Come Fly Away with C-Suite TV

March 13, 2017 11:25 ET

C-Suite TV announces partnership with ReachMeTV and the launch of C-Suite Insights at the Airport Revenue News Conference in New Orleans

NEW YORK, NY–(Marketwired – Mar 13, 2017) – C-Suite TV, a web-based, digital on-demand business channel, is announcing their partnership with ReachMeTV, a multi-channel digital TV network, as well as the launch of their new show, C-Suite Insights, at the Airport Revenue News Conference in New Orleans on March 14. C-Suite TV is now the exclusive business-to-business content channel in airports and hotels in the US.

With over 1 billion passengers going through airports in the United States each year, C-Suite Insights will offer in-depth interviews with executives and thought leaders in the concessionaire industry. The show will be accessible via a portable over-the-top (OTT) platform to passengers throughout the top fifty airports in America. C-Suite TV programming can also be seen in over one million hotels across the country, including the Ritz-Carlton, W Hotels, Marriott, Hilton and Wyndham, among others.

Airports make up the largest captive market and passengers spend millions of dollars at concessionaires, which include shops, restaurants, and bars. The airport concession industry is $14 billion in size and the largest market of high net worth people in the world — 1.3 billion people in the U.S. and 3.3 billion people globally. This partnership gives audiences exclusive access to business executives and industry leaders who are running multi-billion dollar concessionaire companies.

“We are excited to be partnering with C-Suite TV and adding their specialty programming to our lineup. We believe this is the perfect opportunity to showcase both our extensive network and their wide array of business programs, giving travelers a chance to catch up on the latest business news — whether at the airport or at their hotels,” said Lynnwood Bibbens, ReachMeTV’s CEO and Co-Founder.

All episodes of C-Suite Insights will air on demand on C-Suite TV.

“I’m thrilled to launch this partnership with ReachMeTV because it gives C-Suite TV programming additional visibility and an audience looking to stay informed about the latest business news,” said Jeffrey Hayzlett, chairman of the C-Suite Network. “As a frequent traveler myself, it is important to me that our audience reaps the benefits and use the platform to gain a competitive advantage.”

For more information, visit www.csuitetv.com.

 


About C-Suite TV:
C-Suite TV, an entity of the C-Suite Network, is a web-based digital on-demand business channel featuring interviews and shows with business executives, thought leaders, authors and entrepreneurs providing news and information for business leaders. C-Suite TV is your go-to resource to find out the inside track on trends and discussions taking place in businesses today. This online channel is home to such shows as C-Suite with Jeffrey Hayzlett, Executive Perspectives Live and Best Seller TV, and more. C-Suite TV is part of C-Suite Network, the world’s most trusted network of C-Suite leaders. Connect with C-Suite TV on Twitter and Facebook.

About ReachMeTV
ReachMeTV is a multi-channel, digital TV entertainment network and integrated global distribution platform, built from the ground up, to reach modern viewers on the go. Today our network reaches over 100 million viewers. Our fully-integrated distribution platform connects thousands of screens in high-value, high-traffic public places into one dynamic entertainment network, and delivers multiple channels of world class entertainment to every screen on a screen by screen basis.

Executive Briefings: Disruption in Transportation and Delivery

• John Haber, 
Founder & CEO, Spend Management Experts
• March 9th, 2017
• John shares his thoughts on the Transportation and Delivery industries and what things are causing disruption amongst them. John has expertise from serving in executive finance positions for the world’s largest carrier and almost a decade as a supply-chain consultant. In his current role he provides the vision and strategic oversight helping clients save an average of 20% or more in logistics spend.

 

The Caring Effect – Celebrate and Reward Good Efforts

By Judith E. Glaser

 

Great leaders identify, measure, recognize, and reward meaningful efforts and achievements—and celebrate often with the people involved. Why should managers and leaders celebrate more? Creating a feeling of celebration helps meet people’s needs for inclusion, innovation, appreciation, and collaboration.

How might the disciplined practice of celebration change the culture? From my study of neuroscience, I know that celebration has a big impact because it literally works wonders in the brain. By releasing dopamine and other positive neurotransmitters, positive celebrations and intelligent conversations are not just ways of socializing and sharing information—they trigger healthy physical and emotional changes in the brain.

 

The Moment of Contact

Cultures either open you up to having healthy, trusting conversations or close you down so that you speak from fear, caution, and worry. As we communicate, we trigger neurochemicals that make us feel either good or bad, and we translate that inner experience into words, sentences, and stories. Feel good conversations trigger dopamine, oxytocin, endorphins and other chemicals that give us a sense of well-being.

When we converse with others, we are sharing our inner world, or sense of reality, validating reality with others, and measuring the levels of trust in our relationship to determine whether we can partner with others—and the quality of our conversations depends on how open or closed we feel at the moment of contact. The neurochemical reactions in our brains drive our states of mind, and these affect the way we build trusting relationships with others, how we communicate, and how we shape our relationships.

