Ensure A Great New Year With This Single Key Tool

*As originally seen on Forbes.com

Endings set up beginnings.

Do you send out a recap email at year’s end?

Do you show everyone a vision of what you’ll achieve together in the coming year?

This is why it’s essential to recap the key accomplishments of the year, to celebrate them with your team, to acknowledge and appreciate everyone’s contributions, and to then pause to look ahead.

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We find it’s optimal to send an email with content such as the below at the very end of the year or within the first few days of the new year. This gives all an experience of closure on the past year, plus generates the good feelings that emotionally engage us (dopamine, oxytocin, serotonin). Next we continue these good feelings by painting a picture of the year to come, what’s exciting about it, what to look forward to.

————–

December 31, [year just ending]

To:       Our Remarkable Associates [or whatever you call your employees]
Re:       [year just ending] Accomplishments and Highlights, [new year] What’s Ahead

Happy New Year [organization name] Team!

Thanks for making [year just ending] an awesome year. Each of you contributed in a significant way and together we created solid and meaningful results for our clients, our associates and our organization overall. We made a difference together. We’re so glad you’re part of our tribe!

[note the above paragraph is rich in safety, belonging, mattering]

Here’s what we accomplished together in [year just ending]:

  • [List specific accomplishments here, per department (Finance, Sales, Marketing, Product Development, Talent/HR, Technology, Operations, etc) or overall area like People, Money/Sales/Business Development, and Business Mode/Product Launches—likely your Needle Movers will contribute here…
  • Examples:
  • Improvements in operational effectiveness, streamlining/optimizing process and standard operating procedures
  • Financial results such as increase in: gross revenue, net income, revenue per existing clients, revenue per new clients, revenue per transaction, gross income
  • # of new clients, new logos, new strategic alliances, new distribution partners
  • Product launches, or product traction in market place
  • New industries or verticals you are now serving
  • Promotions, new hires, awards given, growth/appreciation/measurement/engagement results and other people news
  • New internal programs (for learning/people development, etc)
  • Marketing results such as increase in profile/credibility, social media followers/engagement, media coverage, web site updates, awards received, campaigns and results
  • Special events and results from them
  • New initiatives and results from them
  • Equipment and capital investments, resources added to make work easier
  • Site-or location-specific accomplishments]

In [new year] we’ll:

  • [See above categories to sketch out what you plan to achieve. Your Needle Movers will provide plenty of input here].

Your individual achievements enabled our collective achievements in [year ending] and will ensure we achieve our goals for [new year]. Thanks for all you are, for all you do, for your commitment to your own growth and that of all of us at [organization name]. Together we are making a profound positive difference not only in the world of work, but also in the lives of each client we connect with.

Here’s to [new year’s theme] our theme for [new year]!

[CEO sign off]

————–

Try this format, and improve it too! Let me know how it goes!
 
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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Great Leaders Have An Attitude Of Gratitude — Do You?

*As originally seen on Forbes.com

The combination of leadership and gratitude is extremely powerful. Gratitude helps you feel better and see the good things in life. When combined with a gratitude practice, you will also be able to anchor that positive feeling into your brain and body, thus being able to call on that positive emotional reserve whenever you need to.

The power of gratitude gives leaders the edge they need to quickly pivot during stressful situations, such as their team not performing or their bottom line dropping. When leaders pause for 60 seconds and use the Gratitude Practice outlined below, they give their brains and their bodies a chance to recalibrate. This allows them to focus not only on the present and how they can turn things around, but on hidden opportunities to be grateful.

While we tend to only think about gratitude during the holiday season or when a monumental event occurs, gratitude doesn’t need to be limited to those two scenarios. We can be storing up a large reserve of positive energy, generated through gratitude, all year long. Leaders can use this energy to ground themselves when life gets stressful.

There are several ways that you can incorporate gratitude into your daily routine, such as journaling and mindfulness practices. My executive coaching clients have found the Gratitude Practice to be the most beneficial.

