Personal Excellence - September 2022 by Excellence Publications by HR.com

1610 21 31 Stay In Control As a Leader - The Easy Way - Pete Devenyi, Author and Independent Consultant 4 Approaches To Building Employee Trustworthiness - Yoram Solomon, Ph.D., Innovation Culture Institute™ LLC LeadershipBoundariesBeyond - Yacine Ndao, The Los Angeles Film School SEPTEMBER 2022 • Vol. 27 • No. 09 (ISSN 2564-1948) 4 Ways For Leaders To Help Create Accountability -JimRootHaudan,Inc. TRAGEDYFROMTOTRIUMPH - Amanda Holmes, CEO, Chet Holmes International

Most employees say “Not”… but many go for it anyway - Julie Winkle Giulioni, Author, Consultant, Trainer, and Speaker

19 How To Pivot Your Business After Industry Obsolescence

Articles

36 The Simple Way To Make Your Fears Obsolete Can facing your fear be a gamble?

3 questions leaders should ask to make sure they’re prepared for anything

- Joel Green, CEO, Pro Level Training

From Tragedy To Triumph

14 Criticizing The Critics

- Amanda Holmes, CEO, Chet Holmes International On the Cover

- Ross Youngs, Environmental Scientist and CEO, Univenture

Join the great people throughout history who rejected critics and pursued their passion - Jim Stovall, President, Narrative Television Network

28 Four Steps To Overcome Fear And Thrive In Business And Life

Make your own path based on how you feel about yourself

The power of connection - Chantal Pierrat, Founder/CEO, Emerging Women™ and Emerging Human™

34 To Lead Or Not To Lead

INDEX Personal Excellence SEPTEMBER 2022 Vol.27 No.09 (ISSN 2564-1948)

Leadership Beyond Boundaries

A career at the service of International students at The L.A. Film School

4 Ways For Leaders To Help AccountabilityCreate

- Pete Devenyi, Author and Independent Consultant

Top Picks

Stay In Control As a Leader

INDEX

- Jim Haudan, Co-founder and Chairman, Root Inc.

4 Approaches To Building Employee Trustworthiness

- Yacine Ndao, Director, Student Advising and ADA Coordinator, The Los Angeles Film School

- Yoram Solomon, Ph.D., Founder, Innovation Culture Institute™ LLC

Accountability soars when people get to pursue their passions

Two useful lists to follow

Building trust in the organization is not simple

10 16 21 31

- The Easy Way

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Inlife-altering.brief,wehave

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Want to get rid of fear and isolation? Chantal Pierrat’s article, Four Steps To Overcome Fear And Thrive In Business And Life, offers four powerful tools to transform the collective epidemic of fear and self-doubt into something extraordinary, pivotal, and positively

In her article, Leadership Beyond Boundaries, Yacine Ndao shares how sharing knowledge and leading by example have positioned her as a leader at the Los Angeles Film School.

Dawn Jeffers VP, Sales

From time to time, despite our best intentions, we all find ourselves in situations where we fall behind schedule, sometimes woefully behind. Check out how author and Independent Consultant, Pete Devenyi, learned to manage his life at work by actively managing two lists, and abiding by two principles. Read his

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Have you ever been in one of those situations where it feels like you’re so deep underwater and there’s absolutely no chance of you surfacing? The story of how singer/songwriter Amanda Holmes, who inherited her father’s multi-million-dollar business when she was just 24, scrambled to make sense of the company she inherited, is a great eye-opener and equally inspirational. The cover story, From Tragedy To Triumph, includes valuable tips by Amanda to all those who are looking for a reset in life.

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When life gives you lemons, make lemonade or make orange juice and leave people wondering how you did it! Everyone goes through hardships. However, it is important to come to terms with what you can and can not control. Try to be happy with what you have and make positive changes in the aspects of your life that are within your reach. This way, you’ll grow as a person and start moving forward in life. If you’re in desperate need of some motivation, check out the September issue of Personal Excellence.

Disclaimer: The views, information, or opinions expressed in the Excellence ePublications are solely those of the authors and do not necessarily represent those of HR.com and its employees. Under no circumstances shall HR.com or its partners or affiliates be responsible or liable for any indirect or incidental damages arising out of these opinions and content.

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Personal Excellence (ISSN 2564-1948)

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Yoram Solomon’s article, 4 Approaches To Building Employee Trustworthiness, talks about the process of increasing your trustworthiness in organizations.

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In a world of unparalleled challenges (global pandemic, racial injustice, politi cal rivalry, digital 4.0, emotional malaise), uncertainty reigns. Finding opportu nity in this context requires harnessing uncertainty and harnessing starts with reliable, valid, timely, and useful information. The Excellence publications are a superb source of such information. The authors provide insights with impact that will guide thought and action.

I regularly read and contribute to Leadership Excellence and Talent Manage ment Excellence. I use many of the articles I read to augment my own presen tations and I often share the articles with my clients. They are always quick, right on target for the latest issues in my field, and appreciated by my clients. If you want to stay up to date on the latest HR trends, choose a few of the different issues from the Excellence series of publications.

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Two years of trying to hire different c-suites to fill the void left by my father, I watched people attack my mother and I with anger, aggression, and make attempts at every turn to use manipulation to satiate their greedy hunger for

Personal Excellence presented by HR.com SEPTEMBER 2022 7 Submit Your Articles

methodology has assisted a quarter of a million businesses worldwide to grow in leaps and Muchbounds.ofthe business was based around him, so as you can imagine, losing the figurehead, the innovator, the personality, was quite literally, devastating.

Mymoney.father ran an organization of cowboys, and when the sheriff left, it was the wild west.

But more than that, people react in the most cruel and unusual ways after someone passes. I saw how ugly it truly can get.

Iwas 24 when I inherited my father’s cultknownMydoubleforhundredsatITherebusiness.multi-million-dollarwaszerosuccessionplan.wasjustasingerandsongwriterthetime,thensuddenlyIhadofstafflookingtomeanswers,andallofthemweremyage.father,ChetHolmes,wasforhavingwrittentheclassicbook,

COVER ARTICLE

Have you ever been in one of those situations where it feels like you’re so deep underwater and there’s absolutely no chance of you surfacing?

The Ultimate Sales Machine. He had a gift for doubling sales and his

By Amanda Holmes, Chet Holmes International

Make your own path based on how you feel about yourself

That’s what it felt like. I was so far over my head I was in a constant state of panic. I couldn’t catch my breath all day long, it felt like I always had mini panic attacks.

I know I’m not the only one that’s experienced anxiety. Depression and anxiety are at an all-time high in the US right now. Higher than times of the Great Depression or World War I or World War II.