 

The Caring Effect

Our brains are designed to be social—and the need for celebration is greater than the need for safety. In fact, feeling socially excluded activates some of the same neural regions that are activated in response to physical pain. I refer to the various ways that leaders can celebrate and show appreciation, The Caring Effect. The opposite effect is manifest when people physically or emotionally check out.

When an employee begins to check out, managers often think of this person as uncooperative or unreasonable, which leads to counter-productive behaviors on the part of the manager—avoiding the person, talking judgmentally about them, or passing them over to HR for repair. This creates a vicious cycle: employee engagement continues to decline while the manager becomes exasperated with the employee’s performance until the tension is relieved—either by the boss deciding to fire the employee, the employee choosing to leave, or both resigning themselves to low satisfaction and performance.

Such negative behaviors signal that the social and psychological needs that drive performance are not being met. All people have deep-seated needs for meaning, purpose, connection, and inclusion that they want—and expect—to fulfill at work. How can you leverage your people’s social and psychological needs to fuel growth and productivity?

 

The Caring Effect… Take Five Steps Forward

The key is to use your Conversational Intelligence® (C-IQ)—your capacity to connect—to recognize social and psychological needs and translate this awareness into conversations that meet these needs.

Here are five steps you can take now:

            1:  Acknowledge people’s social and psychological needs. Our needs are sources of energy, motivation and engagement. Create a culture wherein people can meet the following seven needs:

1) Inclusion and belonging: we need to feel included and connected and in supportive relationships with others and be included in decisions that affect our job;

2) Appreciation and recognition: we need to be appreciated for our gifts, talents, and achievements and to recognize and appreciate others;

3) Challenge and achievement: we need to feel challenged to take risks and achieve results;

4) Trust and accountability: we need to feel that we can count on others to be fair and honest, clarify expectations, and be held accountable for results;

5) Growth and learning: we need to work where we can learn, grow and develop our skills and talents and contribute to organizational goals;

6) Power and control: we need to influence the results and actions we are accountable for; and

7) Meaning and purpose: we need to know that our work adds value, has meaning, and is part of something bigger than we are alone.

 

            Step 2: Model self-responsibility for meeting needs. Cultivate a culture of self-responsibility by expressing direct and timely feedback to others when their behavior detracts from your needs being met and by making clear requests regarding actions that they can take to better meet your needs. Also, asking them for feedback on whether your behavior is meeting their needs; if not, ask what needs are not being met and what actions they’d like you to take to better meet these needs.

 

            Step 3: Offer and accept support for identifying and meeting your needs. We often need help identifying our needs and support of others to meet them. As a leader, you can foster an environment in which people support each other in identifying and meeting their needs by offering support  (asking someone who appears distressed what’s going on that they  need help with) and accepting support  when it is offered.

 

            Step 4: Celebrate when needs are met.  Nothing builds momentum for continuing to meet these needs than celebrating the actions that lead to these needs being met. Celebrate the meeting of a need, and you can expect this need to become increasingly met going forward; fail to celebrate the meeting of a need and you demoralize the person.

 

            Step 5: Hire needs-intelligent employees.  Some employees may arrive to work intent on creating a sense of inclusion and belonging, while others may arrive resigned that they’ll never feel included. Identify those needs you want to meet in your culture and then hire people who have a strong connection to these needs and embody a sense of self-responsibility for ensuring that these needs are met.

In C-IQ cultures, people celebrate achievement often to meet their social and psychological needs in a healthy ways, resulting in higher morale and productivity.

 


ABOUT THE AUTHOR

Judith E. Glaser is CEO of Benchmark Communications, Inc. and Chairman of The Creating WE Institute. She is an Organizational Anthropologist, and consults to Fortune 500 Companies. Judith is the author of 4 best selling business books, including her newest Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion, 2013) Visit www.conversationalingelligence.com; www.creatingwe.com; jeglaser@creatingwe.com or call 212-307-4386.

Thirstie to Bring Lifestyle Content to the C-Suite Network

February 28, 2017 09:00 ET

NEW YORK, NY–(Marketwired – Feb 28, 2017) – The C-Suite Network announced today a new content sharing partnership with the on-demand alcohol delivery service, Thirstie.

C-Suite Network, the world’s most trusted network of C-Suite leaders, hosts a variety of partners who share relevant content with its members. The Thirstie partnership is significant as it marks the network’s expansion into executive lifestyle content. Thirstie and C-Suite Network will join forces to share a series of recipes, entertainment ideas, and relevant beverage industry news on the C-Suite Network’s membership platform.

Thirstie’s editorial platform combines timely and relevant content with on-demand and direct mail delivery. The company’s editorial team, which includes a vast network of industry experts, creates compelling yet accessible content targeting millennial consumers interested in discovery and trial.