Gratitude Practice

Close your eyes. Focus on a blessing in your life… something you are thankful for. See an image of this blessing in your mind’s eye. Offer a silent “thank you” to the person or object of your blessing.

Relax into the feeling of gratitude. Take a deep breath. Feel more gratitude.

The latest brain research shows that six doses of feeling 30 seconds of gratitude daily (a whopping three minutes!) will enable your neurons to fire together and wire together around gratitude within a mere two weeks.

This means you’ll more easily and frequently access the feeling of gratitude.

Heck, we’re grateful for that!

Doing Good Feels Good

When leaders engage in this practice on a regular basis, they are able to generate gratitude from within, which allows them to show gratitude to others. This practice also reinforces a feeling of gratitude as second nature because it reinforces myelination. All of these amazing results occur in under 60-seconds. We all have 60-seconds per day to devote to gratitude.

What are you grateful for today?
 
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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Why You Aren’t Getting The Respect You Deserve

*As originally seen on Forbes.com

Feeling unappreciated and disrespected? We’ve all been there. So how can you shift things in your organization so that you can start receiving the respect you deserve?

The answer lies in expanding your beliefs. Because when we expand our beliefs, we create new behaviors. And through these behaviors, we are able to authentically give and receive respect. Let’s unpack this.

Every moment we are bombarded with sensory information. Visual, auditory, kinesthetic, olfactory, and gustatory information is constantly coming our way via our five senses. The way we interpret this sensory input contributes to how we structure our experience of the world. The senses that most dominate our behavior are visual, auditory, and kinesthetic, so we’ll focus on those three.

What we call “thinking” is actually a series of pictures, sounds, and feelings that go by at light speed in our brains.

How You Create Experiences

As we interact with the world around us, we internally store images, sounds, feelings, smells, and tastes that craft our experience.

Think of your favorite place in your home. Chances are good you just called up a picture. We’ll call these visuals, or Vs in neuro-shorthand. Sometimes our brain distorts stored pictures (Vs) to give them different meanings. Maybe we don’t want the intensity of a full-color picture so we store it in black and white, or maybe our brain wants to prevent us from repeating a dangerous experience so we store it in overpowering color.

Additionally, when we have or recall an experience, our brains hear sounds, which can be tones or words either outside ourselves (existing in the environment) or inside ourselves (talking to ourselves, hearing an old soundtrack). Think of the last time you made a mistake and internally said, “I can’t believe I did that! Sheesh!” That’s an internal soundtrack. Think of the sound of a phone ringing. That’s an external soundtrack. We’ll call these sounds auditory input, or As in neuro-shorthand.

Our visual and auditory experiences lead to feelings, or kinesthetic responsesor Ks in neuro-shorthand. Maybe your shoulders are tight, or you feel a knot in your stomach. These physiological feelings are now translated into emotions you can name, such as fear, excitement, joy, or anger.

From these Vs, As, and their generated Ks, our prefrontal cortex makes meaning about the world, other people, situations, and ourselves. The meaning we make about these experiences formulates our beliefs.

Deletions, Distortions & Generalizations Impact Your Beliefs

Before we discuss beliefs, we must understand that the brain is a “meaning-making machine” that deletes, distorts, and generalizes information. Every second, overwhelming amounts of information come our way, and we filter that information to make sense of it by deleting a lot of what we deem not relevant or useful, so only some of it gets through. Otherwise we would experience information overload!

The brain also distorts information. For example, how often do you hear someone respond to the question “How are you?” with “Nothing is wrong with me!” The question was distorted to be the assertion “Something is wrong with you.” However, distortion also has its uses. It is what allows us to be creative. For example, a musician can listen to a song and create a new version of it as his or her unique expression.

Beliefs are generalizations about experiences, based on the meaning our prefrontal cortex has generated. For example, the brain generalizes that a chair is a chair, and objects that resemble a chair-like structure are appropriate for sitting. This is useful. That way, we don’t have to figure out whether or not we can sit on a particular object every time we walk into an office.

Another example is when we see someone point a finger at another and assume that the person doing the pointing is rude. “Everyone who points their finger like that is a rude person!” is a generalization and a belief.