From Tragedy To Triumph

My saving grace was that I had a wonderfully selfless teacher who continued to tell me that I could step in as CEO and carry on my father’s legacy. Her formal name is Sarva Loka Maa Her Holiness Sri Sri Sri 1008 Guruji Poonamji, it briefly means Divine Mother to All. Those that love Her call Her Guruji. She’s an Indian Saint, who became my spiritual teacher.

So, with all the courage I could muster I finally stepped in as CEO. But that was only the beginning, it’s been eight years now of me at the helm, and due to all the disruption in our industry, I had to rebuild the whole marketing and sales machine that had fueled the company for the last decade. My team and I managed to increase

The biggest misunderstanding about this in our western world is we want things immediately. We want a pill to make it all go away. The pain. But the pill only masks the pain. So, every day, while I helped the plants bloom,

I know today people need what I Accordinghad.

I have faced my fears in every sense of the word. I faced down giants when I stepped into my father’s role. Today, as I continue to carry my father’s legacy forward, a portion of our profits goes back to Divine Bliss International. Everyone could use a reset right now. Could you?

She told me, “Your father worked his whole life and made something worth saving, stick with it. You can do this.”

That’s what Divine Bliss International did for me, and it’s time for more to experience that peace of mind.

I bloomed. While I nurtured the vegetables I nurtured and fed my soul.

So, I retreated to the safety of my teacher’s non-profit, Divine Bliss International, and for two years I spent most of my time in silence. I talked to more plants than people. I only ate the food that I grew in the garden. It was healing. From my core, I healed.

to the data, the number one thing people want to spend their money on over the next 12 months is…mental wellness.

Personal Excellence presented by HR.com SEPTEMBER 2022 8 Submit Your Articles From Tragedy To Triumph

marketing leads by 1,176% and doubled our coaching clients two years in a row during those first few years. It was an utter miracle we made it through. After the storm finally settled and the company was in a safe place, I had zero desire to entertain the antics or the people anymore.

● Spending just 20 minutes connecting with nature can help lower stress hormone levels, according to a study in the April 4, 2019, Frontiers in Psychology. They analyzed people’s cortisol levels through their saliva as they instructed them to go out in nature for 20 minutes a day three to four times a week, and their hormones showed relief! Sometimes your reset doesn’t have to be rocket science, just get away from your phone and take a walk.

● Find a teacher to help guide you. We all have blind spots that we can’t see. If you truly want to master something, whether it’s in your career or in your personal life, find someone that’s already there to help you navigate the path with greater ease. The critical point here is you need to find someone you trust, not whom Google tells you to trust, or social media tells you to trust, it should be someone your instincts tell you to trust. You should feel it within you. And it could be Ianywhere.metmybusiness

Would you like to comment?

● The best measure of a successful life is how you feel when you put your head down on your pillow at night. If you feel you’ve done a good job, you’ll feel good at the end of the day. Nobody can take that away from you, no matter how many may try. It’s all ultimately about the relationship you have with yourself. We teach a lot about clever ways to double sales and often it’s completely different from what the world of business is doing, but you must be confident in yourself to walk your own path. Those that are willing, reap the benefits. So, make your own path based on how you feel about yourself. And a little hint to help you with that… It’s in giving that we receive.

Amanda Holmes is the CEO of Chet Holmes International. She has carried on the legacy for the last ten years, eight as CEO. She has spent the last four years writing the new edition of her father’s classic book, The Ultimate Sales Machine.

Personal Excellence presented by HR.com SEPTEMBER 2022 9 Submit Your Articles

Here are my suggestions for you if you’re looking for a reset:

Whether you’re the CEO, senior-level or manager leading a team of people, consider how life-changing it would be for you and those around you if you faced your fears.

coach on a beach in Puerto Rico and I knew after ten minutes he was in alignment with my beliefs on business. I met my spiritual teacher in an airport, and I could feel it from across the terminal.

From Tragedy To Triumph

List 1: To-Do List

Two useful lists to follow Stay In Control As a Leader - The Easy Way

Responding No is often the best answer when facing certain requests. They may make someone else’s life easier but make little sense in the context of your own priorities. I tried to assess all requests carefully and was much more likely to accept one when I knew I was the best person for the job. If not, I would suggest an alternative candidate. When I was leading teams, I would often delegate the work to one of my direct reports. It was a good opportunity to offer stretch tasks to key individuals who were seeking to differentiate themselves from their peers. I would include the completion of ad-hoc tasks in the annual goal planning process when I sat down with employees at the start of each year. The best way not to fall behind as a leader is to surround yourself with a great team that is willing and able to assume much of the load.

In addition to a to-do list, I always maintained a follow-up list. When someone made a commitment that I needed to track, I would add an entry with a due date. When I attended a meeting and a commitment was made, I would add an entry. When I wrote up the minutes of a meeting that I facilitated, I transcribed the various action items into my follow-up list. Employees tended to give me more credit than I deserved, believing I had an unusually good memory. Nothing was further from the truth. I just managed my day-to-day activities using my two lists, continuously reviewing and updating them. I reached out to people a day or two before a commitment was due to ask how it was coming along. Trust, but verify, as the saying goes.

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I would review my list regularly, reprioritizing it as necessary whenever I recorded a new entry. I was surprised by the number of people who ran their personal lives this way but didn’t think to do the same at work. While it didn’t necessarily reduce the workload, it did help organize it. It also helped me maintain perspective and to feel more in control of my day. I knew when I was falling behind and needed to put in extra hours at night to catch up. When I had too many items on my list, I would scrutinize each new piece of work that much more thoroughly. I was more likely to push back on incoming requests, but would do my best to find others to assume the tasks.

By Pete Devenyi, Author and Independent Consultant

TOP PICK

List 2: Follow-Up List

Learning to use to-do lists effectively is simple and satisfying, and it offers a sense of accomplishment every time you scratch an item off your list. After a while, it becomes instinctive to record every item that comes your way, together with a due date.

It’s not OK to lose sight of a promise made. As a leader, I would rarely accept “I’m sorry, it slipped my mind” as a valid excuse. It only demonstrated a person’s lack of organizational ability. After all, it isn’t that difficult to create a simple tracking system to manage and track the various tasks and follow-ups on your plate at any given time. No matter how busy I was, or how many priorities I was juggling with, I learned to manage my life at work by actively managing two lists, and abiding by two principles.

It takes the courage and confidence of a strong leader to recognize reality and withstand the pressure. Most executives will help you find an acceptable compromise as long as the data you are presenting is understandable and comprehensive.

Principle 1: Don’t Commit to a Date You Don’t Think You Can Meet

Stay In Control As a Leader - The Easy Way

When commitments were delivered as promised, I would do my best to recognize them. It may have only been a simple thank you, but I felt the same sense of responsibility to acknowledge follow-through as I did to express disappointment when commitments were missed. I encouraged my management team to do the same. Over time, I found that it was not that difficult to build a culture of delivery, as employees learned that there were repercussions when they failed to deliver on a promise made.

