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What If Your Dream Came to Life?

What if you could breathe life into one of your dreams?

What follows is step by step guide to help if you’re really interested in achieving your wish this year, set aside a block of time for the next few days, get yourself a notebook or open a file on your computer and give yourself the luxury of reflecting and seriously considering what dreams may come. 

How to Fulfill Your Dreams

1. Select a Dream:

Think about the different dreams you have.  In your imagination, step into each one of them, one at a time and experience what life would be like when you realize that dream. What do you see? Hear? Feel?

  • What changes?What’s good about it?
  • What’s not as good as you hoped?
  • How might you change it for the better?
  • After you explore the impact of having those dreams, pick one that you’d most like to bring to life.

2. Analyze what you need to do to make that dream come true:

  • What skills and strengths are required for your goal?
  • Which do you currently have?
  • Which do you need to acquire?  How can you acquire them?

3. What hurtles might present themselves:

  • What might get in the way?
  • How can you problem solve those potential obstacles?

4. Find a champion:

Find folks who can listen and respond, who can provide an outside perspective as well as cheerlead you.  These may be people you know or you might join a local or online meet-up of people with similar goals. Or start your own meet-up. Set up meetings with them to discuss your dreams and bring them to life.

5. Create a Plan:

Just like making a business plan, create a reasonable,  step-by-step personal plan with tasks, actions and deadlines along the way.

6. State your intentions publicly.

By sharing your dream out loud with others, you magnify your cheering squad many times.  It’s like telling people you’ll stop smoking.  The success rate rises dramatically because there are many others beside yourself that you want to avoid letting down.

Similarly, if your goal implies a new capability or accomplishment, start referring to yourself as such.  I’m Jane the artist; Jim the author; Jen the marathon runner; Dan the pianist.

7. Find a partner to hold you accountable:

Meet with him/her in person, by phone, online at least weekly to review the actions you’ve taken and refine your plan on a regular basis.

To learn more about creating and achieving your personal and career goals click here.

Best Practices Human Resources Management Marketing Personal Development Women In Business

Why Every Business Needs a Personal Brand

Over the past several years, personal branding has become a hot topic across the business world.  That’s because it’s tough out there with the competition increasing daily.  Not just for businesses but for individuals as well.  Just consider the statistics.

In the United States there are currently: 1.3 million lawyers.  1.24 million accountants.  659,200 management consultants.  There are nearly 28 million small businesses in this country, more than 800,000 of them in New Jersey.  Yet the competition is so fierce that 50 percent of these firms including 80 percent of all restaurants fail before their fifth anniversary.  In 2018, more than 3800 major retail stores closed their doors.

What can you do to ensure that you don’t become one of these statistics?  The first step is to recognize that the way to successfully market and promote your business has changed dramatically over the past decade.

Today, the number one way that people find new companies, products and services is by accessing your website through the Internet, primarily by using Google Search.  The majority of those searches are done via smartphones.  When someone arrives at your website, you have approximately ten seconds to capture and hold their attention.  If you don’t, they’re off to one of your competitors.

The initial challenge is to get people to your website.  One way is by utilizing online advertising.  The problem is that online advertising is expensive with costs rising 5x faster than inflation.  The average small business effectively using Google advertising can today spend as much as $10,000 per month on their online advertising campaigns. That’s $120,000 per year.  Another problem is that consumers just don’t trust advertising. In a recent survey, less than 1% of Americans said that advertising had Influenced them.

That’s the bad news.  Now here’s the good news.  Unlike online advertising, social media is not only inexpensive but highly effective.  It’s also highly personal with almost half of all Americans reporting that they have had meaningful interactions with companies via social media.  Most importantly, social media gets people to your website — not by tricking them into clicking on a link or an ad, but by building a personal brand that generates trust and credibility for your business.

What is a personal brand?    According to Amazon CEO, a personal brand is what people think and say about you when you’re not in the room.   It’s what differentiates you and sets you apart from the competition.  It’s not simply a logo or a website — although both of these are important.  Instead it’s what you say and do that resonates with your target audience.  It’s the articles, the videos, and the photos that you post.  The advice you give and the ideas you support.  It’s what makes you special and unique.

So the next time you need to set your business apart from the competition, consider personal branding and social media.  Together, they’re a powerful combination that will help you not only survive but prosper and grow.

Best Practices Growth Human Resources Management Personal Development

How to Clarify You and Your Clients’ Goals

Coaching helps people with their goals.  But as simple as that may seem, it’s not always clear what their goals are or how that goal might improve their lives.

When a new coaching client comes in for a consultation they usually have a stated goal in mind.

It’s important to help them assess the viability of the goal based on their strengths and skills as well as understand what that goal will give them.  In a sense, what’s the goal behind the goal?  Why is getting to this goal important?  What will it bring you in a positive way?  How might your life change because of it?  Have you considered all the pros and cons?

There’s an illuminating model that has been used in the Navy’s Human Resource

We can ask the following . . .

1. What are you trying to achieve? Or, what do you want that you don’t have?

2. What are you trying to preserve? Or, what do you want to maintain that you already have?

3. What are you trying to avoid? What don’t you have that you don’t want?

4. What are you trying to eliminate? What do you have now that you don’t want?

This is a powerful assessment to help your client think through their potential goals. Just ask them to fill in these questions and use it as fodder for your coaching session on the goal. Suppose your client is interested in becoming a Professional Coach.  Here’s how the conversation might go . . .

Sharon: You said your goal is to become a professional coach.

Joe: Yes

Sharon: What might that give you that you don’t have now?