Our beliefs about the world, others, situations, and ourselves drive our behavior. Beliefs about ourselves lie at a deeper level and are called identity. So in a stressful situation, when a person believes, “I can do this, and our team will get through this,” these beliefs reinforce his or her identity and his or her team’s identity as being solid and capable. As a result, the person with the “solid and capable” identity has the behavior of handling things and moving forward, while others may be panicking. Their behavior matches their identity.

When we expand our identity, we create new behaviors. This applies to leaders and to their individual team members. Through this shift, a new baseline is created in the organization and each individual member will begin to give and receive respect that is based in truth, rather than through distortions, deletions and generalizations.

How can you start this shift in your organization?
 
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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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The #1 Tool Successful Leaders Use To Radically Shift Their Reality

*As originally seen on Forbes.com

As a leader, in what area of your life do you need to shift from being disempowered to being empowered?

We form our own reality based on visual, auditory, and kinesthetic cues. These cues recall our beliefs about the world and ourselves (our identity), which results in either feeling good or feeling bad. If you’re on a sales team that feels bad, chances are you won’t be achieving your quota because your energy will be low as well as your motivation and creativity. Is there anything you can do right now to feel better and be more productive?

Stuff happens, and sometimes we need to do a quick “pattern-interrupt” to pause our default and choose a better-feeling alternative. Remember, it is not what happens that matters but rather, what it means that matters. Change the meaning, change the feeling. We need to make more helpful meaning. Reframing is a terrific tool for making new meaning quickly and easily, as well as for editing your belief system in the process.

By formal definition, reframing is a way of viewing and experiencing events, ideas, concepts, and emotions to find more useful alternatives. It is a practical and valuable tool to shift perception, including your perception of yourself or others’ perceptions of themselves.

Think of reframing as putting on a different pair of glasses. What would you see if you put on a pair of sunglasses with a heavy tint when you were in a dark room? You would see shadows and dark forms you couldn’t identify. What would happen when you took off those glasses? You may see the most beautiful room in the world. When you switch your glasses, what you see changes.

Reframing, mentally and linguistically, does the same thing. It changes the story you tell yourself about what happens.

Harvard researchers proved a while back that the stories we tell ourselves shape our world. The good news is that we can also create new stories about the decisions we’ve made about ourselves, our abilities, and the world. We have the power to change our experience. Here are two examples.

In Business

Initial story: It’s really hard getting a job fresh out of college these days. The market is crowded, and overqualified people are competing for every single job. No wonder I’m unemployed and it’s tough.

Reframe: It’s awesome that there are a lot of people job hunting right now because it gives a person the opportunity to really bring his or her “A Game” to stand out. I’m sending my résumé in creative ways to get an interview, I’m doing more research than I ever have done before to prepare for interviews, and then I’m following up after the interviews using different methods. I am learning a ton!

See how the meaning shifts from defeat and deciding that job hunting will be hard (which means it will be because the universe is an exquisite mirror) to a sense of power, can-do, creativity, and agility?

In Personal Life

Initial story: I was a girl in a household of boys. My brothers and parents wanted another boy, so I was perpetually left out and labeled as a disappointment. I’ve never been good enough.

Reframe: I grew up in the perfect family to learn to see and honor my unique value. I was given great opportunities to be independent and forge my path in life. I also learned to be self-reliant, which has made me strong and fearless.

See how the meaning she is making shifts from disempowering to empowering?

 

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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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The Secret To Controlling Your Emotions — Before They Control You

*As originally seen on Forbes.com

We’ve all felt how draining fear-based emotions can be. Nothing saps our team’s life force more than panic, overreaction, and upset that is unfounded.

Emotions Have Energy

Thanks to David Hawkins, MD, PhD, we have proof that emotions have measurable energy and can either foster or negate actual cell life. Dr. Hawkins’s groundbreaking work, as explained in his book Power vs. Force, shows how a person’s log level, the measurable energy level in his or her magnetic field, increases as that person experiences more positive emotions. Hawkins’s most interesting finding was that cells actually died when the log level was below 200, where the emotions of scorn, hate, anxiety, shame, regret, despair, blame, and humiliation reside. This evidence provides us with further reason for us to regulate and manage our emotional state, not just for our overall well-being (and that of those around us) but also for our physical health.

