Professional Coaches and Personal Friends

Episode 119: Change - Understanding, Managing and Owning Change

Welcome to our Conversation about Change - with Stephen Gribben and Warren Hammond.
Change is a big topic - but it is something we all know is happening around us, to us, by us all of the time.  Stephen explains the benefits of using Change to build a better outcome for yourself.  It's a big topic and we cover a lot.  Let us know what you think at podcast@coachpro.online.  Some notes from the episode are below - Enjoy.
Notes from the Podcast:
Change can be a good thing – Progress is change.  Disruption is the big brother in the change family – and adjusting is the little one.  Change is all around us – but how to make sure we are changing for the better.
"Change is neither a good thing or a bad thing, it's a thing. And depending on what you change, why you change, and then importantly, how you change things, will determine whether that changes it for the better or not".
Things will change and either you do it or somebody else does it for you.  Or to you.
Sometimes, you're just sleepwalking into change -  there was no conscious point of realising you're going through change.  And then you get really good at managing how change happens to you.
What I will say to people about change is change can be an absolutely fantastic and essential thing. If you change the right things, for the right reasons, and the right way.
Change is a continuous thing. It is happening around you. And maybe you're not seeing it, but it's going on.
3 boxes/approaches model
First one: Deny it.  Pretend it doesn't affect you. 
Second:  Fight it – resist it and search for alternatives.  Or
Third: Use it - how can I channel this? How can I see this as an opportunity?
The great thing about change is that nothing bad is going to last forever. At the same time you know that nothing good is going to last forever.
When companies have to launch a transformation programme, that's just a public admission, they haven't been changing as much as they should have been doing on an ongoing basis.
Change doesn't have to be painful. But if you've not been to the gym for a while, and you're trying to do something that you've not trained for – you’re going to feel pain.  What you know is that pain was always going to be there. But you either spread it out or you do in a big bang. 
It shouldn’t be something you get through or something you complete, rather than it being a continual process of improvement
Some businesses view on Change seems to be more a wedding day rather than a marriage
If you still want to be the parent that you are today, you're gonna have to redefine that relationship to still be the same parent in five or 10 years
Healthy Dissatisfaction x Strong Vision x Clear First Step > Resistance to Change
Startups tend to be more disruptive because they've just got less resistance to change, because they don't really have much to protect at that point.
Change is not an event. Change is an ongoing process. And therefore, it's making sure that you've got the percentages of things in the right order to make sure that continual change can be successful. Try to change 100%, it's just going to break. And the likelihood is that you end up with a poor version of what you already had.
80-16-4: For successful change to happen, the first 80% must stay the same. The next 16% must also stay the same, but that can be better, faster, different. And then that allows for 4% to be new.
Don’t get pace and scale confused.  If you want to make 100% new, do 4% new every hour by tomorrow and then it'll be 100% different.  For successful change, you need 80% to stay the same for now. So there might be some things that you're going to want to change. But, for now, they need to stay the same.
The communication of Change should start from what must stay the same. Otherwise, when you talk about the thing that is new, no one hears the rest. Because they're into an emotional place of I like or I don't like and they don't hear the rest.
The thing I would ask everybody to do is get on the journey with Change. And if the thing that's holding you back is the fear of losing or leaving stuff behind, take it with you. But get on the journey. Go and discover. Otherwise you can sit back and wait to someone tells you what they think is good enough for you.
 

Episode 118: Optimal Appraisal -understanding why this is your strongest position ever

This is a great topic - impactful in so many situations.  I refer to it regularly and it was good to go through it in more detail with Stephen.
Optimal Appraisal allows us to best reframe and consider our experience to ensure we are best placed to reach the outcome we have in mind. Good, bad, indifferent, hard, easy, unexpected... all are important ingredients in creating the future.
Some notes below I jotted down during the conversation - hope they help.
Any thoughts and comments - let us know at podcast@coachpro.online.
Thanks for sharing and subscribing - it really helps.
 
