As most of you know, I’ve been coaching leaders and consulting with teams for well over a decade. Every couple of years, almost like clockwork, something shows up to energize me and takes what I offer to the next level.
Whether it’s been a new training program, a new assessment tool, or reengaging with a passion for something like getting out on my bike, just when I need a boost, something happens.
2020 being what it is, I wasn’t sure what was coming next but something told me to stay open and be curious.
Recently, I was talking to a colleague about a project that’s very important to me. She responded in a way that surprised me, because it’s a pretty uncommon response.
She listened. She really listened. She didn’t interrupt. She didn’t insert herself or make what I was saying about her. And when I finished talking, she asked questions that let me say things that I didn’t even know I needed to say.
Feeling really heard is phenomenal.Continue reading…
Every summer I nudge clients and readers to take a break. Even though 2020 is unlike any other, my call to take a break remains the same, with two serious caveats.
Book a break now. AND…Continue reading…
If you could design your life, what are your deal breakers? What things would you design everything else around?Continue reading…
These past couple of months, we’ve had to drop life as we knew it and figure out new ways to live and work. Now, restrictions are lifting around the world and the ground is shifting again. We aren’t returning to the old normal. So what’s next?Continue reading…
A couple of weeks ago, I challenged you to think about what you aren’t missing about the way we used to live and work.
Let’s build on that. We know that organizations are starting to look at productivity and deliverables differently.Continue reading…
I have a question I want you to spend some time mulling over. Think about it now, then let it come back to you when you make lunch, walk your dog, or wash off your patio furniture. Just see where this question takes you.Read morE
OK, I tell leaders to be real with their people, so I’m going to be real with you. Last week wasn’t good.
I got stuck and felt pressure to reach out with some advice and guidance for you but I didn’t have any answers and I fell silent as I watched a packed calendar, and the life we all knew, evaporate overnight.Continue reading…
Courage is connected to your energy reserves.
Just think about that for a second. Courage is connected to your energy reserves. Now ask yourself this. When something new shows up, what’s your first thought? A new org structure, a new software system, an invitation to cross-country ski for the first time? What’s your first reaction?Continue reading…
You know you need to say no to some things. I have an idea about what might be holding you back.
Every day, people want your time, energy, money, expertise… you name it, someone wants it. And as hard as you’ve worked to build your capacity, you know you have a limit. No one has unlimited resources.
At work, if a colleague, client, subordinate or the person you report to comes to you for something, what do you do?
Do you take a beat and give yourself a chance to say no? Or do you instantly start to problem-solve?
Lots of high performers blow past their chance to say no in their rush to put out a fire. They’ll say they aren’t in a position to say no, either because of who asked, or the urgency of their work, or because they are the only person who… you fill in the blank that fits for you.
The truth is, you have the right and responsibility to say no to your colleagues, clients, subordinates, and superiors if that’s what needs to happen.
C-Suite readers, this is especially critical for you because your board pays you to protect and grow the company. To do that, you need to:
In other words – you need to be especially comfortable saying no to people. What’s more, you can’t jump in to rescue the senior staff who aren’t able to say no. If you do, they train their managers to bail their people out. Everyone is weaker for it.
Listen, there’s no shortage of opportunities for you to say yes to people. Trust me. You’ve got mail. It’s up to you to see the opportunities to say no so that you can protect capacity for the things that matter and deliver real value.
What do you need to know about saying no to people at work?
I’m working on an article called Top 3 Things High Performers Need to Know About Saying No. And if there’s interest, I might follow it up with: How to Say No the Right Way.
When you think about what really stopped you from saying no to something or someone this week, or what you think would need to change for you to be more comfortable saying no to people, is there a shift that you think I could help you with? Drop me a line if you have an angle you’d like me to address in the article, or if you want to discuss my consulting and coaching services. Either way, I’m curious to hear what you need to know about saying no. Cheers!
Are you subscribed to my monthly newsletter? Subscribers occasionally get exclusive articles, which is what Top 3 Things High Performers Need to Know About Saying No will be. If you haven’t signed up yet, sign up now so you can get this important article.
Energy management is at the core of the Jump philosophy because doing something better than you are doing it now will take energy. You can’t jump higher without it.
I ask new clients to tell me precisely what they do from the minute their feet hit the floor in the morning until they go to bed at night as part of their energy audit. I’m looking for what they are doing or not doing to manage their physical, mental and emotional energy day to day. Continue reading…
Odds are you could be far more effective at work if you didn’t spend quite so much time working.
One tenant of energy management and workplace effectiveness is to take breaks every 90 – 120 minutes. But convincing bright motivated people to take 5 or 6 breaks in a day is no easy task.
Just as a complete breakfast sets you up for the day, starting your work day with a complete plan can set you and your team up to accomplish great things. Ideally, most days you start with a plan.
But when demands are at their peak, people often convince themselves to skip the plan and just dive in.
That got me thinking, what if there was a recipe – a fast and easy to remember checklist – of the leadership ingredients you fundamentally need to best serve your team; a Leadership Smoothie if you will.
How’s your day going so far? How did it start?
One of the ways I get to know my clients is by asking them to walk me through a typical day. I get them to start with their wake-up routine and we move all the way through to when they go to bed.
Let’s do it.
Take a minute to think about the most important project on your plate. How big does it feel? How much weight does it have? How much time should you devote to it?
Now here’s the big question. What if you only had one hour to do it? That’s it. Just one hour. Gulp.
How would you prepare for the hour? How would you prioritize it? What would you absolutely have to get done? How would you wrap up it up effectively?
In golf, winners dole out fewer strokes than their competitors. In management, the opposite is true.
A “stroke” is a unit of human contact and recognition: a pat on the back, applause, a congratulatory note, a hug, an award, or praise. Continue reading…
Chris Obst’ article Inspiring Action with Emotion, published by BCB Communicator magazine is posted here with the permission of the publisher.
In the article Chris explains how effective management comes from both the head and the heart.
Chris Obst’s article Managing in Tough Times, published by BCB Communicator magazine is posted here with the permission of the publisher.
In the article Chris explains how relationships, creative connections and dialogue stimulate opportunities.
Chris Obst’s article Maximizing Sales Opportunities, published by BCB Communicator magazine is posted here with the permission of the publisher.
In the article Chris explains how to improve sales potential by replenishing your energy.
When people plan big meetings and corporate events they usually (hopefully) have an objective.
They want to motivate people toward a strategic goal. They want to team-build. They want to educate and energize people. Generally speaking, the people planning meetings want attendees to leave the event ready to DO something.