Managing Your Emotions

In our Amazon Top-10 Business book, Step Up–Lead in Six Moments That Matter, we have a chapter called Get Angry, Not Stupid and we also have a previous blog with the same name. The idea is that it’s okay to feel and express feelings like anger or frustration, even at work, as long as you can express those emotions in an intelligent and productive way; one that you will feel proud of later.

Most of you are familiar with the famous Amygdala Hijack. This is when a primal part of your brain senses or perceives danger, and, as a reaction, takes blood out of your pre-frontal lobe (where intelligent thought occurs) and pushes blood into your arms and legs so you can fight or take flight.

Some of the foundational work we do with leaders is coaching them to manage their emotions when they are feeling hijacked. How do we remain intelligent and objective, when facing challenging situations and/or people? It’s not always easy but it gets easier with focused practice. The feelings you experience are joined by physiological changes in your body. Afflictive emotions might make your chest tight, your breathing shallow, your hands clench into fists, your shoulders tense, or your jaw tighten. In other words, your body always gives you a heads-up that you are about to realize a feeling. When you sense that, you are getting hijacked by your amygdala. Here are two of the four techniques we offer in our book that can help you stay intelligent. (If you have the book, you will find the details starting on page 24):

Breathing. Deep, controlled breaths help restore blood back into the neo-cortex and stop the production of the chemicals that cause you to react suddenly and with great force. Sometimes it’s hard to take a deep breath when upset. In those moments, try breathing out. Do it now. Breathe all the air out through your mouth and you will notice that you cannot help but take a deep breath in.
Breathing out through your mouth may work well while sitting alone but may not work quite as well when sitting at a meeting or a dinner table surrounded with people looking at you. So, try an alternative for those situations. Slowly push the air out of your lungs through your nose. Again, you will notice that you can’t help but breathe in afterwards. Really, try it now. I promise you will have more oxygen available to you after you breathe out.

Questioning. When you ask your brain a question — any question — it forces blood back into the neo-cortex where intelligent thought occurs. So when you are triggered, ask yourself a question. Start with simple questions. What did I eat for breakfast yesterday? What is the last good movie I saw? What time did I wake up yesterday?
While any question will produce the desired result of a calmer emotional state and more rational thinking; as you progress in this practice, you can ask more sophisticated questions that are appropriate to the situation at hand. What can I say to make this person feel safe right now? What am I really trying to accomplish in this situation? What can I say or do to build this relationship?

Managing your emotions in the moment is not always easy. It requires practicing these techniques when you’re not being hijacked, so that they are readily available to you when you are.
Remember that your body will give you a heads-up. If you are aware of what is happening in your body, you can interrupt the cycle, stay at the stage in which you are simply irritated, and not let your emotions get out of hand.

Thank you, we look forward to hearing your thoughts. Let us know how you are doing.

As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

Like us on Facebook to share your experiences, or email us at [email protected]

Thank you.

Eradicate Excuses at Work in Three Easy Steps

What’s Your Excuse?

What are the three excuses you use most often?

With more than 10,000 hours of executive coaching experience, my observation is that everyone, even the highest performing people use excuses when they miss a deadline or break a promise. When we offer excuses to others, we lose credibility and trust.

The first step to Eradicate Excuses in the Workplace™ is to shift our focus from the easy work of noticing when other people are giving excuses, to the harder and more impactful work of noticing when we do it ourselves.

Here are some of my excuses:

• I was on travel
• Yesterday was too busy

These are not explanations; they are excuses; (explanations are okay).

In fact, being on travel and having a busy day doesn’t change the fact that I had the exact same amount of time as every other person on the planet, 24 hours a day, 365 days a year.

We do a deep dive on this in our Accountability Trainings and while we can’t cover our entire method in a two-minute video, we can give you the basics.

We invite you to Eradicate Excuses in the Workplace™ by following three easy steps.

Identify the excuse. One example is my personal favorite: “I was on travel”
Replace the excuse with an explanation like “I didn’t make it a priority”
State your call to action: “Here is when I will do it,” which is why this person came to speak with you in the first place.

They want to know what you WILL do, not WHY you didn’t do it.

When I said “I was on travel”, a more accountable replacement would have been “I’m sorry I didn’t keep the commitment. I was on travel and didn’t make it a priority. You will see the report in Excel format by 3pm PT, tomorrow, January 10”.