Here are the notes:
 
Optimal appraisal is when we’re assessing with a good outcome in mind
An appraisal is different from judgement – which can be emotional.  An appraisal is making a logical, intelligent and considered assessment of people and situations
Informal and Formal appraisals – we’re constantly “informally” assessing our lives, situations, environment, memories, work, opportunities, relationships.  Learning to optimally appraise will improve all our appraisals – formal, informal and subconscious
A formal appraisal is “let’s check in with where we are” – and isn’t only at work.  It’s something we do all the time – ask ourselves a conscious question “how are we about X today?”
Optimal appraisal will allow you to make big, disruptive steps and transformational change
Suboptimal appraisal means the past trajectory will determine the future path
Optimal and optimistic is different from positive – Optimal is “I understand what has happened and still believe that good things can happen.  Positivity is more a blind belief that good things will happen – should happen”
3 key areas in an optimal appraisal – Past – Present – Future
Typically, people will spend too much time in the past and ignore the present altogether.  The optimal distribution of time is 20:30:50
So, if you’ve got an hour – that means you spend 12 minutes on the past. 
The past is important – everything that has occurred – the good, the bad, the unexpected, the easy, the hard – it’s important to acknowledge and identify the past
When you know the past doesn’t define the future – it allows you to be more honest.
If you view your past as all good - or as all bad – you’re missing something important
Present – the present disrupts the future being a continuation of the past.  It acts as a trampoline, a springboard, a catalyst allowing you to dramatically alter the trajectory, the course of your future.  It allows you to aim for the spectacular – the transformative
5 key things for Present in Optimal Appraisal
1 Experience: What experience do I now have
2 Expertise: What expertise do I now have
3 Knowledge: What do I now know for certain
4 Ability: What can I now do
5 Qualification: What are we now qualified to do
Altogether – this means we are in our strongest position ever
This process transforms the past into rocket fuel for the future – what are you going to do with it – all this new and learnt talents
You’re in your strongest position ever – what should you be aiming for?
Process allows you to reframe all experience as something learned to help you move forward to the end in mind
“what doesn’t kill you will make you stronger – I’d rather it wasn’t a 50:50 call but what Optimal Appraisal does is ask “How did this make you stronger?”
What do you now know for sure that you didn’t know before
Go back further into your past if you cannot find something to reconnect to
All of these things enable you to understand that you’ve never been in a better situation today to achieve something amazing tomorrow
Considered optimism beats positivity built on hope
Operational: Be aware that appraisals can be optimal
Management: Start to manage your “informal” appraisals more optimally – don’t dwell on your past but don’t ignore it.  Use it.
Strategically: By building the discipline to optimally appraise formally and informally you will be better placed to drive better subconscious decisions
Projects and Plans – trajectory does not need to be linear – past failures do not need to limit the future

Episode 117 - BurnOut & Fatigue - Recognising & Reversing it

This topic came about after we were chatting about “fatigue” - how we are all dealing with new situations that - perhaps - seem to be having a tougher or different impact on us than we expected.
But it’s also the case that we all feel like this regularly - not just during a pandemic.  New jobs, new family situations, new relationships, new expectations, periods of excitement and boredom can all lead to a sense of fatigue - we just don’t name them all the time.
In this conversation Stephen shares a definition for Burnout - prolonged exposure to excess stress.  And then breaks this down to 3 different components - physical, emotional and psychological.
There’s an understanding that from time to time we all be “stressed’ - and that is not necessarily a bad thing - in fact it is often a great thing.  But we do need to have enough self awareness to understand when it’s moving from exceptional and occasional to prolonged and habitual.  That’s when we’re heading to Burnout.
There’s discussions on how to approach each of the 3 legs on this metaphorical "stool" - and which should you fix first if it gets a little wonky - the physical, the emotional or the psychological.
Any comments or thoughts -  get in touch with on the email podcast@coachpro.online

Episode 116 - Self or Others? Which is your primary motivation and why it matters

