Personal Excellence January - 2023

Spending Money Isn’t A Bad Thing!

Learning how to spend your money gives you a competitive edge

- Tonia Peasley, Financial Coach and Sr. Client Associate, CLSheldon & Co

Unhappy To Be Back At Work?

Tips to revive the spark in your job

- Anja van Beek, Agile Talent Strategist, Leadership & HR Expert and Executive Coach

Learn to flex your personality type, even under stress

- Michael Segovia, Principal Consultant and Certification Faculty, The Myers-Briggs Company

IQ And EQ Are Important, But THIS Is What Sets Visionary Leaders Apart

Most people aren’t living up to their potential

- Hilary DeCesare, CEO & Founder, The ReLaunch Company

Editorial Purpose

Our mission is to promote personal and professional development based on constructive values, sound ethics, and timeless principles.

Excellence Publications

Make 2023 a Year Focused on Personal growth

The Covid-19 pandemic has tested all of us in myriad ways. The year ahead will bring more challenges. What can you do to overcome adversity and hit your goals this year? Do you see problems as opportunities? Can you deal with your stress triggers? Start building resilience in 2023 and continuously learn and adapt if you want to keep pace.

intuition will inform your decisions, guide your steps, and help you bring successful, balanced, and visionary leadership to everything you do. Hilary DeCesare’s article, IQ And EQ Are Important, But This Is What Sets Visionary Leaders Apart talks about the success factor that sets visionary leaders apart.

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In this ever-changing, complex, dynamic world, we need leaders who know how to face adversity and build resilience. We must be able to build personal resilience as we tackle tough leadership issues and challenges, and we also must be able to build team resilience, so that when times get tough, we are able to improvise, adapt, and overcome. Check out Kim “KC” Campbell’s article, A Fighter Pilot’s Lessons On Facing Adversity and Building Resilience, where she shares lessons about leadership, teamwork, perseverance, and decision-making in stressful environments.

Why do we mistrust, totally ignore, or not even hear our intuition? With your head and heart as your anchor, your

Looking to revive the spark in your job? Read Anja van Beek’s article, Unhappy To Be Back At Work? for a few suggestions to revitalize your current career. Also find out why and how learning to spend your money gives you a competitive edge in Tonia Peasley’s article, Spending Money Isn’t A Bad Thing!

In brief, the January edition of Personal Excellence is all about different approaches that will help you stay motivated and productive in the new year and beyond. Don ‘t forget to take time for yourself and put yourself back on your list of priorities

Wishing you and your loved ones peace, health, happiness!

OR

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A Fighter Pilot’s Lessons on Facing Adversity and Building Resilience

By Kim “KC” Campbell, Victory Strategies

In this ever-changing, complex, dynamic world, we need leaders who know how to face adversity and build resilience. We must be able to build personal resilience as we tackle tough leadership issues and challenges, and we also must be able to build team resilience so that when times get tough, we are able to improvise, adapt, and overcome.

As a fighter pilot, I’ve flown thousands of hours in a fighter jet and over a hundred missions in combat. I’ve dealt with some significant obstacles and challenges flying missions in both training and combat. I’ve faced fear and uncertainty and had to overcome difficult circumstances to accomplish the mission. If I was leading the formation, then I had to be able to lead my wingmen, my teammates, in the face of adversity to achieve mission success.

Individual Resilience

When I look back at some of my most challenging missions, I realize that there were four key factors that helped me be more resilient.

1. Preparation - I was prepared to face uncertainty and deal with challenges. I visualized and practiced contingencies by using a pilot preparation technique called chair flying. Every night before I flew, I would sit

in a chair in my room facing a picture of the cockpit on the wall. I would then talk through every part of my mission, practicing radio calls, thinking through maneuver parameters, and analyzing potential areas that could go wrong on the mission. I thought about those worst-case scenarios and what I would do if they happened. So, when it came time to deal with the situation, it was as if I had been there before, and I was better prepared to face adversity.

2. Flexibility – We train to deal with change, to be flexible in the situation, and to adapt and adjust when the mission doesn’t go as planned. By putting ourselves in training situations where we had to make decisions when the plan was falling apart and when we didn’t have perfect information or the perfect solution, we became more comfortable dealing with ambiguity.

3. Commitment – More than anything, in those difficult situations, I didn’t want to let my wingmen down. I was willing to push through tough times and overcome challenges to ensure the success of my team. This wasn’t about me; it was about fulfilling a commitment to the team.

The key is to build resilience before facing adversity

4. Trust – In challenging times, our team came together and supported each other. I knew I could count on my wingmen to provide me with mutual support. We created an environment of trust where we could debrief our missions, provide feedback on our performance, and hold each other accountable with the goal of elevating the performance of the team. In tough times and when faced with challenges, we knew we could work together to excel.

organizational Resilience

Creating a resilient organization also takes work, just like building your own personal resilience. It requires time and resources. It also requires leaders to set an example and lead with courage. So, what actions can you take as a leader to ensure your team is equipped to thrive in challenging times?