Now, how do you start eradicating your own excuses?

Start by writing down the three excuses you use most often. Then, add some more accountable language to replace those excuses.

Feel free to call your own excuses out in the moment. If you catch yourself saying something like “I was on travel”, say, “You know what, that’s an excuse. I didn’t make it a priority yesterday and I will tomorrow. Expect to see the report in your inbox by 10:00 am, CT tomorrow”.

Use this video in a team meeting to identify the excuses you use most often as individuals and as a team.

Make operating agreements to replace that language with clear explanations, followed immediately by a firm and specific call to action.

In upcoming months, we will be talking about other aspects of Eradicating Excuses in the Workplace™ like:

• Understanding the difference between an explanation and an excuse.

Thank you, we look forward to hearing your thoughts. Let us know how you are doing.

As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

Like us on Facebook to share your experiences, or email us at [email protected]

Thank you.

Prioritization Filter – How to get real about your ‘to do’ list

Over the years, I’ve amassed more than 10,000 hours of coaching CEO’s and others in the c-suite. During that time, I’ve learned and also developed practices to make high performing leaders, perform at even higher levels.

Today, we’re sharing a process we published in our Amazon Top Ten Business book, Step Up, Lead in Six Moments that Matter, called The Prioritization Filter (pg. 78).

You have a to-do list. If you are like the rest of humanity, you don’t do everything on that list, even if you intend to. When we coach others, part of that effort is in helping people realize what is realistic. For this conversation, it is about putting your “to-do” list into three categories.

Execution: Own it. You have already, or you will immediately assign the resources required to get this done yourself. The resources we’re talking about are generally your time and the organizations money. Another way of viewing this is your, “I will do it” category.

Delegation: You will ask someone else to align their time and effort to accomplishing the task. You’re not doing the actual work yourself, and you are being thoughtful enough to recruit or assign someone else so that the work is completed. Think of this as the, “I’ll find someone else to do this” category.

Finally, we have the category most people are missing, even if they are otherwise high performing. We call this Elimination: Get honest with yourself and decide, or in some cases admit to yourself, that you won’t be doing this. For example, if tasks you’ve been meaning to complete for a long time, show evidence that you won’t do them, why not throw them out and acknowledge that? If that decision makes you nervous, you must assign resources through one of the previous categories, execution, or delegation. Otherwise, call this category, “I won’t do this“. Sometimes, this involves calling people and having a tough conversation where you renegotiate your original commitment.

Prioritization Filter Branded

(Click Image for detail)

Taken from page 78 of our Amazon Top 10, Best-Selling Book; ‘Step Up, Lead In Six Moments That Matter

If you use this tool to sort your “to-do” list, once a week, you will notice yourself doing what is most important and you will travel home feeling like what you didn’t get done, was less important that what you did get done.

Our intention is, that by watching this video, you have learned how to apply this practice. If you would like a downloadable image of the Prioritization Filter and/or a deeper explanation, you will find both in our book, on and leading up to page 78.

As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

Like us on Facebook to share your experiences, or email us at [email protected]

Thank you.

Decide Already! How to get decisions made, no matter your title.

In order to be competitive as an individual, team, or organization, you need agility and speed in this rapidly changing marketplace. This means that decisions must be made faster than your competitors, and your plans executed with excellence.

In the Amazon top-10 business book I co-authored with Dr. Colm Foster, Step Up, Lead in Six Moments That Matter, we dedicated a chapter showing how to accomplish this.

Here are two of the ways our clients are able to outpace their competitors in decision making.

First: You can bring a team to a decision with or without the formal authority to do so by “Reversing the momentum of negative interactions”.

This means that when you notice a team is stuck in discussing a problem, you say or do something to shift the energy toward finding a solution, by saying something like “I think we’ve done a great job of establishing the problem, what are we going to do about it? What’s our next step?” This type of momentum reversal is a kind of judo move that anyone can do whether CEO, new hire, or anywhere in-between.

Second: There is no such thing as a perfect plan. So please, Don’t Wait for Perfection.

As one of the keystones of our practice, we help organizations write and execute their strategies. Although every challenge is unique, we have found this constant truth: An 80 percent complete strategy brilliantly executed always beats a 100 percent finished strategy badly executed. As General George S. Patton said, “A good plan violently executed now is better than a perfect plan executed next week.”