 

“We’re excited to be partnering with the C-Suite Network to offer its members access to some of the finest products in the world. As a lifestyle brand and trusted advisor, Thirstie will offer not only delivery, but guidance to members as they explore the world of spirits,” said co-founder and head of product, Maxim Razmakhin.

 

Thirstie’s standard delivery services will also be available to C-Suite Network members. Thirstie partners with more than 150 local retailers to deliver wine, beer and spirits to consumers.

The C-Suite Network seeks sponsors and partners that provide added value to their community of C-level executives. Each one has been carefully vetted to ensure they provide executive quality services and exceptional value to members.

 

“At the C-Suite Network, we want to bring together the best in-class across the board, and Thirstie allows us to do this a new way as one of our first executive lifestyle partners,” said CEO Thomas White. Adding, “As they say, C-Suite Network members can now toast to a finer drinking experience.”

 


About C-Suite Network
C-Suite Network is the world’s most trusted network of C-Suite leaders, with a focus on providing growth, development and networking opportunities for business executives with titles of vice president and above.

C-Suite Network brings leaders together through a private online community for executives. C-Suite Network also offers invitation-only conferences held three times per year, custom-tailored content on the C-Suite Network blog, C-Suite TV, C-Suite Radio, C-Suite Book Club, and educational programs from C-Suite Academy. Learn more at www.c-suitenetwork.com, or connect on LinkedIn, Twitter and Facebook.

 

About Thirstie
Thirstie is a technology company and e-commerce platform for the retail alcohol industry. By partnering with hundreds of licensed retail partners, we deliver products directly to consumers across 10 markets in less than 2 hours and ship alcohol products to consumers in most locations in the US and Canada. Our white label solution, Thirstie Inside, enables liquor brands to sell directly to consumers for the first time. This enterprise solution not only enables e-commerce for brands, but provides visibility and transparency into data, consumer insights, analytics, and ROI. Learn more at thirstie.com.

Executive Briefings: Part 1 – Navigating the New Presidential Administration

The C-Suite is a vast audience of leaders who all have a little extra insight into their industry and the current business world. I sit down with these leaders to give them the opportunity to share that insight and give a glimpse to their personal stories as a business leader. I recently had the opportunity to interview Dr. Michael Mandel.  Dr. Mandel is the chief economic strategist at the Progressive Policy Institute in Washington.

 

What is the Progressive Policy Institute? What do you do?

We are a Washington-based think tank research institute. We are pro-growth, pro-market, and pro-trade. There are exceedingly partisan views in Washington, however we believe most people want something in the center that is about growth and innovation and the future. That is what we focus on.

 

Business owners are concerned about innovation.  How does regulatory policy impact innovation?

Regulatory accumulation has actually had a negative effect on productivity and innovation over the last 10 or 15 years.  Democrats and Republicans have continued to layer on regulations without worrying about their impact on businesses.

As an example, manufacturing companies are hit by an enormous amount of regulations. Eventually, people develop a compliance mentality that makes it difficult for them to innovate.

Regulations get passed and they become outmoded, obsolete, and overlap new ones.  We are suggesting a regulatory improvement commission that would have that power to propose a package of regulations to eliminate or to improve upon existing regulations.

 

What do you see happening with the modification of the banking regulations that helped free this market up for small businesses to get out of this strangulation hold they’re in?

The first thing that needs to be done is to accelerate the rate at which the SEC approves the regulations which allow small businesses to raise money.

We, as pragmatic progressives who believe in growth and innovation in the market, see that this movement in regulation has not brought about what was expected. We want to be able to pare away and then improve the system, and do this in a way that enables small businesses to raise money and allows bigger businesses access to the capital they need without putting the economy at risk.

 

What are your thoughts relating to the long-term economic impact in the areas of tech?

I think that tech is moving into the internet of things and we are headed for another burst. Right now, tech in the U.S. has only transformed about 20 percent of the economy. It has not transformed manufacturing. It has not transformed health care yet. It has not transformed transportation and the physical industries.  Because of this, we may see the rise of new tech giants that are on the interface between tech and manufacturing, on the interface between tech and health care.

 

If industrial technology is the next wave, it will certainly reshape manufacturing. Will that be a positive thing? Will we see improvement in the manufacturing world?

It’s going to be a positive thing because as we will see gains in productivity, we’re actually seeing real gains in productivity, real drops in cost that will have the effect of helping people’s living standards and bringing jobs back, although they will be very different types of jobs than we are used to seeing in the manufacturing industry.

What has happened over the last few years is that productivity growth in manufacturing, what we call multi-factor productivity growth, has not been strong. It has been negative in a lot of industries. We have seen relative growth in prices for a lot of manufactured goods, especially ones that are made in the U.S. We need great amounts of investment in technology in the U.S.  We need a big leap forward in manufacturing.