Given the associated uncertainties, committing to deliver a project on a pre-determined timeline can be problematic, as unanticipated issues are likely to surface. It is important to include a buffer in any schedule and to fight the inevitable pressure to remove it. Leaders must learn to stand their ground with data. They must challenge their teams to build aggressive, yet realistic, plans. They also must dive into the details to understand the various nuances. In the end, dates should not be unilaterally imposed on a team without some level of flexibility to modify the functionality. While there may be no easy answer, a schedule based on hope and an environment based on fear, rarely yield the desired results.

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Principle 2: When All Else Fails, Uphold Your Integrity

From time to time, despite our best intentions, we all find ourselves in situations where we fall behind schedule, sometimes woefully behind. This can be stressful, particularly when contractual commitments were made and large sums of money are at stake. I have seen managers attempt to reassure executives or customers that a project is under control despite mounting evidence to the contrary. Sometimes they adopt a let’s survive another day mentality, even when inevitable disaster is looming around the corner.

For over thirty years, Pete Devenyi led a storied career in technology, both globally and in Canada. He led enterprise software at RIM/BlackBerry for 9 years and was Senior Vice President of Global Products and Solutions at Dematic, one of the largest warehouse robotic automation providers in the world. He’s the author of the recently released book, Decoding Your STEM Career, published by Business Expert Press. Would you like to comment?

The root cause is almost always the lack of courage to tell the truth, for fear of the consequences. As challenging and unpleasant as these situations are, the right answer is always to be transparent and truthful, and to do the hard work of building the best recovery plan possible. Above all else, you should always uphold your integrity. Kicking the pebble down the road may buy you a day or a week, but in the long run, it will inevitably hurt your reputation and your career.

SAVE UP TO $750 G et your conferenc e pass REGI STER N OW S PON S OR S & E X HI B IT O R S I M A G I N E TH E P OTE N T I A L O F H R A N D Y O U ! https://www.hr com/InspireHR-attend hr.com/InspireHR-attend 202 2 T O P I C S L EA D E R SH I P & BE I N G TH E BES T L EA DE R PO SS I B L E EM P LOY E E E X P E RIE NC E & W ELL BE I N G TA L E N T M ANGEM E N T S KIL L D EVE LO P ME NT DI G I TA L T R ANS F O R M AT I O N TA L E N T A CQU I S I T I O N Bring your team! Group pricing is available. Contact CorporateEducation@hr.com for more information.

Theourselves.greatcomedian

By Jim Stovall, Narrative Television Network

If your best friend or most beloved family member mistakenly feeds you poison, you will die just as surely as you would if you were poisoned by your worst enemy. Obviously, we all strive to avoid things that are poisonous or toxic to us physically, but far too many among us allow our minds to be poisoned with toxic messages and thoughts. We all worry incessantly about what everyone thinks of us when the only opinion that matters is the one we have of

Winston Churchill’s father told him he was “unfit for a career in law or politics.”

Rudyard Kipling was told by the San Francisco Examiner, “I’m sorry, Mr. Kipling, but you just don’t know how to use the English language.”

Henry Ford was told, “The horse is here to stay, but the automobile is only a novelty, a fad.”

Join the great people throughout history who rejected critics and pursued their passion

“Children just aren’t interested in witches and wizards anymore.”

Criticizing The Critics

Oprah Winfrey was fired from a local TV station. They told her she was “unfit for TV.”

Thomas Edison was fired by Western Union, and the head of a major technology organization said about Edison’s light bulb, “Everyone acquainted with the

W.C. Fields said, “It doesn’t matter what peo ple call you. It matters what you answer to.” History reveals count less examples of powerful leaders and iconic figures who changed the world because they listened to the voice inside them instead of the critics.

J.K. Rowling was rejected by over a dozen publishers who read her Harry Potter book. She was told not to quit her day job and,

subject will recognize it as a conspicuous failure.”

Walt Disney was fired from the Kansas City Star newspaper and told that he “lacked imagination and had no good ideas.”

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The Beatles were rejected by multiple record labels. Among other negative criticisms, they were told, “guitar groups are on the way out” and “The Beatles have no future in show business.”

Jim Stovall is the president of Narrative Television Network as well as a published author of many books including The Ultimate Gift. He is also a columnist and motivational speaker. Would you like to comment?

Personal Excellence presented by HR.com SEPTEMBER 2022 15 Submit Your Articles Criticizing The Critics

I have found, through pursuing my own career as an author,

Elvis Presley was fired after his first performance on the Grand Ole Opry. He was told, “You ain’t going nowhere, son. You ought to go back to driving a truck.”

Today’s the day!

As you go through your day today, join the great people throughout history that rejected critics and pursued their passion.

Marilyn Monroe was told by a modeling agency, “You better get secretarial work or get married.”

Barbara Streisand’s mother told her she’d never be a singer because her voice wasn’t good enough, and she’d never be pretty enough to be an actress.

movie producer, entrepreneur, and columnist, that there is no shortage of critics willing to tell me why things won’t work and how ridiculous I am to believe in my dreams. During many discouraging times, their words have been fuel and fertilizer to me as I held onto the voice in my head and rejected the critics.

“Holding Someone Accountable” vs. “Creating Accountability in Others”

4 Ways For Leaders To Help AccountabilityCreate

The myth of accountability is that it is all about leaders following up, checking in, and demanding that people deliver what they said they would deliver, when they said they would deliver it. And if they repeatedly fall short of delivering, they should be gone. The problem is, if you do this as a leader, you may find that performance gets worse, as people pull back from taking the risks and leveraging the learnings that are necessary for improved performance. As people feel more at risk, they are reluctant to ask for resources. They worry that if they ask questions or ask for help, they will be viewed as weak or unprepared. No one wants to feel this way. It does nothing for morale or engagement and instead fuels fear and discontent.

4 Ways for Leaders to Help Create Accountability

Leaders can help create accountability by giving people a greater sense of ownership and sense of self-accountability. Here are the four beliefs and behaviors of leaders who are good at creating accountability in others.

The challenge is that the word “accountability” may make you think of management enforcement. Mike Thaman, the former CEO of Owens Corning, makes a critical distinction between “holding someone accountable,” which has mainly negative and punitive connotations, such as punishing someone for not doing what they said they would do, and “creating accountability in others,” which is about being vested in the performance success of others. The distinction is critical, and the examples of being vested in each others’ success extend far beyond just business.

By Jim Haudan, Root Inc.

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Accountability soars when people get to pursue their passions

Accountability may be the single most common response when leaders are asked to define the one aspect of their organizational culture that they would like to change. Leaders often comment that the reason the business isn’t growing is a lack of accountability. And we have managers who frequently comment that their leaders aren’t holding people accountable. With various parties claiming that others are falling short when it comes to accountability, we have to wonder: Who is really lacking when it comes to accountability? And why are there conflicting perceptions surrounding this issue?