We have worked with organizations who tend to get stuck in analysis paralysis while trying to complete a project. Sometimes a strategic-planning client wants to reassess and reevaluate their carefully thought-out initiatives rather than begin implementing them. We call this the postponed perfection syndrome.

According to Harvard research, in using our Accountability Method™, our clients implement their strategies at almost 8x the rate of most organizations. They’ve learned how to make and execute their decisions, even when outcomes are uncertain. They achieve greatness because they are willing to take action during unstable times, when their competitors would rather play it safe by talking instead of doing.

Our clients have learned that if you have 4 out of 5 data points needed to make a decision – Make That Decision! Having all five data points is not a guarantee of anything, as your changing environment and/or new data may require a change. An 80% solution is usually enough to get started.

We would rather see our clients follow a procedure we call Decide, Execute, Adjust.

1. Decide how you will begin doing something,
2. Begin doing it (get out ahead of your competitors), and
3. Stay present and aware of data telling you when and how you need to change.

Make your next step identifying a decision your team is failing to make and invite them to crystalize and begin to execute what some of your team members may still be calling “an imperfect plan”.

Say something like “I think we have enough information to proceed with a decision” or “Can we begin to execute based on the information we have and adjust as we go?”

While this type of action may not be completely comfortable for everyone on your team, it will keep you ahead of your competitors.

As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

Like us on Facebook to share your experiences, or email us at [email protected]

Thank you.

Office Anger: How to Win People Over by Losing Your Temper

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The Telegraph / USA Read on telegraph.co.uk

If you want to get angry at work, it’s better to be a man. Sexist though this sounds, it’s a finding from a recently published study conducted by psychologists at Arizona State University. Women, it seems, may have been right all along about stereotyping. An angry man is seen as more authoritative, whereas women become less influential if they get angry.

In fact, this study points to a general misunderstanding about anger in the workplace. We normally think of anger in terms of a kind of cinematic freakout with no redeeming attributes. But anger at work has some surprising upsides and can be very useful.

The Harvard Study of Adult Development has published research which shows those who bottle up workplace anger are more likely to say they have a reached a ceiling in their careers. In fact, not getting angry can have health implications too: research from the Stress Institute at the University of Sweden suggests that men who repress anger at work are more than twice as likely to have a heart attacks. Clearly getting it all out is better than keeping it in.

Nor are the benefits confined to the long-term. In their book, Step Up: Lead in Six Moments That Matter, the authors Henry Evans and Colm Foster write that some anger can also make you more effective in everyday situations. Being angry can narrow your focus and help prevent “paralysis by analysis.” Anger can also function as a spur to action and a confidence booster.

Anger needn’t damage workplace relationships either. According to a paper in the Human Resources Journal positive emotional events at work led to positives outcome 94pc of the time, but negative emotional events weren’t all that much worse – and led to positive outcomes 70pc of the time. Clearly, there is something to be said for clearing the air.

However, not all anger is created equal. Broadly there are two types. The first is emotional, furious, uncontrolled anger – think Joe Pesci in the pen scene in Goodfellas. The second, is calm, controlled anger – think Al Pacino in pretty much every scene in The Godfather. It hardly needs pointing out that the second kind is the better kind. If you fly off the handle and unload on a colleague – underling or boss – there’s every chance you’ll look a fool and find yourself apologising, humiliatingly, 20 minutes later.

If you are prone to outbursts and feel anger boiling up, you need to take five and calm down. You might take a deep breath, go for a short walk or even look up a random fact on Wikipedia. It doesn’t matter. The idea is you do something that pauses the volcanic eruption that is boiling between your ears – and this means don’t start ranting. You don’t turn into Joe Pesci.

That may be enough. If you’re still concerned you’re going to fly off the handle, try writing down what you want to say to the person on an email you’re not going to send. Then read it back to yourself. Does it make sense? Are you being reasonable? A more rigorous version of this is venting to a trusted colleague and asking them if you are being fair.

Once you’ve called down and collected your thoughts, go and speak to the person. Here, you don’t want to make it too personal. Take the “you” out of it and make it about the problem. If you say, “I”m very disappointed in the progress your project has made” this allows some room for the other person to manoeuvre and gives them chance to retain to retain a bit of dignity. “You’re useless,” allows none of this and makes it much harder to find a constructive way to move on, satisfying though it may be to say. You can still be angry, but it’s a cool, calm anger.