1. Preparation - Ensure your team is prepared by developing crisis response plans and then take the time to walk through or talk through different scenarios that your team might face. Practice, rehearse, or visualize to find opportunities for improvement. Share and discuss alternative solutions. Consider creating a “red team” to ask tough questions and challenge solutions.

2. Flexibility - Encourage creative and innovative ideas when tackling problems. Train your team to be

adaptable and flexible when they don’t have perfect information. Recognize what you don’t have, confirm the minimum information needed, and then execute.

3. Commitment – Create a “wingman” culture where team members understand the role they play on the team and how they fit into the bigger picture. Reinforce why each team member’s contribution is critical to shared success.

4. Trust – Cultivate an environment where team members feel safe to be vulnerable, share ideas, and provide feedback. Help build relationships and create connections on your team so that when times get tough, they have teammates they can count on.

The key is to build resilience before facing adversity. Take the time now to build resilience for yourself and for your team. You must be prepared to respond and adjust when the mission (or life) doesn’t go as planned. Put in the work to prepare for tough times so you can thrive in demanding situations. If you want to lead with courage, then build the resilience of your team with every experience and through every difficult event you face.

Colonel Kim “KC” Campbell served in the Air Force for 24 years as a fighter pilot and senior military leader. Kim is a keynote speaker and bestselling author sharing her story about a life-changing combat experience while weaving in ideas and lessons about leadership, teamwork, perseverance, and decision making in stressful environments. Kim’s new book, Flying in the Face of Fear: A Fighter Pilot’s Lessons on Leading with Courage will be available on March 8, 2023.

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Spending Money Isn’t A Bad Thing!

Learning how to spend your money gives you a competitive edge

By Tonia Peasley, CLSheldon & Co

As a personal finance counselor, I spend my days advising people on how “not to” spend money.  Saving for your goals, save for your future, save for whatever else you need to prepare for. What I realized was maybe, instead of constantly focusing on saving money, we are needing a different type of lesson; learn how to spend money

Spending money is really just a decision between now and later. Are you spending the money now or saving

it to spend in the future?  The answer to that question ultimately leads to, are you striving to be wealthy or rich?  Do you know the difference?  Let me explain, Warren Buffet is considered “wealthy” to most, yet, he drives an old car and has lived in the same, modest house for over 6 decades, yet most people define him as wealthy. You see, wealth is not flashy for most and it is long enduring. The choice between the two comes down to a personal decision, on whether you are burning through your current funds or are you slowing the

burn rate by learning to spend money at a slower pace so it endures the long haul.  Are you spending the funds today that you might need for bigger goals and to make decisions tomorrow?

Learning how to spend your money gives you a competitive edge. I apply the “predicting vs forecasting” scenario to knowing how to spend money.  Can I predict what will happen in the future?  I think for most of us, the answer is no. I’ve never been good at statistics which lends itself to guided prediction. This is why I revert to using forecasting so that I can determine what I need today and what I will need for my future.  Learning how to forecast is a skill that builds confidence in decision making and actually makes decisions in spending money easier.  I can forecast out the need for a new car, save accordingly and know when to spend the money on the purchase.

There are always instances where these skills will not play out 100% in your favor. For example, what if I am in an accident and my car is totaled? Well, hopefully, I made a conscious decision to make sure my insurance was adequate so that I receive some funds there and if I applied forecasting to my money spending, I most likely saved some money along the way in the chance I might need it for an emergency.  I could not have predicted this outcome but I applied some forecasting and therefore put some money aside.  This is where the Emergency Fund plays its part.

Learning how to spend money leads to being in control.  If you are not in control of your spending, you

are most likely living in chaos.  You don’t know where your money is going each month because you haven’t learned how to spend your money so that you have self-control, like when the credit card bill comes and you are totally surprised by how much the balance is.  Your finances across the board feel a little chaotic in that you haven’t assigned goals to your earnings and your spending is all over the place.

The good thing is, chaos is a great motivator for change.  What better time to embark on a new challenge for yourself? Being prepared to start forecasting your future and putting effort toward learning how to spend is a great way to springboard on New Year’s goals.  Spending money isn’t a bad thing, we all do it.  Learning how to spend and how your goals and future plans work together, determines your burn rate and outlines how you want to live your life.

Tonia Peasley, AFC®, CFP® candidate is a Financial Coach. She is a 22-year veteran military spouse and mom to a son serving in the military. Tonia has 20 moves in her chest of adventures and enjoys traveling the world.

