what you have to say or because you have written them off. Net-Net Learn why your culture has conflict avoidance, and put the tools mentioned above in place to reduce it.Understand your conflict avoidance strategy. With this awareness you can “catch” it, become conscious of it, and choose to use our conflict navigation tools. Use an Outcome Frame to set a plan for the future, and understand where your team wants to be. Use a Pinata when you need to mix it up! How will you overcome workplace conflict by using these tools? Let’s discuss! SHOW NOTESTools to unpack cultural conflict: communication, feedback, accountabilityFeedback Frame infographicOutcome Frame infographic See acast.com/privacy for privacy and opt-out information.
11 minutes | 8 months ago
How to Get More Energy in Three Minutes Day
In this week's podcast episode, Christine shares a mindfulness practice to help you get more energy! Show notes:https://smarttribesinstitute.com/outcome-frame/ See acast.com/privacy for privacy and opt-out information.
9 minutes | 8 months ago
The Art of Showing Up
The Art Of Showing Up: How To Own Your Leadership Role And The Authority It BringsSue, CMO at a Midwest insurance company, receives a litany of excuses from her VP Marketing when deadlines are missed. And he continues to miss them.Dan, VP Sales at a Silicon Valley software company, runs ragged tracking the performance of his sales people and cajoling them into using the CRM. He often donates time from his own assistant to do the sales people’s CRM data entry.Karen, VP Talent at an East coast professional services firm, has frequent challenges with one of the firm’s top consultants. He changes agreements constantly, says he doesn’t remember promises made, and even bullies her and her team.What do all these leaders have in common?They’re not owning their role and the power and authority it brings. They’re not standing in their energetic weight. They're being "inappropriately small" and letting their direct reports become "inappropriately big" by default. Nature abhors a vacuum. If you don't stand in your energetic weight either someone else will, or if you're the leader, anarchy will result.The Art Of Showing Up: Standing In Your Role And Its WeightEnergetic weight is the energy, the power, the authority that comes with a given role. Now the role has it, sure, but does the individual with that role choose to use it? Standing in one’s energetic weight is about standing up for what you believe is right, it’s about doing the right thing, it’s about treating others with respect and also drawing the line when others are not honoring who you are and what your role represents.Too many leaders, in an attempt to “be nice,” to fit in, to be popular miss the opportunity to stand in their energetic weight. Then they wonder why they are mired in low value activities, when their team doesn't perform, when it’s hard to just get things done through other people.Think of energetic weight like a mantle you wear, or even a crown. When you accept the responsibility of a given role, you “take on” or wear an energetic mantle of sorts. You agree to hold yourself to a higher standard than your prior role perhaps, because this new role may convey more authority, carry more responsibility (financial, larger team, etc.). This does require you to ensure your team honors your "weight".A while back one of our junior team members made a mistake. It was a big one, and she didn't have the capacity to clean it up. So her leader had to dive in to fix things at a level she shouldn't have had to work at. This reduced the leader's energetic weight. Next, since the leader's weight had been reduced and she was now doing more Low Value Activities than she should've had to, this impacted her leader. Which is me. So now my energetic weight was reduced because I wasn't getting the support I need. Make sure your direct reports and their direct reports understand energetic weight!What’s Your Weight?Here’s a quick quiz to provide some insight into your energetic weight. Answer Yes or No to each:1. I spend 70% or more of my time on High Value Activities.2. I hold others accountable to their commitments even if they go into victim or persecutor behavior and try to make me “the bad guy.”3. My team knows what is expected of them and they come forth when they drop the ball—rarely do I have to mention it.4. My peers know what to expect in our interactions, what’s OK and what’s not, and where the line is that they shouldn’t cross.5. My supervisor/boss/leader wouldn’t dream of delegating work to me that could be given to someone more junior.6. My team wouldn’t dream of bouncing delegated work back to me, their leader.7. I am known as fair, direct, collaborative and a straight shooter. This is why people trust me—I don’t play games, I give others credit when due, and continuously elevate and cultivate others.8. I see my role as a privilege and not an entitlement. I am here to serve my company’s mission, fulfill its vision, and honor its values, and make a positive contribution to its clients, partners, and team.9. I complete the work I am able to complete that is appropriate for my role and the amount of time I dedicate to work. I don’t self-sacrifice and work excessive hours--that would reduce my work quality and also mean I either am not delegating enough or am taking on more work than is healthy or appropriate.10. I am OK with conflict and stress. If I disagree with something I say so, in a respectful way, with the reasons why. If others try to shoot down my ideas I get curious and find out what I may have missed. If under stress I stay calm and move through it. We’re all works in progress and that’s OK. We’ll get through this together.If you have:0-3 Yes Answers: It’s time to get a coach or work solo on building your energetic weight. Start to uncover the stories you’re telling yourself about being seen, having power, claiming your rightful place. It may be time to rewrite them.4-6 Yes Answers: You’re on your way. Hone your skills, expand your heart, ground your energy into the earth and be the glorious human being you are. Now comes the best part: You get to help others understand this too.7+ Yes Answers: Optimization is your adventure now. Let’s see how mentally clear, how inwardly still, how authentic and transparent you can be. It will be of great benefit to those you have the great good fortune to work with.So what happened to the three leaders I mentioned earlier?Once I coached them in their energetic weight and they began to stand in it, the results were fantastic.Sue no longer receives a litany of excuses from her VP Marketing when deadlines are missed. Because he doesn’t miss them. He understands now that this isn’t OK.Dan no longer runs ragged tracking the performance of his sales people and cajoling them into using the CRM. They now understand that if they don’t enter the CRM data timely, they can find a job elsewhere. And his assistant now has time to implement cool sales contests to increase revenue.Karen let the consultant prima donna go. Her team is much happier now.How is your energetic weight? Where would you like to grow?Show Notes:Energetic Weight and Say What You Mean infographicERA Assessment: http://smarttribesinstitute.com/era Podcast Episode - Emotions Have Energy https://shows.acast.com/crack-the-behavior-code/episodes/emotions-have-energyHVA/LVA tutorial See acast.com/privacy for privacy and opt-out information.
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