Joe: I’d feel like I was contributing to society while also making a living.

Sharon: How is that giving you something more than now?

Joe:  I get to work with people but I don’t really have an opportunity to help them move forward in their lives?

Sharon: Why might that be important?

Joe: I make great money at my job, but sometimes I feel bad that I have all these relationship building skills that are wasted.

Sharon: And . . .

Joe:     I’m at a point in my life where I feel grateful for what I’ve achieved and want to give back.  So it’s a win win.

Sharon: Great.  And what do you want to maintain that you already have?

Joe: Well  . . . my standard of living!  [He laughs]

Sharon: Uh huh

Joe: And the recognition and respect I currently enjoy in my career

Sharon: Great.  And now, what is important to avoid in this career move.  That’s to say what don’t you have that you don’t want?

Joe: I don’t have money worries and I really don’t want them!

Sharon: And what do you have now, that you’d prefer to get rid of

Joe: Well, I don’t punch a clock but it feels like I do because of having to be at my office regardless of my work load or my preferred times when I’m more productive and less so?

Sharon: Tell me more

Joe: I have to drive in rush hour twice a day, which is tiring and frustrating on a daily basis, while I’d prefer to have a lot more flexibility with my hours.  I have great energy early in the morning when I can get a lot done, but then I’m dragging my mental feet in the afternoon when I’d love to be exercising or taking a long hike and then returning to work.  I COULD do that as a Professional Coach

So let’s take a summary look at what we learned about Joe’s goal with our 4 element model 

Goal – I want to become a Professional Coach

Don’t Have                           Currently Have

WANT                      ACHIEVE – Satisfaction of helping others     PRESERVE – $$$$

DON’T WANT    AVOID – Money Worries.     ELIMINATE – Rigid Schedule

You can conduct this type of analysis with any goal. Why might you want to become a Professional Coach?

What might it help you achieve, as well as how does that goal stack up on the other factors? Good food for thought, right?

NEXT TIP heading your way tomorrow

Thinking about getting certified as a Professional Coach? Want to talk about it? Or any questions you have about professional coaching? Let’s talk and see whether or not it makes sense for you to become a certified professional coach.

Learn more about our upcoming Fast Track programs in NYC and Dallas in March

Warmest regards,

Sharon 🙂

Dr. Sharon Livingston


603 505 5000 cell



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How Coaching Helps Handle Challenges at Work and With Others in Your Life

One of the reasons people come to a coach is because they lose perspective.

As they’re attempting to move forward, particularly into a new realm – new career, new relationship, new living arrangement, they feel challenged, stressed and often forget what worked for them in the past. Or, they think they have to do something new.

Here’s a little story from a supervision session I had with one of my coach clients. She works with her clients to help them with diet and exercise and makes health recommendations about wellness and supplements.

As were talking – it was a phone session – I heard her sniffing and clearing her throat. I interrupted the discussion we were having on the use of paradoxical interventions. [Will explain that in another tip, you’ll love it.]

Sharon: How are you feeling?

Amy: OK.  Just have a bad cold. [I hear her sigh] Annoying

Sharon: That’s crummy.  What are you doing for it?

Amy: Not much

Sharon: Not much?  You’re not taking anything?

Amy: I just got involved in other things and have been so tired.

Sharon: But isn’t that what you do with your clients, make recommendations for things they could use?

Amy: Well, yeah . .

Sharon: So, what might you recommend to one of your clients who had similar symptoms

She’s silent for a minute:

Amy: Well . . . There are a number of things. (She seems to be thinking and then I hear what sounds like opening a cabinet door.)

Amy: Lysine – 4-5000 mg; Vitamin C 2000 mg a few times a day for the first couple of days and then back to 1-2,000 for the duration of the cold; they can also use Olive Leaf; zinc; garlic . . . . drink lots of water.  And of course get plenty of rest.

Sharon: But you’re not doing the same for yourself?

Amy:  Uh . . . I have been drinking tea with lemon and honey…. [She hesitates]  It’s what my mother used to give me. I miss her.  When I was little, I’d get into her bed, she’d bring up a tray with a pretty cup of tea and some toast.  She’d tell me stories, cuddle me . . . She’s so far away now.

Sharon: Hmmmm.  So what have you done in the past as an adult when you’ve gotten a cold
that works for you?

Amy: [Laughing ]. I do really well with Lysine and Zinc and a garlic extract called Allicin.

Sharon: Do you have any?

Amy: Mmm hmmm.

Sharon: So . . .

Amy: Right?  OK.  I’ll get on my routine.  Thanks.

The next time we spoke and she reported she was feeling a lot better, I asked her a little more about how she reacted to her cold challenge. I wanted to know what tripped her up in following her own advice.

What she said was interesting

Amy: I hate getting sick.  When I do I feel like I let down my clients by being a bad role model. It’s actually kind of depressing. I’m not supposed to get sick.  Made me feel down and then I didn’t feel motivated to do anything.  It’s good we talked and you reminded me of what I know.  When I’m disappointed in myself, I tend not to take the best care of myself, even though I tell my clients how important it is to treat themselves well when they don’t feel well.

Sharon: How might you intervene with yourself when that happens.

Amy:I guess the first thing is be aware that I’m feeling blue.  Then I have a choice. Take better care of myself or just feel bad. I can remind myself of my favorite remedies, and make sure I have some on hand and prescribe caring to myself as if I were my own client.

Sharon: Good!  And maybe call Mom and get some virtual Tea, honey and Lemon over the phone?

Amy: [giggles] Yes.  That would be great.  I hate to tell her I don’t feel well, because she worries. But it would really help to get some special Mom TLC.