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Review Your own Life And Avoid Critics

The only opinion of you that matters is the one you hold of yourself

By Jim Stovall, Narrative Television Network

Welive in a world where everything is based on comparisons, contrasts, and criticisms. Social media is a headlong, out-of-control race to outperform and overshadow everyone. Unfortunately, social

media is no more real than reality TV. Both are fictional farces designed to occupy our attention and divert our priorities. The obsession with impressing people who really don’t care about us is an exercise in futility. In reality, the

only opinion of you that matters is the one you hold of yourself.

My late, great friend and colleague, Brian Klemmer of Klemmer & Associates, told me, “Other people’s opinion of you is

none of your business.” As in many things Brian said and did, it changed how I think and who I am.

As I dictate these words, my novel Will to Win is in pre-production to become a movie. This film will be the ninth of my stories that will make it to the big screen. One of the many lessons I have learned as a result of being involved in the motion picture industry is the fact that movie reviews and critics are irrelevant and should be ignored. There is much corruption and manipulation that goes on in the movie review business and among movie critics. Even among respected and legitimate movie reviewers, a movie review is merely one person’s opinion.

When I was first approached about licensing one of my books to a movie studio, I began studying the industry. There are a number of lists compiled by “experts” that purport

to name the best movies of all time. After reviewing several of these lists, I discovered Orson Welles’ film Citizen Kane was included in many of them. I got a copy of Citizen Kane and screened it in our small theater here at our office. After several failed attempts, I struggled to sit through the entire movie.

While I have the greatest respect for Orson Welles and hold him in the highest esteem, I do not like the movie Citizen Kane and could not honestly recommend it to anyone. My expressed opinion does not mean that it isn’t one of the best movies ever made. I just don’t happen to like it. Somewhere there may be an individual who doesn’t like pizza, chocolate chip ice cream, or the St. Louis Cardinals. I realize this is hard to imagine, but everyone is entitled to their opinion, and you and I are entitled to ignore it.

As you go through your day today, review your own life and avoid critics.

Today’s the day!

Jim Stovall is the president of the Emmy-award-winning Narrative Television Network as well as a published author of more than 50 books—eight of which have been turned into movies. He is also a highly sought-after platform speaker.

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Unhappy To Be Back At Work?

Tips to revive the spark in your job

By Anja van Beek, Anja van Beek Consulting & Coaching

You used to like going to work (or, in the hybrid world, doing the work) and being inspired to solve problems. You used to thrive on that kind of drive.

But now, even after a December break, you’re finding it difficult to get excited about the new year with a newfound focus.

You probably thought “I just need a break...” towards the end of last year, but now that you’re back at work,

you might find yourself scrolling through social media, TikTok, or Pinterest, counting down the minutes until you can close your laptop.

You could also be secretly scrolling through job portals in the hopes to search for inspiration for the rut you find yourself in.

However, it isn’t as cut and dry as you might hope, especially given the current economic scenario, where

you should “simply be too thankful to have a job.” And to top it, the expectation to be ‘innovative’ adds another layer to this complex situation.

According to PwC’s Workforce Hopes and Fears survey, which involved more than 52,000 workers across 44 countries, say that nearly one in every five employees worldwide say they are likely to switch jobs in the next 12 months, indicating that the so-called “great resignation” is not going away.

Enough has been written about how, especially in a nation with such a high unemployment rate, the grass isn’t necessarily greener on the other side and that you should instead water the garden you now have.

Here are some suggestions to revitalize your current career while you still have the chance to find inspiration and a fresh joy for what you do.

1. What Sparks Joy in Your Role?

You can significantly improve your performance by finding significance and meaning in your work. Purposefulness is a crucial trait to developing your own agility.

You’ll be able to better understand how to leverage your innate talents and interests to help and support the larger team when you concentrate on them. This will immediately affect how you feel like you’re contributing meaningfully, which directly affects how you feel like you belong.

As professionals, we are tempted to “fix” something, meaning we focus on our weaknesses, instead of building our innate strengths. To discover your innate strengths, make a list of activities that you do during a normal week.

Record which activities make you excited, the ones where you are lost in time. Things that you do effortlessly, should be an indication that your natural strengths.

Share your talents and strengths with the world now that you have discovered them. Think about how you can help others. Sometimes all it takes to ignite that spark is a change of scenery. Another possibility is that you get more energized when you assist others. Assisting a distinct cross-functional team with a major project, for instance.

This might also enhance your reputation as a trustworthy and valuable resource and inspire some fresh enthusiasm for your problem-solving skills.

2. What does Your Career Mosaic Look Like?

Career planning traditionally done is no longer effective. A career mosaic is a notion that Agile HR teaches. As a result, jobs are much more flexible, with an emphasis on personal growth and adding value to both the organization and the individual.