You need to allow the other person to have their say too, because they may have a perfectly legitimate reason for the project’s lack of progress. Ideally, you should then agree a way forward with some concrete goals and a timescale. That means you both know what is going to be done and when it’s when it’s going to be done by. There is no room for confusion and they know that you’re deadly serious. Hopefully, this means you won’t need to get angry with them again.

These three steps (calm down, talk to the person in a focused, objective way, find a way to move forward) should work for nearly all angry situations. And, what is more, they’ll work if someone is angry with you. You start by calming them down, de-escalating the situation and then turn it into a conversation about how you can move forward.

Finally, remember to use all anger judiciously and sparingly. Done right, workplace anger can be very useful, but if you’re known as “Mr Angry” around the office, you’re not doing it right.

Passive Endorsements™ – A Deadly Silence

Today I’ll discuss the tendency we sometimes have to avoid challenging conversations.

An industrial psychologist in our firm has an interesting take on this issue: He says there are two kinds of people: Those who know they may be avoiding difficult conversations and those that don’t know they are also avoiding them.

Let’s see how this view applies to our interactions.

In not addressing an issue that you find critical, you’re endorsing the very behavior that’s frustrating you. We call this ‘Passive Endorsement™’. Think of your silence as an invitation for continuing the very behaviors or processes which you find counterproductive or irritating.

Sometimes we avoid these discussions because we expect a negative reaction.

In many cases avoidance is used with good intentions, such as: “She already has too much on her plate. I don’t want to add to her burdens”; or “He’s having some trouble at home. This just isn’t the right time”; or “My team is already stressed about this issue. Why add fuel to the fire?”

Whether kindly-meant or fear-based, the results can be deadly. They can limit your organization’s flexibility, diminishing your competitive position in the marketplace, and ultimately put people’s jobs in jeopardy, maybe even yours.

Our solution is to coach our clients to take action on this principle: The organization that engages in and resolves the most difficult discussions the quickest has and maintains a huge Competitive Advantage.

Consider this: The higher you are on the organizational chart, the more dangerous your silence becomes.

That difficult conversation you have been avoiding is actually a leadership opportunity. Here are three emotionally intelligent ways to engage in potentially challenging discussions:

Use a permissive approach: Say something like “I have an observation which I think might be difficult for you to hear. Could you suggest a good time and place to share it with you?”

Use a contrasting statement: “Overall I think our relationship is good, but that’s a topic for another time. Right now I’d like to discuss my impression that you’ve been interrupting me in meetings.”

Be vulnerable: “I need to discuss something with you, but I don’t know how to approach it. Will you help me get started?” Remember that vulnerability is the conduit to trust, and trust is the foundation of all successful relationships.

To sum up: Silence is your enemy when there is a need to resolve conflicts. Finding a way to address these issues is your best way to effect change. While you’re engaging others, remember to generate an atmosphere of Emotional Safety®.

For more information on doing this, check out our blog “Attack the Idea, Not the Person”, or read our Amazon Top-10 Business Book: Step Up, Lead in Six Moments That Matter.

As always, we appreciate you. For additional ideas, follow me on twitter: @HenryJEvans

Thank you for your time.

Are You Dangerous?

I’ve got a question for you to consider; Are you dangerous to your organization?

We’ve already established that whatever your formal title, we want you to think of yourself as the ‘Director of Emotional Safety®‘. This means that you make people feel safe when they are bringing you bad news, even if that news is about you.
Our theory is that the higher you go on the organizational chart, the more potential there is for you to become dangerous to the organization.

When we get startled or scared, we breathe in. When we feel relieved, we breathe out. If I were to do something right now to scare you, like tell you I have to give you bad news, you would be likely to breathe in. Alternatively, if I were to tell you I just resolved a problem you’ve been worried about for 6 months, you would breathe out a sigh of relief. The question we have for you is: ‘are you creating more breathing in or breathing out moments for the people you work with?’ When I come into your office am I thinking, “hmph, the last two people who brought him bad news got fired, and I’m probably next” or am I thinking, (inhale) “this is really bad news, but, (exhale) she’s a great person to bring bad news to. She’s solution-oriented, and does not blame the messenger.”
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When people are afraid to bring you bad news they stop doing it. This means that the higher you are on the organizational chart and the more authority you have, the more dangerous you might be if people are not giving you real-time information about the organizational realities. They may be withholding critical information from you, information that you need to make fully informed decisions.

