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POLL - When I Am Misunderstood It’s Usually Because:

2009-05-13T08:17:00.005-07:00

Our new poll asks the question: When I Am Misunderstood It’s Usually Because...

In your conversations and communication are you misunderstood and why?

Online Surveys & Market Research

Giving and Receiving Feedback

2009-05-13T08:47:00.005-07:00

"The Effectiveness of Expression Is Bordered On All Sides by Our Facility with Language" Our May 18 show will be about communications and feedback. One important feature that distinguishes the human species is our ability to create “stories” — context and conclusions — surrounding factual observations. It also is the very source of difficulty and conflict between two or more communicators. Want to learn how to tackle the problems associated with giving and receiving feedback, managing conflict and creating mutual understanding? The root cause of these problems is not the usual suspect, and our findings will surprise you. Tune in on May 18 at 7 AM PT/10 AM ET

Take our feedback poll.

Marshall Goldsmith

2009-05-13T08:36:00.006-07:00

An Hour with Marshall Goldsmith

We are thrilled to have Dr. Marshall Goldsmith with us to share his insights and experience as to why personal change is indeed simple not easy. The one-hour interview will be on June 15 7 AM PT/10 AM ET

Dr. Marshall Goldsmith is the New York Times best-selling author of 24 books including What Got You Here Won’t Get You There – a Wall Street Journal #1 business book and Harold Longman Award Winner for Business Book of the Year. His newest book is Succession: Are You Ready? – part of the Harvard Business Press ‘Memo to the CEO’ series.

Marshall’s acknowledgments include: American Management Association – 50 great thinkers and leaders who have impacted the field of management over the past 80 years, The Times (London) – 50 greatest living business thinkers, BusinessWeek – 50 greatest leaders in America, The Wall Street Journal – top 10 executive educators, Forbes – 5 most-respected executive coaches, Leadership Excellence – 5 greatest thinkers on leadership, Economist – most-credible executive advisors in the new era of business and Fast Company – America’s preeminent executive coach. He is one of the few executive advisors who have been asked to work with over 100 major CEOs and their management teams. Over 400 of his articles and videos are available online (for no charge) at www.MarshallGoldsmithLibrary.com.

Listen to our interview June 15th at 7 AM Pacific time/ 10 AM Eastern time.

Sisyphus Should Let the Rock Roll

2009-05-08T08:17:00.004-07:00

We often assume something must be hard to be worthwhile. What are the ingrained patterns and messages that lead to our pushing the boat upstream against the current? If the knock on the door is getting louder, it may only be a matter of time before the door blows open. If something is not working in your life, is that a message that something needs to change? The answer may be simple, while summoning the courage to act is often not easy. Tune in May 11 7 AM PT/10 AM ET

Strategy Preference Indicator

2009-05-06T15:00:00.008-07:00

Optimize the Power of Strategic Thinking

Strategic alternatives abound, the unknown is great...Leaders may lose their competitive edge as they unconsciously repeat thinking patterns that served them well in the past.

How do great strategists discern that which is critical from that which is interesting, yet distracting? They accurately identify their strategy preferences as biases and become adept at planning for the inevitable blind spots.

The Dalton Spencer Strategy Preference Indicator© provides leaders with insights into their styles and beliefs about strategy in nine critical dimensions.

Structure - formality of planning
Locus of Dominant Influence - market focused vs. core competency driven
Origination - belief that strategy is selected or created
Inclusion - involvement in strategy formulation
Risk Tolerance - risk seeking vs. risk aversion
Risk Assessment - criticality of strategy evaluation
Success Drivers - profit vs. growth preference
Manifestation - the importance of ideas vs. execution
Adaptation - fluidity of strategy

The SPI© includes a series of items that indicate a leader's strategic preferences and can be completed in approximately 20 minutes. A detailed feedback report exposes the biases associated with each dimension preference and suggests practical methods to explore strategic opportunities from new perspectives. Team data can reveal areas of untapped opportunity.