There’s considerable research on how challenges create stress and stress impairs our ability to know what we know.

Under stress, our brains and body are hard wired to react to the emotional aspects of the situation.  It’s part of the fight or flight instinct.  We can’t as readily consider the facts.

That’s why it’s important to remind ourselves that we do have internal resources that have worked in the past; to open our mental cabinet, see the choices we’ve previously used well, and consider which of those to call into action.

In addition, what worked with one challenge might have relevance for another. Think about the example above with Amy.  Another challenge she might have is in a relationship with a colleague at work.

There was a misunderstanding. Amy’s feelings are hurt.  She’s been thrown into an emotional field that makes it hard for her to remember how she and her colleague work well together.

She needs to stop, acknowledge to herself that she’s upset and stressed and then remind herself of what’s worked positively with with her coworker in the past. It would also be helpful to consider what created the uncomfortable communication.

What happened that led to the upset?

How might she avoid that in the future, creating a better work space for both of them?

Key takeaways:

  • Under challenge we experience stress which makes it hard to focus on the facts.
  • Take the time to remind yourself of what’s worked previously.
  • Which steps can you borrow from your previous successes and apply to this situation?
  • Assess the triggers that precipitated the challenge and consider how you might avoid them moving forward.

Make sense?

Next tip coming tomorrow

Thinking about getting certified as a Professional Coach? Want to talk about it? Or any questions you have about professional coaching? Let’s talk and see whether or not it makes sense for you to become a certified professional coach.

Click below

To Learn About Our Upcoming Fast Track Certification Workshop This March in New York City

The cost of $75 for the 30 minute consultation can be applied to the TLC Professional Coach Training program if you decide to join.Warmest regards,

Sharon 🙂

Dr. Sharon Livingston

Best Practices Growth Human Resources Management Personal Development Women In Business

How to Listen to Engage in a Win-Win Business Relationship

Listen, listen, listen and then reflect

One of the best secrets of great coaching [and all good relationships for that matter] is the ability to listen attentively. You demonstrate to your client that you are engaged and responsive while avoiding expressing your opinion or giving advice or instructing.

We call this Active Listening.  (Some call it Reflective Listening…)

I personally prefer Active Listening because it suggests involvement and engagement with your client. You’re not just a sounding board who repeats the others words [Reflective Listening] but you’re fully present, responding authentically to what you hear and see and sense.

Active Listening creates a safe environment that allows the client to go deeper, and often come to new realizations. It’s the basis for connection, trust and respect.

Further, when you as coach Actively Listen your clients get to hear their words and tone as you mirror them.  It’s almost like being an outside observer. This perspective helps them to have compassion for themselves and often helps them begin their own problem solving of challenges and paths to their desired goals.

There’s also a major benefit to the coach, particularly for those who are starting out.

Many new coaches and managers feel compelled to provide an answer or give direction.  They think they have to do the heavy lifting telling the client what to do next, or sharing how they did it themselves, or coming up with a brilliant solution for a tough problem.

Listening in an engaged manner keeps the focus outside onto the client.  There’s no need to provide a solution.  All you have to do is be there in real time and play back what you experienced to spark their creative thinking.

Here’s an example.

Lisa rushes into her friend Jodie’s office, closes the door and begins:

Lisa: I’m sorry to dump this on you, but I had a fight with my sister and we haven’t spoken since. I’m upset and don’t know who to talk to.

Jodie: I’m right here.  Go ahead.

Lisa: Well, we were arguing about what to do for our parents’ anniversary. I’m still so angry.

Jodie: You SOUND angry.  Tell me more.

Lisa: Yes, she just makes me so angry. She assumed I would help her plan this elaborate party—I don’t have time! It’s like she couldn’t see things from my perspective at all.

Jodie: She really upset you by not taking you into account?

Lisa: Frustrated. Angry. Maybe a bit guilty that she had all these plans and I was the one holding them back. Finally, I told her to do it without me. But that’s not right either.

Jodie: Sounds really upsetting.  And as if her plans are your problem.

Lisa:  Right?  Now I’m the bad one and I hate that.

Jodie:  It feels bad being the bad one.  So sorry.

Lisa: Yes, Exactly. So frustrating and I do want to be part of it but I’m so overwhelmed with things right now.

Jodie: It sounds overwhelming!

Lisa:  Thanks for listening, I just needed to vent. I’m already beginning to think of how I can talk to her.

Jodie:  That’s great. If you want to tell me more about it . . .

Lisa:   [Sigh] I think I’ve got this.  I do love her and my folks.  Just hate feeling like I’m being pushed around and invisible in what I need.

Jodie: [Smiles] I see you.  I think you’ve got this too.

Lisa:  Yeah, I’m going to call her and see how we can work it out.

Jodie:  Sounds like a plan.  Keep me posted?

Lisa:   Sure.  Thanks so much for listening!

Can you see how this engaged listening environment gave Lisa just the help she needed to express her feelings and thoughts, relax and be accepting of herself so she could rethink what happened and solve her own problem?  That’s a major benefit of the Active Listening technique.

Thinking about getting certified as a Professional Coach? Want to talk about it? Or any questions you have about professional coaching? Let’s talk and see whether or not it makes sense for you to become a certified professional coach.

To Learn About Our Upcoming Fast Track Certification Workshop This March in New York City

The cost of $75 for the 30 minute consultation can be applied to the TLC Professional Coach Training program if you decide to join.

Tip 3 will be along tomorrow.

