C-Suite Network™

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Growth Health and Wellness Technology

Digital Transformation Drives Strange Bedfellows

The dust is clearing on the recent announcement that CVS is acquiring Aetna in a deal that surprised many observers. But it shouldn’t surprise you, if you have been paying attention to the way digital transformation is creating new threats and opportunities in formerly staid industries.

Aetna is in the health insurance business and has been trying to get bigger, but regulators have turned down that approach in recent years. So, for Aetna, it makes sense that, if you can’t acquire and you are concerned about competing at your current size, you would agree to be acquired.

What surprised people was who the acquirer was, because people still think of CVS as a retail chain. CVS is indeed a retail chain and it is clearly making this move because Amazon (and to a lesser extent, Walmart) are within striking distance of a broad attack on specialized retailers, such as drug stores. While many retailers are shrinking amidst this onslaught, CVS has an option to pivot from pure retail to healthcare, where it might be a lot easier to compete with a physical presence.

CVS has been sprinkling its MinuteClinic urgent care facilities in many of its retail locations and has become a powerhouse in the drug coverage market with Caremark, so adding Aetna  makes a lot more sense for a healthcare company that happens to have a retail presence. If that, in fact, seems like what Amazon is becoming, with its recent acquisition of Whole Foods, maybe that’s no mistake.

A joke has been circulating in recent years as to whether Amazon can become Walmart faster than Walmart can become Amazon. CVS has evidently heard that joke and beaten Amazon to the punch (line). CVS already has a deal with the Cleveland Clinic to provide a platinum option for the very best care that can be delivered through telemedicine. If Amazon jumps in, don’t be surprised to see clinics in Whole Foods with telemedicine options, too.

It would be one thing if this were all happening just to cut costs, but it is really the patient experience that is driving the changes every bit as much as cost. When you are sick, you don’t want to call the doctor and hope for an appointment during business hours. You want to make an appointment 24×7 as easily as you summon an Uber car and get your prescription at the same place you get your diagnosis. That’s the new experience that is possible already for minor problems. What CVS is betting is that major problems that need more than a nurse practitioner can be handled through in-network doctors and high-end specialist through telemedicine with the nurse practitioner right there to assist. Instead of being referred to a specialist, maybe they can summon a specialist on your first appointment.

Now there is a lot to be worked out, but you can see the direction it is going in. Healthcare is likely to be a very interesting space in the next few years. All the local practices have been bought up by the hospital health care networks who have bet heavily on local providers as though the current model will last forever and they just need to lower prices. My guess is the retailers will bet more on a low-cost MinuteClinic model with in-network doctors (like Aetna’s networks) and a high end telemedicine model. Over time, there should be considerable price pressure on the hospital networks getting squeezed in between.

If you’re not in healthcare or retail, maybe you think you’re off the hook. Guess again. The kinds of pressures causing these cross-industry mergers are the very essence of what digital transformation causes. If you aren’t staring down your customer experience and asking how digital can change the game, you are just waiting for someone else to disrupt you.

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Growth Health and Wellness Women In Business

What is Your Bottom Line?

Years ago I was a project manager for an international franchise organization who was involved in acquisitions and rebrandings. I was working closely with their legal counsel primarily dealing with franchise agreements and defining trading areas. This legal team was amazing! They were so bright, talented, focused and strategic. We had a great rapport.

On one occasion two members flew in from Montreal to Toronto to meet with me. We had a tight deadline and too much to do. We had been hard at work all day and it was going on 7:00 pm. Our eyes were starting to burn and we were feeling nausea from all of the reading. At one point one of the lawyer’s said, “I can’t believe I came all this way to feel sick! If I read one more Appendix D, I’m going to throw up!”

I thought that was a good time to change the mood so I started singing , “ I would walk 500 miles” then the other lawyer sang, “And I would walk 500 hundred more” lastly Mr. Appendix D sang, “Just to be the man who walks a thousand miles and falls down at your door!” Then Mr. Appendix D found that song on his laptop and played it. The three of us stood up and stomped around the boardroom. It was a great stress relief! We worked well into the night and managed to meet our ambitious deadline.