Results provide powerful insights for use in executive strategic planning as well as in leadership development or management training on an individual or team basis. Call for additional information and pricing.

Simple Not Easy Radio Show

2009-05-06T14:50:00.005-07:00

Want to know what our radio show is all about? Here is a short description:

Today’s chaotic world packages illusory images as reality. Our brain is simultaneously insightful and deceptive. Sometimes you can’t identify the root problem—or you can but don't know what to do. Often, you know what to do but don't.

So, how do we sort reality from illusion and transform intention into impact in practical ways? One illusion is that life's answers are invisible to many of us. In reality, life's answers are simple while the discipline of implementation is not easy.

Susan and Andrea have a common sense way of distilling complications into crystallized steps to bring order to chaos. The hosts have a keen sense of timing; they focus on the issues that matter to you now and offer tools to facilitate your success. Simple Not Easy is broadcast live every Monday at 7 AM Pacific Time/ 10 AM Eastern Time on the VoiceAmerica Business Channel.

Subscribe to our podcast Complete the Ijournal assignments that go with each show.

Are You in Your Dream Job?

2009-05-06T14:05:00.008-07:00

Are you in your dream job? Why or why not? How have you identified what that dream job would be? How did you gain clarity?

Our radio show next Monday will be about finding the "right work". I'd like to share comments about how to identify the right work and how to get the job. Tell me your ideas or story! Vote in our poll.

We are receiving differing points of view on the Linked In discussion in the ASTD National group.

A listener sent us these thoughts after taking our poll:

GREAT question/answers! I had to print it out so I could keep it and look at it afterwards. I wanted it to be a “check however many apply” question. I picked “I do not know what the dream job is.” Which was the most true if I had to pick only one answer.
The strong contenders were: “I have it defined, but have not found it.”
And to some extent, “I am comfortable where I am.”

I was most impressed that 46% had picked “I am doing the work I love.” I’m sure it was early enough to be a small sample, but it wouldn’t be only 4 people and be 46%, so it had to be a good handful of people . . .

I have a good idea of the components of the job I would love. And the homework you mentioned in Monday’s radio show seemed on target. I can’t remember the question exactly as you phrased it, but it was something along the lines of think of something you don’t have now that you wish you did and list all the reasons you don’t. Then discard the ones that are bogus and then list all the things you could do to advance yourself forward regarding any of the other obstacles and start taking action. Seemed like good advice! If I had gotten as far as defining it, I think I’d be further along than I am. Which sounds like it’d make a good exercise, eh?! - Beth

So are you in your dream job?

POLL - I am not doing the work I love because...

2009-05-05T15:09:00.000-07:00

Online Surveys & Market Research

Transparency: If You Can See Through Me Am I Still There?

2009-05-04T09:03:00.009-07:00

On April 27 we discussed transparency: If You Can See Through Me Am I Still There? Brief description of show:

The word 'transparency' is getting a lot of airtime lately. But what are the
implications of real transparency at work? Can transparency with employees ever
be achieved in public companies, and does the need to maintain an image and
façade trickle down to the individual leader’s behavior? Even as the concept of
and skills associated with forthright, open dialogue grow in popularity, we
continue to observe a dearth of candor in many of our client organizations.
Straight talk is replaced by withholding, embellishing, or shading the truth and
it saps vitality from organizations while contributing to the deterioration of
trust.

We received this comment:

Andrea and Susan – I just listed to last week's show on transparency. I forwarded it to a client who is discussing transparency as a value for their company but they
couldn't agree upon what it was. I found your discussion and guest very helpful. What I appreciated were the stories and the practical tips you offer. Thanks for doing this. Janet Walker, Ed.D., J. Walker & Associates, Inc.

Weigh in...what is the discussion about transparency in your organization?

Who Are "They" And Why Are "They" Doing This To Me?