Warmest regards,

Sharon 🙂

Dr. Sharon Livingston


603 505 5000 cell


Best Practices Body Language Culture Health and Wellness Human Resources Management Women In Business

What to do When Whatever Can Happen Suddenly Does and Tries to Destroy Your Meeting – Part 2

You’ve just been attacked verbally by a super-irate member of your meeting.  Your heart is pounding.  Your eyes are wide.  The rest of the group is focused on you for help.  What the heck?!  Who signed me up for this???!!!!

Here’s one technique to feel more centered and apart from your own emotional reactions when aggression is expressed.  Experience yourself observing while simultaneously leading.  You can take an emotional step back from involvement in the group by imagining that you’re watching a movie; the story is unfolding before your eyes and you can watch and think about the characters, the plot and the implications from a slightly removed vantage point. We thereby spare ourselves the stress and high emotions that can distort perceptions of the findings as well as jeopardize our ability to lead.

By the way, in marketing research focus groups, this is excellent advice for the observers in the backroom. As we’ve all experienced, it’s often difficult for clients to hear negative and emotionally charged feedback about their brain children. And, who could blame them? Their jobs are on the line.  Their self-esteem about their own creative process which brought the test ideas into being are being challenged and shot down in a moment, while they may have spent months or even years coming to the point where they are brave enough to expose them to their audiences. It’s natural that clients are likely to take any attacks on their products and advertising personally making it difficult to listen with an open mind.

It is therefore a wise idea for clients to have the safety of the movie metaphor. And it works well with the focus group set up. Watching the “movie” through the glass is a logical extension of the physical environment.  The window is like a large screen. The seats are lined up in tiers. It’s dark like a movie theatre. Many facilities even serve popcorn to encourage the sense of more passive viewing and listening.

However, it’s a totally different situation in the front room as the leader. The facilitator might pretend that she/he is the focusing lens of the camera, but… the problem occurs when the monster in the movie slowly turns its head, catches the camera’s eye and focuses his fury right into the audience’s face. We all know how frightening that is when that character seems to come off the big screen and become aware of you as viewer.  Our safe seat in the auditorium is now confronted by the scary beast. An icy chill streaks up our spine. Our hearts begin to race. Our eyes widen. Some will utter a frightened, HUH!! If the change
in the monster’s demeanor and attention comes out of the blue, the intensity of our reactions is greater.

Imagine how much worse that is when an angry group member captures the moderator’s eye and blasts him/her with a tirade of emotion intended for God knows what, his boss,  his father/mother, or anyone else who has made them angry. While we can sit safely in the movie theatre just having our momentary feeling of fright, in the leader’s seat we must have strategies in place for dealing with these people.

Art Shulman, a friend of mine who has attended our training and learned about our Snow White Theory for dealing with the various types of characters in the group, wrote a comic tongue-in-cheek account of his version of The Hulk appearing in one of his sessions.

Here’s a synopsis and a small excerpt.  Thank you Art!:

Apparently, an already transformed, surly, Hulk-like look-a-like known as “Beast” presented himself in one of Art’s groups (or perhaps hypothetical groups). In the go round he growled and snarled at the group and at Art.  Art, silently, but frantically tried to recall all of the interventions he had learned to employ in dealing with difficult people. He jokingly reflects to himself things like:

  • Slip him a Mickey?
  • Pull out a can of Mace?
  • Use the ejector seat?

Then he tells us that he remembered the seating position behavior he learned about for working with difficult respondents. He invites Beast, AKA Grumpy or Hulk who is sitting in the confrontational, counter-leadership position at the end of the table to switch seats with Happy who is sitting in the compliant seat to the leader’s immediate right. He correctly explains that the chair opposite the leader is likely to be taken by a provoking, challenging character. One way to change behavior is to literally change the person’s seat.

In Art’s Group Thriller, he has this Grumpy Beast switch his seat with Happy, the character most likely to support the leader. Then Art announced to the group that the topic of the session was Christmas stockings, where upon our Grumpy Hulk uttered a thunderous rumbling sound like that of a volcano about to erupt, turned to him and the people in the backroom, and in growing ferocity picked up a chair and flung it at the mirror.

Once our imaginary respondent, Beast, released the pent up frustration that had been growing to a breaking point, he was able to express the softer feelings and reasons why.

In Art’s words:

“Then, as we all looked on, Beast sat back down and became tearful,. .’Every December I apply for jobs as Santa Claus. But I’m always rejected once they find out I’m a professional wrestler’

For the rest of the session he was a pussycat, making all sorts of  useful suggestions to increase sales of my client’s product”

* * *

With just a little luck, nothing this extreme will ever happen to you when you’re leading a group or meeting. Yet there is that nagging old Murphy reminding us that anything can and will. The sheer knowledge of this possibility, no matter how rare, keeps us needing to have an approach to handle the most difficult respondents even though most groups are comprised of amiable, cooperative people.

An important intervention for your consideration:

I would like to suggest a little tactic to have in your back pocket that you can rely on if Murphy and The Hulk show up in your meeting and scare you with a roar and the mighty muscle that looks like he can back it up.  It is a very simple technique that diffuses the raw emotion of this grumpy person. And remember, all of us have the capacity for being quite grumpy at times, when provoked.

The unexpected outburst starts. Allow the participant to vent and finish his/her little tirade. You will be feeling the attack and so will the rest of the group. If you are like most people when confronted with such a strong assault your heart is racing and you probably feel a little frightened yourself not unlike the shock I felt when the computer came crashing down on my head out of seemingly nowhere.

Remind yourself to take a breath. It will be over soon.