A few days later they were back in Montreal and called me to help them out with mediation. They had an unintentional situation that needed damage control. One of the lawyer’s filled me in on the pertinent history and another lawyer began to coach me as to what to say and what not to say. After about half an hour of coaching I told her that this seems too complicated. Then I asked her, “What is your bottom line?”

I continued, “Be fair, and tell me what your best case scenario is?” She told me the best case scenario. Then she explained that she didn’t think I would be able to even get to that point in the mediation, as the other party’s mediator was known to be very aggressive. She wished me luck.

About an hour later I was on a conference call with the other party’s mediator. I said “hello” and then she interrupted me to begin her rant. I pressed the mute button and ate my golden delicious apple (it was really delicious). She went on and on and on. It must have been at least 20 minutes, which is a really long time to be yelled at by someone I didn’t even know. She eventually paused, so I thought that was my cue to start.

I had a lot of work to do and was not interested with dragging this out any further, so I simply proposed the bottom line. She was silent. I asked her to kindly relay the proposal to their legal counsel and ask them to reply to our legal counsel. I wished her a good day and then I hung up the phone. Done!

It was the end of the work day and my phone rang as I was getting ready to leave the office. I picked it up. It was the legal counsel. They were so happy to inform me that the other party accepted the proposal. They asked me what it is that I said to be so convincing. I told them, “I silenced her with a fair offer. No one can argue with that – not even her!” We laughed.

The next day, I received a beautiful bouquet of flowers, a delightful basket with cheese, crackers and chocolates and a card that read, “Special delivery from 500 miles!”

Michelle Nasser, Executive Coach michellenasser.leaders@gmail.com

 

 

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Best Practices Health and Wellness Human Resources Management Marketing Skills Women In Business

Handling Conflict with Class

Potential conflict lurks around every corner. Over the weekend, I found a surprise in my inbox, which turned into a good lesson in two-way diplomacy and proactive problem solving.

It was an email from Jeff Hayzlett, co-founder and chairman of the C-Suite Network and the Hero Club. He was responding to a couple of questions I had asked, and at the bottom was the following comment:

“On a side note— I got feedback that when asked you had mentioned that the experience with Hero was not good— so was that wrong feedback or is this [program you are putting together] another run to make it work?”

I’m not sure which dropped further – my jaw or the pit of my stomach.

These are the kinds of scenarios that tend to trigger people’s fight-or-flight reflex. They either run away in embarrassment – even if the allegations aren’t true – or they react angrily and defensively, neither of which is conducive to productive discussion and problem solving.

My mind raced, simultaneously trying to figure out who had given him that “feedback” and what on earth I had said to that person that would have left the impression that I had a negative overall experience with the organization. Plus, I didn’t want some misrepresentation to tarnish my relationship with Jeff and the C-Suite Network.

However, one thing I did notice was how he chose to bring it up to me. On the one hand, he didn’t passive-aggressively write me off and give me the silent treatment, leaving me completely in the dark, but he also he didn’t attack me with accusations. After all, upon hearing that kind of rumor through the grapevine, most people’s reflex would probably have started with “WTF?!”

Instead, he neutrally and unemotionally stated the nature of the information he had received. There was no direct accusation, insult, or attack. He then equally objectively asked if what he’d heard was accurate (it wasn’t), and made an effort to try to understand my current position, giving me the benefit of the doubt and a chance to give my side and set the record straight.

What mattered most to me was to maintain that tone throughout the exchange, however long it took, in order to get to the bottom of things while keeping our relationship intact.

I responded showing my surprise, and wanting to set the record straight, while indicating my continued support for the organization and mending any fences that may have been damaged:

“??? I have no recollection of saying that. Can I ask what the context was?  Be good to know who that came from, not for gossip, just for context. And if I can reach out to clarify to them I’d be happy to. I want to promote HC, not disparage.”