Over the last 10 years the two biggest technological innovations were the smart phone and factory tech.  In 2006, nobody could have predicted this.

I believe we will see the same type of innovations… things will look very different than they do now.

See our article on Huffington Post.

Executive Briefings: Mainz Solutions, Disrupting the Recruiting Industry

The C-Suite is a vast audience of leaders who all have a little extra insight into their industry and the current business world. I sit down with these leaders to give them the opportunity to share that insight and give a glimpse to their personal stories as a business leader. I recently had the opportunity to interview Michael Bekiarian, CEO of Mainz Solutions.

 

One of the top 3 issues C-Suite leaders face is finding and keeping the best talent.  How does Mainz Solutions solve this problem?

Our philosophy at Mainz is to look at candidates from a 3-D perspective, not just the two dimensional perspective they represent on a resume or CV. We delve deeper into how they represent themselves collectively and marry up to the business culture.

 

Do organizations really know what their cultures are?

Often times work environment is confused with culture. When we talk about culture, we’re really talking about the level of engagement expected from our employees and team members, and how it is measured? When employees leave an organization it is usually because there is lack of understanding of what represents a job well done.

 

What are the difficulties associated with the recruiting process?

The recruiting process is a numbers game. The difficulties lie in attracting and engaging the top talent. We work as an extension of an HR department. Our customers tap into all of our recruiters, assessment technologies, video interviewing platform, job boards, candidate portals.

 

Most recruiting follows a traditional path, but Mainz Solutions has taken a different approach. What is your approach to recruiting and why is it different?

While we work within the recruiting industry, we don’t necessarily view ourselves as recruiters. We are more like matchmakers. Mainz Solutions goes beyond posting jobs and collecting resumes which is a 2 dimensional model that has been around for decades and gives limited insight. Retention is a factor of cultural fit and therefore we utilize technology to find the best candidates. These include video interviews, demographic studies, and cultural assessments of an organization’s internal culture.

 

How can companies ensure they retain good employees?

For organizations that have a retention problem, it is necessary to understand the culture of the organization. It is a communication plan and proper understanding of expectations within the organization. It is imperative to understand the corporate culture, both perceived and real, and to make certain that your employees are performing within the vision of the business. An acceptable culture that resonates throughout the organization creates a productive, happy, and engaged employee.

 

 

This article and more available on Huffington Post.

 

C-Suite Radio Adds 20 New Podcasts

C-Suite Radio will add more than 20 New Business Podcast Programs — New Premium Content for Business Leaders

 

New York, NY, February 1, 2017C-Suite Radio, the premier source for the world’s leading business podcasts for c-suite leaders, business executives, and entrepreneurs, announced an expansion of its radio platform by adding more than 20 new programs to its 2017 lineup, making C-Suite Radio the first business only podcast network.

 

Featuring premium content from top thought leaders, designed to increase knowledge, deepen understanding, and build skills to enhance listeners’ personal and professional lives.  Shows have been selected to be part of C-Suite Radio by an editorial review team and will be categorized by Headliner, Feature, and Showcase, based on show exclusivity, quality, and more.

 

“As a sought after educational platform for executives, we’re thrilled to be expanding C-Suite Radio and growing our library of content,” said C-Suite Network Chairman Jeffrey Hayzlett. “Each of the shows and their hosts are very talented and provide top notch business content that will be an asset to our audience.”

 

The following shows will join C-Suite Radio this year:

• Absolute Advantage hosted by Kelly Hatfield

• Accelerate hosted by Andy Paul

• All Business with Jeffrey Hayzlett

• Amazing Business Radio hosted by Shep Hyken

• The Avanti Entrepreneur Podcast hosted by David Mammano

• The Bell hosted by Adam Johnson

• Bizcast hosted by Kevin Craine

• The Bob Pritchard Show

• Business Builders hosted by Marty Wolff

• Business Matters hosted by Thomas White

• Businesses that Care hosted by Julie Ann Sulivan

• Conversations with Phil hosted by Phil Gerbyshak

• Crack the Customer Code hosted by Adam Toporek and Jeannie Walters

• The Female Insight Zone hosted by Maribeth Kuzmeski

• Marketing Today hosted by Alan Hart

• The Maximum Impact Podcast hosted by Allan Isfan

• Mere Mortals Unite hosted by Julie Ann Sullivan

• Mind Your Business hosted by Yitzchok Saftlas

• Nice Guys on Business hosted by Doug Sandler

• On the Schmooze hosted by Robbie Samuels

• SaaS Insider hosted by Shira Abel

• The TalentGrow Show hosted by Halelly Azulay

• The Top 1% Sellers Factory Podcast hosted by Ash Seddeek

• Uncopyable Ramblings hosted by Steve Miller

• Up or Out with Connie hosted by Connie Pheiff

 

Business radio hosts can submit their program to C-Suite Radio for review. Please visit the contact page at www.c-suiteradio.com.