Identify The Emotion

To consent to our emotions, we first need to know what they are. But only a select few of us can accurately identify our emotions as they occur. According to Travis Bradberry, author of Emotional Intelligence 2.0:

“Our research shows that only 36 percent of people can do this, which is problematic because unlabeled emotions often go misunderstood, which leads to irrational choices and counterproductive actions.”

Wow.

 We see it in our training sessions and executive coaching sessions all the time. This is why the Emotion Wheel is so helpful.

You can use the Emotion Wheel from the inside out to identify your primary emotions first, and then move outward. Or you can move from the outside in, if your specific emotion seems clear and you want to identify the primary emotion beneath it. Or you can simply pop around as you explore and identify how you feel.

Generally, we’ve found that people experiencing intense emotion will first identify with the main emotions in the inner “pie” slices, while those experiencing less intensity will often identify emotions on the very outer rim. Either way, when we can name how we feel, we become more present to our current situation. And we must be present before we can shift it. There are, of course, many emotions not on the wheel. Use this tool as a way to “prime the pump,” so you can then identify the emotion you are currently experiencing.

Make A Choice

Here’s a quick exercise to help you experience the energy of both resistance and consent, using the Emotion Wheel. Let’s assume you’re learning something new, and you’re a little bit confused. You now have a choice:

Confusion → resistance and/or rejection → frustration → anger → dismissal → reject learning

or:

Confusion → consent → curiosity → inquiry → open-mindedness and/or new perspective → embrace learning

Which path do you default to?

Which path would you like to default to?

Make sure to keep the Emotion Wheel handy and share it with your team!

 

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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Why Is Resistance A Necessity For Growth?

*As originally seen on Forbes.com

You may be familiar with the Chinese finger trap. It’s a toy that traps the victim’s fingers (often the index fingers) in both ends of a small cylinder woven from bamboo. The initial reaction of the victim is to pull their fingers outward, but this only tightens the trap.

Resisting our experience has the same effect. We resist things, situations and people we perceive as hurtful, painful, or threatening to our safety, belonging, or mattering. Without these three key emotional experiences, we can’t shift to our Smart State and we can’t navigate our constantly changing landscape to reach self-actualization. Also, we are wired to resist what we believe will create a worse feeling for us.

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Resistance Is The First Step Towards Change

The origin and etymology of resist (Late Middle English) is from the Latin resisterere- (expressing opposition) + sistere (to stand). Aha! So resistance really means to stand in opposition. What are you taking a stand against?

Let’s also take a look at the word reject, which is what we’re doing when we are resisting our Present State. The origin and etymology of reject (Late Middle English) is from the Latin verb rejacerere- (back) + jacere (to throw). Reject means to throw back or throw against. This stance isn’t just in opposition, it is opposing by attack. Yikes, this is even worse than resisting.

Resistance isn’t necessarily bad. It’s often simply the first step of navigating change. The goal is to move forward rather than get stuck resisting. Resistance shows that someone is engaged to a degree, which is much better than being disengaged. Don’t be surprised if resistance turns to mockery, as some people express their upset that way. As leaders, it’s essential to move your team through this stage by asking what they are resisting.

To help them identify what’s being resisted, ask them to contemplate what’s:

  • Annoying about the particular change or initiative
  • Dumb about the particular change or initiative
  • Unreasonable about the particular change or initiative

Then we address what we can, with the agreement that they’ll try the new initiative or plan. Ultimately they’ll find some aspect of it to be useful. Over time this process will become habitual and eventually a new standard is established. Voilà! Enjoy the afterglow, until the next change comes along.

Embrace Change And Gain Energy

The trouble with resistance is that it takes a tremendous amount of energy in the form of pushing back and rejecting. When we direct energy toward what we don’t want, it actually helps draw it toward us. For example, the more you try to pull your fingers out of the Chinese finger trap, the tighter it becomes.