Welcome to Episode 16 in which Stephen explains that we all have 2 inner drivers - "Senses of Service".  One is to Ourselves and one is to Others.  The key here is that one is dominant - in all of us - and that once we understand this we can use this to better connect and to influence.
You will hear that I regularly try to label one as better than the other and it is clear that this is not helpful - or correct.  I'm still working on it...
Interesting model and insight - using this right will help you drive better performance from yourself and from your teams.  Some notes are copeid below.
Thank you for downloading, subscribing and sharing.  Your support is wonderful.  Any comments/suggestion - let us know at podcast@coachpro.online
EPISODE NOTES:
There are 2 major drivers in this model – Sense of Service to Self; and Sense of Service to Others
We all have both – but one is more dominant – sometimes it is marginal – but there is always a dominant one
Understanding the Sense of Service allows you to connect with other people’s internal drivers
You will be able to better connect, to better influence and be better influenced by understanding this motivation
By respecting and understanding their drivers it allows you to be authentic to your own motivation
This isn’t about what people do – it’s about the reasons they do it.  You cannot see which is dominant by what people do.
One is not more positive than the other.
Sense of service to self does not mean selfish – and sense of service to others does not make you sacrificial
Making a judgement on whether one is more positive or stronger is a blocker to genuinely understanding and using this insight
If you have to label them, label them both as “this can be a good thing”
The good news is that it is a 50:50 call – try one on for size – if it works – great.  If it doesn’t it means you can try the other approach with conviction
Differences outlined in categories – Fear; Voice; Order; Good day; Bad day
Sense of Service to Self
1 Fear – they have a fear of letting themselves down.  Note – they don’t want to let others down also – but their primary motivation is the fear of letting themselves down
2 Voice – they interpret everything through their own voice.  They have an opinion and an angle on what you’re saying
3 Order – they want to go first.  Until they’ve done their bit/spoken – they are not ready for others
4 Good day – on a good day they are convinced that if they get to where they want to get to – it’s good for everyone
5 Bad day – on a bad day they feel isolated – they have to do everything alone
Sense of Service to Others
1 Fear – they don’t want to let others down
2 Voice – they make their own decisions but hear others' opinions
3 Order – They prefer to go second – to respond to the others
4 Good day – if they help enough people, they will get to the good place
5 Bad day – resent the amount of needs they have from others
Stephen used the example of his book – when he realised he wasn’t writing it for himself, he completed it within weeks
"To be honest – I don’t really care which one motivates you – but once I understand it, I connect to it and position everything better”
One is dominant – but you must make sure that both are aligned.
Aligning the two will improve performance – it will amplify your motivation
Don’t try to match with someone else’s motivation – connect your authentic reason to theirs
Being successful is not determined by which sense of service you have – one is not stronger than the other.  They’re just different.
Charities are full of people with both profiles – what’s important is the positive impact they’re having and not why they’re doing it

Episode 115: Connection - with your heroes, yourself and those you simply don't like