 


About C-Suite Radio:

C-Suite Radio is the premier source of the world’s leading business podcasts for C-Suite leaders and business executives, featuring shows covering a range of topics, including sales, marketing, leadership, social media, finance, and management. C-Suite Radio features premium content from top thought leaders, designed to increase knowledge, deepen understanding, and build skills to enhance listeners’ personal and professional lives. Visit C-Suite Radio online and follow them on Facebook and Twitter.

 

For more information, visit http://www.c-suiteradio.com.

The Neurochemistry of Power Conversations

Leaders Who Activate Trust
By: Judith E. Glaser MS, MA, Marcia Ruben, Ph.D., Sandra Foster, Ph.D., & Debra Pearce-McCall, Ph.D.

 

Executive Summary

This distinctive blog post highlights the actions a boss can choose to directly impact their own neurochemistry, behaviors and expressions that promote a climate of trust and encourage co-creation among the team. The reader will discover straightforward explanations of the interplay of two crucial hormones – ‘oxytocin and cortisol’, supported by the latest research on the neuroscience behind conversations. The terms up-regulate and down-regulate clearly guide a boss in establishing the conversational intelligence that benefits partnerships, teams, business units, and can be socialized within an entire organization.

 

You will recognize this familiar situation: The boss has gathered all the teams reporting to business unit heads, including you, for a meeting. The boss wants everyone to “brainstorm” ideas that will eventually result in a major shift in your organization’s product focus. You dread this encounter. Your boss dictates the format of the meeting and how the discussion will be handled by speaking only to his favorite Business Unit Heads. He excludes other groups with his judgmental comments, even though he is well meaning, and wants to move the company past stagnant sales and poor customer feedback.

 

Put yourself in the shoes of one of the leaders who is being overlooked as part of the ‘inner circle’.  You know you have to be at the meeting, and although you have a terrific idea to suggest you again remind yourself not to speak up. You know from past experience the likelihood is high that your boss will sarcastically belittle the recommendations that come from your group. Your colleagues are encouraging you to speak up but you feel truly threatened. You expect that your boss will just exert his influence of “power-over” everyone and he’ll run his own agenda and your opinions will not be received very well – if at all. You feel very unsettled and anxious (your heart is pounding and you have a knot in your stomach) and this seems to override your intuition that your idea would be an important contribution.

What’s going on here? You have a good idea; your colleagues support you bringing it up; and yet when you anticipate or encounter a “power-over” boss, you shut down. Many people react to “power-over” communications by going into some version of fight, flight, or freeze, because they are experiencing a threat. Our body’s neurochemistry is activated first unconsciously (Liddell et al., 2005), and then consciously, by our perception, and fear, that our competence, or even our very being, is under threat.
The Neuroscience of Conversations

At our CreatingWE Institute, we have studied what is going on behind the scenes and in our minds when we engage with others in conversations. Our nervous systems are constantly evaluating the environment and making internal neurochemical adaptations that impact our range of feelings, thoughts, and behaviors – and most of all impact our conversations.

 

This automatic and out-of-awareness process has been termed “neuroception” (Porges, 2003) and describes the instant reading of cues and corresponding physiological shifts to neural states that support safety and healthy connection and conversation with others (associated with producing more oxytocin), or those neural states of defensiveness, or immobilization where unhealthy conversation is almost inevitable (these states are associated with higher levels of cortisol).

 

The quality and the impact or potential of the meetings we attend are affected by the neuroceptions of all the participants. Even having memories of “power-over” comments – which are often experienced as a disregarding tone of voice, and a felt sense of exclusion – can create a nervous system response to these feared future threats while simply anticipating the next meeting. And since we are social beings, automatically responding to perceived cues of relational safety or danger, we are very likely to carry this feeling and anticipation with us into the next meeting, influencing how we show up, how we influence and what we take away as our ‘beliefs’ and our ‘judgments’ about what ‘is true’ and ‘what will happen next’.

 

When we are connecting with others in non-judgmental ways, we are exercising higher levels of Conversational Intelligence® and a healthy balance of our connecting neurotransmitters emerges within us – including oxytocin, the bonding hormone.  When we feel we distrust others, and are not connecting in a healthy and non-judgmental way, we see an elevation in different hormones, for example, the neurotransmitter cortisol, considered the stress hormone, is secreted – and we may activate more cortisol by having the ‘self-appraisal or self-talk’ that we will be judged as wrong, or worse as stupid and not valued (Thagard & Wood, 2015).