A shift in mindset is required for leaders to move from holding people accountable (with threats of punitive actions) to instead becoming intensely clear on what they need to do to create accountability in those they lead.

TOP PICK

3) You believe that mistakes are part of the path to success

The importance of responsibility and accountability is built with the belief and support of people, where their mistakes are a rich part of the path to success. Author Margot Machol Bisnow tells the story of John Arrow, the founder of Mutual Mobile, a highly successful technology company. It turns out that when he was in the fifth grade, he and his friends published a school newspaper that sold out immediately. The problem was they didn’t do a great job fact checking some of the stories, and the principal was furious and called everyone’s parents. All of the kids got in trouble – but John. John’s parents laughed it off and told him to fix his Johnmistakes.saidthat

The wise conductor doesn’t hold people accountable; instead, they help people realize the importance of accountability and delivering on the promises they made to others. Accountability is built from the passion and confidence in capability that comes out of conversations with a leader or conductor. But it starts with the mindset that people want to be accountable.

instantaneous and can be challenging, as is learning to adapt to new changes at work, and any person is bound to go underwater. The leader is there to make sure we stay the course, but also to make sure that no one drowns – to act as a life preserver. As a matter of fact, the leader sentiment is that your success is our success, and OUR failure is not an option.

A recent study of parents of highly successful entrepreneurs is very interesting. These parents wanted their kids to take ownership, fix problems, learn from their mistakes, and be more confident about their capabilities. But they also understood their kids wouldn’t be happy if they were plugging away at something they weren’t passionate about. So, they raised their kids to follow their passion at the exclusion of other things that were expected of well-rounded young people.

2) You believe that accountability only exists in a context of what “we” agreed we will accomplish together

knowing his parents would support him, even when an authority was against him, made him double down and work harder to show that they were right to believe in him. And this belief helped motivate him to become the successful businessperson he grew to be.

1) You believe and trust that people are accountable

Creating accountability in others starts with a deep sense of shared accountability between the leader and the owner of the change in the business performance.

4) You believe that work and personal passions need to connect

How you see your people matters, and it starts with seeing people as individuals who want to be accountable. This may sound too simple, but it is a critical starting point. This perspective allows any leader to think like a conductor who says, “I know that they are talented and want to be successful. It is my job to bring that talent to the forefront, blend it with others, and to be curious about what could be getting in the way of delivering the desired outcomes when performance falls short of expectations.”

While delegation is an important leadership trait, just assigning responsibilities to others and expecting results on agreed-upon dates is a formula for failure.

Leaders have the opportunity and responsibility to ask key questions that stretch the thought process of others to ensure that the problem is fully understood, to expand their sense of accepted risk-taking, to explore where something truly different is needed, and to fully leverage what has been learned to date. Leaders need to continually ask, “How do I help remove barriers to top performance?”

Personal Excellence presented by HR.com SEPTEMBER 2022 17 Submit Your Articles 4 Ways For Leaders To Help Create Accountability

The metaphor that is appropriate here is “swim buddies.” Learning to swim is typically not

By switching from holding people accountable to creating accountability, you’re likely to see powerful shifts in people’s engagement, attitudes, and even results.

Jim Haudan is the Co-founder and Chairman of Root Inc. For more than 25 years, he has been helping the world’s most influential organizations transform their business, change how they engage their people, and deliver exceptional results. Jim captures Roots story in his bestselling book, The Art of Engagement: Bridging the Gap Between People and Possibilities (McGraw-Hill, 2008).

Creating ownership recognizes that we’re more likely to work at something we love, if we are passionate about finding a better way, or if we’re focused on an area where we want to make a difference. Therefore leaders must help people find that passion and match new responsibilities to it as much as possible. It makes it much harder not to own or be accountable for an outcome when what’s at stake is a personal belief that you can and will find a better way that matters to the world.

If your organization has leaders questioning and doubting the accountability of their people, perhaps it’s time to reevaluate the way things are being done. Instead of assuming people will let you down, encourage leaders to focus on creating accountability in their teams. Assume people will follow through. Assume they will come up with creative solutions to challenges. Leaders must do this by working alongside their people, by letting people know that mistakes are simply part of the process, and supporting people along the way – no one will be left to drown.

4 Ways For Leaders To Help Create Accountability

Would you like to comment?

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Finally, accountability soars when people get to pursue their passions, and leaders must help people find that passion.

The Power of Creating Accountability in Others

2019. We were facing every leaders’ worst nightmarewhat do you do when your entire market evaporates?

To help future entrepreneurs, I’ve pulled together three essential questions that every leader needs to ask as they create an organization that can weather any change:

Personal Excellence presented by HR.com SEPTEMBER 2022 19 Submit Your Articles

In my 30 years as a founder and CEO, I’ve had the opportunity to face everything from unprecedented hypergrowth to the complete extinction of a major market. Navigating each one of these changes has made us a stronger company, and the reason we were able to survive is because of the culture of innovation created by a team that was prepared for anything.

3 questions leaders should ask to make sure they’re prepared for anything How To Pivot Your Business After Industry Obsolescence

Despite the long odds, our team did not waver in the face of such a challenge. Together, the management team devised and executed a plan to right the ship, and develop a new path forward despite the uncertain waters ahead. As the CD industry declined, our team pushed the creative envelope to the limit, developing new patents and expanding into new industries. Today, Univenture has a healthy, diversified business that was able to navigate the unexpected challenges of the early 2020s.

We needed to make a pivot and it couldn’t happen fast enough. The disc packaging product line sales dropped by more than 20% yearly, while new product sales only grew at about 10%. Manufacturing operators shifted from operating legacy equipment to using new technologies, which resulted in team member attrition and skill mismatching. Regardless, the effort was to evolve for the team’s sake and not have mass terminations driven by revolution.

By Ross Youngs, Univenture

ny business’s life cycle will certainly be filled with its share of wanted and unwanted changes that will challenge leaders. Sometimes change comes from technological advancements or opportunistic dynamics. Other times recessions, inflation, or even a (hopefully) once-in-a-lifetime pandemic may rear their heads and create unanticipated change.

In 1988, we patented the most successful alternative packaging for compact discs. The initial demand was enormous - so much so that we became one of the fastest-growing private companies in the US during the 1990s. The product line expanded to 600 SKUs in consumer and industrial products, and you could hardly open a book, the mailbox, or an office drawer without seeing our packaging. However, some unexpected changes hit us nearly as fast as demand rose. By 2009, the collapse of disc sales shattered our long-term growth and profit run and initiated a ten-year, 95% decline in sales that bottomed out by

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Black swans that force industry-wide scrambles to pivot, such as the covid pandemic, are rare. However, other business interruptions due to markets typically allow for preparation. Preparation and foreseeing the

As entrepreneurs and leaders, we constantly analyze and worry about the future of our businesses. Noted 20th-century pugilator and philosopher Mike Tyson has said, “Everyone has a plan until they get punched in the mouth.” There is so much truth to this. We can pour all of our anxieties into creating backup plan after backup plan, but at the end of the day, no contingency plan is perfect.