You’ve likely heard the expression “what we resist persists.” Look at what you’ve resisted. Did they stick around in your life longer than you would’ve liked?

Resistance merely stabilizes your Present State. Whatever we focus on, we fuel. When we resist the emotion, we make it stronger.

Once we embrace resistance, we are ready to transform resistance.
 

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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Five Ways To Get Optimal Outcomes From Your Team

*As originally seen on Forbes.com

What makes a team optimal?

Alignment, communication, collaboration, energy management, leverage, trust, and what else?

Google did some comprehensive multi-year research on this topic. I’ll refer to it below and map it to my work during the past 30 years in the areas of safety, belonging and mattering.

I’ve found it all comes back to safety, belonging and mattering, no matter what structure you want to wrap around the idea of optimal teaming. Let’s look at what Google learned in its extensive research on the topic.

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Over the course of two years (ending in November 2015), Google conducted more tahn 200 interviews where it assessed more than 250 attributes of what makes an optimal team. The findings from the 180 teams studied were surprising.

While they had hoped to find a recipe for an optimal team (for instance, take one Ivy League MBA, one extrovert, one expert engineer), Google actually found that who was on the team mattered far less than how team members interacted, structured their work, experienced their contributions. The answer was in behavior and emotional resilience. The results echoed some of what Carnegie Mellon researchers found back in 2010 with their collective intelligence work.

They learned that five key dynamics resulted in optimal teams:

  1. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  2. Dependability: Can we count on each other to do high-quality work on time?
  3. Structure & clarity: Are goals, roles, and execution plans on our team clear?
  4. Meaning of work: Are we working on something that is personally important for each of us?
  5. Impact of work: Do we fundamentally believe that the work we’re doing matters?

Google found that psychological safety was by far the most important dynamic. Without this people don’t feel comfortable speaking up, asking questions, checking in. There’s too much risk of being labeled as “out of it” or “clueless.” All humans want to belong to a  group, and we’ll take tremendous risks (such as not speaking out even if we feel it’s very important) if we feel we may become an outcast, lose status in our tribe or be ostracized somehow.

Googlers now use a tool they call gTeams. It’s a 10-minute check-in on the five dynamics. A modified check-in is below, one that our clients find works very well. During the past year more than 3,000 Googlers across 300 teams have used gTeams and focused on the fie factors above. They often will kick off team meetings with each team member sharing a risk they took in the past week. The net is that they’ve seen psychological safety ratings increase by 6% and structure/clarity increase by 10%. But the best part is the increased connection in the team due to increased communication.

Rate Your Team Per Google’s Five Dynamics

Consider the five factors from Google:

  • Psychological Safety
  • Dependability
  • Structure & Clarity
  • Meaning of Work
  • Impact of Work

On a scale of 1-5 where 5 is excellent, rate your experience of each factor in your team. Now total up your score. Here’s our rating format. If your total score is:

Up to 10: High Risk. There’s a lot of work to do. Use the table below to map to safety, belonging, mattering. Get a neuroscience-based coach, and get to work healing your culture.

11-18: Risky. Your team is not performing nearly as well as it could. Let’s get everyone more connected and collaborative. Time for team training and coaching.

19-25: Solid. Congrats! You’re on a high-performing team. Time to raise the bar!

Below is a shortcut to help you figure out where to focus, how to get better, and a way to talk about this concept with your teammates in a structured way.

Let’s now map frameworks:

Easy, yes?

All other models simply help you implement programs to deliver these three core human needs.

See how this model helps your team!
 

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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Derailed By Distractions? How To Get And Stay Focused Now

*As originally seen on Forbes.com

Where is your focus right now?

How present are you?

Do you have a little voice in your head listing all the things that you need to do today, tomorrow, and next week?

We’ve all experienced that nagging internal voice that keeps us from focusing on what is right in front of us. As leaders, this distraction can derail your day and your leadership effectiveness with your team.