Although he didn’t reply directly to my email, we saw each other the next day at the C-Suite Network Thought Summit in New York, which he had organized. I approached him first.

Knowing that if our roles were reversed, I would have felt betrayed upon hearing such a report, I apologized for any potential miscommunication on my part, and repeated the request for more information to try to figure out where things got lost in translation.

The story he received was that I had sent an email responding to an invitation his team had sent me about speaking on his panel, allegedly saying I didn’t want to because I’d had a bad experience with the Hero Club. This already sounded odd to me, because I love being on stage at his events (heck, at just about any event), and we both get great feedback afterwards, but I wanted to see what I had written.

I took a moment to scroll through every email I had sent to him or his team in the past few weeks, and the only one I found that remotely addressed the issue was a response I had sent to the original invitation saying that (a) I’d love to; (b) in full transparency I couldn’t address [XYZ] exactly as requested and explained why, but (c) suggested another angle from which I could approach the topic, and asked if that would work instead.

I showed him the message, and wanting to confirm that he hadn’t inferred something unpredictable from it, I asked him sincerely if it sounded like I had declined the invitation.

“No,” he agreed unequivocally.

“Does it sound like my reasons for [XYZ] implied that my experience with the Hero Club was not good?”

Again, he shook his head and said, “No.”

I also pointed to the thread and showed him that I had not received a response regarding whether or not my alternative solution was an acceptable one. I wasn’t trying to be antagonistic, or throw anyone else under the bus. I simply wanted to show where my current understanding of the situation ended, and hopefully restore my reputation with him, not at anyone else’s expense, which I also stated outright.

What was important in the exchange was that we both kept objective and neutral in word, tone and body language, and shared what information we had with each other, staying open-minded and seeking mutual understanding, all of which is critical to problem solving.

A little while later, he came back to me after a bit of his own digging and shared what he had discovered regarding what had fallen through the cracks on his end as well. I was relieved, knowing that my reputation and our relationship had been restored, which was my main priority, regardless of whether or not I had a formal speaking role at the event.

He said to me, “(when I realized what happened), I told my team, fix this.

Sure enough, a little while later we were both on stage together. And truthfully, I think the result was even better than what either of us had originally envisioned.

But what made the greatest impression on me was how powerfully smooth the process was. At the end of the day, I asked him how he’d feel if I blogged about the experience and how we worked through it. He nodded. “Go for it.”

When both parties address concerns directly but diplomatically, share all relevant information, listen openly, take responsibility for whatever went wrong on their respective side, and collectively seek to find a remedy, that’s where positive change occurs.

******

Do you struggle with how to navigate conflict, or know someone who does? Contact me at laura@vocalimpactproductions.com or click here to set up a 20-minute focus call to discuss it with me personally.

 

Categories
Growth Health and Wellness Management Women In Business

Mindful Leadership – Be Alive With What You Believe

If mindlessness is being asleep at the wheel of life, mindfulness is becoming more awake and aware of your beliefs—as media mogul Oprah Winfrey says, “What I know for sure.” What do you know for sure?

Your mindful practice for today is to push away from your desk for just two to five minutes—yes, you can set your phone timer.

Use that time to ask your inner self what is it you believe about the way you are running your life. What is it you believe about the way you are running your business?

Breathe, pause, breathe again.

Don’t panic! You don’t have to tell anyone, and there are no right or wrong answers.

The answers are found in mindful breathing.

What you believe tends to be what manifests in your life. If you believe life is a challenge, you get more challenges. If you believe it’s supportive and easy, you get more ease.

This week, spend those few minutes a day thinking about what you want to believe about an experience you are having. Feel in your body what you want to believe. Your feelings are your power center.  Believe in the power of you!

AFFIRMATION:  My beliefs empower the life I want to live. 

Mindfulness matters!