In short, if you don’t create emotional safety for others, you will still retain your authority and responsibility and you will be making decisions in an information vacuum. This makes you dangerous, and the higher you are on the org-chart, the more danger you present to the organization.

What advice do we give our clients? We advise them to ‘reform or remove’ the players who may have great technical competence and at the same time, deliver a cultural cancer to the organization. This means giving people the coaching and resources to reform their behavior, and if they can’t, inviting them to bring their talents to your competitor. The most dangerous people in your organization are the ones who use their job-related talent to justify their destructive behavior with others. We say that pain of a vacancy is less acute than the pain of having a person who is dismantling your culture.

Try this: ask people you work with how they feel when they see your name on incoming e-mail and/or when they see you on their calendar. Are they breathing in or breathing out? The better you understand how people feel about you, the better you will be able to open the door to real-time, valuable information, the fuel for good decision-making.

Making others feel safe helps you do better work, while at the same time, makes your organization a great place to get work done. You are likely then to attract, develop, and retain top talent.

As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

As always, we welcome your comments. Like us on Facebook to share your experiences, or email us at [email protected]

Thank you.

Leading From Without

Recently, I was working with one of the Senior Executives of a $7 billion dollar client organization.

He opened up to me and explained that after exceeding all targets set for them the previous year, their global office had given them even more aggressive targets for the current year.

His team didn’t see how they could hit these targets and they asked him to explain how they could. He explained to me that he didn’t have the answer, didn’t see the solution and didn’t know what to do.

I was already armed with the information that he was very happy with the team he had and felt that he worked with smart and talented people.

Leaning on my emotional intelligence training, I asked him how he felt about being vulnerable enough to simply tell his team that while he was committed to hitting the targets, he didn’t have the answer either and wanted to hear their ideas about how working together, they could do it.

In short, that is exactly what he did, and his team immediately switched from worrying about the problem to working on a solution. Our client led with transparency, not arrogance. He led with honesty and a request for help, rather than trying to “lead from the front” and have all the answers.

We feel that relationships are built and strengthened in moments when we admit to our team that we don’t see the way – while still demonstrating a commitment to finding a solution. Sometimes, you can be a leader by leading from without (having all the answers). In fact, vulnerability is the primary conduit to trust. When we admit we are lacking an answer or solution, counter-intuitive as it may sound, people trust us more, not less.

We encourage you to give this “leading from without” a try. This can work regardless of your position or title. If you’re dealing with a boss who expects you to have all the answers, try saying something like “I feel confident that you see how to do this, and right now, I don’t. Would you help me think it through?”

We say more about leading from anywhere on the org chart in our book “Step Up, Lead in Six Moments that Matter”. As always, we appreciate your attention, and for additional ideas, follow me on twitter: @HenryJEvans

As always, we welcome your comments. Join us on Facebook to share your experiences, or email us at [email protected]

Driving Results – Accountability As A Competitive Advantage™

Recently, we spoke to you about both the importance of creating clear visual expectations (a cornerstone of our accountability method) and making sure you get reflection back from your people. This ensures that you’re more focused on understanding what they heard, rather than on what you said.

Our clients are outperforming their industries in a big way. We have clients that are market leaders in over twenty-eight segments. One reason they out-perform their competitors is the language they use. Here are a few ways that different functions in your company can leverage some of the language we talked about last month and gain a competitive advantage.

Let’s start with your sales team: What if your sales team saw and tried the techniques shown in last month’s video. They go into client meetings focused on creating both clarity and clear visual expectations and then getting reflection back from those clients before writing an order. Imagine your team never assuming they understand what the client wants, and are constantly reflecting and paraphrasing what they heard to ensure clarity. And, more importantly, by doing that, they are always building the client’s confidence that they’ve been clearly understood before the order is written. Our experience shows that this team would lead the rest of your organization in exceeding clients’ expectations. This simple practice is overlooked by too many sales teams.
But your company doesn’t just run on sales.

Let’s look at your back end, at I.T. What if your I.T. pros hear unclear requests like “Hey, can you make my computer work better so I can multitask?”, and your people start to reflect what they think was really meant? They might say “What I hear you saying is that you really need to see a split-screen on your laptop, with your training video on one side and you making notes in Word on the other side. Is that right?”