The simple answer is, yes. In time, change is inevitable, and the leadership team of any organization must embrace and regularly engage in the opportunities ahead. To future-proof an organization, leaders need to empower their teams to think creatively and allow for a culture that pulls all sides of the business into the research and development process.

Preparation is not chance; it is practice. Initially, start small, find opportunities to create positive change, and teach the organization to embrace the chance of improvement. Those that embrace and lead the change are the team members you want upfront. Those that cower or repulse at change will be destructive forces going forward. Questioning any approach to change should always be embraced. It is vital to ascertain if the questioning or appearance of concern is part of the process leading to a mission supported by the team member.

Are all products and all markets destined to die or evolve?

future requires research for deep understanding and flexibility of the team to adapt to the future rapidly. Innovation is again an excellent opportunity to lay out your future.

However, training and preparation equip a leader to not only anticipate oncoming storms but also be equipped to respond without panic when faced with an unforeseen crisis. By creating a culture that stays atop of technological innovations and empowers teams to proactively search and develop advancements, a leader is already better prepared to weather the storm than any contingency plan could have prepared them for.

Ross Youngs is an environmental scientist and CEO of Univenture, a full-service designer, manufacturer, and distributor of packaging products used in dozens of industries globally. In 2012, Young’s founded Biosortia, a biotech company that works on new drugs from deep access to the chemistry of the microbiome for immuno-oncology and immunological therapeutics. Young’s recent major innovations include an R&D 100 Award for collaboration on biopolymer technologies. In 2009, Biosortia was awarded a $6 million ARPA-E (U.S. Dept. of Energy R&D) grant for its algal harvesting technology, which helped lead to the development of Biosortia’s drug discovery platform.

So how do you know it is time to pivot?

How do you know your team is ready for the challenge of change?

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4 Approaches To Building TrustworthinessEmployee

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Building trust in your organization greatly benefits the employees, the culture, and the organization’s performance, which are all tightly related. Building trust is undoubtedly important for a company, and increasing the level of trust could have a transformative effect.

Unfortunately,instead.

the same behavior that would cause one person to trust you could cause another person to distrust you—for example, risk-takers trust other risk-takers, but those who avoid risk will not trust risk-takers because they believe they are irresponsible and reckless.

Furthermore, it is not enough to know what behavior you want to change. Knowledge is not enough. Behaviors are very hard to change. One study found that even if you know your goal, your probability of achieving it is only 10%. Even if you committed, set a timeline, and made a plan to achieve that goal, your probability is still limited to 50%.

Building trust would be easy only if two conditions are met. First, that trust would be absolute. In other words, that there is an absolute, universal set of behaviors that, if followed, would build trust for everyone. Second, that all it took to change behavior would be to know what behavior you wanted to change and what new behavior you would like to adopt

Building trust in the organization is not simple

neither condition is true. Trust is neither absolute nor universal. While some behaviors (such as telling the truth) are universal, others are not. In fact,

By Yoram Solomon, Ph.D., Innovation Culture Institute™ LLC

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You could attend an open enrollment or company-sponsored workshops to help create the right plan.

● You have an opportunity to interact with others and learn from their challenges.

Workshops

● Identifying your specific behavior that holds you back from being trusted by that person. Remember that trust is relative. That behavior might not cause someone else to distrust you, but it does cause the other person in this critical relationship not to trust you. The reason for focusing on bad behavior is because people respond much stronger (and negatively) to bad behavior than they do (positively) to

How can you increase your odds?

You could learn by reading books, taking online courses, or otherwise individually.

● You can also ask others or the facilitator to review your plan.

positive behavior. Research proved that many times.

Cons:

Sounds complicated? It’s achievable but requires a different approach than what you have heard about trust. If you want your efforts to be effective, that is.

Pros:

Self-Study

● Your retention will be the lowest, and so will the probability of forming new habits, given that nobody is holding you accountable.

● Workshops typically address multiple employees in the company in parallel.

The process of increasing your trustworthiness has the following steps:

You must first identify specific, critical relationships and specific behaviors that you must change in them. Those could be different in different relationships. Then, you must form new habits that will change your behaviors and build your trustworthiness, and thus the trust other people have in you. Even then, it takes time and many repetitions of the new behavior before it becomes natural. It won’t happen overnight.

● Identifying a critical relationship in which another employee (could be a coworker, a boss, or someone who reports to you) depends on you. If they don’t trust you, they will not rely on you.

● Creating a S.M.A.R.T. (specific, measurable, achievable but not too easy, relevant and impactful, and time-bound) plan that will allow you to form new behaviors that would negate the current ones. The plan should consider the process of forming new habits.

The rest of this article will describe four approaches to building trustworthiness.employee

Pros:

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● You can do it at your own pace.

● Lacking deep knowledge and experience, you are more likely to make mistakes, such as identifying the wrong relationship or the wrong behavior to focus on.

● Peer pressure can provide motivation.

Sounds easy? Well, it’s not. There are too many places where you can make mistakes. You may identify a relationship that is not critical, or the dependency of the other person in you is not important enough. You may identify the wrong behavior to work on and spend time and effort trying to fix a behavior that is not holding you back from being more trusted in that relationship while not working on the behavior that does. Your plan might be too easy, too hard, not impactful enough, or otherwise easy to drop before forming new habits. Finally, according to that study, even if you do everything right, you still only have a 50% probability of success.

● Execute until the new habit becomes automatic and doesn’t require thinking and effort anymore.

● You can do it at a convenient place and time.

● It is typically the cheapest alternative on a per-person basis.

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Cons:

● You still lack threateningaccountabilityanpartner,theretention of what you learned.

● You may not trust the coach due to being external to the company and knowing them for a very short time.

● A coach is more experienced with the process and human nature.

External Coach

● The coach may not be familiar with the company’s people, dynamics, and culture.

● They can be costly, especially if coaching multiple people in the company.

Cons:

● A coach could be your accountability partner throughout the execution phase and increase your probability of forming a new habit from 50% to 95%.

4 Approaches To Building Employee Trustworthiness

Pros:

You could either hire an external coach or have the company

hire one to take you through the process.

● You are still prone to making mistakes in identifying the right relationship and the behavior holding you back from being more trusted.