Instead of waiting for a manager or an HR programme, you should take charge of your own development. You should initiate conversations about your future and be honest about your goals.

3. get a Mentor (or two)

A lot of us can attest to the value of having a mentor. The opportunity to discuss your ideas with an expert and gain insight from their experiences in life and work, is priceless. There is a lot of value in using the lessons shared to influence your career choices through gaining insight and appreciation.

What I have learned from my mentor are the benefits of building a network and how to embrace the currency of generosity. This simply means being open to sharing knowledge and being helpful without expecting in return.

I had more than one mentor… one with a specific HR, functional perspective and another from a broader business strategy and personal perspective. My HR mentor has guided me on how to handle sensitive matters; some tricky Industrial Relationship issues and how to handle them with a human-centric approach not only a tick-box exercise where you let someone go.

4. The Power of Self-Leadership

How are you channeling your energy? What perspective do you take on the world? Daily practice of intentionally choosing how you see the world will influence your thinking, feelings, and actions. This is crucial if you wish to re-energize your career.

Our brains are like Velcro – noticing (and sometimes, obsessing) about the negative first. Be intentional about finding the benefit in your role and the value and impact you are making for the clients and team members.

Another step in self-leadership is to assess whether you are biased. A bias is merely an automatic response we utilize to navigate the world in order to respond fast and without thinking.

What mental shortcuts do you use that influence how you see your current role and may need to be adjusted?

For example, if you are in a brainstorming session and you tend to favor or detest a recommendation from one of the team members, ask yourself: “If this

suggestion was offered by someone else, would I also like or dislike the concept as much as I do”.

When revitalizing your position and profession, consider the role of self-care. Consider whether you have sufficient habits in place to be resilient and perform at a high level. Self-care is essential, and strong evidence supports the advantages of nourishing your soul through journaling, silencing the mind, and mindfulness.

Think about your level of commitment. Perhaps 3 x 5 minutes of mindful breathing, perhaps a morning routine that includes some exercising. Decide what works for you. Decide what works for you. You must devote time to developing regular rhythms and habits that will help you. These rhythms and routines can help you cope better with the problems you face in your job, and as a result, you will find joy in your professional journey.

As an international, highly soughtafter coach, speaker, trainer and published author, Anja van Beek has more than 20 years of experience enhancing the performance of individual executives, teams and organizations. She is an Agile Talent Strategist, Leadership & HR Expert and Executive Coach. Anja was one of the first to be authorized as an Agile People professional and facilitator. She partners with leaders and HR teams on all people-related aspects with a specific focus on integrating agile principles and practices. She is a leadership coach and an expert in supporting teams to remain relevant and thrive in the future of work. She also works for various companies as a facilitator focusing on leadership development, mentoring and change management.

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Five Leadership Principles That Will never Change In The new World of Work

Timeless values in the hybrid workplace

By Deepak Ohri, lebua Hotels & Resorts

Behind the scenes, the leader of an organization is constantly working on a long-term strategy to ensure that his vision is upheld. Leaders chart a path to an unknown place in the future. Ideally, the path is towards a better place. There is no clear compass to know what the future holds, and leaders have to follow a certain set of values to ensure the growth of the organization. Therefore, leadership behavior is the greatest influence on overall organizational behavior. No matter the factors in the environment, strong leadership will sustain change, and inspire a team of employees to trust the leader.

From that perspective, I believe there are two kinds of organizational behaviors. One is principlebased, which focuses on what is right and ethical. The principles of an organization are founded on the leader’s visions that are based on the needs in the marketplace enhanced by a customer-centric approach. The other organizational behavior is rule-based, where the focus is on profitability and cutting costs where necessary.

While these two are black-and-white approaches, there are grey areas in the leadership behaviors of any organization. In times of uncertainty, leaning towards principle-based behavior maintains people’s trust and loyalty. The highest-ranking person in the organization is the guardian of the principles.

Here are five key principles of leadership that will never change in the new world of work:

1.

Know Yourself

To lead means to ask yourself tough questions. Knowing yourself also means aligning your values and the vision for your organization, rather than someone else making that choice for you.

When times are good, revenues are coming in, and there is growth and great energy. With this, there is usually a great customer experience. The true test of leadership shows up during difficult times.

For example, in a crowded busy shopping mall, a customer enters a store, picks up an item, and heads to the checkout counter. The customer waits patiently despite the long queue. The customer is understanding, aware that the employees are busy, and is willing to wait to buy the item. If the same customer enters a store when it is empty, picks up an item, heads to the checkout counter and there is no staff, the customer will not have the same attitude of patience or understanding. When the customer asks for service and is told to wait, that is a crucial moment of leadership. Will the customer be served by another staff member? Will the manager show up and attend to the needs of the customer personally? Or will the customer leave without the purchase, dissatisfied with the service?

