The Modern Manager

Latest Episodes:

80: Shift Your Mindset and Start Delegating Dec 03, 2019

Show notes

Delegation is a critical skill for any manager, but did you know it’s also a mindset? Many of us have had less than ideal experiences delegating in the past, making us weary of trying again. It’s almost impossible to delegate successfully if deep down, you don’t believe it will work out. It’s time for a shift in mindset.

In this episode, I talk through three common fears around delegating (which I’ve personally experienced and heard from other managers) and how to shift your approach so you can move past these excuses and prepare to delegate effectively.

The full episode guide includes an overview of the 5 common fears, questions for reflection and recommendations for how to move past your concerns. Get it when you join the Modern Manager community or purchase the full guide individually at www.mamieks.com/store.

Get the free mini-guide for this episode at www.mamieks.com/miniguides.

Register for my course on delegation: Make More Time: Everything a manager needs to know to delegate successfully. Registration closes January 10, 2020. Early bird pricing ends December 31, 2019. Get a special bonus PDF “5 Common Mistakes to Avoid When Delegating” for free when you sign up before December 20th.

Members of The Modern Manager community get 10% off!

Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.

Read the related blog article: Prepare Your Mind to Delegate Successfully

Key Takeaways:

Delegation is one of the best ways to create more time for yourself.
Delegating requires the right mindset along with an effective process for planning, communicating and managing to a successful result.
Often we avoid delegating out of fear. Three common fears are: (1) Fear we’ll look bad; (2) fear we’ll spend more (rather than save) time; and (3) fear of letting go of what we enjoy.
Your time is your most precious resource. If you believe that, why would you spend it on activities that are not the most meaningful or valuable for you?
Start small and build trust over time. Delegate a task (straightforward) before handing over an outcome (complex or uncertain).
Delegate the first draft or a component of the work instead of the entire piece.
Just because you enjoy something or are good at it doesn’t mean your the best person to do that work.
Consider how the other person will benefit from taking on this work. It’s not only about benefiting you.
Consider what you will gain by having additional time. How might you spend it in more important or meaningful ways?
Delegating may take more time up front to properly prepare and offer support, but in the long run, you’ll gain that time and often more.

Additional Resources:

Episode 22: Keys for Successful Delegation with guest Dave Stachowiak.
Online course: Make More Time: Everything a manager needs to know to delegate successfully.

mamie@mamieks.com

79: Start off Strong as a Manager with John Murphy Nov 27, 2019

Show notes

Being a manager is tough. Being a new manager is really tough, even if you’ve done it before in another company or with another team. There are a few things you can do to start off strong whenever you’re taking on a new managerial role. But we can all learn from these lessons whether you’re brand new or have been with the same team for years.

John Murphy is the author of 10 Key Traits of Top Business Leaders and creator of the First 100 Days Plan course for new managers. He is an internationally successful coach, author and speaker. He began his corporate career as a salesman and progressed to being CEO of a Pan European Group. 15 years ago, he set up John Murphy International to help business owners, senior executives and management teams deliver what they are capable of. John has worked with global companies like Pfizer, Airbus, Johnson & Johnson and Vodafone.

John and I start our conversation talking about the mindset of a successful manager and servant leadership, and then we hit a twist and transition into the topic of critical things to do as a new manager to set yourself and your team up for success.

Read the related blog article: Move From Individual Contributor To Effective Manager

Join the Modern Manager community (www.mamieks.com/join) to get a digital copy of John’s book: 10 Key Traits of Top Business Leaders. Plus, get access to dozens of other guest bonuses and episode guides when you join.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox: mamieks.com/join.

I’m interested in hearing about your experience working for a rockstar manager. Please share your story at www.managerialgreatness.com

KEY TAKEAWAYS:

As an individual, you are measured by what you accomplish. As a manager, you’re measured by what your team accomplishes.
The old ‘command and control’ mentality is outdated and adds to the disengagement of team members. A support and serve mentality is needed in today’s workplace.
Your job is to help your team members become the best version of themselves, to become very effective and efficient at what they do.
60% of first time managers don't celebrate their second anniversary. Being a new manager is extremely challenging.
When taking on a new managerial role, be proactive about educating yourself. Learn about the business, the goals, the strategies so you can make better decisions.
Think broadly about who your team’s stakeholders are and go meet them.
Meet internal stakeholders to learn about them and their work. Ask how you can work together best, what do you need from each other, etc.
Talk with your team members about your expectations of them. Be clear about what their goals are and how you’re there to support them. How do you want them to act/interact with you?
Talk to your boss about their expectations of you. Gain clarity on what they believe success looks like.
Prepare yourself for new tasks like preparing for and leading meetings, giving feedback, etc. Find resources to support your growth in these areas.
If you join a management or leadership team, remember that you’re wearing two hats: that of your own team or department and that of the organization at large.

