Recent Blog Posts

By: Beth Flynn, Tuesday, October 20th, 2020
  • "Know that getting better starts on the inside. It's not 'them,' it's you.
  • Ask for feedback (and really listen).
  • Don't shoot the messenger. Have a 'beginners' mind-set.
  • Keep an accountability journal.
  • Seize every opportunity to develop yourself.
  • Hire people that are smarter than you.
  • Get a mentor, be a mentor (or do both).
  • Don't be afraid to change your mind.
  • There is no finish line in learning (p. 47-50)."

From: Studer,Q. (2020). The busy leader's handbook: how to lead people and places that thrive. Hoboken, NJ: Wiley and Sons.

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By: Beth Flynn, Tuesday, October 13th, 2020

"Leadership is an interesting quality. This crazy world can make it seem like you've got to be bossy to be a boss. The notion of having everyone watching you is a cue to your leadership, but so is the idea that you are looking at everyone else.

Real leaders are aware of what is going on in their teams and in their families, and what they can do to make systems and organizations better. True leaders are in the category of their own because they are more concerned with helping others than making themselves look good. All too often people strive to do the right thing in order to be recognized for their accomplishments. If we are comparing ourselves to others, we are really getting distracted. We have an epidemic of insecurity in our world today. We don't know why certain people are chosen to work on certain projects or be promoted in different ways. It is something we have zero control over. If we take the energy we might have wasted trying to figure out why things happen and, instead, use it to work on ourselves and help others, we'll be too occupied with making the world better to ever worry about what he next person is doing. Looking at our life or work as a competition, breeds insecurity that focuses on winning at any cost. When we are kind, we realize we've already won (p.99-100)."

From: Bankert, A. (2020). Your hidden superpower: the kindness that makes you unbeatable at work and connects you with anyone. Nashville: Harper Collins Leadership.

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By: Beth Flynn, Tuesday, October 06th, 2020
  • "Leading for compassion involves becoming a high-level compassion architect.
  • Leading for compassion often entails using communication channels to reach a broad audience and reinforce a culture of shared humanity.
  • Leading for compassion can entail transformation and change of all elements of the organization's social architecture.
  • Leading for compassion involves legitimizing suffering and compassion in the organization and drawing attention to the beauty of compassion in human communities.
  • Leading for compassion evokes emergent patterns of compassion that expand far beyond a centralized approach (p. 278-279)."

From: Worline, M.C., & Dutton, J.E. (2017). Awakening compassion at work. Oakland, CA: Berrett-Koehler Publishers, Inc.

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By: Beth Flynn, Tuesday, September 29th, 2020

"Kindness is the answer because our world is so busy and intense. Inevitably, that can lead to short tempers, burnout, increasing anger, and defensive debates. Witnessing kindness brings renewed hope in humanity in the face of jadedness. Kindness keeps us sane when the demands of juggling work and relationships put us on edge and fill us with the urge to lash out.

We can cause irreparable damage when we are unkind, which can lead to becoming numb or unsympathetic - something none of us can afford. We all have the ability to 'stop the madness' by being purposefully kind.

Kindness added to any endeavor is a magnet for positivity and a cure for the inevitable side effects of stress. Kindness is an anchor to the soul and the universal language of hope for the billions on the planet searching for meaning. Kindness is inclusive. Kindness displays unity. Kindness is beneficial for all and is mandatory for those who are seeking true success, no matter the goal. Kindness is the gateway to new relationships and opportunities. Kindness is what the world needs now more than ever (p. 23-24)."

From: Bankert, A. (2020). Your hidden superpower: the kindness that makes you unbeatable at work and connects you with anyone. Nashville: Harper Collins Leadership.

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By: Beth Flynn, Tuesday, September 22nd, 2020

"In the world of mountain climbing, there's such a thing as a false summit. As you climb toward the summit, from a distance it appears to be the pinnacle of the mountain, your ultimate goal. But as you approach it, you finally see that it is in fact a smaller peak, not the true summit you were aiming for at all. Your hopes dashed, you may despair and even lack the will and desire to continue!

When your dreams, goals, desires and aspirations are grounded in humility and love, they will bring you much joy, fulfillment, and satisfaction. If they are rooted in fear and pride, they will never be enough. They will entice you on but give you nothing more than a short-term fulfillment and leave you forever wanting more and more.

At those times when you ask yourself, What on earth am I here for? We encourage you to set your hearts on the true summits of life. We were created by love, for love. This is why we have hidden gifts, talents, and gold deposited in our hearts. We are here to make the world a better place. We are part of the solution, not part of the problem. When we seek wisdom, we are able to impact positively and leave a legacy.

From the summit of the mountain, train your heart to listen. Train your heart to accept. Train your heart to not be offended. Train your heart to seek wisdom to build your inner character and strength (p. 430-433)."