Bring coaches to work individually with multiple employees in the company

Learn yourself through reading books and taking online courses Bring an facilitatorexternaltoconduct a company or team-wide half-or workshopfull-day

Peer pressure and group challenges could provide motivation

High retention due to the individual nature of coaching

The HR professional would serve as the accountability partner

Pros:

Learn at your own pace Could be challenging to bring everyone at the same time

Low retention. Must be highly motivated to achieve results

● They are internal to the company and are very familiar with the people, the internal dynamics, and the corporate culture and goals.

Be coached at your own pace Be coached at your own pace

The coach could serve as the partneraccountability

The ultimate solution might be right under your nose—your human resources professional.

● Having worked with the employees they are helping, they are more trusted by those employees than an external coach would.

High retention due to the individual nature of coaching

The conclusion is straightforward: building trust in the organization is not simple. It should be addressed one relationship at a time, identifying behaviors that

Must accountabilityappoint partners or the probability of success would be low

Internal HR Professional

hold one party to that relationship from being more trusted by the other party. It should also be treated by forming new habits that change behaviors, build trust, and transform the organization. The HR Professional is ideally positioned to help do that.

● They are already trained and experienced in human behavior in the organizational setting, and addressing these human resources issue (trust) fits their job description.

Train, and then use the internal professionalsHRto coach individuals in the company

● They are already on the company’s payroll.

4 Approaches To Building Employee Trustworthiness

Self-Study Workshop External Coach Internal HR

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Must appoint successoraccountabilityanpartnertheprobabilityofwouldbelow

Self-Study Workshop External Coach Internal HR

Somewhat self-focusedlimited,viewof the organization, although some familiarity with the dynamics, culture, and personalities

Relatively low cost of the workshop and associated materials, especially for a large group

Moderate cost when every purchasesparticipantbooks and/or enrolls in online courses

Inexperienced in identifying symptoms of trust (or lack thereof)

Higher probability of identifying the right relationships and behaviors due to the HR experienceprofessional’sandtraining

Experienced in identifying symptoms of trust (or lack thereof) and familiar enough with the company to observe their existence

Very limited view of the external“outsider”personalitiesdynamics,organization,culture,andduetothenatureofthecoach

Guided by the facilitator to some degree. Still could make mistakes due to lack of individual experience and training

Yoram Solomon, Ph.D., MBA, LLB, is the author of The Book of Trust®, host of The Trust Show podcast, founder of the Innovation Culture Institute™ LLC, and facilitator of the Trust Habits™ workshop.

Experienced in identifying symptoms of trust (or lack thereof), but unfamiliar enough with the company to observe their existence

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While the facilitator is theexperienced,individuals are inexperienced in identifying symptoms of trust (or lack thereof) on their own

In-depth view of the dynamics,organization,culture, and personalities due to the “insider” nature of the HR professional

Higher probability of identifying the right relationships and behaviors due to the coach’s experience and training

4 Approaches To Building Employee Trustworthiness

High cost of external coaches required for all employees in the company independently

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Easy to identify the wrong relationship and the wrong behavior to focus on due to a lack of experience and training

Relatively low cost of training the HR professional. After that, they are already paid as employees of the company

Somewhat self-focusedlimited,viewof the organization, although some familiarity with the dynamics, culture, and personalities

Ensure that each person in your HR department has a standard and consistent understanding of policies, procedures, and regulations.

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By Chantal Pierrat, Emerging Women™ and Emerging Human™

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The power of connection

Did you know that 77% of the highest-achieving women have strong ties with an inner circle of other women? Those connections provide the fuel we need to power us through times of rampant uncertainty and fear, and propel us to create a life of fulfillment and Westernmeaning.society has long tended to reward the individual, the

If you are ready to move away from fear and isolation, here are some ideas to help you on your journey to start creating through connection:

Four Powerful Tools for Increasing Connection

person who goes it alone. Yet that model is becoming increasingly outdated, especially in leadership in the corporate landscape, while the native genius among collaborative forces is becoming more and more valued.

Anxiety, fear, and self-doubt have been eating away at our mental health, and I believe isolation is also to be blamed. Just getting people back in the office isn’t enough. Another study from McKinsey found that one of every

Our number one superpower in doing this is vulnerability. We have to be willing to be vulnerable in order to connect with others, and also to leverage those connections. Practice telling your story using the formula that Pixar has used to develop its movies!

Four Steps To Overcome Fear And Thrive In Business And Life

three employees reported that returning to the workplace actually increased their level of anxiety, depression, and fear. There’s a big difference between being with people, and being intentionally with people who support you.

How do we become fully expressed human beings and contribute our gifts and our offerings to the world in a way that replenishes us, nourishes us and empowers us? The answer isthrough connection.

1. Embrace the Power of Your Story

Think about all we have been through in the past few years: the pandemic, a mass switch toward online work, global uncertainty, and stress reaching epic proportions. Even after millions have returned to in-person work and school, people everywhere continue to struggle with feelings of isolation.

About 53% of women recently surveyed said their stress levels are higher now than they were a year ago, according to Deloitte’s Women @ Work 2022: A Global Outlook. Another 10% said they were actively looking for another job, citing burnout as the top reason.

Start by answering these questions:

● Because of that …

● Ever since then …

● Because of that …

● What would you like? Write down five things you would like. It might be in your life, for your work, or for your relationships.

● Once upon a time, there was …

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she realized that she could never get these things from her parents. And because of that, she ventured out into the world. She went into the Peace Corps to serve others and to find herself. And because of that, she realized that living an intentional life was the way to find herself, not gathering more and more experiences through adventure. And because of that, she dedicated her work towards helping others find themselves through the deep inner dive. Until finally she realized that her true calling was to specifically raise women. And ever since then, she has been helping women be seen and heard and feel safe in the truth of who they are.

This exercise is designed to help you practice self-authorship — creating beliefs, making choices, and developing relationships that reflect the person you want to be. It could be six months from now.

● Because of that …

● What will having that do for you?

● Where, when, and with whom do you want this?

Oncestory:upon a time, there was a young girl who lived in Andover, Massachusetts, who was not seen or heard. And she did not feel safe every day. She tried to make her mother happy by focusing on things that were positive and giving her the bright side of any situation. And every day she waved in front of her dad so that maybe he would recognize her and be curious about her. One day,

● Until finally …

● What could you lose that you really value when you get this?

2. Move Beyond Fear and Self Doubt

● One day …

Here’s an example, using my own

● Every day …

It could be 10 years from now. Self-authorship means you are working on making the choices and developing and focusing on the relationships that reflect the future you.

● How will you know when you have it?

The best way to expand your vision is to connect with a tribe of powerful influencers who have your back, even as your vision is unfolding. We don’t all have crystal clear visions. I don’t have a crystal clear vision of how my business is going to shift and emerge, or how I’m going to grow in the next phase. But I do know that there are certain elements of that vision that I continuously bring to my power circle. That’s my word for the inner circle of women I bring my vision to, piece by piece so that they can help me expand it. And they have, beyond my wildest imagination.