KEEP UP WITH JOHN

Course: https://www.first100daysplan.com/join
Linkedin:https://www.linkedin.com/in/johnmurphyinternational/
Twitter: https://twitter.com/jmicoaching
Facebook: https://www.facebook.com/JohnMurphyInternational/?ref=bookmarks
Website: http://www.johnmurphyinternational.com/

mamie@mamieks.com

78: Don’t Let Fear Control You (or Your Colleagues) with Ruth Soukup Nov 19, 2019

Show notes

Fear is one of our most natural instincts. At its best, fear drives us to make good choices that preserve our safety and security, but at its worst, it inhibits us from taking risks and moving forward. After surveying more than 4,000 people, seven patterns of fear emerged. Knowing your fear pattern, and your colleagues', can help you all achieve your goals.

Ruth Soukup is a New York Times bestselling author dedicated to helping women overcome fear and create a life they love. Through her blog, Living Well Spending Less, which reaches more than 1 million women each month, she encourages her readers to follow their dreams and reach their goals. She is also the host of Do It Scared® podcast, the founder of the Living Well Planner® and Elite Blog Academy®, as well as the author of five bestselling books. Here newest book, Do It Scared®: Finding the Courage to Face Your Fears, Overcome Obstacles, and Create a Life You Love will be available in May 2019.

Ruth and I talk about the 7 fear archetypes each of which has strengths and struggles, we get into my fear archetype, which is a very common one, as well as specific things you can do to manage and reduce your fears. And, we get into how knowing your team members fear archetypes can help you be a better manager and so you can better support your team members.

Read the related blog article: Take Control and Conquer Your Fears

Join the Modern Manager community (www.mamieks.com/join) to get Ruth’s guide to picking an accountability partner that matches your Fear Archetype. So after you complete the free Fear Assessment, you can use the criteria to help pick an accountability partner that matches your archetype and is a good fit for your needs. Plus, get access to dozens of other guest bonuses and episode guides when you join.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox: mamieks.com/join.

I’m interested in hearing about your experience working for a rockstar manager. Please share your story at www.managerialgreatness.com

KEY TAKEAWAYS:

Complete the fear assessment to better understand your fear archetype. https://doitscared.com/dis-assessment/
Often fear is unconscious or we experience it as overwhelm, anxiety, feeling stuck or depressed.
Once you bring your fear to the surface and recognize it, you can do something about it.
Fear does not present the same for everyone but there are seven patterns of fear or fear archetype: (1) The Procrastinator, (2) The Rule Follower, (3) The People Pleaser, (4) The Outcast, (5) The Self-Doubter, (6) The Excuse Maker, (7) The Pessimist.
Each fear archetype has positive qualities that serves us and negative qualities that inhibit us.
Understand the nature of your fear so you can take appropriate steps to move past it. Look for how it shows up in your ways of thinking and behaving. Then replace those thoughts and actions with small, new ways that better serve you.
Action is the antidote to fear. You can only overcome fear by moving forward.
Because we don’t all fear the same things, a behavior that seems easy for you may cause deep fear in a team member.
When you understand the fear archetype of your team members, you can better motivate and support them to achieve their goals.

KEEP UP WITH RUTH
Website:www.ruthsoukup.com
Book: https://doitscared.com/
Facebook: https://www.facebook.com/LivingWellSpendingLess/
Instagram: https://www.instagram.com/ruthsoukup/
Twitter: https://twitter.com/RuthSoukup|
Pinterest: https://www.pinterest.com/lwsl/

mamie@mamieks.com

77: How to Facilitate an End of Year Reflection with Carey Jaros Nov 12, 2019

Show notes

It’s that time of year again, when many of us begin thinking about what we’ve accomplished and where we’re headed - in business and in life. Using a structured process to help you reflect on the past year and plan for the next year creates a sense of accomplishment and momentum to move you into the future. Doing it as a team helps build relationships, increases morale, and offers opportunities to support one another.