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Growth Health and Wellness Management Women In Business

Where to Begin Mindful Leadership? Centering

Our world is overwhelming. This is the third week of the last fifteen that a major shooting has been in the news as I write.

Our fear of being alone, or missing out on something important makes us feel we need to sift through the constant, unprecedented deluge of information coming at us, even though we know most of it is just noise. We have less recovery time between events, and we’re getting less of the sleep we need to rejuvenate. It’s unsustainable, it’s exhausting, and it leads to a mindlessness that takes a toll on our personal and professional lives.

Enter mindfulness.

Mindfulness is the practice of becoming fully present in the moment. It is often confused with meditation. While meditation is one form of mindfulness practice, it’s not the only one. In today’s 24/7/365 world where stress is rampant, mindfulness has been scientifically proven to reduce stress, decrease health challenges, and increase focus, resulting in a better quality of home and work life.

Mindfulness has seven practices. I’m going to guide you thru these steps. I intend this series will educate, connect, and hopefully inspire you to try each of the seven for just two to five minutes on the next seven posts—and all week long.

Week 1 Mini-Practice: Centering
Centering is practicing the process of reconnecting to the still, small voice inside of you. Centering in partnership with breathing and small hand motions will bring you back to you.

Today, push yourself away from your desk for just two minutes.  Yes, you can set a timer if it reduces your stress. Feel your breath enter through your nose and move through to your heart center, then exhale through your mouth. Do this three times. When was the last time you took a mindful breath?

Next time you are heading to a conversation that may be less than mindful, try centering. This practice, while simple, is not easy.  The more you try it this week, the more you are likely to let go of mindless and become more mindful.

Mindful Matters!

 

 

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Growth Health and Wellness Management Women In Business

What is Mindfulness?

What is Mindfulness?

We live in world that demands our immediate attention 24/7/365.  We have created a culture that rewards busy, but also punishes it with poor health, stress, often relationship crisis and often-mental fatigue.  As the world seems to speed up year over year many professionals are opting for a different way – mindfulness

Mindfulness

Mindfulness is the process of bringing your whole self, body, brain and spirit, awareness to the present moment.  It is taking moment to pause and calmly acknowledge how you are feeling and thinking in the present moment.

Mindfulness is not simply meditation.  It’s a way of being and a choice on your leading and living.

Mindfulness was named one of the 2018 business trends. There are seven practices to become a mindful CEO running a more peaceful, presence filled, and profitable company. I’ll share with you the strategies and research behind the companies applying mindfulness in the next 7 weeks.

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Growth Health and Wellness

Belle’s World – Death

Original Prompt published on July 21, 2017 on Belle’s World.

Has a death made you re-evaluate your entire professional career or personal life?

Over the past week, I have read two articles, by successful executives who have dealt with death.  One executive lost a son who was only 18.  He is dealing with the emotional upheaval that he lived longer than his son.  The other executive had a peer who was only 40 suddenly pass away.  These incidents have an impact on our emotional capacity and core.  They make us think about the uncertainty of our own lives, careers and life journey.

The first death that affected me happened in 2012.  I was already 2 years into renewing focus on my life journey and ability to own who I was both in my personal and professional life. I will always remember March 2010 as a true outward turning point in my life – it was when I got divorced for the second time at 33 years old.  I had been shattered emotionally and was starting my journey with a new purpose (another post for another day!).  In 2012, a respected Assistant Vice President passed away on vacation, in his sleep, next to his wife. He was only 41, had no children and was making an impact, in his work both internally and externally.   There were no outward signs or health issues that would give any indication that we were going to lose him.  Over time, it was released that he was very stressed with work but just kept it internalized instead of finding and using his network to support finding solutions to his stress.  I was two years into my new journey and this incident made me think, what I wanted considering I was now single and didn’t want children.  I had already made a shift from being a brand marketer to leading innovation which allowed me to be closer to the way I thought and could envision the future.