You can give yourself time to think and recover from your pounding heart and dazed feeling AND at the same time, help this angry person calm down by saying: “I am sorry could you repeat that…I want to be sure I really understood what you said.”

While it may sound counter intuitive to invite this furious fomentation to be unleashed yet again, it actually has the reverse effect.  It is at once both an extraordinarily simple AND extraordinarily powerful intervention.

Here’s why:

– Asking the person to repeat what was just expressed protects you from attempting to engage in a rational conversation with an irrational person (which is kind of like
trying to get your dog to teach you Calculus … you’ll just irritate him and get him to bark louder).

Our job is to keep the group communication constructive, reasonably logical and goal oriented (despite any needs to recognize emotional motivation.) The overly aggressive attacker is not able to contribute to this in their initial state of anger.

– Second, the meaning and intent of the overly aggressive  communication is usually quite clouded by the intensity of his adrenalin. It’s hard to decipher the meaning and
implications out from underneath the intensity of his emotional outburst.

The tone of your voice should communicate genuine interest in hearing the meaning of his/her words. You are asking so that you can help this person better articulate what they are thinking.

Like the Hulk who requires a build up of energy to fuel his fiery temper, the aggressive participant’s raw emotion has been spent. It will take time, energy and a sense of annoyance and irritation to rebuild for there to be another volcanic eruption.  When the participant repeats what was originally spat out in a rage, he/she will now express it far more calmly with far less feeling and agitation. This will give you an opportunity to:

* Recuperate, calm down, collect your thoughts and think of your next question

* Invite the group to react to the content of his message rather than the inappropriate emotion.

Then, in order to further help Grumpy respond in a way which will help him be more cooperative, ask “object oriented[4], easy questions with regard to the content. Examples would be:

– When did this happen?
– Where were you?
– How did you get there?
– Who was there?

People calm down when given the opportunity to answer simple factual question which have definite answers, having nothing to do with their opinions. (The reason is, opinions reside INSIDE a person’s head … they are ideas one has to ‘defend’, whereas facts are things that are usually more objectively verifiable, thus carrying less of a need for personal

In contrast, asking a very upset person “why?” (to which they may or may not know the answer, and which certainly puts them on the spot to defend their position) may create more anxiety and refuel their upset.

You might also, (at some point after the problem person has re-verbalized their aggression and been helped to calm down with these simple factual questions), acknowledge the problem or concern he has, then repeat it to the person to make sure you (and the rest
of the group) understands the issue.

What works about this approach?

You demonstrated that you have respect for her/him [as well as the others in the group] by accepting his reaction and wanting to hear more.

You remained apparently calm and avoided counter attacking and dismissing him. (That’s hard to do when someone is attacking you. During an aggressive confrontation, it’s natural to want to fight fire with fire.)

You indicated interest in finding out what he is really thinking and validated him by letting him know that you believe there is an important message beyond the fireworks.

You treated the issue as important to her/him, even though it might not be so for others, showing your interest in his and everyone’s reactions.

You demonstrated acceptance of his feelings to make it possible for him to talk without having to use intense emotional outbursts to get your attention.

You used the window of calm after the storm to reestablish your leadership in the group and take control

At the same time, you gave the other group members a moment to catch their breath too and calm down from the onslaught so you could all return to the task at hand.

Incidentally, Art was right about seating position. It’s much easier for an angry meeting participant to assert dominance and attempt to steal the floor if they can make eye contact with the leader. Acknowledging via eye contact invites the other to talk and interact. [You know how they
say to avoid eye contact with a crazy looking person when you’re walking the streets of Manhattan.] So either change his seat or change the balance of power by getting up, moving around the room and making it difficult for him/her to look you in the eye until this person has demonstrated that she/he can be cooperative.

When all else fails, from another fairy tale, keep a pitcher of water handy to melt the wicked witch. [Just kidding of course, but it’s only fair to note that Super-Grumpies come in both genders].

And remember, Murphy’s law is very unlikely to come to pass. Most meetings are comprised of people who want to be there and share their ideas rather than hitting you on the head with a heavy metal black box.

Hmmmm.  Maybe Dennis the flight attendant was the Incredible Hulk?

Wishing you great meetings!

Want to learn more about leading groups?  Contact me http://www.DrSharonLivingsto.com to find out about our upcoming training sessions or email me directly at DrSharonLivingston@gmail.com

[1] Wasn’t sure if he was just annoyed with me for invading his space or if he saw my strange behavior as a function of menopausal madness.  If he had only known the secrets for assuaging potentially aggressive reactions, we might have had a pleasant flight..

[2] After sharing my experience with other QRC’s I heard a story that topped this one.  A moderator was sitting in First Class.  During take off, a bottle of wine flew out of the galley, hit her in the head and knocked her unconscious!  We really have a high risk occupation, friends.

[3]  Grumpy is an icon for one of the 7 characters that show up in any group. Anyone unfamiliar with my metaphor that respondents in a focus group tend to assume the role of one of the seven dwarves from the classic 1800’s tale can visit http://www.snowwhitetheory.com/ for a description of all the postures people take in a group meeting and suggestions for how to handle them

[4] An object oriented question is just a factual question that has an easily identifiable right answer. An opinion might be judged, making the respondent anxious, but factual queries are experienced as safe.


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Please Pass The Puppy

Up until a couple of years ago, anyone who knew me fairly well, knew that I had a wonderful little mascot, Stewie the Shih Tzu. We’d been hanging out together for 13 years and he accompanied me to many places: to work every day when I was in my home office, on the road whenever I could, to my hairdresser, and he sat on my lap in the dentist office.