3. Practice the Art of Rapport

That fifth question will help you to see what you might be hanging onto. This exercise will help you move beyond fear and self-doubt or anything else that is holding you back. This kind of framing naturally pushes fear out of the way, because you can come up with a very clear picture of what you want and what it will mean for you.

Chantal Pierrat is the Founder/CEO of Emerging Women™ and Emerging Human™. Fortune 500 companies including Halliburton, HP, and Oracle and more turn to her new approach based on peer mentoring to fast-track gender diversity and advance more women into leadership roles worldwide. Her companies support leaders looking to influence cultural and systemic change through authentic leadership and connection. Serving over 70,000 women worldwide, she is advancing women’s leadership, reducing attrition, increasing employee engagement, and impacting career mobility and growth.

Mostcircle.rapport comes from curiosity. The more curiosity you have, the more rapport you will build. As you develop rapport with yourself, it becomes more natural to do it with other people.

Connections, opportunities, possibilities, and challenges. As you explore them, you can move outside your inner circle, sharing your vision with as many people as you can. The more people, and the more diverse the population that you can share your vision with, the more feedback and the more expansion you’ll get in in We’rereturn.here

So discover what your vision is, and really lean on the people around you. You can make miracles, not by your own efforts or will, but through the connection with the people around you.

to transform the collective epidemic of fear and self-doubt that holds women back into something extraordinary, pivotal, and life-altering in ways that we may not yet be able to envision. Trust is our friend. Our path as women is an emerging path, and being comfortable with the unknown is key.

Four Steps To Overcome Fear And Thrive In Business And Life

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Rapport is a crucial part of creating through connection. It allows you to lean in and create a close and harmonious relationship in which people and groups communicate and understand each other’s feelings. It’s also vital when you’re witnessing somebody else stretching, reaching, and challenging themselves beyond their comfort zone.

I am not talking about rapport in terms of active listening. Rapport is more of an energy dynamic between you and those around you; between you and your higher self, your future self and your past self; between you and your inner

Would you like to comment?

4. Expand Your Vision

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A career at the service of International students at The L.A. Film School

wanted to be a leader. If I am being honest, I used to find that title pompous and the people who called themselves leaders arrogant. That stigma was a result of my own erroneous definition of a leader, which I equated to someone with a false sense of superiority. When I unexpectedly found myself in the role of a leader, I had to depart from my initial belief that humility and leadership could not co-exist.

TOP PICK

My first introduction to the role of a leader was quite circumstantial. I was an international college student who had just landed a full scholarship to Monmouth College, which was a whopping 5,000 miles from my home in Senegal. Those that I grew up with can attest to my reserved and shy nature in my earlier years. I was the invisible and introverted child who was left behind by camp monitors, the fly on the wall that no one ever noticed, the silent pupil, too shy to raise her hand to ask for permission to use the loo.

Inever

By Yacine Ndao, The Los Angeles Film School

In Monmouth, I found myself surrounded by people who had never been in the presence of an inquisitive African woman, polyglot, multicultural, majoring in speech communications. And then everything clicked: I vowed to translate these differences into a 2-way learning opportunity. My audience was in front of me.

cultures. The success of that program prompted my benefactors to expand the initiative to local middle and high schools, where I was asked the most benevolent questions such as, “do you have ice cream in Africa? Wouldn’t it melt due to the excessive heat?” That experience, coupled with the iron-clad support I received from my faculty mentor, empowered me in ways even my speech communications courses did not teach me how to fully express. I gave a voice to an unknown nation and in doing so, I found my own voice.

I conveyed positivity, I touched hearts, I inspired humility, I built confidence within myself and others, and I shared my passion for learning. Through this experience, I realized leadership has nothing to do with being superior. To lead, is to empower others to create their own learning opportunities in every situation encountered.

Leadership Beyond Boundaries

So, when I announced to my family that I was moving to the United States to pursue a degree in speech communications, the incredulous look on their faces was something I expected. I had made the decision to face my fears and finally break the chains of introversion that had held me hostage for so many years.

In exchange for my room and board fees, I wholeheartedly agreed to share my experiences growing up in Senegal with the Monmouth College community in hopes of opening a constructive dialogue between different

Everyone in my team is cross-trained and capable of effectively performing all intrade partmental tasks, however, I have identified an “expert” in

As my son likes to say “sharing is caring”; sharing knowledge and leading by example have positioned me as a leader at the Los Angeles Film School and in the same token, allowed me to build a learning culture within my team and the LAFS student community.

Being a Los Angeles Film School student means belonging to a community of outstanding content creators fully supported by a diverse staff. We foster student leadership through our Student of the Month program. Each elected Student of the Month must demonstrate the ability to motivate and guide their peers toward the achievement of individual or collective goals. Inclusive activities and clubs are created to target the needs of specific student groups while encouraging interdisciplin ary collaboration.

Whenopportunities.advising

each of the core competencies of academic advising within my team members, giving them each the opportunity to train their peers and create new learning

Yacine Ndao, M.Ed., is the Director of Student Advising and the ADA Coordinator at The Los Angeles Film School. She is an experienced student mentor with an enthusiasm to inspire students and to expedite progress by introducing new ideas to achieve both student and school objectives. In addition to her passion of guiding and mentoring international students, she has also mentored US Army soldiers in Vicenza, Italy.

My special bond with international students places me in the perfect role of mentor and advocate. There is no stone left unturned when it comes to providing international students with the right resources to get acclimated to their new environment. I was once given a voice as an international student and today, I pass the baton to my mentees who are celebrated annually during our well acclaimed Multicultural Celebration.

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More than two decades later, with a master’s in education under my belt to complement my bachelor’s in Speech Communications from Monmouth College, I have settled into the world of higher educational leadership. I currently work as the Director of Student Advising at The Los Angeles Film School, my employer for the past 11 and a half years. In my team of seven, we each have an appellation that best describes our individual persona, and so, I am proud to introduce the Guide, the Ally, the Advocate, the Motivator, the Team Member, the Encourager, and the Supporter. I motivate my team to put forth their strengths while continuously working on improving their weaknesses. This practice has helped us build a strong foundation and keep a solid balance in our approach to academic advisement.

our students, we go beyond solving issues on their behalf. We motivate our students and provide them with tools and resources that foster effective and efficient learning habits for long-term academic success.

Personal Excellence presented by HR.com SEPTEMBER 2022 32 Submit Your Articles Leadership Beyond Boundaries

HR.com prepares HR leaders to be strategic business leaders by curating and delivering best-in-class products and services so you don’t have to waste time seeking out content on your own. We leverage technology and experience to provide you with customized solutions to best meet your professional development needs at every stage of your career.