In this episode Stephen and I discuss "Connection" and how it is much more than a shared contact, a shared history or a shared workplace - these are simply things we have in common. Connection is more and is vital for Influence - your ability to shape and to influence and also your willingness to be shaped.
Some time is also spent on understanding your heroes - and why to admire them.  This is a bridge to better connecting with yourself which then helps you to better connect with others.
And Stephen guides us into how it's possible to connect to anyone - even those you are certain you cannot - by positively looking for something to admire.
Some interesting topics in this one - and a small bonus at the end which made me smile.
Below are some notes I took - hope you find them useful.  Any comments - email us at podcast@coachpro.online and also make sure to check Stephen's self coaching site - coachpro.online
Thanks
Notes:
Connection is not the same thing as having things in common
Being clear about the difference allows you to set the right expectations
Working for the same business doesn’t mean we are connected – we just work in the same place
For us to have a connection – I’d need to understand what that shared memory means for you – and you for me
Having something in common is a good place to start identifying who you can connect with
Time doesn’t create a connection – it just gives you more shared moments
A common conclusion can mean being on the same page – but if you haven’t got there for the same reasons you may not have a connection
Why would you want to connect?   Either you want to connect to help to shape – influence – “it” or you want “it” to shape and influence you.
You cannot influence without connection – otherwise you’re trying to influence from a distance, and it won’t land
If you cannot connect you won’t be a proactive influencer
Good to understand this and so you can choose who and what you are connected to – if you don’t choose someone else will.
3 levels of connection – Intuitive – Emotional – Intellectual
This process helps you to better connect to yourself
Connecting better internally – allows you to connect better externally
The characteristics you admire in others – or dislike in others – come from your own inner workings
You identify with characteristics that you recognise as being within you
To admire you have to connect – to connect you have to identify – to identify you need to see it – to see it you need to recognise it
A group of people may identify one popular hero – but we will choose different reasons because – intuitively – we are connecting with characteristics we see within ourselves
What we admire in others is a projection of what we have inside – one reason good people are fooled by bad people – they can’t recognise the traits and reasons for why people would do it
Hate is similar – you “hate” characteristics that you can identify with
“you are saying that these are the characteristics I have – whether or not I’m showing them or disconnected from them
People project different characteristics onto successful people
Operational: Be aware of the characteristics
Managerial: Broaden out your characteristics by considering who else you admire
Strategic: Choose which characteristics you should connect to for different situations
“I bring my board with me to help me to host events”
Ask your self – who do you admire in these situations – and what would they tell you?
However big your plan – if you think you can do it alone – you’re not thinking big enough
You get to choose who you want – have fun! There are incredible people out there.
We’re more scared to admire nowadays – we’re worried about being proved wrong
There are fantastic people out there – let them in!
To connect – look for qualities you can admire in the person you are meeting
Whatever you go looking for – you’ll find – choose to look for something positive.
“What can I admire about this person” – find something
Law of Reciprocation – the more you connect and admire about them – the more they will connect and admire you
It is about admiration – not liking – a person or an organisation

Episode 114: Making Things Happen - When to use Power or Influence

In this episode Stephen and I discuss Power & Influence - namely the 2 forces that you can use to “make things happen”
This is a big topic and you’ll see from my questions and answers that it is easy to become a little confused and even disorientated.  I did anyway.
But we get there in the end - and by ‘there” I mean a deeper understanding of the role that Power & Influence can play.  And more importantly it was clear that by understanding these forces you will be better equipped to manage and plan for the right results.
Listening back I think I wish pushing too hard for a simple checklist to make things better - similar to other episodes - but in this instance it’s going to take a bit more work.
Let me know what you think - podcast@coachpro.online - be kind and constructive!  Below are some notes from the episode:  I’ll pop back at the end with some summary notes I wrote up after we finished.
"Making Something Happen" – is an important part of the Human Condition – as well as a key requirement for successful management and leadership
Start with clarity – what do you want to make happen and why
Remember “Why to the Power of 7” – have at least 7 good reasons why you want to do this
Clarity will help you make the distinction between ‘Making something happen” and “Making anything happen” – sometimes we just want to see action instead of a clear outcome
Power is what you can make happen when “you’re in the room” – when you’re present
Influence happens when you’re not present
Power: What you can do.  Influence: What you can get done
Building up Influence builds up your capacity to get more things done
If you have the time – build up your influence.  Otherwise use power.
The more powerful you are the harder it is to influence – your influence needs to be bigger than your power.  Otherwise people will only see Power.
If you underestimate your Power, you’ll under-develop your Influence
Hierarchy of Communication: Could – Should – Must
Power: 20% formal and 80% informal
Influence: 20% Direct and 80% Indirect
It’s a ratio relative to you and not to the room
Informal power can be developed – inner work
The more power you gain the harder to be influential
One way to see the dynamic change is after a promotion – your influence drops as your power has grown
Don’t deny your power – focus instead on building your influence
Understand your audience to reduce the barriers to influence – sometimes they’ll see you as powerful and sometimes as influential – be aware of what you’re doing & the difference
It’s the action that they will judge – not the intention
I can be influenced by those I have a connection with and who don’t have a “Power Barrier”
How can you maximise your influence? Build & foster a network of advocates and supporters
Until you have built influence you will need to use Power – starting up an enterprise/project
Strategies – 3 levels – Operational, Managerial, Strategic
1 Operational: Be aware of the amount of Power you’re bringing into the situation so you can calibrate your influence
2 Managerial: You actively manage the situation to use influence or power to achieve optimal result
3 Strategic: You are working out the different ways you can build both Power and Influence