Carey Jaros is Chief Operating Officer at GOJO Industries, inventor of PURELL® Instant Hand Sanitizer. Carey will become President and Chief Executive Officer on January 1, 2020. As an executive, board member, and investor, Carey has worked on and in over 50 organizations— from startups, to established public and private companies, to non-profits. She spent the first decade of her career at Bain & Company, before taking on progressive operating roles in several other companies.

Carey walks me through her end of year reflection process that she’s used for years with her teams. She explains the various sections, including exercises and objectives of each, so you can use this process with your team.

Read the related blog article: Engage Your Team in Purposeful Reflection and Planning

Join the Modern Manager community (www.mamieks.com/join) to get the worksheets Carey uses for each activity. Plus, get access to dozens of other guest bonuses and episode guides when you join.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox: mamieks.com/join.

I’m interested in hearing about your experience working for a rockstar manager. Please share your story at www.managerialgreatness.com

KEY TAKEAWAYS:

Plan to spend 3-4 hours using this reflection and planning process. Be sure to send an agenda or share the concept of the session with your team so their expectations are set prior to attending the session.
Begin with the “future self” - what does your life look like in 15 years? This gets people to think beyond incremental shifts to their current life.
Next, generate your top 3 x top 3 - what are you most proud of accomplishing this year (1) with your team, (2) individually at work, (3) in your personal life? Identify three items for each category.
For each accomplishment, reflect on whether you had a goal and a plan? Help the team recognize that when you have a goal and a plan, you’re more likely to accomplish it.
Identify up to 10 areas of your life and describe what fulfillment or satisfaction looks like for each. On a scale of 1-5, how satisfied are you now and how satisfied would you like to be in 5 years?
Two common ways to reallocate your time are to (1) outsource e.g. delegate or hire someone and (2) double up i.e. combine activities from two areas into a single activity such as going to the gym with a friend.
Select two goals you’d like to achieve in the next year that will help you move closer to your 5 year vision. Have a partner offer ideas for what practical steps you can take to make progress on your goal.
Commit to two actions you’ll take for each goal. Share them with a partner and check in on them over the course of the year.

KEEP UP WITH CAREY

LinkedIn: https://www.linkedin.com/in/careyjaros/

Website: www.gojo.com

mamie@mamieks.com

76: Bring Team Values to Life Nov 05, 2019

Show notes

How often does your team talk about goals (or impact or accomplishments)? And how often do you talk about your values?

Too often team or organizational values are meaningless words on the wall (or website). Unless we intentionally take steps to bring these values, the beautifully crafted inspirational values will likely never become core to the culture.

In this episode, I talk through various strategies to help bring your values to life. I discuss how to translate values into norms or behaviors, how to incorporate values into your accountability systems, and how to modify your ways of working to reflect your values.

The full episode guide includes a sample agenda, activities, and examples to help your team translate it’s values into norms and incorporate them into your ways of working. Get it when you join the Modern Manager community or purchase the full guide at www.mamieks.com/store.

Get the free mini-guide at www.mamieks.com/miniguides.

Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.

Read the related blog article: How to Live Your Team Values Every Day

Key Takeaways:

Values on their own will not change a culture. It takes intentional effort to embrace the values and make them part of your team’s daily experience.
Norms can be explicit and implicit. Often we take cues from observing our colleagues to help us understand what behaviors are expected and accepted.
When norms are not intentionally developed based on the team’s values, they emerge organically. In this case, they are typically derived from the team leader and/or the loudest personalities.
To generate norms as a team, ask the group, “for each value, what behaviors would we observe if people were living this value?”
Collectively identify the top 1-3 norms to focus on first. These could be the easiest to implement, most needed, greatest ROI, etc.
Elevate the norms to the same level of importance as your team’s goals. Talk about them wherever you’d talk about goals.
Share stories of when you’ve observed people upholding the norms and values.
Incorporate ratings or reflection questions specifically about upholding the team values and/or norms into your performance review process.
Include developing skills and capabilities related to the values in your individual development plans.
Talk with team members individually when they don’t uphold a norm. Seek to understand why and support them to do better in the future.
Reflect on your current ways of working - processes, practices, rewards, etc - and ask if they are aligned with your team values.
Take steps to update or redesign any ways of working that are inhibiting people (as structural roadblocks or de-motivators) from living the values.
Make it fun by including visuals, playful language or other approaches that highlight the team’s values.
Recognize that this process takes time and focus, but it’s worth the investment.