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So, what’s an organization to do? Plenty!

At the same time, this data is also unsettling because it demonstrates a fundamental challenge with the way organizations are structured. Unfortunately, some of that 71% of employees who are disinterested in leadership positions will be encouraged to pursue them anyway. That’s because in too many organizations, ‘up’ is the only way to develop. And in today’s hiring market, talent pipelines are running dry. So those without a genuine appetite to lead will be encouraged into these roles anyways.

Most employees say “Not”… but many go for it anyway To Lead Or Not To Lead

● Work with those who possess an authentic desire to lead, finding ways to cultivate these skills and talents – even before opportunities for promotion open up. Leadership isn’t reserved for certain levels. It’s a state of mind and a set of skills that can be practiced regardless of role.

Most workers don’t aspire to leadership roles.

● Get clear about what your employees really want. Ensuring job satisfaction, engagement, and, ultimately, results demands that you understand employees, their motivations, and their aspirations.

By Julie Winkle Giulioni, DesignArounds

Personal Excellence presented by HR.com SEPTEMBER 2022 34 Submit Your Articles

that everyone will want a promotion. Fear that they can’t deliver on those expectations. Fear of the disappointment and disengagement that will ensue when these two conditions collide. But the good news is that two out of three employees aren’t coveting the manager’s – or any other leaders’ – job.

This is interesting data for organizations and leaders everywhere.

That’s the key finding of The 2022 Everywhere Workplace Report by Invanti. In fact, well over the majority at 71% of employees are saying no to a promotion preferring working from anywhere instead.

First, it might settle the nerves of managers and supervisors because it confirms that not every employee is looking to rise up through the ranks. My research with Beverly Kaye found that one of the key reasons managers don’t engage in career conversations with their employees is fear. Fear

Julie Winkle Giulioni is an author, consultant, trainer, and speaker who helps organizations tap their only sustainable competitive advantage: talent. One of Inc. Magazine’s Top 100 speakers, she’s the co-author of the international bestseller, Help Them Grow or Watch Them Go and the author of Promotions Are So Yesterday: Redefine Career Development. Help Employees Thrive. Would you like to comment?

● Find ways to reward employees for deepening their knowledge and skills… without changing roles. (Let’s be honest, most people who pursue promotions do so because of the potential pay raise.)

● Consider treating leadership as a discipline rather than a level. What if advancing to leadership was a lateral rather than vertical move? What if it didn’t come with an automatic raise? What if people moved into leadership because they really wanted to do that kind of work?

Information like that generated in the Invanti study can be a powerful tool for organizations to look differently at leadership roles, who want them, and why. It also helps organizations produce better results by ensuring that 100% of employees are doing the work they want to do most.

● Don’t assume that just because people don’t aspire to leadership, they’re happy where they are. Many aren’t. Many of your 71% are bored, going through the motions, and not contributing to their greatest capacity. Figure out what interests them, where their passions lie, and what they would like to accomplish. Then work collaboratively to help facilitate opportunities for development and growth in their current roles.

Personal Excellence presented by HR.com SEPTEMBER 2022 35 Submit Your Articles To Lead Or Not To Lead

Can facing your fear be a gamble?

By Joel Green, Pro Level Training

If you’re going to develop a fearless approach in life, you don’t have to be Superman or Superwoman and try to take on the whole fear all at once. Whenever I’m confronted with a fear, I take a good look at it, break it down and attempt to see how much I can take on. I may only be able to handle 10% or maybe 30% of the fear, but this allows me to conquer a portion of it. I then rinse and repeat this process with another portion of the fear and soon realize that I’ve conquered the entire barrier. It’s amazing how simple life can be when we take the time to simplify the task before us.

What I’ve come to realize is that our fears have multiple parts. Parts that we can break down into bite-size manageable pieces. Confronting our fears can be daunting and overwhelming, especially when trying to bite off more than you can chew. View your fear as a large plate with multiple types of food on it, like your plate last November on Thanksgiving. The thought of trying to eat all the food can be an overwhelming task, however, we’ve learned the only way to tackle this is by eating one dish at a time.

The next thing we know, the entire plate is clear and all the food is gone. The same approach works regarding our fears. When you break them down to consume them bit by bit, you’ll soon look up and realize that the fears you had before are now gone.

The Simple Way To Make Your Fears Obsolete

Fears are intimidating but do not be fooled by thinking that facing your fear means making a grandiose move. To release yourself from the anxieties of your fear, research it to develop a greater understanding of it. We have greater comfort with the things that we lean into, however, we also develop great discomfort towards the things that we run from and ignore.

Personal Excellence presented by HR.com SEPTEMBER 2022 36 Submit Your Articles

This is what being fearless is all about, it’s right there in the word, it begins with us just fearing a little less. Bit by bit, piece by piece. Breaking down the giants to become our size. Developing this mentality is exciting, you will begin seeking both opportunities and even people to face that may have once brought fear to your heart. You will realize that no feat or fear is too big for you. For way too long people have been disillusioned by the thought of fear, never allowing themselves the opportunity to exercise their courage. Being a fearless individual doesn’t require a heroic effort.

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Personal Excellence presented by HR.com SEPTEMBER 2022 37 Submit Your Articles The Simple Way To Make Your Fears Obsolete

Can facing your fear be a gamble? Sure. However, without taking a gamble or two, you will be stuck in Safe Mode. Yes, safe mode, just like the setting on your computer. When in this mode, sure your computer is on and operating, but not at its full capabilities. It lacks variety and is very limited in what it can accomplish. Your progress and performance are significantly slower. Now just imagine yourself trying to function in this safe mode of life because you consciously chose not to stand up to your fears. Unfortunately, many of us have operated this way and haven’t even realized it. We make progress, but not like we could if we dared ourselves to give our all and stand tall to what has been before us. When we give our all, we receive all that we ought to, nothing less. We should not be fearful of risking a little, as that often leads to us gaining a lot.

by what’s before them? It’s not that they are Fearless in any way, shape, or form; they just learned how to Fear Less.

Over time, you may have envied individuals who are constantly achieving and winning in life and admired their fearless approach. What you may not recognize, is that the person you envy isn’t without hesitation, doubts, or fears. They have all the same feelings and fears as you. So why are they able to fearlessly take on risk after risk and fear after fear, never being bound

Joel Green is the CEO of Pro Level Training, the National Director of Nike Sports Camps, a former professional basketball player, and a renowned motivational speaker. After retiring from his career in professional basketball, Joel Green founded Pro Level Training (PLT), which has become a 7-figure company. In addition to running PLT, Green is also the National Director for Nike Sports Camps as well as an accomplished speaker. Many of the messages he has delivered are conveyed in his first book, Filtering: The Way to Extract Strength from the Struggle.

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