Episode 113 - Constructive Criticism - a Sharp Weapon -and definitely NOT feedback

In this episode Stephen and I discuss Constructive Criticism - NOT feedback - constructive criticism.
Constructive criticism: providing information, support & content designed to improve performance because you can see the performance can be better.
This is one of my favourites as Stephen quickly makes it clear why I need to stop thinking that feedback and criticism as interchangeable terms and then guides me through a step by step guide in making Constructive Criticism work.
By the end of this I couldn't wait to unleash constructive criticism on the world around me!  I see it - now - as genuinely impactful and helpful to those around me.  And to me.
Any comments let us know at podcast@coachpro.online. Dont forget to head over to Coachpro.online for more of Stephen's content and guidance.
Some selected notes from the episode below:
Feedback is not the same as criticism – feedback doesn’t need to be constructive – only accurateCriticism is sharper, more impactful.  Therefore, you need to be more considered, more professional and more thoughtful when you share it.Criticism is not for every conversation – and it is constructive when you trust that there is a better performance to be had from the person you're sharing withFeedback is everywhere and continual – criticism cuts through pointless opinion to those things that really matterDon’t play with sharp knives if you’re not properly prepared - treat this the same.Many people who are fearful of criticism feel that way because they have had a bad, prior experience.Valid & accurate criticism is not the same as constructive criticism – being right doesn’t mean you are trying to helpWhen offering constructive criticism always make sure you start with the right mindset – are you looking to build or to pull something apart.Constructive criticism should be seen as collaborative – you do this “with” someone and “for” some one – not “to” someoneThe intent to the other person “If I didn’t think you were capable of more, I wouldn’t be having this conversation with you”This is an important conversation – which is different from being a serious conversation7 steps to deliver constructive criticism1 Timely:  Face-to-face, private and in a setting to encourage a 2-way conversation.  Needs to feel important.2 Agree the Facts:   Take the lead but carefully listen to the other’s viewpoint to understand how and what they see as the facts.  Facts are different from the truth3 Ask & Listen:  Ask questions to better understand the circumstances around the facts – ask to be impressed by them rather than to impress upon them – helps to avoid prejudices and assumptions4 Pinpoint the behaviour:  It is a behaviour that is being criticised – not the person.  Allows the behaviour to be viewed objectively and helps to minimise emotional responses5 Motivation: Layer up the reasons for “why this matters” – the more the better – needs to be at least 7 to make a difference6 Agreeing the Remedy: Avoid telling them the plan – need them to commit to a plan.  Can be given time but they need to own this.7 End on a compliment: Not sugar-coating – reinforcing their strengths and your belief that they can perform better.  Have this in mind before you start.
Dissatisfaction is the engine of change - important motivator sometimesSupport the plan to be better – but don’t own it “What if you had less time?  What if you had to do more? Agreement is about words – commitment is about pictures – ask them “which bits of this are you going to find hard?” to help them form the picture themselves

Episode 112: Trust - Emotional or Intelligent?