 

Impact of Cortisol

Elevated levels of cortisol can exert a detrimental effect on the prefrontal cortex which mediates judgment and decision making, thus interfering with our ability to think clearly and express ourselves with confidence (Diorio, Viau, & Meaney, 1993), just when we need to do so most. Just the act of imagining ourselves being criticized publicly, in front of colleagues, elicits fear and a neurochemical shift. When we feel threatened and our thinking brain closes down, we are in what Daniel Goleman (1995) labeled an “Amygdala Hijack.” The amygdala (which alerts us and in this case signals “be afraid!”) exists in an ongoing dynamic interplay with the prefrontal cortex, the evolutionarily newest, and front and center areas of our brains, essential for our best work. Just seeing a face that we perceive as untrustworthy can trigger even higher levels of cortisol and amygdala activation (Said, Baron, & Todorov, 2009). The team member, the boss, and the organization all lose when a good idea gets lost due to an amygdala hijack!

 

So what, Now what!

Leaders like the boss described invariably mean well. They are action-oriented and have been rewarded for getting results. As they have moved up the ranks, they take their go-getter behaviors with them and can become bosses that exert “power-over” rather than “power-with” behaviors as they engage with their organizations. Unwittingly, they shut down the creativity and ideas of their team, and they sabotage the results that they so desperately want to create with others. Team members with good ideas stay silent. The team can feel stuck, stagnant, or destructively competitive.

 

From Power-Over to Power-With

What can a leader do to transform this dictating or “power-over” stance to a “power-with” environment, one in which team members feel safe and feel free to offer their ideas even in challenging meetings or other workplace conversations. When leaders and their direct reports work together to ‘down-regulate’ fear and distrust, and ‘up-regulate’ ‘appreciation and trust’, everyone’s internal environment and chemistry shifts and the conversational environment feels safe, so the prefrontal cortex opens up – enabling what we call Co-creating Conversations®– which foster co-creating solutions amongst the team.

 

Taking Next Steps…

  1. Leaders can start by understanding how their interactions with others activate neurochemistry – and how neurochemistry triggers emotions and impacts how we make decisions, how we engage with others, and the quality and effectiveness of what we can accomplish with others.

 

  1. Next Leaders can understand how to up-regulate Oxytocin and down-regulate Cortisol: Let’s focus in on two key neurochemicals that reflect whether people are feeling stressed and defensive, or whether they are feeling safe to engage. The hormones called cortisol and oxytocin work in balance almost like a seesaw, corresponding to stress or a positive state, respectively (Heinrichs, Baumgartner, Kirschbaum, & Ehlert, 2003). Both a leader’s stance and their behaviors can increase (up-regulate) cortisol and decrease (down-regulate) oxytocin when those around the leader feel stressed (McEwen, 2006).

 

  1. Next, Leaders can intentionally shift a fear-based environment to a co-creating environment: Research evidence suggests that a leader’s behaviors can also decrease cortisol and increase oxytocin (Zak, Kurzban, & Matzner, 2005). In a review of oxytocin research, Carter, Harris and Porges (2009) summarize that research suggests oxytocin not only supports our social engagement, it decreases fear and even increases stress tolerance, expanding the neuroception of safety.

Leaders who understand the shifts they need to make, to elevate Conversational Intelligence in their relationships and teams and organizations, are the ‘game changers’ of the future.

 

We are at a time in our evolution, where we now know how to activate the healthiest, and most powerful states in others…. Not only can this influence our meetings, it can influence how we think together, behave together, and influence together, whether we are in a meeting, or in any difficult conversation about to happen.

 

How can leaders activate trust?

Think back to the example at the beginning of this blog—the team member with the excellent idea who was afraid to speak up because of a boss that demonstrated power-over behaviors. In this example the impact of ‘judging others in the room’ resulted in an increase in cortisol, and the loss of a potentially golden idea. The authors have all had the opportunity to coach such leaders. We find that when they understand the basics of the brain and neurochemistry, and how to both down-regulate cortisol producing behaviors, and also up-regulate oxytocin producing behaviors, incredibly powerful and significant changes occur not just in one leader  – but also in whole teams and organizations!

 


 

Judith E. Glaser is CEO of Benchmark Communications, Chairman of the Creating WE Institute, Organizational Anthropologist, and consultant to Fortune 500 Companies and author of four best- selling business books, including Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion). Visit www.conversationalintelligence.com; www.creatingwe.com; email jeglaser@creatingwe.com or call 212-307-4386.

Marcia Ruben, Ph.D., PCC is the President of Ruben Consulting Group, a San Francisco Bay Area firm that specializes in executive leadership development. Dr. Ruben is also the Chair of the Management Department at Golden Gate University and teaches graduate level, practitioner based courses in leadership, team dynamics, management, and executive coaching. She was awarded the Russell T. Sharpe Professorship for 2016-2018 and is focusing her research on leadership and neuroscience.

Debra Pearce-McCall, Ph.D., LP, LMFT provides personal and organizational coaching that integrates mind, brain, and relating, and is a Senior Consultant for the Creating WE Institute. Dr. Pearce-McCall helped found the Global Association for Interpersonal Neurobiology (IPNB) Studies as well as the first graduate certificate program in this cutting-edge field at the intersection of psychology, neuroscience, and human systems; she focuses on IPNB applications for leadership and organizations, adult well-being, healthcare, and ethics.