Why To Be Here Now

To be present we have to know what we want to create in an interaction or meeting, and focus on what is actually happening right now so that we can course-correct if necessary. If we are repeatedly avoiding something or if we feel like a pattern keeps repeating, chances are there is an “intended positive outcome” to not be present. For example, if we repeatedly avoid confronting a direct report, it is probably because it feels better and safer not to.

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It feels better not only in that moment but also retroactively in all the other times that you avoided something and survived it. This is normal! Our brain is wired to keep us safe, and once it learns a specific way to do so, a survival pattern, it generalizes and continues to keep us safe in just that way. Unfortunately, this keeps us in our Critter State and not in our Smart State. Changing that pattern and learning to be present with discomfort and even conflict means that we have to understand the parts of us that want to run away. These parts are doing their job, they are keeping us safe. Instead of fighting them or making them wrong, we can accept them, learn to understand what they are telling us, and even honor them.

Surviving is a good thing, needless to say. But it’s super limited to just that. Basic surviving and not thriving. We’ve all experienced leaders that are just barely surviving. And they rarely can sustain periods of growth, deep employee engagement, and personal fulfillment. 

You Can Get There From Here

The goal is to retrain ourselves to have a choice. We could avoid things, but to lead effectively we have to have the choice and the preference to address most situations in the present.

One of the best ways to get and stay present is to focus on how you are increasing safety (and encouraging people to take risks), belonging (“We’re all in this together, we’re the same” experience), and mattering (“It matters that you, specifically, are here; I see your unique gifts”) in each interaction you have. With this focus, the discomfort won’t take you out of the game. The constant parade of bright shiny distractions will have less ability to pull your attention away. You will also avoid boredom (which pulls us away from being present) because you’ll be focusing on the fascinating person you’re interacting with. Everyone, I promise, is fascinating in some way. As I’ve said before: Safety + Belonging + Mattering = Trust.

What is the “cost” or risk of not being present to these things? When do you need to become present to them? What will the “reward” be if you become present?
 
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Featuring case studies and proven techniques, Power Your Tribe provides a set of powerful neuroscience-based tools to help managers identify emotions, release resistance, end isolation, focus on outcomes, and course-correct for continued success.

Learn More
 
 
 
 
 

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Challenges Retaining Talent? Here’s What They Are Really Trying To Tell You

*As originally seen on Forbes.com

Is there a correlation between the style in which someone quits and the organization itself? A study conducted by Anthony Klotz, Oregon State University College of Business and Mark Bolino, University of Oklahoma Price College of Business discovered the 7 ways that people quit and that a connection may exist.

Let’s take a look at the 7 ways that talent quits and what a leader can do to not only increase retention, but if a person must leave, how to keep them in the categories of 1, 2 and 3.

7 Ways People Quit

  1. By The Book: 31% quit by having face to face conversations, combined with a letter of resignation that states the exact reason they are leaving along with a notice period.
  2. Grateful: 9% were positive and willing to have their departure from the organization be painless for their leader and their team.
  3. In The Loop: 8% actually had the supervisor/leader ‘in the loop’ with the resignation.
  4. Perfunctory: 29% will have a face to face conversation, give a letter of resignation and a notice period but won’t elaborate on the specific reasons they are quitting.
  5. Avoidant: 9% kept contact with the leader to an absolute minimum and involved bringing in a third party like HR or ducked out by sending in their resignation over the weekend as opposed to face to face conversations.
  6. Impulsive: 4% will reach a breaking point without having a conversation at all, there is no notice, no letter or resignation and certainly no willingness to have the transition period be as painless as possible for everyone involved.
  7. Bridge Burning: 10% will quit not only without any notice, but they want to make sure that their leader and/or organization know that they are extremely upset and why. Emotions run high and both parties lose.

There are two key points that should be examined. First, your talent has made a decision to leave. Can they be retained? Second, your talent will make a decision regarding how they will leave. Can leadership impact how they will choose to leave?

Retain Your Talent

All too often leaders don’t create and foster an environment where talent feels comfortable or confident enough to stand out. It’s easier to blend in with the crowd versus stand out and be seen.