In this episode Stephen and I discuss "Trust" - what it means and how we can best understand and use it better to anticipate and manage situations more powerfully.
Let us know what you thought and any comments to podcast@coachpro.online - thanks for downloading, subscribing and sharing.
Notes from the episode include:
Trust is a judgement on what you can expect to happen – you can decide whether it is an emotional judgement or intelligent judgement
Being able to accurately forecast what is coming next
Emotional trust is binary – hero or zero, yes or no, black or white.  Intelligent trust allows you to see the 99 shades of grey
The question shouldn’t be “Can I trust this person – yes or no?” – it’s “What can I trust this person to do in this situation?”
We will overstate the trustworthiness of those we like – and determine those we don’t like to be untrustworthy
There are very few people who deserve 100% of your trust – and very few who deserve 0%
You can’t trust other people more than you trust yourself – it starts with you
You can build intelligent trust sequentially
If you go in with a positive intent, you will find things to trust – but that doesn’t mean you are only looking for positive things
My intelligent trust is not judgemental – it’s accurate
If you have to put a convicted thief in charge of the “petty cash box” – can you trust them?  The temptation is to answer with a simple yes or no – another question is” what can you trust them to do?”
What can you trust politicians to do – on an emotional and on an intelligent level
Knowing what you can accurately expect others to do allows you to anticipate and prepare
“I can’t trust this person” OR “What can I trust this person to do?”
When someone betrays your trust – are you shocked? Or disappointed?
Accurate disappointment (intelligent trust) vs Inaccurate optimism (Emotional trust)
If customers trust you, they will regard themselves as your customers – whether they bought from you today or not
What can I trust this person to do – not important whether I like it – more important I can accurately predict it.

Episode 111 - Collaboration for Win-Win & four other options including Avoid

Welcome to Episode 11 in which Stephen and I discuss Collaboration.  
Most often I regard Collaboration as simply working together in a positive manner - however during this episode we discuss the different strategies that can be used and when to use them - useful for many situations in which you're dealing with people - and negotiation especially.
Notes below - any questions let us know on podcast@coachpro.online.
Thanks for your feedback - we are listening - and do remember to subscribe and share.
 
Notes:
Collaboration is more than just working together – it’s when a Win-Win is created – we both get even more than we expected
Most organisations believe they are collaborating – but really they’re just competing or compromising
Most sales situations aren’t collaborative – short term pressures to get the deal done is sometimes more important
Compromise is sometimes dressed up to look like collaboration
We have 5 options – AVOID – COMPETE – ACCOMMODATE – COMPROMISE – COLLABORATE
There is a time and place for each of these 5 options – but the first important thing is to understand that you have these 5 options available to you
It strengthens you to remember that when you walk into a situation you have 5 valid options or strategies
AVOID “for now” – Low on Assertiveness; Low on Cooperation
COMPETE – High on Assertiveness; Low on Cooperation
ACCOMMODATE – Low on Assertiveness; High on Cooperation
COMPROMISE – Medium for both
COLLABORATE – High on Cooperation and Assertiveness
Avoid and Accommodate can be positive choices
People have default strategy – need to be aware of this and keep open all other options when you enter into a new situation
Beware that you don’t create the situation instead of reacting to then situation
The football club owner who allowed emotion to influence his position – lost out on a deal as he moved from collaboration to compete
Use hygiene factors to intelligently decide what strategy to use – not emotional preferences
Avoid – choosing to avoid things for now – putting them on the backburner can prevent feeling overwhelmed
Accommodation isn’t weak – it can strengthen your position if made explicit what you’re doing – it’s not giving in – it’s choosing to let the other side have this win so you can win another time
Danger of competing on everything – people won’t know what it is that you really value
Create the environment and the opportunities to allow for other people to collaborate with you
The other 4 strategies can help to create a platform for future collaboration
Collaboration will deliver more and more benefits – it is not a simple outcome – it can be a catalyst for future & ongoing benefits

Episode 110: Resilience & its Four Building Blocks

In Episode 10 Stephen and I discuss Resilience - what it is, what it isnt and importantly how you can develop and maintain your own.
Some quotes and clips include:
 