In this case, a polite manager or employee could take over and facilitate the payment.

A prerequisite to leadership is to understand themselves as a customer – to put themselves in the customer’s shoes – and relate to their needs. The mapping of the service process is not complicated, but the pitfalls are the gaps that show up in times of uncertainty. The rules should not cannibalize the principles.

2. Trust Your People

The organization depends on the loyalty of the workforce. There is much talk about trust, yet actions are taken in the opposite direction. For example, mystery shoppers are sent out to check the quality of the employee service, and then the HR or management relies on the mystery shoppers’ findings. Ideally, an open and transparent conversation between the management and the employees leads to better understanding, instead of secretly checking if they are doing their jobs right. The better way of investigating the service quality is through a customer experience survey. Such an approach allows the employee’s involvement and self-motivation to be conscious of every customer’s needs.

Just like when we are forewarned while driving on a highway, that there is a speed camera ahead, it puts the onus of responsibility on the driver. The end goal is to create an environment of participation. There is an element of trust involved.

Whether a leader or manager or employee, they are all following the same principles of trust. The point of a survey is that there is a triangle between leadership, employee and customer. This is the strongest triangle when the customer becomes part of the survey. This leads me to my next point.

3. Communication is Key

In a leadership journey, bringing people with you to follow your vision, is all about communication. It is important to help them understand the ‘why’ behind your vision. When companies pivot in turbulent times, the business is migrating to a different horizon where the clarity behind the changes needS to be communicated effectively. When questions are addressed to the leader of the organization at team meetings, it shows they have a vested interest, and the employees are counting on an aligned vision. The leader’s response needs to be honest and clear.

Especially in uncertain times, it is essential to communicate how the leader will face a crisis and what they expect from the employees.

Whether stakeholders, employers, industry associations, and even governments, there needs to be a proper plan and system in place to protect those whose jobs are at stake. This compassionate culture will lead to a more confident and happier workforce. If any disaster were to strike, the leaders would be the front liners to face the situation. When it comes to communication, it also means cultivating a culture of positivity and respect - a principle that the employees are the assets of the company. They are treated the way that the organization wishes them to treat customers.

4. Measuring Tools Add Value to the Principles

The 360 review is one of the popular tools that provide each individual in an organization an opportunity to receive a comprehensive performance review. The most effective 360 review is one which is purely based on tangible markers. However, there is one flaw in the 360-tool. After the review, the leader of the organization develops a great relationship with the suppliers and the employees - more than the customers. The measure does not take into account the customer experience. Data points work if we can add the customer survey in the 360-review process. In that way, the measuring tool will provide a better overview of every aspect of the organization, and then communication with the employees becomes more effective.

Of course, when you’re running an organization with over 30,000 employees and a million customers, a leader will not be addressing a complaint call. Acknowledging the complaint through a personalized template letter signed by the president shows that the customer’s experience is not ignored.

That kind of personal touch by the leader of the organization encourages employees to follow those very principles of creating a customer-centric culture. With the changing world, we need a more detailed measuring tool, the kind that can be

expanded to include these five elements: the potential of organization, changes in revenue, changes in profitability, employee retention and new customer acquisition.

The Human Element

We use technology to improve our environment and enhance the quality of human lives. It helps us to do more, with less work. In any organization in today’s world of artificial intelligence, we need a hybrid model for a truly successful customer experience. That means using technology to ensure that no customer feedback goes unheard or unseen. We need to humanize the technological side of our lives. The human touch cultivates a connection with the customer and recognizes the uniqueness in their every sensory experience of life.

Creating a confident and happier workforce leads to a compassionate culture. Every leader should take charge to be the Chief Happiness Officer of their organization. This means creating happiness for the customers, employees and shareholders. This can only be achieved if there is a hybrid of the principle and rule-based organizational behaviors.

Deepak Ohri is the Founder and CEO of lebua Hotels & Resorts.

He is well-known worldwide as an award-winning entrepreneur who has transformed the luxury hospitality landscape in Asia. He is the author of A Bridge Not Too Far: Where Creativity Meets Innovation.

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How Understanding Personality Type Can Help Improve Your Employee Retention

Learn to flex your personality type, even under stress

By Michael Segovia, The Myers-Briggs Company

Weare in quite an age in American employment. The “Great Resignation” is upon us. Many attribute this to Covid, but a recent Forbes article reports this great resignation has been a long time coming. So, if this is more than just the result of Covid

and it has been brewing for some time, what issues are we facing and how can we help organizations who have found that amazing talent, keep that amazing talent?

Consider, for example, that MIT Sloan (2021) found that:

● 57% of employees who quit their jobs in the “Great Resignation” cited not feeling respected and valued at work.