What you may not know is that Stewie has participated in a number of marketing research, training and creativity events.

It started when he was a two month old puppy. At that time, I had a facility on Long Island. My partner and I were running a creativity session with a pharma company and it’s agency. There were 16 people sitting around the table for many hours, coming up with new ideas for several categories of products. Since Stewie was still so little, I brought him along.  After getting permission from the group, we set up a make shift puppy playpen in the corner just behind my chair.

Not surprisingly, early in the session Stewie started whining a little, so I picked him up and held him in one hand while I continued conducting with my pen in the other.  [Later one of the participants told me that Stewie’s little head kept bobbing up and down following the pen as it drew invisible lines and circles, mirroring the movements of my improvised baton.  Can you tell this puppy was my child?!  I thought everything he did was adorable.]

This was a fairly typical brainstorming session – the group was charged with identifying areas we wanted to develop, getting spontaneous downloads of ideas, using creative excursions to move away from the problem at hand to make new associations, generating possible ideas from the new input and then doing it all over again.  While much of the time was spent in spontaneous talk mode, there was some head down writing involving focused concentration.

For some people that part is tense.  At one point during a writing exercise, a woman lifted her head, turned to me, arm extended and commanded, “Please pass the puppy”  — which of course I did without a blink.  Stewie continued to travel around the room at various times throughout the day providing comedic and warm fuzzy relief when people needed a break or wanted to lessen stress.

Stewie continued his apprenticeship over the years, listening in while providing licks and entertainment to my clients.  Most of the people I work with were thrilled to have him attend and several actually requested him. Why? Because he brought “love” and innocence into the session. He’s spontaneously silly, engaging in hilarious antics that are entertaining. He cuddled, invited petting and patting, gave licks, asked for what he wanted, and was genuinely and obviously appreciative of any attention given to him.

One of my clients, James, loved to have Stewie along. In addition to just enjoying Stewie’s presence and clowning around, he also relished the opportunity to take the pup “out for a walk” – a euphemism for grabbing a smoke.

On one occasion, we were conducting a series of one-on-ones with MD’s on a set of concepts for a new medication.  It was suburban Philly.  We were interviewing 15 docs per market. After interview #10, James said, “Hey, I have an idea. We pretty much know how we’re doing here. [This was the final of three markets.] What would you think of bringing Stewie into the front room to see what happens.  It would be research on research!”

I asked if he was sure he wanted to take the chance of forfeiting the interview results, and he replied with an enthusiastic “YES!”  So, I greeted the psychiatrist in the waiting room and told him that I had my dog with me.  How did he feel about dogs? How might he feel about allowing the dog into the interview room?  The doctor said it was fine with him.

Imagine the set up. My back is to the mirror.  The doctor is facing the mirror.  I have two tables set up in an L with stacks of materials as well as discarded papers in a pile under the table ready to be shredded.  We start the interview with the purpose of the talk and an introduction of the doctor; medications he currently writes for his patients, etc.

Then we switched to concept exposure.

Stewie started out laying at my feet.  That lasted for about 10 minutes before he started exploring.  The first thing he found was the pile of papers on the floor. Stewie saw an opportunity to earn his keep and started aggressively shredding the paper. Meanwhile the doctor continued to talk as if oblivious to the noise and distraction, while I’m thinking to myself, “oh well, I guess this isn’t going to work.”

I picked up Stewie and got him to settle down on my lap while we progressed in the interview, showing more ideas for the doctor’s feedback. I don’t know what you know about Shih Tzu’s, but because of their short snouts, they have a propensity to snort and snore. In fact Stewie can snore louder than my Grandmother who was queen of sawing wood, honking and whinnying while she slept.

Internally, my virtual eyes were rolling, but I stayed with the process, asking questions, probing, clarifying, moving onto the next set until we finished. Surprisingly, after a couple of giggles of acknowledgement of Stewie’s off key concerto, we got through the entire interview covering all the materials.

As were winding down, I asked the doctor what it was like to have the pup in the room. His answer was very interesting. He said that he’d done interviews before and that even though he knew he was being asked for his honest response, he generally found himself trying to give the answers he imagined the interviewer wanted to hear. But this was different. He allowed himself to be authentic and say what was really on his mind.

In classic interviewer style, I said, “interesting, what might have contributed to the difference in your response.”

He said there were two things. Having the dog in the room gave him the sense that his own playfulness and creativity were encouraged. To him this translated to allowing himself to be relaxed and open. In addition, my accepting of Stewie without punishing his behaviors said that I would be accepting of whatever he had to say. The result was he was comfortable taking the risk of telling me how he really felt about the product concepts.

James, who had been laughing his head off in the backroom, sobered up and took notice. James was in charge of the internal research training program. His company holds a bi-monthly Lunch and Learn event that is offered to all in the research department of his company. The doctor’s reaction was so intriguing, that he actually wrote it up and distributed it to the VP of Research as well as his peers for future consideration.

There is a dynamic relationship between people and animals. Each influences both the physiological and psychological state of the other. In the presence of animals, people seem healthier and happier and actually experience improved health benefits: lower blood pressure, less anxiety and a general sense of feeling good about themselves. In fact, pets can add to longevity. Grieving elderly widows and widowers left with pets survive years longer than their counterparts without pets.

Animals are a natural source of genuine affection. They create an emotionally safe, non-threatening environment that can encourage people to open up. In the presence of friendly pets, people relax and calm down. They forget about their worries, loneliness, sadness, pain and fear. They laugh and feel moments of unselfconscious joy.