Additional Resources:

Episode 072: How to Create Team Values

mamie@mamieks.com

75: Working with (or Being) Highly Sensitive People Oct 29, 2019

Show notes

Do you ever find yourself doing anything but what you should be? Are you highly creative, imaginative and loving? Does it ever seem like you’re too empathetic?

These are just a few characteristics of a highly sensitive person. Note: Being highly sensitive is not the same as being highly emotional. HSPs are more attuned to the world around them due to how their brain is wired. As you’ll soon learn, there are pros and cons to this ability.

Heather Dominick is the founder and leader of the Highly Sensitive Entrepreneur® movement. She has helped thousands of HSE®s release life-long limiting beliefs, overcome fears and learn how to build their business in a way that actually feels so good that they can’t help but create solid, sustainable, high level financial success.

Although Heather’s work has been primarily focused on entrepreneurs, the lessons and insights are relevant to managers and their direct reports, too. Heather and I talk about what it is to be a highly sensitive person, the shadows and strengths of HSEs, how to move from coping mechanisms to healthy behaviors, and how to identify if your colleague may be highly sensitive.

Read the related blog article: Embracing Your Strengths as a Highly Sensitive Manager

Join the Modern Manager community (www.mamieks.com/join) to get a discount on Heather’s course Business Miracles. Get access to dozens of other guest bonuses and episode guides when you join.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox: mamieks.com/join.

KEY TAKEAWAYS:

15-20% of the population is highly sensitive. This means their nervous system is wired to take in more information through their 5 senses.
There are 12 common strengths of highly sensitive entrepreneurs. Each of these strengths has a shadow for when it’s overused and starts to inhibit the individual.
HSEs often use coping mechanisms to help them avoid feelings of stress and overwhelm. For example, some will busy themselves with other seemingly meaningful tasks (but which actually don’t move the work forward) while others will over-invest in getting the work done, burning themselves out in the process.
HSEs have a strength of empathy with a shadow of over-responsibility. It’s powerful to be highly attuned to the feelings and experiences of others, but not healthy to always feel responsible for those feelings and experiences.
HSEs have a strength of creativity with a shadow of overwhelm. It’s powerful to have lots of ideas to pursue, but not healthy to avoid the work or burnout because of all the details and workload.
Step one is to recognize if you and/or a colleague is highly sensitive. Then you can start to notice what triggers you and what coping mechanisms you typically turn to.
Self reflection is critical. Regularly assess how you’re doing and develop tactical plans for how to work or behave differently next time.

RESOURCES

Rocketship.fm podcast - Meetings Suck episode
Highly Sensitive Quiz - www.HSEQuiz.com

KEEP UP WITH HEATHER

Instagram: www.instagram.com/bizmiracles

FaceBook: https://www.facebook.com/businessmiracles/

Twitter: https://twitter.com/ACIBMs

LinkedIn: https://www.linkedin.com/in/businessmiracles/

Website: www.BusinessMiracles.com

mamie@mamieks.com

74: When and How to Quit with Dr. Stan Robertson Oct 23, 2019

Show notes

“Winners never quit and quitters never win.” Oh yah? Says who?

Dr. Stan Robertson is an author, coach and speaker, and has come to be known as “the quit doctor” because of his relentless determination to heal the world of the stigma and shame associated with the concept of quitting.

Dr. Stan and I talk about why quitting has a bad rap, when to quit and when not to, and how to quit successfully because quitting can be surprisingly difficult.

Read the related blog article: Time to Stop: Quitting Can Lead to Greater Success

Join the Modern Manager community (www.mamieks.com/join) to get a discount on Dr. Stan’s book Quit: The Last Principle of Success. Get access to dozens of other guest bonuses and episode guides when you join.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox.