 These individuals will see and feel the benefits they bring to the company. Talent that thrives:

In previous blogs we have discussed how to foster and nurture an environment where your talent will get and stay engaged. These tools will help you form an action plan that you can start implementing today to retain these individuals:

Prevent Drama Filled Exits

If more drama filled exits are occurring, it may be time to examine the underlying issues. In the case of Impulsively Quits or Burns Bridges, it’s not surprising that research showed those individuals may be experiencing higher levels of abuse from their leaders or they may ‘feel’ that they were treated unfairly. For these individuals, leaving in any other manner except one that is high-emotion isn’t an option. By working on creating and sustaining a workplace culture where team members are invested in their role and the success of the business, if the time comes that they must exit, the probability of them staying within the categories of 1, 2 and 3 increases.

In some cases exiting is unavoidable. They may be moving, deciding to take a different direction in their career or they simply do not want to work for your organization anymore. In these cases, how can we make this process as seamless and positive as possible for both parties?

Compassion & Communication

If both parties add compassion and communication, a win-win is created. The person leaving may decide to stay. If the circumstances surrounding their exit are unavoidable they will do all that they can to make this transition process a positive experience for everyone. When the leader holds the person exiting in a place of compassion, they will have time to reflect on the culture they are helping create at the organization and they may find ways to improve. Both situations require a culture where it’s safe to communicate, where both parties feel they matter and they know what they say will be valued. Through compassion and communication, the entire process will be filled with ease, grace and dignity.

This Tool Works! Using Effective Sales Meetings to Create Massive Momentum

How’s your sales team performing? Are they generating the high-quality leads you need on a regular basis?

If you want your sales team to be engaged and intrinsically motivated to succeed, you need to provide the incentives and structure to support success – and those incentives and structures need to be communicated clearly and regularly.

That’s why when clients come to us for help with sales and marketing effectiveness, one of the first things we often do is to streamline the sales meeting.

Your sales meetings provide key opportunities for you to deeply connect with your team and make sure they’re on track with what you need. But these meetings are only effective if you’re running them the right way.

Here are three things you must have in place for sales meetings to be effective: 

  1. An easy, clear, and concise reporting structure. Reporting should be as easy as possible for the salesperson and not include anything unnecessary.
  2. Clear deadlines for when reports need to be filled out so that status can be covered in meetings.
  3. Exciting, personalized incentives for reaching goals!

When your meetings are more streamlined and effective, and your team members know clearly what’s expected of them and how they’ll be rewarded, they’ll feel more engaged, empowered, and motivated to succeed!

After that, the sky’s the limit! Here’s what one of our clients had to say after going through this process and the steps that followed:

“When my boss said he wanted me to increase our top line sales by 30% fast I was wondering how I’d do it. We’re a huge company, and growth like this doesn’t happen overnight. I’ve been in sales for decades and increased quotas are nothing new to me. I thought I knew the ropes. Then I met the team at STI.  

STI helped us to use the latest neuroscience techniques to shift the state of our sales team to a more positive and empowered state, to streamline our sales process, to develop rapid rapport with our prospects and partners, to more deeply engage with our sales and service teams. They’re also helping us to propel innovation to new heights via an Innovation Incubator, Innovation contests, and an Innovation Advisory Board—all of which are getting our sales and engineering teams super excited. 

The result is that we now have massive momentum… we have a clear and rapid path to our increased sales, we’re getting more meetings, we’re closing faster, we’re having a lot more fun and lot less stress. I have new tools to develop my sales team faster and keep them on track. Sure wish I knew this stuff a decade ago. Thanks STI for helping us sell at the level I always knew we could.” 

~Tom Moore, Director of Sales and Marketing, Baxter Manufacturing

This tool works! Ready to put Effective Sales Meetings to work in your organization?

Start by downloading our done-for-you Effective Sales Meetings Guide to get our personal recommendations for reporting structures, meeting topics, meaningful incentives, and more. 

And then let us know how it goes! Comment on this post or send us an email. We love hearing your success stories!