From: Klemich, S. & Klemich, M. (2020). Above the line: living and leading with heart.  New York: Harper Business

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By: Beth Flynn, Thursday, September 17th, 2020
  1. "Reciprocity: this is basically the old biblical principle: Do unto others as you would have them do unto you. Put into action: if you want to get something, give something. The right order is important: offer something first. Then ask for what you want.
  2. Authority: we tend to follow the advice of experts. We have more trust in a doctor who is wearing a white coat and displaying diplomas on the wall. Put into action: in your area of expertise, find out what the 'white coat' is.
  3. Consistency: we look up to people who are consistent in their words and behaviors. Put into action: stick to one message. Don't follow every trend. Be the consistent one, people will remember you for that.
  4. Consensus: we are herd people. We do what others do. This is called 'social proof.' Put into action: if you want someone to do something, show others doing it ('People who bought this book also bought...').
  5. Scarcity: we all want that which is rare and we are all afraid to lose what we have. Put into action: it might not be enough to talk about the benefits of your offer; you also need to point at what people will lose if they fail to act. This is also true if people face change: they are usually scared of what they might lose. Therefore it's good to tell them what they will lose if they fail to move.
  6. Liking: this is the most universal principle: people prefer to say yes to people they like (p. 16-17)."

From: Krogerus, M., & Tschappeler, R. (2018). Translated by: Piening, J., & Jones, L. The communication book: 44 ideas for better conversations every day. New York: W. W. Norton & Company.

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By: Beth Flynn, Thursday, September 17th, 2020

"Change is an essential and inevitable part of work and life, one that can be complicated and upsetting, fun and exciting, or a combination of all these things and more. There are, of course, all different types of changes that we experience. Some are big and some are small. Some are personal and some are professional or organizational. Some impact only us, while others impact many people. Some we choose deliberately, and others are given to us without much, if any, warning or preparation. And most significantly, some we consider 'good,' and others we consider 'bad' - although in many cases that assessment can itself change over time as we gain more perspective and hindsight. 'Good' changes usually comes in the form of new things we want - relationships, opportunities, experiences, accomplishments, and so on. 'Bad' change usually shows up as rejections, losses disappointments, failures, and any other number of things not going the way we think they should.

One of the things that make change so complicated emotionally is that most of us seek it and fear it at the same time. More precisely, we could say that it's our growth mindset that seeks change, and our fixed mindset that fears it. Change can be really exciting, and often gives us opportunities to learn new skills, have new experiences, and grow in all kinds of new ways. Change can also be scary, because we can't control it, it usually forces us out of our comfort zone, and it tends to involve uncertainty. Even change we consider to be positive can be scary and upsetting, especially at first (p. 185-187)."

From: Robbins, M. (2018). Bring your whole self to work: how vulnerability unlocks creativity, connection, and performance. Carlsbad, NM: Hay House, Inc.

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By: Beth Flynn, Tuesday, September 01st, 2020

"Daniel Goleman discovered the five elements of empathy which are as follows,

  1. Understanding others: this is the most important concept of empathy which is understanding. The ability to sense others' feelings and perspectives and taking active participation to deal with that.
  2. Developing others: Developing others mean put some action on their needs and concerns and help them to develop their internal power and potential by motivating them. People who have masters in the skills of empathy will reward and praise people to build strength in them, support them in their downfall and accomplished them to develop and realize their full potential.
  3. Service orientation: The main aim of service orientation is to put the needs of the customer first and find out the ways to give a satisfactory solution to bring and loyalty.
  4. Leveraging diversity: leveraging diversity means the ability to create and develop the opportunity through people of a different kind by recognizing the ability and opportunity to celebrate it on the same point table. 
  5. Political awareness: one of the most important elements of empathy is political awareness. You may also have thought that political skills are manipulative. But you might be wrong in that it is simply a skill of understanding and sensing the emotions of a group of people and effectively respond to them (p. 38-39)."

From: Bradberry, B. (2020).  Emotional intelligence: develop empathy and increase your emotional agility for leadership, improve your social skills to be successful at work and discover why it can matter more than iq/eq 2.0 [Kindle version].  Retrieved from amazon.com

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By: Beth Flynn, Tuesday, August 25th, 2020

"If you want to change your life, reduce your stress, and make your business lucrative and fun, first you're going to have to sort out -your people problems.

Attracting and retaining stars is clearly lucrative for a company, but it is also so much more. Stars don't need to be motivated. They need to be coached, trained, career counseled, encouraged, and sometimes corrected or even disciplined, but never motivated. They're self-motivated. They make fewer mistakes, have better relationships with customers, and are never at the center of internal drama. Because you and others trust them, everything moves faster. They aren't involved in efficiency-killing turf wars. They don't need someone to double-check their work or repair their relationship problems.

Finding people that you both trust and love is not just about generating warm feelings, either. These people show up on the bottom line of your income statement (p. 31-31)."

From: Throness, T. (2017). The power of people skills: how to eliminate 90% of your hr problems and dramatically increase team and company morale and performance. Wayne, NJ: Career Press.

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By: Beth Flynn, Tuesday, August 18th, 2020
  1. "I will talk to you before I ever talk about you.
  2. I will engage in candid conversations with humility, knowing I have room to grow.
  3. We will seek objective input if we come to an impasse.
  4. I recognize that the objective of the conversation is to seek understanding, resolve issues, and move toward unity
  5. I will forgive quickly (p. 226-234)."

From: Ross, R. (2019). Relationomics: business powered by relationships. Grand Rapids, MI: Baker Books

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