KEY TAKEAWAYS:

American culture reinforces the idea that quitting is for losers, creating negative connotations and emotional baggage around quitting.
Our brains are hardwired for completion. Research shows that when we stop before something is done, we have a hard time letting it go. We continue to spend mental energy on the unfinished task.
There are times when quitting is the right thing to do: (1) you’re overly focused on being right and therefore not making room for others, (2) you’re ignoring bad news, (3) you’re not getting the expected ROI, (4) your priorities have changed.
There are times when persevering is the right thing to do: (1) you’re feeling undervalued, (2) the work is challenging, (3) you’re frustrated by someone else’s success.
The key is to know when to stop and redirect your efforts compared to when to keep going and build your competency.
To help you quit, follow this acronym: Q = quit quickly. It’s better to identify early when things aren’t working so you can save time and energy for more optimal work. U = understand associated negative emotions. Know that you’re likely to feel uncomfortable about quitting, and that’s OK. Recognize the feelings and let them go. I = initiate a new behavior. Quitting is easier when you’ve replaced the old behavior, strategy or goal with a new one that you can focus on. Through the process of identifying the new, you’ll feel less loss for the old. T = transform your behavior. Make the new behavior, goal or strategy stick by making any additional changes to your environment, skill set, etc in support of the new.

Shout Out:

The Green Repeal podcast by prior guest Rick Kiley of Episode 20

KEEP UP WITH DR. STAN

Website: http://thequitdoctor.com/

Book: https://drstan4.wixsite.com/website-1

mamie@mamieks.com

73: Tactical and Adaptive Performance with Lindsay McGregor Oct 15, 2019

Show notes

A rockstar manager does more than make sure timelines are met and goals accomplished. They know how to get an individual or team to do the best work of their lives while finding satisfaction or meaning in the process. As this week’s guest learned, it’s not about being nice, but instead about how to be authentically yourself while enabling people to accomplish more than they ever thought possible.

Lindsay McGregor is the co-author of New York Times bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. She is also the CEO and co-founder of Vega Factor, a startup building technology to help organizations transform their cultures. Previously, Lindsay led projects at McKinsey & Company, working with nonprofits, universities, school systems and Fortune 500 companies.

Lindsay and I talk about being nice and being a leader, how to manage for both tactical performance and adaptive performance, how various motivations can help or hinder performance, and what you can do to increase TOMO - that stands for total motivation.

Read the related blog article: Manage Adaptive Performance, Achieve Exceptional Outcomes

Join the Modern Manager community (www.mamieks.com/join) to get a complimentary session with one of Linday’s colleagues to plan next steps based on your team survey results. Plus, one member will will a signed copy of Primed to Perform.

Become a member by Friday October 18, 2019 to be eligible for a free private coaching session with prior guest Lindsey Caplan of episode 70.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox.

KEY TAKEAWAYS:

Every manager must manage two types of performance: (1) Tactical performance: codifying best practices and lessons learned, keeping everyone aligned on what to do and how to do it. (2) Adaptive performance: creating conditions for and facilitating learning, problem solving, and innovation.
To enable adaptive performance, it helps to understand people’s motivations. Not all motivations will inspire people to achieve their best performance, especially when creativity, risk taking and growth are involved.
The three positive motivations are: (1) Play: find joy in doing the work itself; (2) Purpose: the work leads to a meaningful, desired outcome; (3) Potential: the work positions you for something desired in the future.
The three negative motivations are: (1) Emotional Pressure: do the work out of fear of disappointment or missing out, shame, or guilt; (2) Economic Pressure: the carrot and stick approach to do the work for the reward; (3) Inertia: Do the work because it’s what you’ve always done.
When combined, you can rate your individual or team Total Motivation (TOMO). Do this through the Vega Factor surveys (below). A team’s TOMO will predict their overall performance.
As a manager, you can adjust performance by changing someone’s TOMO via role design, routines and responsibilities, and professional development. You can also help connect a person’s role to the success of the team or organization by helping them feel valued for their unique contributions.

Resources:

Motivation Surveys: https://www.vegafactor.com/survey

KEEP UP WITH LINDSAY:

website: www.vegafactor.com

email: lindsay.mcgregor@vegafactor.com

linkedin: https://www.linkedin.com/in/lindsaymcgregor/

mamie@mamieks.com

72: How to Create Team Values Oct 09, 2019

Show notes

In his book Traction: Get A Grip On Your Business, Gino Wickman says you have to have “the right people in the right seats.” Team values help ensure you have the 'right people' by making explicit the way the group expects people to act and interact. By doing so, you are able to elevate 'how work gets done' to the same importance as 'what is accomplished.'