● Employees increasingly see inclusion as a people and business priority.

● Failure to promote DEI as part of the corporate culture is a leading indicator of attrition, up to 10X more important than compensation in predicting turnover.

Source: Inclusive Leadership: Harnessing Diversity of Thought Certification Program, The Myers-Briggs Company

Having spent over a third of a century working with organizations in every industry, I’ve found the sentiment that the number one reason people leave an organization is that their relationship, or lack thereof, with their manager, holds a lot of weight. Time and again when I work with teams and individuals, the biggest source of dissatisfaction I hear about is that the manager or head of an organization is just not in tune with the people they lead. I’ve found that some leaders think and feel that since they have been selected to lead, they must be doing something right and likewise not doing much or anything wrong. While this may not be the case for all or even most leaders, enough to hold the mindset that the “problem” is with the person they lead, and not the other way around creates significant frustration.

So, yes…this great resignation is a long time coming.

How Can Knowing Personality Type Help?

Personality type identifies how we naturally and instinctively tend to think, communicate, and work. With the Great Resignation in full swing, understanding how our personality type preferences impact how we lead, communicate, manage conflict, and motivate (or not) our employees is more important than ever. Our personality preferences do not own us, and effective leadership involves learning to ‘flex’ and behave in ways that run counter to our natural tendencies when the situation calls for it. However, at times we may overuse them at the expense of not “flexing” when the opportunity presents itself. To those we lead, this often contributes to a feeling that we are rigid and out of touch. Unfortunately, we are more likely to overuse our preferences during times of stress.

Here are a few leadership ideas by MBTI® personality type to help you learn to flex your personality type, even under stress, and keep and develop your best employees.

ISTJ, InTJ, ESTJ, EnTJ

People with personality types that include preferences for Thinking (vs. Feeling) and Judging (vs. Perceiving) often lead in a directive and decisive way. On the positive side, direct reports typically know what is expected of them and don’t have to guess how and when something should be done.

During Everyday Stress: You may over-direct and even become bossy while pushing for closure, at the expense of the impact on people.

Flexing tips: Remember that people are your greatest asset. Ask yourself if you really need to push for closure now, or if you can afford to wait and give direct reports time to process things in ways that are most meaningful to them.

ISTP, InTP, ESTP, EnTP

People with personality types that include Thinking (vs. Feeling) and Perceiving (vs. Judging) often lead by example while remaining open to new ideas along the way. Direct reports may not always know what exactly is expected of them. On the flip side, however, they may appreciate an openness to new ideas and directions.

During Everyday Stress: You may take too long to come to closure and not consider how this impacts direct reports who need more clear and consistent direction.

Flexing tips: As in the case above, keep in mind that people are your greatest asset. Remember that some of your direct reports need plans and closure and that keeping things undecided for too long can be very stressful for them.

ISFJ, InFJ, ESFJ, EnFJ

People with personality types that include Feeling vs. Thinking, and Judging vs. Perceiving often lead in a way that takes into account the impact of decisions on direct reports as they come to a closure. Consequently, direct reports typically feel considered and part of the decision-making process.

During Everyday Stress: You may place too much pressure on yourself to find that “win-win” for everyone while trying to reach closure.

Flexing tips: Remember that while people are your greatest asset, sometimes tough decisions need to be made and not everyone will be happy with you. Keep yourself in check by asking if you are making a decision to be liked when the circumstances require a tough but necessary decision that may not initially make you popular.

ISFP, InFP, ESFP, EnFP

People with personality types that include Feeling (vs. Thinking) and Perceiving (vs. Judging) often lead in

an open-ended and accommodating way, as long as their values are included. Direct reports may appreciate this flexible and hands-off style as a way for them to develop.

During Everyday Stress: You may take too much time trying to find the decision that perfectly fits your values in every way, leading to indecisiveness.

Flexing tips: Remember that while your values are what is most important to you, others have values that are also important to them. Ask yourself (and others) if you are making a decision in such a degree of isolation that it is preventing you from staying open to other perspectives.

Understanding and appreciating your diversity of thought through the lens of MBTI® personality type could just be the remedy needed in the current employment environment. Learning to appreciate the differences between yourself and others is not always easy, but definitely worth the result.

Michael Segovia is a Principal Consultant and Certification Faculty at The Myers-Briggs Company. In his 34-year career at The Myers-Briggs Company, Segovia has conducted hundreds of certification courses on the MBTI® assessment around the world. He speaks and writes regularly on the subjects of personality type, leadership, relationships and development. He also presented a TEDx Talk reflecting on how type theory has informed his understanding of his own life’s story. Would you like to comment?

The Hybrid Work ModelBest of Both Worlds?