2009-05-04T08:50:00.006-07:00

Our May 4 broadcast explored the victim mindset. Brief description of show:

There is no better time than the present to tackle the provocative issue of
“victim” mindset in the workplace and society at large. It’s a mind trap that
handicaps everyday efforts.

There are tangible methods for reframing victim attitudes into responsibility mindsets. Through skillful use of “perspective,” you can learn to instantly let go of past “injustices” that are unproductive and acting as obstacles to important outcomes. How can we rewrite our stories to set us free? Letting go is difficult for most of us, but it is the transformative skill that allows us to move on.

Our two guests, Don Bergman and Francine, shared their remarkable experiences with issues in their lives that could have kept them in the victim mind trap. Instead, they chose to view challenging circumstances as puzzles to be solved. Their resilience allowed them move into rewarding and rich lives. Listen to show.

We talked about the pitfalls of staying stuck in a victim mindset. Have you been stuck in that place and what did you do?

Did you take a step forward with positive action as outlined on the Ijournal assignment?

Has your work team engaged in any dialog about this "victim" subject? Weigh in....

How have you become a more transparent leader?

2009-04-27T08:05:00.002-07:00

For many of us, developing transparency as a leader is evolutionary. How do you decide what information to share? What has transparency done to and for your career?

Power's Paradoxical Pattern

2009-04-24T12:58:00.003-07:00

Everyone has power. We all need it. Many people misuse it. Some of us use it well. Some of us crave it. But how do you use it intentionally and purposefully, with integrity?

Power is a fascinating thing. One natural reaction people have to power is that if you “throw your weight around” people listen to you; you have power. We believe that you actually gain power by giving it away. This is the counterintuitive paradox of power. We explored this in detail in our article, Power's Paradoxical Pattern.

One of the most potent set of skills for creating influence involves consciously aligning with the perspectives, needs and styles of others. These key skills are fundamental to getting what you want and need in all aspects of your life. It’s sometimes a counterintuitive principle because we have ingrained beliefs that influence is gained by pitching, touting or forcing our position when in reality that usually alienates and produces defensiveness.

What have you experienced in your career, position, relationships, family? Have you seen the “magic” aligning creates. Weigh in…

How Does A Tennis Ball Know...The Power of Positive Intent

2009-04-23T07:57:00.006-07:00

When my tennis coach tells me that I didn’t follow through on my swing, I ask myself how the ball “knows.” The trajectory of the ball is influenced by all of the nuances of my stance, approach, contact and follow through because they are all connected i... Read more at Simple Not Easy »

We received these comments on LinkedIn

Fabulous article, Susan and extremely timely. I like the perspective of assuming "positive intent" or asking "why would a reasonable person say/do this" as a way to get out of our emotional reactions and story building and shift our perspectives. Thanks for sharing your thoughts on the matter!
By
Susan Franzen Director, Leadership Institute at University of Texas System

Susan, I appreciate your feedback. It is so easy to assume the worst instead of the best. In your role, I'm sure you often ask questions about other possible motivations. So hopefully those simple questions are contagious at your Leadership Institute. One of my clients uses an operating principle of trust, then verify which is another way to apply the principle of positive intent.
By Susan Reece Executive Coaching, Strategic Planning, Organization Effectiveness Consultant- Recognizing Potential, Realizing Results

a great article , synchroncity I am doing appreciative inquiry workshop , this is what we have been talking about last three days . thanks . sushma sharma
By Sushma Sharma CEO resonateconsulting , in the field of oragnization development and transformation

Thanks Susan for the reminder. I constantly struggle with my biz (and my life) to follow my own mantra. Always Be Positive. (without being too gushy) And I love using principles of Appreciative Inquiry. Building on what works. I don't think we use it enough - we're always stuck in "problem" solving with clients.
By Leigh M. Drake President, Aranelle Consulting, LLC - Content Development, Strategic Planning, Technology Coachi