In this episode, I explain what team values are, how they differ from organizational or personal values and how to create them with your team.

The full episode guide includes a list of value terms to select from, an overview of the values structure and process, examples and templates. Get it when you join the Modern Manager community or purchase the full guide at www.mamieks.com/store.

If you work for a nonprofit or government agency, email me for 20% off any membership level.

Get the free mini-guide at www.mamieks.com/miniguides.

Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.

Read the related blog article: Align Your Team by Creating Shared Values.

Key Takeaways:

Unlike organizational values, which apply to all employees and are part of the “north star” that guides the enterprise, team values focus on what matters most to this particular group.
When someone isn’t acting in alignment with your team’s values, you can work with them the same way you’d work with a team member to develop any competency or skill.
To create team values, gather input from the entire team on the values they believe are important. It’s OK for these values to be aspirational.
Group the values by theme and together decide which groupings are most critical. Aim for 5-7 in total.
A team value has three components: (1) the term, (2) the definition, (3) what it’s not.
Create draft values that include a suggested term, starting statement that further illuminates what this value represents, and a starting statement of what it’s not which depicts what overuse of this value might be.
Enhance these statements as a group with the goal of good enough to go forward. It’s OK if not everyone feels fully aligned as these are the team values, not a collection of individual values.
Agree to revisit the values in 6-12 months after you’ve had time to live with them.

Additional Resources:

mamie@mamieks.com

71: How to Respond, Not React with Ron Shuali Oct 02, 2019

Show notes

Respond, don’t react. Easier said than done. When our emotions take over, our logical brain shuts down, increasing the possibility we’ll say things we don’t mean or make poor decisions. Yet we have more control over our emotional response than you might think.

Ron Shuali holds a Master of Education and has spent over 15 years presenting in the education marketplace. He is a best selling author, top motivational speaker and most importantly…He is funny. He presents keynotes, school assemblies and workshops all over the United States on issues related to bullying. His study of martial arts, yoga, reiki and improv rounds out a powerful hero for what is right.

In this episode, Ron offers a fresh perspective on how we overemphasize emotions and the power we give to other people to influence our emotional state. We share approaches and tips for how to manage your own emotional response and how to deal with other people’s emotional moments.

Note: This episode is an experiment. Rather than playing the full interview, it’s a solo-guest mashup. Please share your thoughts on this format - whether you love it or not - and any suggestion for the future. Email me at mamie@mamieks.com.

Read the related blog article: Don’t Let Your Emotions Control You

Join the Modern Manager community (www.mamieks.com/join) to get a free session with Ron on workplace or school bullying. Plus, get a chance to win a free coaching session with Lindsey Caplan of episode 70. Become a member by Friday October 18, 2019 to be eligible.

If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.

Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox.

KEY TAKEAWAYS:

Your emotions are yours. No one can make you feel anything.
We’ve been conditioned since childhood to over-emphasize our emotions and the way other people make us feel.
Words have inherent meaning, but we often ascribe additional meaning or interpretation to them.
Recognize your physical signs of emotional stress. Use these to help you trigger a thoughtful response.
Apply Mel Robbins’s 5 second rule whenever you feel your emotions taking over. Count down from 5, then decide how to respond.
Ask yourself, are these emotions helping me right now? Or not?
If someone is having an emotional outburst directed at you, stay calm and redirect the conversation if possible.
Hum a tune in your head and stare at the person’s forehead to make the experience less intense.
If you’ve had an emotional outburst, have a ‘cleanup conversation’ later. Apologize and promise to work to not let it happen again.

Resources:

Tiny Leaps, Big Changes - episode 392: How to Overcome Anxiety
The 5 Second Rule by Mel Robbins
Episode 14: Personality and Preferences with Rob Toomey
Episode 69: Center Yourself So You Can Lead Others with Dolores Hirschmann

KEEP UP WITH RON

Website: www.ronspeak.com
Youtube: https://www.youtube.com/user/shualife
Facebook: https://www.facebook.com/ronshualispeaks/

mamie@mamieks.com

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