By Jim Frawley, Bellwether

The hybrid work model may be the best of both worlds But without clear intention and creativity, worker productivity may be doomed. There’s no shortage of opinion when it comes to the debate between remote, office, or hybrid work models. And whether or not a particular model fits your organization depends on various factors such as industry, size, and culture. What is no longer up for debate is the recognition that the traditional way of working is no longer on the table.

Businesses are grappling with the reality that worker productivity is at a nearly 70- year low. Individuals are embracing remote opportunities with enthusiasm, claiming to be far more productive when working from

home, but it’s not that simple. There’s a massive crack in the system somewhere, as employees are reporting improved productivity, while businesses are finding they have been significantly less productive as a unit.

As countless organizations sweat to bend and adapt in response to the changing economy and employee demands, many have settled on a “hybrid” model, one in which people come into the office on designated days each week, in an effort to satisfy all parties and achieve what we describe as “the best of both worlds.” While this sounds effective in principle, there are a few things to keep in mind and practice in order to alleviate the challenges and benefits this model presents.

Without clear intention and creativity, worker productivity may be doomed

The Hybrid Work Model - Best Of Both Worlds?

A successful hybrid work model requires an unconventional approach to management, communication, and relationship building. In order to reap the full spectrum of benefits of a hybrid model, the focus must remain on the employee – how they are managed, how they communicate, and how they connect.

Before launching into a hybrid model, first address why you believe this to be the best choice for the organization. The intentionality has to go deeper than surface-level reasoning – to alleviate commute time, expand employee benefits, etc. In order for the business to continue driving forward, consider all the ways in which the organization is impacted by the model.

It’s crystal clear when members of an executive team push for a return to the office strictly due to the fact that they’re uncomfortable with change and fearful of a loss of control as the future of work shifts more and more in a remote direction. But in an effort to redefine what productivity and success look like, try to identify what being in the office really means – what exclusive advantages does that present in contrast to a remote or hybrid model, and how can those things be replicated or reimagined?

There is immense value when people come together in person; creativity and collaboration swell, communication flows seamlessly, and the energy is palpable. You can argue that creativity, collaboration, and accessibility drive results and productivity, but it’s not impossible to foster these things in a virtual environment.

The hybrid model presents the challenge of coordinating who is in the office when, and doesn’t always guarantee that the right people are crossing paths with time and availability to collaborate. Investing in physical office space just to provide space for individuals to come into the office to participate in video calls and meetings seems frivolous. Whether establishing working groups or promoting schedule visibility, give the employees the opportunity to coordinate schedules, meetings, and tasks to make the most of the time they may be spending in the office.

Beyond employee interactions, managers are having to find a new approach to promote accountability, while keeping a close and accurate pulse on the day to day business – without crossing the line into micromanagement. Much of this can come from setting clear expectations from day one and utilizing innovative tech solutions to measure and track productivity. It is absolutely reasonable to expect that when executed with intentionality, accountability can rise, flexibility can increase, and work-life balance can improve without sacrificing the success of the business.

Above all, don’t underestimate the importance of employee buy-in. It may be an uphill battle to get employees enthused about returning to the office after a long-term remote existence. Be transparent about the methodology, as well as the benefits you’re looking to spread throughout the organization, and coordinate schedules so the time spent in the office is engaging, collaborative, and truly enjoyable and employees personally experience the benefits.

The data proves time and time again that there is value to gathering in person – we are communal creatures at our core. The beauty of the hybrid work model is it creates structure and consistency by combining a collaborative approach while offering the flexibility demanded in the new reality of work. Prioritize appropriate management, communication, and relationship-building, and the path to success will undoubtedly remain clear.  Jim Frawley is a coach, consultant, and the CEO and founder of Bellwether, an executive development firm. He specializes in helping corporations maximize their efficiency and enhance their growth.

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IQ And EQ Are Important, But THIS Is What Sets Visionary Leaders Apart

Most people aren’t living up to their potential

By Hilary DeCesare, The ReLaunch Company

We all want to be successful leaders. But successful leadership isn’t solely the product of being the smartest person in the room (IQ), nor being the most adept at managing your emotions and the emotions of others (EQ).

Successful leadership is actually the result of both IQ and EQ (the

head and the heart) working together in concert to elicit a third component. And it is this third component that sets visionary leaders apart.

My name is Hilary Decesare - I’m a Silicon Valley Serial Entrepreneur and Business Coach who

works predominantly with CEOs, Start-Up Founders and Executive Leaders with the goal of helping talented individuals both find and live up to their potential.

Unfortunately, I find that most people aren’t living up to their potential.

Why? Because most people block this third component—they block their intuition.