In creating this reflection by paraphrasing, they’d be either affirming their understanding or clarifying it. They begin to deliver better service by simply tweaking their language when requests and commitments are being made.

Now let’s look at executive meetings (where I spend most of my time working with leaders). If you want to drive results through accountability, you need to change the way you’re making and requesting your commitments. What if executive meetings sounded less like “Let’s get our employees more engaged,” and more like “I suggest that we need a 5% drop in attrition by September thirtieth and that we raise our engagement survey score by an average of 2%.”

Clarity takes time, and we know how busy you are. That being understood, we’re suggesting that taking a few extra moments to set clear expectations before a project starts will save a lot of time in the long run.

When I was a process consultant, I would hear companies, particularly in manufacturing, justify terrible and wasteful manufacturing practices. They were basically stating that they didn’t have time to make something right the first time, but always had time and resources enough to do it over again. For them “accountability” was just a word.

Doing things more than once because of an accountability gap didn’t make sense then, and it doesn’t make sense today.

At Dynamic Results, we are always focused on giving you ways to focus your communications to enable ever-increasing accountability and efficiency in your interactions and planning. Our certified facilitators are ready to train your company in our proven accountability method.
Thank you for your attention and I look forward to seeing you soon.

As always, we welcome your comments. Join us on Facebook to share your experiences, or email us at [email protected]

Reframing For Better Business Results

We often offer ideas about how you can drive better business results through our accountability method, and today we want to focus on: How you can reframe your thought cycle when you’re going to a meeting.

Everyone knows that many meetings suck. Having observed thousands of meetings, I’ve come to believe that sometimes we ourselves may be the reason we feel that way.

I know that sometimes I have been the reason why. Let’s examine how my attitude might impact a meeting. No matter where you are on the organizational chart, this might apply to you as well.

OK! I’m going into a meeting, and I have a bad attitude about it. Why? Because so far it’s never been a productive meeting. Or, maybe I just haven’t enjoyed it; or I don’t like one of the people. Maybe one of the people doesn’t like me. Whatever the motivation or reason, I’m going to this meeting in a state of mind that indicates that I’m not showing up at my best. I’m starting out thinking “I hate this meeting.”

We call this a negative thought cycle. I hate this meeting, so I’m cranky, irritable, and upset. In that mood, I’m going to limit my participation. I’m going to be withdrawn and I may even make negative comments. Then, leaving that meeting I’m feeling victimized and powerless.

Next week I go into that meeting feeling even worse. Now, I’m not thinking “I hate this meeting,” I’m thinking, “I really hate it; it really sucked last week;” and I’m probably ignoring my own contribution to that outcome. Stacy Colino wrote that, “emotions are like germs-they’re contagious.” If I’m going into a meeting hating it, that will impact others and probably make the meeting even worse.

Let’s look at that same hateful meeting, but with my thinking tweaked just a little. Let’s call this a positive thought cycle.

Instead of going into the meeting thinking I hate it, I go in thinking, “I’m going to make a contribution today.” That changes my mood. Going in with that intention, I’m now a little calmer, somewhat curious, and more open-minded; so I behave differently. I fully participate. I’m more thoughtful, more relational, and I add some value. I probably receive a little more value, too; and I leave feeling confident.

What does that confidence do in the next meeting? I don’t go into that meeting thinking that I might make a contribution; I go in thinking that I will make a positive contribution, just like I did last time.

We want you to switch such negative thought cycles to positive ones, whether you’re talking about a meeting you don’t like, or a person that you don’t enjoy interacting with.

Instead of thinking, “This person fails me all the time and I don’t like him”; you could go into that interaction thinking “I’m going to make a contribution to this person and help him improve.”

These little (or maybe not-so-little) tweaks in thinking are what we observe our highest performing clients do on a regular basis. They are driving results through accountability, and outperforming their industries with this kind of behavior.

We appreciate your having taken a few minutes to hear this concept of switching negative thought cycles to positive ones.

Our certified facilitators are ready to help you drive better business results through our accountability method and also, how to generate leadership at every level of your organization, with the ideas we outlined in “Step Up, Lead in Six Moments that Matter”.

I thank you for your attention, and, as always, we welcome your comments. Join us on Facebook to share your experiences, or email us at [email protected]