The second death hit me harder.  Cathy Coughlin was a mentor and the CMO of AT&T when I knew her.  She accepted me for the person I was – someone who was a little different than others.  Cathy was a successful woman in what had been a very white male dominated executive board.  She came up through the ranks and played her part well.  She was highly intelligent and for her time knew how to fit in but also bring her knowledge to the table.  She followed the rules to get where she was and I respected her greatly for her journey.  I on the other hand, was breaking “rules” left and right both in my personal and professional life.  In the beginning, she would be embarrassed for me if I was a little too open or blunt about how I saw things.   Over time, she began to appreciate me for the same and would ask for my opinion when we met.  She was one of the first work individuals who noticed, when I outwardly started changing my appearance from being old school power suit professional with long hair to owning my presentation of who I was to the outside world.  Cathy passes away in 2015 at the age of only 57.  I was no longer at AT&T but I received 5 texts, when it was announced, from folks who knew my relationship with her.  I cried that night as I hadn’t had a chance to see her since 2012 when I had left her organization.  She had made the biggest impact on me with her support of someone who was so different from her and others in the organization.  She gave me the some of the strength I needed as I was moving on my transformational journey to truly own what path I wanted to take forward.

The third death was very personal and happened at a time when I had already left the corporate world and was spending my full time focusing on me.  I met June in 2014, at the Joule Hotel lobby while she was sipping a dirty martini in honor of a celebration of life for one of her close friends, alone.  I went over and a 2 year friendship began.  She became part of my life family and a mirror to my future.  I thought I had years of time with her but I always made sure to make time for her or meet her if she could.  June was 82 when I met her and a firecracker.  In some ways, I think she was busier than me!  When I was with her, I felt happy and fulfilled that I could learn from her and move forward in owning myself and my journey the way I want it and not based on what the path should be.  She passes away February 1, 2016 at the age of 84 because of a fall.  I will never forget the day, as its my dad’s birthday.  June had also been a very accomplished lady during her time but I knew her as a friend and the relationship we cultivated.

We know that life at the end of the day is about a legacy we leave and the legacy is left through relationships.  As a whole, even the most successful people are remembered by their relationships with those around them.  I am still a very ambitious individual. These deaths were a piece of my self-awareness journey as I continued to focus on how I could make an impact on people and feel fulfilled with the work I was doing.  The journey of owning who I was – personality, thought process, lifestyle – took almost 6 years. It is not an overnight journey and in many ways harder to do alone.  I had the support of a life family that didn’t judge me and gave me a safe space to evolve.  This is what I now provide to others.

I enjoyed the corporate world while I was in it. However, at some point the box wasn’t big enough for my thoughts and ideas.  So today, I focus my energy on impacting individuals and continuing to build relationships doing what I do best.  Connecting and making people see their own paths.  The focus can sometimes make me be away from my “family” but it is a part of what drives me and is accepted by those in my life.  Over the years, I have had the consistent, honest conversations on who I am and how I want to live my life.  It allows the people in my life to manage their expectations on what support I can provide to their lives.  At this point, death is no longer something that will shake my world as I make sure that I have good relations and spend time with those that matter to me.  It will always be shocking when you see young deaths of good people and the definition of young is changing everyday as we live longer.

How has death affected your view of your personal life and professional career?

Welcome to Belle’s world. Everything in this world is based on a bell curve. Our media concentrates on giving advice to make everyone be a part of the masses.

This is a weekly series of Urvi’s insights on her perception of the world. They say perception is reality and she lives in her own fantasy world. This allows her to delve into the human element of our lives, helping individuals decipher their own souls, to understand, who they are and what they want, in the journey of life.

Belle’s world explores the extremes and goes beyond the surface. Ready to read about some of the “elephants in the room?”