Did you know that 20% of American businesses allow their staff to bring companion animals along with them to work?

The value of a cute pup or pet in work situations has been researched. Results of a survey sponsored by The American Pet Products Manufacturers Association indicated positive outcomes as a result of bringing pets to work.

Participants agreed that bringing their pets to work led to:

  • An increased willingness to work longer
  • A decrease in absenteeism
  • Improved relationships with co-workers
  • An environment that fosters creativity
  • Higher productivity

So, do you have a pet that might like to give back? Maybe become an assistant researcher or facilitator?  Just be sure to protect anyone who might have fear of fur and get their permission before introducing your pup.

To learn more interesting tips on making work less like work and encouraging employee engagement click http://www.future-proof-your-career.com

Growth Management Personal Development

8 Tips to Clear Out the Leadership Clutter Before 2019

As we wind down the year, we’re told as executive leaders to start thinking about goals and resolutions for the New Year. But before you rush off willy-nilly into what new projects and initiatives you’re going to tackle in the next twelve months, you might need to think about what you’ll let go of so that you can make room for the new stuff.

For instance, I was in a Sunrise Yoga class the day after Thanksgiving, sweating my you-know-what off, and our instructor encouraged us to check our thoughts about the past and our worries about the future at the door.  “Because, you see,” he went on, “you need to get rid of all of the toxins and all of that ‘crap’ to make space for what’s possible right now.”

I began to think about how true this is, not only in yoga class, but in life in general. Now don’t get me wrong, we all have days when we feel like the “hot mess express,” and I’ve certainly had my share of those days. Please don’t hit delete and move on to your next email or pressing item, but hang with me for a moment. I promise I won’t get all soft and new agey on you.

My family can tell you I love to do some purging of stuff around the house and office. I’m like the anti-hoarder (I think that at times my kids have been afraid that I was going to haul them out to the curb, too!). But I just love the clean, light feeling of making space in my physical environment. My mantra has long been “outer clutter = inner chaos.”

This runs true in organizations as well. We all have to clear out the clutter in our leadership practices, as well, so that we can have room for new, improved, and exciting ways of doing things.

8 tips for clearing out your leadership and organizational clutter:

1. Kick the status quo to the curb. Similar to cleaning out your closets, just because it’s familiar, doesn’t mean it’s your best look. Get out of your comfort zone. Often we hold onto shoes, habits, and ways of doing things because they’re familiar, and “that’s the way we’ve always done it.” (Or those are the shoes we usually wear with those pants/that dress.) Shake things up a bit.

2. Reassess and ditch processes and systems that have become inefficient. Tom Peters said “Over time, even a beautiful system tends to get elaborated and elaborated. We end up serving the system instead of having the system serve us.”

3. Sweep out those snarky thoughts about people. “Assume the best, and confirm the rest.” Assume positive intent.

4. Stop spending time with those soul-sucking people who drain the life out of you. This will create space for you to be able to invest in the people who add value to your life.

5. Clear your calendar of meaningless meetings. Or find a way to make them meaningful. Ask yourself if each meeting is a productive use of your time. If it’s not, could the information be shared via email? Save the meetings for the things that need to be batted around, cussed, and discussed, eyeball to eyeball.

6. Get rid of those habits that aren’t serving you. Addicted to your phone? (BTW, NO one ever admits this.) Try setting some boundaries for yourself. Put them away during more of your interactions so that you can really be present to your team.

7. Banish bureaucracy. Organization expert Cynthia Kyriazis said, “Clutter is symptomatic of delayed decision making.” Same is true in organizations. When “the boss” has to make each and every little cotton-pickin’ decision, he or she usually become the bottleneck. Bureaucracy is the clutter of many organizations today, and it slows everything down and creates resentment and frustration.

8. Dispose of the stuff and focus on creating experiences.  For the past few years, my husband and I decided that instead of buying a bunch of stuff for our kids for Christmas, we instead wanted to create experiences and make memories with them. We invested in family vacations, gone to Jazz Fest, and spent a lot of time fishing and beaching together. How could you replicate this in your work? Could you be more intentional about how you want people to experience you?

Of course I’m not telling you to be a neat freak, nor do I want to insinuate that I am a neat freak, because I most definitely am not! But, just like we need to clear out the physical clutter in our homes and offices, we need to regularly clean up and clear out the metaphorical clutter in our leadership and organizations.


  • How will you make this “purging” a regular practice going forward?
  • What habits or practices will you get rid of to make space for new and improved ways of doing things?

To receive solutions to your people problems in your inbox every month, and to receive our report: “7 of Your Biggest People Problems…Solved,” click here.

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Leadership Team Accelerated Results Program

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Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems




Growth Management Personal Development

The Step Executive Leaders CAN’T Skip Before the New Year

Year after year, the holidays coincide with the end of the year and all that entails. I feel your pain, truly I do. Back in the day, I would get caught up with the holidays and all that they entail, (which I still do, of course), and then jump into planning, goal setting, and resolution making for the New Year.

But I’d skipped a valuable step. I’d neglected to reflect on the past year. While it’s easy to fast forward to future visioning, I’ve come to realize that it’s important to take the time to take inventory on the past 12 months.

Reflecting on the year past is not some soft, fluffy, airy, fairy activity, but rather, can have hard-core, bottom-line business impact. Whether you’re a leader, manager, supervisor, a wannabe, or a dog or a cat person, trust me, this stuff works. Whatever your current role or your aspirations, if you want to advance your career and certainly if you want to become a better executive leader, you have got to commit to learning and growing. And that’s precisely why you need to make sure you thoroughly process and digest your experiences.