Sandra Foster, Ph.D., PCC is a business coach and peak performance psychologist who works internationally with global organizations as well as US based technology and energy companies. She received her doctorate at Stanford University where she served on the regular and adjunct faculty. Since 2001, she has been a member of the senior faculty of the College of Executive Coaching.

 


References

Carter, C. S., Harris, J., & Porges, S. W. (2009). Neural and evolutionary perspectives on empathy. In J. Decety & W. Ickes (Eds.), The social neuroscience of empathy (pp. 169-182). Cambridge, MA: MIT Press
Diorio, D., Viau, V., & Meaney, M. J. (1993). The role of the mdial prefrontal cortex (cingulate gyrus) in the regulation of hypothalamic-pituatary-adrenal response. Journal of Neuroscience, 13(9), 3839-3847.
Goleman, D. (1995). Emotional intelligence: why it can matter more than IQ. New York: Bantam Books.
HeartMath Institute. (2016). The Heart-Brain Connection. Retrieved from https://www.heartmath.org/programs/emwave-self-regulation-technology-theoretical-basis/
Heinrichs, M., Baumgartner, T., Kirschbaum, C., & Ehlert, U. (2003). Social support and oxytocin interact to suppress cortisol and subjective responses to psychosocial states. Biological Psychiatry, 54(12), 1389-1398.
Liddell, B. J., Brown, K. J., Kemp, A. H., Barton, M. J., Das, P., Peduto, A., Willams, L. M. (2005). A direct brainstem-amygdala-cortical ‘alarm’ system for subliminal signals of fear. Neuroimage, 24(1), 235-243.
McEwen, B. S. (2006). Protective and damaging effects of stress mediators: Central role of the brain. Dialogues in Clinical Neuroscience, 8(4), 283-297.
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Thagard, P., & Wood, J. V. (2015). Eighty phenomena about the self: representation, evaluation, regulation, and change. Frontiers in Psychology, 6, 1-15. Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4375917/pdf/fpsyg-06-00334.pdf doi:10.3389
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Executive Briefings: How to Double the S&P 500

The C-Suite is a vast audience of leaders who all have a little extra insight into their industry and the current business world. Thomas White sits down with these leaders to give them the opportunity to share that insight and give a glimpse to their personal stories as a business leader.

 

Thomas White is a co-founder and CEO of C-Suite Network, home of the world’s most powerful network of C-Suite leaders. Prior to C-Suite Network, White started 10 companies in the fields of technology, publishing, market research and corporate consulting. He also holds four patents and is co-author of a book on business process technology, executive producer of a syndicated radio program, and professional speaker.

 

Mr. White had the opportunity to interview Adam Johnson, Founder and Author of Bullseye Brief, an investment newsletter which presents thematic and actionable ideas for business leaders.

 

To hear more about their discussion, read more from this interview HERE.

 

 

The Challenge with Motivation

by Best Selling Author, Steve Rizzo

 

One of the biggest challenges that people in business and in life face today is keeping themselves motivated to be at their best. I believe the challenge lies not just in knowing how to get motivated, but how to stay motivated and optimistic to be at their best for more than just a few days.

 

MOTIVATION AT WORK

Most companies put a great deal of time and energy in hiring people who they believe are qualified to fill a particular position. But there is no guarantee that even a highly qualified person will always be motivated to be at their best. It simply means they have what it takes to get the job done.

 

Some companies spend a lot of time and money to make sure their people are equipped with the right tools and resources to get the job done.  Some employers give incentives in the way of promotions, raises and bonuses in hopes that their employees will excel in their chosen field of expertise.  While others go through great lengths to educate their employees by having them attend seminars and training courses with the expectation that they will walk away with confidence and a desire to be the best they can be.

 

All of the above are important criteria for success.  But, do they truly motivate?  If so (and most important) how long does the motivation last?  It’s easy to stay motivated for a few days or when everything is going as planned. But can they stay motivated in the long haul, especially when times are tough and the pressure is on?  This brings me to my next point.

 

MOTIVATION IN LIFE

Whether they realize it or not, both employers’ employees and people of all walks of life bring their situations, experiences and personal relationships and problems from home to the workplace.  Yet there has always been a pre-conceived notion that people are supposed to have the capacity to separate their personal lives from their professional lives.

 

What this really implies is that if you are having problems in your personal life, regardless of the severity, you should have the mental and emotional fortitude to put those problems aside while you are at work. Yea right!  This is an expectation that is easier said than done. Let me explain.

 

Both your personal and professional life are parts of you that make up the whole of you.  No matter where you go, or what you are doing, the other part of you will always be tagging along assuring you that’s everything’s alright, or, reminding you that something is not right in your world.