Contact urvi, if you want to build your emotional wealth and enhance your life based on your inner core.  A confidential and non judgement zone that allows you to begin to flourish in life, love, career, wealth – your personal journey.  #thehumanelement

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Best Practices Health and Wellness Human Resources Management Marketing Skills Women In Business

How to Avoid Conflict – Part 1

At some point or other, we all have to have important conversations that have the potential to get ugly and uncomfortable. When in doubt, I say do your best to avoid the conflict.

I’m not talking about avoiding people in the hallways, refusing to answer the phone or saying “yes” to everyone – whether or not you mean it – so that you don’t have to say “no.”

There will always be disagreements and necessary discussions about difficult or unpleasant topics. But these conversations do not need to degenerate into round after round of browbeating to try to get your point across.

Ideally, the goal is to address the issue in a way that gets to the heart of the matter, and reaches a mutually agreeable resolution quickly and efficiently without raising voices or blood pressure. There is one intuitive – and yet commonly overlooked – key that can keep most disagreements in the realm of civil, productive discussion.

The key is consciously listening to understand. This is where most people fall woefully short in both their efforts and their outcomes. Listening to understand is critical to avoiding real argument for one crucial reason: most people continue to argue a point because they feel like they have not truly been heard or understood.

Most people think that they listen, but the short answer is that they don’t do it right. Let’s look at the difference and key strategies for listening in a way that gets to a peaceful, positive, and productive result.

 

Listening “wrong”

In disagreements, most people “listen” in order to find an opportunity to interrupt, contradict, or defend. This isn’t sincere listening; it’s more like scanning the horizon for the best time to retaliate.

When both parties are simultaneously focused proving why they are correct and the other is wrong, what they are both (rightfully) saying is, “You’re not listening to me!”

This quickly leads to an impasse with one of two outcomes: The first is that both sides leave feeling frustrated, with no resolution to the issue at hand. In the second, one side “wins” by forcing the other side to concede, i.e. lose. This leaves the winner with a bitter-sweet “victory,” and the loser feeling resentful, a combination that will have a variety of negative repercussions down the line in the form of morale, work quality, and office politics just to name a few.

The irony is that when people are able to voice their concerns, and truly feel like they have been heard and understood, they are often willing to accept “no” for an answer. So how does that work?

 

Listening “right”

When you listen to understand, you start by erasing any presuppositions and assumptions that you already know what they’re going to say and why. Instead, you enter the conversation from the perspective that there’s a missing piece, something you don’t yet know or understand about their position, priorities, interests or concerns. Be curious.

Invite the other person to share first. A good strategy is to take notes as you listen, which serves several purposes. First, you can record any key points so that you don’t forget them, which serves as a good future reference resource.

Second, you can jot down any questions or other thoughts you want to share. Don’t get me wrong – the idea is not to list all the points you disagree on just so you can launch into a point-counterpoint debate when it’s your turn to speak. That feels litigious, not collaborative or respectful.

Writing down your ideas as you listen has a variety of benefits. First and foremost, it keeps you from interrupting. When people aren’t interrupted, they feel more respected and less stressed or frustrated, which helps to keep the peace. But it also gives you a chance to reflect and organize your thoughts before you do finally speak, which can streamline the process, avoid clumsy and emotionally-charged knee-jerk responses, and help you prioritize issues to address.

 

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In part 2 we’ll address Talking from Listening: once you’ve heard them out, what do you say to keep things moving in the right direction?

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Do you have questions or comments about the issues in today’s post, want to know how to apply them, or how to help others with them? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss them with me personally!

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Best Practices Health and Wellness Human Resources Management Marketing Skills Women In Business

How to Avoid Conflict – Part 2

In my previous blog, we looked at the difference between “Listening Wrong” and “Listening Right” as a part of “Listening to Understand,” a fundamental principle in laying the ground work to have a potentially difficult conversation in a way that is constructive rather than combative.

Now, let’s look at strategies for when it’s your turn to talk, after you have successfully demonstrated listening to understand. 