Resilience is the character to see things through – “I will be able to deal with whatever comes next”
Everything doesn’t need to go well for you to be sure that you’ll carry on
Resilience is needed to cover the first 90% of the journey – the first 9000 hours – the last 10% is the reward
10000 hours – Malcolm Gladwell, Seth Godin’s The Dip
Resilience isn’t about forcing your way through – it’s about responding positively to events around you
4 Building blocks of resilience – their order is important
1 Self Confidence. 2 Social Support. 3 Adaptability to Change. 4 Big sense of purpose
Resilience can be built if you know what the building blocks are
If you cannot connect to the bigger purpose – maybe this journey isn’t something for you
Everyone has overcome a struggle – sometimes it’s not easily recognisable to outsiders and even to them – but they have
Remember the times you overcame obstacles you shouldn’t have – or looking back you cannot believe you did.
You can’t build on what you didn’t do – only what you did do – remember the times you brought you’re a game to a situation to help boost your confidence
Plant enough flowers and there’s no room for weeds
Social Support – ask for the social support you need for your journey.  Let them know how valuable they are to you.  Recognise that you will require different things from different people at different times.  Sometimes to be challenged – other times a cheerleader
Adaptability – keep the result as a non-negotiable and the process negotiable
If I could guarantee you the result but the condition is that nothing will go according to plan… would you take it?
Planes to Honolulu only point towards Honolulu 16% of the time
Purpose: the impact that the result will make.  The “Why” is so compelling that people get less hung up on the how.
Sometimes you need to be in a place of discomfort – purpose allows you to ask “what is the reason for this”
No one else can give you a sense of purpose – they can give you a job, a task but not purpose.

Episode 109: Confidence & Self Confidence

Welcome to Episode 9 in the series of conversations between Stephen - a professional coach and my personal friend.
In this episode Stephen explains that confidence is "the positive expectation of what is going to happen next" - not necessarily the outcome but the belief that we can handle whatever happens next.
Outcomes are uncertain and so cannot be controlled.  Management of what you can control is therefore key.
The difference between Confidence (external) and Self Confidence (inner) is discussed - and the 5 important elements that you can work on to improve your Self Confidence - namely Experience - Expertise - Knowledge - Abilities - Qualifications.  There is a flow which is explained.
This model is also discussed in "Optimal Appraisal" - the process in which we can best frame our experiences to build our own springboard from the past to help to propel us to the future.
Confidence is a key cornerstone for success and happiness - not just for individuals but also for businesses - self confident people and companies make better decisions and are also able to enjoy the good things that happen to them.
We touch on the importance of having good people around you - "choose who's on your boat" - as part of the importance of managing your environment.
As always there is a lot of ground covered - but this is just an introduction to a big topic.  I hope it gives you food for thought and improves your thinking a little going forward.
Any questions and comments - let us know - on podcast@coachpro.online.
 

Episode 108: Overwhelm

Welcome to Episode 8 in our series of conversations between me, Warren, and my coach and friend Stephen Gribben.
Today we are talking about Overwhelm - a word that we are hearing a lot of times at the moment especially in this strange 2020 year - but to be honest - more and more people are talking about the feelings of stress and anxiety whatever is happening.
Maybe it’s the information overload, the 24/7 culture we have at work - more and more of us are feeling overwhelmed.
In this conversation Stephen explains the importance of understanding the link with emotional management - it is the volume of emotion that we are dealing with rather than the number of tasks that is key.
Overwhelm - can be a positive as well as a negative
Fighting and fleeing from the feelings and how to tell the difference between taking time out and hiding
Don’t look to eliminate tasks - but place them in the right order - this is a key topic from about 20 mins in.
Helping team members to deal with the stress in their work life - how to notice it and how to help
The importance of understanding that we can choose either leadership or management when feeling overwhelmed.
Rollercoasters make an appearance - and there's a happy birthday notice at the end.
This is a good one - I took notes and have improved my scheduling already… it all makes sense once you listen.
Any comments and questions - let us know on our email address podcast@coachpro.online.  Remember to like and subscribe - we intend to keep the series going after the positive feedback so far.  Many thanks for that.