“Intuition”, after all, is an emotionally charged word, conjuring up visions of New Age ‘woo woo’, or being heavily weighted toward women—the idea of “women’s intuition” is commonplace. It’s interesting to note, however, that when described as “gut feel,” intuition gets a much warmer reception. For example, when making the most important decision of his career, the $5.4 billion acquisition of Princess Cruises, the CEO of Carnival commented, “I trust my gut”.

All preconceived notions aside, intuition can make or break a leader’s decision-making process. A 2018 article in ZME Science reported that decisions made by intuition alone are accurate more than 90 percent of the time.

For over two decades, I’ve always believed one of the secret weapons of my coaching business was my intuition. I would get a very strong, intuitive sense of

what direction people should go in their business and their relationships, especially the one with themselves, and I was able to lead them to uncover their truths.

I’ve also found one of the biggest barriers to people moving forward is a lack of trust in their own intuition- intuition that could be the gateway to connecting to their inner authentic selves, and the best possible version of themselves.

Why do we mistrust, totally ignore, or not even hear our intuition? Because our heads and hearts are not aligned. Most of us are caught deep in our own psychological cement, stuck in patterns created in childhood that are effective in some ways, but ultimately leave little room for our hearts, which are struggling to be heard.

When stuck in our psychological cement, we actually can actually hear our intuition — it’s that faint warning that something isn’t right. That something’s not quite lined up. That even if we have what we think we want, we’re not as happy as we could be. Most of us don’t

truly listen until we crash or have the so-called ‘midlife crisis’. The key to these crashes and crises is recognizing them as a tipping point, an opportunity that something needs to change.

When you begin aligning your head and heart, leveraging them together, your intuition will do less warning and more informing With your head and heart as your anchor, your intuition will inform your decisions, guide your steps, and help you bring successful, balanced, and visionary leadership to everything you do.

After all, as one visionary leader once said:

“Intuition is a very powerful thing, more powerful than intellect, in my opinion.” — Steve Jobs

Hilary DeCesare is an Award-Winning Entrepreneur, Business Coach, and Reality Show “Secret Millionaire”, helping women turn typical life transitions into transformation. DeCesare’s new book, “RELAUNCH! Spark Your Heart to Ignite Your Life” details her proprietary 3HQ™ method so women combine their head, heart, and higher self to create new brain patterns that shed limiting beliefs.  Would you like to comment?

Why Implement Stay Interviews?

Build trust with your key team members

By Kevin Sheridan, Kevin Sheridan LLC

Defining Stay Interviews

I define a Stay Interview as “a structured conversation a manager has with an individual employee to learn specific actions the manager can take to strengthen the employee’s engagement and retention with the organization.”

Why Do Stay Interviews?

Stay Interview questions help your most valuable team members understand that:

● You recognize and appreciate their loyalty.

● You care about more than just their performance.

● You are open to making changes that would help them become more engaged and less likely to leave the organization.

Stay Interviews also help you discover:

● Warning signs that indicate a key team member needs more support and/or guidance.

● Ways to retain the employees in which you have invested the most time and resources.

● Low-or-no-cost changes that could reenergize your employees’ commitment and engagement.

Why Implement Stay Interviews?

Furthermore, Stay Interviews with a smooth implementation also help build trust with your key team members, which may mean that they will talk to you about any concerns prior to them looking for a new job at another organization.

Preparing to Have Stay Interviews

Preparing for the questions you may encounter during the stay interview is paramount. You want to be able to direct employees to resources they have available to them and begin the process of understanding their job-related perceptions. Remember that this is an exercise in listening and discovering opportunities for improvement.

To prepare for a Stay Interview, here are some action items to complete:

● Have your department or area managers meet to determine a list of potential top issues employees face.

● Develop a list of available internal resources.

● Create your own custom Stay Interview questions.

Based upon my 35 years as a Management Consultant to the Human Resources marketplace, I’ll make this easy for you by providing my most trusted key Stay Interview questions:

1. Is your job making the best use of your skills and abilities?

2. What is something new that you would like to learn this year?

3. How can our organization help you become more successful in your job?

4. Are we allowing you to reach your maximum potential?

5. What are three things that we could change here that would help you reach your full potential?

6. What parts of your job do you like the most and the least?

7. What part of your job makes you want to jump out of your bed in the morning excited for work?

8. What makes you want to hit the snooze button?

9. Do you receive enough recognition?

10. What kind of recognition would be most meaningful for you?

Stay interviews will not always yield perfect outcomes, but they will certainly heighten employee engagement and retention in your organization. Most importantly, Stay Interviews will help your leaders build more productive one-on-one relationships with their employees.

Kevin Sheridan is an internationallyrecognized Keynote Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement for five years in a row. Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industrychanging innovation in the field of Employee Engagement. His first book, Building A Magnetic Culture, made six of the bestseller lists including The New York Times, Wall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

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