Once the other person has finished sharing their perspective, don’t sabotage the exchange by launching into a “now it’s my turn to talk and your turn to listen” monologue. Remember that you entered the conversation with the initial goal of understanding their perspective. So the first step you need to take in line with this goal is to confirm your understanding.

A great segue can be as simple as, “Thanks for taking the time to explain that to me. I want to make sure I understand the key issues. Can I run through my main takeaways based on what I heard, and you can correct me if I’m off somehow?” Who would say no to such a request?

Once you have the go-ahead, start by paraphrasing your understanding of their key points. You should use simple, reporting language such as, “You said that your budget _____,” or “Did I understand correctly that in your department _____,” or “Your primary concern is that _____, right?” Whatever you do, do not comment on anything yet.

This step also serves multiple purposes with mutual benefits. From the other person’s side, they are happy to know that you are valuing their input enough to take time to ensure that you understood it. Plus, it is reassuring for them to have you confirm that whatever they said was received as it was intended. This builds trust and facilitates further discussion.

More importantly, paraphrasing this way ensures that you actually did understand all of their key points. Misunderstandings could be due to missing or improperly stated information in their initial explanation, or perhaps you were writing something down and didn’t catch something else they said at the time.

Regardless of the cause, once you have had a chance to confirm the facts, then everyone is satisfied that all key information is on the table, and, most importantly, they feel relieved to know that they have been heard and understood.

From there, you can transition into sharing your side of the story with something like, “Okay, well, let’s start with _____.” It’s important to keep your language objective, and if you feel like their view on something is incorrect, keep your explanation fact-based, calm and impersonal. There’s a big difference between saying, “There are a few details I don’t think your team is aware of,” and, “You don’t know what you’re talking about.”

If the other person does not play by the same rules and interrupts you when it’s your turn, you can explicitly draw their attention to the contrast and make a respectful request: “I’m sure you’ll have some comments and questions, which I welcome, but I listened to you without interrupting, and would appreciate the same courtesy in return.” You can offer them some paper to take notes on while they listen, for their own benefit, and ask them to paraphrase what they understood when you’re done, so they can follow your model more completely as well.

At best, once you have heard each other out, and truly sought to understand each other’s objectives and reasons, you can come to a solution that meets everyone’s needs. But at the very least, if the answer still has to be “no,” there is still potential for positive outcome.

At that point, “no” can sound more like, “I truly appreciate the fact that/your concern about ___. For now, we have to prioritize _____ because of _____, but I understand the impact that it will have on your situation, so…”

Even though the other person might not be happy with the immediate result, it’s much easier for them to accept the outcome because they understand why, and are emotionally satisfied that they have been respected as a person and a professional.

In the end, difficult topics are addressed productively without fighting and casualties of war, and respectful relationships are not only maintained but strengthened. You’re not avoiding the issue, you’re avoiding creating a mess.

More importantly, you’re leading by example, and fostering a healthy culture of open communication, transparency, and mutual respect.

That’s the difference between someone who has a leadership position, and someone who is a leader.

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Do you have questions or comments about the issues in today’s post, want to know how to apply them, or how to help others with them? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss them with me personally!

Categories
Entrepreneurship Health and Wellness Management Women In Business

Thin Without Dieting

Check out the video here.

What’s the most frustrating thing you think about when you look at your body and say to yourself, “I need to lose 20 pounds?”

Is it?:

  • How am I possibly going to do this? I’ve tried so many times.
  • Dieting has never worked for me.
  • Even if I lose 20 pounds, how am I going to keep them off?
  • I just like to eat. Now what?

The bottom line is that diets don’t work. The recidivism rate on people who were on a diet is over 95%.  You resent having to deprive yourself, so why do it?

In today’s video Esateys gives six simple rules of how to lose weight and keep it off without dieting. 

Change your life style and your eating habits and you will change your waistline. Guaranteed!!  

And when you lose weight and keep it off  you will feel so much better about yourself and that will make you more productive and successful in your business and in every area of your life.

More on Esateys. www.esateys.com