 

ASSESSMENT OF PERSONAL & PROFESSIONAL

Let’s say you’re going through a divorce, or you’re having financial difficulties. Maybe there’s an illness in the family.  Perhaps you are experiencing the death of a loved one. This is life and stuff happens.  It’s very difficult, if not impossible, not to take these types of problems and concerns with you to the workplace.  And unless you have the strategies that can help you to embrace life’s unfortunate circumstances they will have some kind of effect on how you do your job. The point I’m making here is that it’s hard to be at your very best at work if your personal life is under intense stress. Our personal problems and the moods, attitudes and feelings that follow have to be weighed in as factors as to how motivated we are at work.

 

Likewise, if you are experiencing tough times at work it’s difficult not to take those concerns home with you and there is a good chance that it will have some kind of negative impact on your personal life. There are other outside factors that stifles motivation that needs to be taken into consideration as well.  I call them environmental and social stressors. And they affect everyone in one way or another.

PATIENCE & LETTING GO

I think we can all agree that we’re living in a world that’s moving incredibly fast.  Today we have so many hi-tech advantages at our disposal to make our lives so much easier; yet we are more stressed out than ever before.  Remember the saying, “patience is a virtue?”  Well that saying has pretty much lost its meaning.

 

It seems like we have created a mind-set at work and at home where everyone wants what they want when they want it.  And if they don’t get it when they want it, or the way they want it, they feel ripped off.  There are people that hold on to their bad moods and negative attitudes all day simply because they were stuck in traffic or had to wait too long in line at Starbucks for their Triple shot, Skinny, Mocha, Carmel, Blah Blah Blah whatever you call it Latte!   Yea, that’s what they need. More caffeine!  Give me a break!  Better yet; give yourself a break and let it go!

 

On top of our professional and personal problems and everyday pressures, (most of which we put on ourselves) the newspapers and evening newscasts tell us that our economy is falling apart, corporations are being forced to downsize and massive technological advances are causing people to re-evaluate, adjust and change their lives.  Cell phones, Blackberries, IPhones and tablet devices, e-mails, text messages and even micro-communication applications like Twitter are clogging our minds with an overwhelming amount of information, leaving us with little or no time to relax, unwind and focus our attention on the big picture.

 

To compound this, political unrest, crime, disease, prejudice, and violence are running rampant as they’ve done for centuries past. Hold on a second. I need to take a break here.  I’m getting depressed.  I’ll be right back.

 

Okay, I’m back now.  Where was I?  Oh yeah, I remember.  The divorce rate is at an all-time high; despite an unwilling public, war seems to be the number one strategy for dealing with conflict between nations and at any moment we could be the target of a terrorist attack.

 

OK – HOW TO GET MOTIVATED?

It’s obvious I’m having fun here, but seriously, all of the above are circumstances that can make us feel off-balance and stifle motivation in business and in life and cripple even the very best from moving forward with optimism. It’s really no wonder why so many of us have to be medicated in some way or another in order to cope with the madness our civilizations have created at work and in our lives.

 

The real concern here is that most aren’t even aware of what’s happening to them. They have no idea why they’re always stressed out, exhausted and show little enthusiasm. Even If they were aware that something was wrong, few would know what to do to turn it around.

 

It just makes sense that in order in to create an unstoppable attitude to succeed and achieve our professional and personal goals-we must find ways to reduce the tension, and deal with the fast pace that we are subjected to every day.  We need strategies that will enable us to bounce back to not only get the job done but also to feel good and enjoy ourselves during the process, no matter how challenging it may seem.  Well guess what?  That’s what my new book MOTIVATE THIS!  Is about!

 

Not only do I show people in business and in life how to stay motivated and maintain an Unstoppable Attitude to succeed, but how to feel good and enjoy themselves during the process.  This book offers Common Sense Success Strategies that are guaranteed to keep people motivated every day regardless of their circumstances.  This isn’t Brain Surgery. It’s more like Brain Adjustment. Buy the book to see how it works. Oh!  One more thing! Enjoy the process!

 


About the Author

Steve Rizzo is the Attitude Adjuster.  You can’t attend one of his keynote speeches seminars or read his books and leave with the same attitude.  He’s a personal development expert, comedian, motivational speaker, and Best Selling Author. His popular PBS special brought him into millions of homes. It’s no surprise that he’s been inducted into the Speakers Hall of Fame, an honor bestowed upon on fewer than 200 speakers worldwide since 1977.

Perhaps one of Steve’s greatest achievements was the stellar degree of success he achieved as a comedian, being chosen as a SHOWTIME COMEDY ALL-STAR.

What was next for this funny guy in the prime of his career?  For Steve, it was to trade the standing ovations as a stand-up comedian for maximum fulfillment and, well, more standing ovations as a hall of fame speaker.