Socrates said,

“An unexamined life is not worth living.”

Maybe that’s a bit dramatic, but I do think there is value in taking time to pause and reflect.  One way to do this is to celebrate the wins and digest the lessons. Incorporate the best and eliminate the worst.

Think in terms of MOLO – More Of, Less Of.

What do you want to create more of in your life and what do you want to have less of in your life?

I aim to take time during the last week of the year to conduct my own year-end review. This has actually become a ritual that I look forward to and plan for. You can conduct your own review any way you like. My suggestion is to set aside some time (anywhere from an hour to a full day or more), grab a notebook and pen, disconnect from all, uh, distractions, (namely your texts, email, etc.), and go to a place where you won’t be disturbed.

Ponder these executive leadership questions as you sip your beverage of choice:

1. What gave you the feeling of great accomplishment? Think in terms of what you did really well and how you might replicate that. What do you want more of in 2019?

2. What, or who, are you most grateful for? Feel free to go crazy on this one.

3. What would you do differently if you’d known then what you know now? What do you want less of in 2019?

4. What did you learn? What skills, knowledge, or awareness did you develop?  How are you different this year from last year?

5. What relationships did you nurture or develop?

6. Jim Rohn said that you are the average of the five people you spend the most time with. Who did you spend time with?

7. Who did you look to as a mentor? Who did you mentor/teach/coach?

8. How did you increase your value to your organization? To your direct reports? To your clients or customers?

So before popping the 2019 New Year’s champagne and jumping right into goal setting and resolution making, take time to reflect. I hope these six questions have sparked your thinking and prompted you to take stock of the past year.


  • What reflective questions would you add to this list?
  • How do you conduct your year-end review?
  • Pop a comment below and share your practices, ideas, and suggestions with our community.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

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Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.


Growth Management Personal Development

Executive Leaders: Give a Different Kind of Gift this Holiday

As I considered what I wanted to write about this month, I read through the feedback cards from the leaders in a recent program I’ve been doing for an organization in Mississippi. What’s cool about this organization is that they really connect the dots between leadership development, employee engagement, customer engagement, and ultimately, the bottom line. Not to brag, but I’m happy to say that we received consistently positive, glowing feedback. Okay, I guess that was a bit braggy, I digress. The comments that I received over and over from this and from many of my programs, is that I helped leaders to see what they may not have seen or struggled to see about themselves, and this will help them to be better leaders.

As I was walking through the airport recently I saw a service dog walking with a gentleman who was blind. As I walked along, lost in my own thoughts, I realized that we are all a bit blind in one way or another.

Before you can lead others, you must be able to lead yourself. So self-awareness, or intra-personal info is necessary before you can build inter-personal relationships. We always work on self-awareness first in my coaching and leadership development programs, and we do this by having everyone complete a self-assessment. Heck, this is our starting point regardless of what kind of program I’m facilitating, and regardless of the participants’ roles within the organization.

And we don’t stop there. We pay it forward. We give the gift of this self-awareness to team members, so that everyone in the organization is speaking the same language.

But, back to my guide dog analogy. As a leader, your job most often involves serving as a coach for your team members. Your role is to help them to see what they can’t see about themselves. You guide them around potholes and missteps, and help them to learn from every experience.

If you would like reveal the blind spots in your leadership and your team members and give the gift of self-awareness this Christmas, here are a few quick tips:

Understand that every team member has a preferred way of doing things and accept that your preferred way isn’t the only way. Have everyone on your team take a self-assessment. But for the love of all that is holy, don’t stop there. Get some good coaching to help everyone interpret and understand their results. Just handing someone a report and expecting them to read and interpret it on their own is a complete waste of time and money (or as my Mama would say, “That and a dollar will get you on the St. Charles streetcar!”).

Ask open-ended questions. Influential leaders don’t necessarily have all of the answers, but they do ask great questions.

Use stories, analogies, and examples to give context to what you want your team members to really get. Remember, people would rather use Tabasco for eye drops than listen to someone lecture! Tony Robbins says it a little differently: “Information that is not attached to emotion is not retained.” Stories evoke emotions. Use em’.

To be a good coach, you need to have a good coach. Hire one. I did. Professional athletes do. It’s pretty hard to see the label when you’re inside the wine bottle… er, or as my coaching client said recently, “ I don’t know what I don’t know, Jen. That’s why I need you to help guide me along this leadership path.” A good coach helps you to not only see your own blind spots, but to identify and leverage your strengths.

Invest in team and leadership development. Notice I said invest. You should be able to expect ROI, such as improved communication, amped up employee engagement, enhanced customer service, and ultimately, a beefed-up bottom line. And don’t forget to measure the results.

As a coach, your role isn’t so much to teach people WHAT to think, but rather to teach them HOW to think – for themselves. It’s a fine distinction, but you don’t want to create order takers who need to be spoon fed and told what to do. By asking for their ideas, opinions, and suggestions, you’ll help them to think in terms of solutions and options.

Be a lifelong learner. You can’t give to others what you haven’t first learned. ‘Nuff said.

In my experience, most people need a guide on the side, a coach to help them along the way, because we’re all a bit blind in one way or another. What a way to spread your love and appreciation to your team members! Just remember that this is an ongoing process, a journey, and it’s the gift that keeps on giving.

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

To receive solutions to your people problems in your inbox every month, and to receive our report: “7 of Your Biggest People Problems…Solved,” click here.

You might also like:

Leadership Team Accelerated Results Program

Stay Home From Your Next Leadership Conference

Why Your Employees Should Stop Thinking Like Employees