Bold Business Podcast

When teams have defined roles there is a stated commitment, and when leaders know their own weaknesses and the weaknesses of each person on our team we mitigate risk and we leverage our resources. Quick start or strong finish - people tend to be one or both, and leaders must know each person’s strengths to make projects go faster and teams work better together. We cannot remove weaknesses, but we can work with weaknesses. There is not a need to train out bad habits or lack of skills because the need lies in defined roles. The clearer the roles are and the clearer the objective is, the better each person on a team understands how they fit and see where their contribution fits into the final result. Jessica Dewell hosts panelists Amanda Norris and Joy Guthrie to discuss productive teams. Starting the conversation…

• Perception is everything…What does productivity mean?
• What is the first thing you do to create a design/framework for a team?
• What are your tips for adding/changing an existing team w/o losing productivity in the long term?

Host: Jessica Dewell Panel: Amanda Norris, Joy Guthrie What You Will Hear: The importance of relationships (and the benefits of it). Purpose driven action creates an environment to build trust. Tips to get to know our teams … ongoing. Use #VBBRadio to identify blind spots (Jessica found one). What blame is and it’s effects on teams. Know the strengths of the team and who starts and finishes well (because they can be different people). Ideas to make deadlines when teams habitually miss them. Strengths and weaknesses as part of team alignment. Usefulness is a must to workplace happiness, and what happiness looks like at work. #TrustFirst is when leaders step up and create a space for the team to open up and build deep relationships. It is bold to look for and build productive teams. Notable & Quotable: Joy Guthrie: A team has to have commitment. Amanda Norris: Talk to each person to learn perspectives that make up the team. Jessica Dewell: Blame is the death of a team. Joy Guthrie: Not committed? It sounds like, “This happened and because of …” Jessica Dewell: Recognize that everyone will have their own reasons and ways they participate in a group. Amanda Norris: Have defined roles and know who is ultimately responsible for it. Jessica Dewell: Teams that always miss deadlines reflect the ability of the leader to use the strengths of the teams to meet deadlines. Joy Guthrie: Have each person put their name next to tasks and agree to them. Jessica Dewell: Our team is only as good as knowing what the weaknesses are for each person on the team. Amanda Norris: As I get to know a group, I know what they love and let them drive initiatives that excite them. Jessica Dewell: There is a difference between happiness with [a bowl of M&Ms] and happiness because we are using our skills to be useful. Amanda Norris: I am happiest when I am working on a project that I am passionate about. Joy Guthrie: There are many different ways to be happy at work. Joy Guthrie: If you can’t be open with your team, they won’t be open with you. Amanda Norris: The dynamics of every team are different, and it requires constant evaluation. Resources:

• Task tools to support communication: Google Docs, Slack, and similar.
• Reference to Susan Matza, Random Acts of Leadership

Tags: trust, communication, team, commitment, purpose, flexibility, questions, Golden Rule, productive, blame, empowerment, risk, resources, strengths, usefulness

It's easy to make situations more complicated than they really are…and it comes down to clarity. Clarity of our values and our preferences. These two things (values and preferences) remove extraneous information that we put the wrong amount of weight on. First and foremost, is __you fill in the blank__ worth while? Does it support our path? Is it something that gives us experience to move us toward our goals? Lots of questions to think about. Jessica Dewell hosts Don't Give Up, Just Quit with co-host Stephanie Sims.

Starting the conversation…

• Attitudes (and emotions about) giving up vs quitting.
• Justifications and stakeholder perspectives.
• Is it ok to quit?

Host: Jessica Dewell Co-host: Stephanie Sims

What You Will Hear:

Does quit equate to failure? Right, wrong, and quitting. Equality (and respect) in relationships. We must know our personal values to make the best decisions for us. When we take things too personally. Delivering deliverables. To the detriment of everyone around us…we keep doing something that makes us crazy. Tips for how to plan for interactions and avoid avoidance by being busy. How to set expectations, and what to do when it seems like we're too far down the path. Change with new information vs starting over because of doubt. Where our self worth and quitting intersect. Being our own advocate starts with boundaries. Values are the points we connect on, and shared meaning matters. When we are curious and watch how employees 'show up' reflect a leader's leadership impact. Ambition and quitting. And, when processes are stifling. A single objective.

Notable & Quotable:

Stephanie Sims: What do we do to feel better [about a situation] where we have no power? Jessica Dewell: What path I am on, what path they are on, and when we realize they are no longer the same. Stephanie Sims: Evaluate the respect of our commitments and realizing we don't receive an equal level of respect. Jessica Dewell: When we don't have our values written down, we lack a filter to prioritize and evaluate situations. Stephanie Sims: We can allow our personal values impinge inside our company decisions, and it causes problems. Jessica Dewell: We all must network. And, we can plan how we want our interactions to go. Jessica Dewell: Preparation is a type of action. Stephanie Sims: There is a huge difference between a well targeted networking meeting to connect with people that are useful to you in your business and collecting business cards. Stephanie Sims: Everyone is different in how they make decisions is different. Processes and procedures give a framework to make decisions. Stephanie Sims: Fear can be mistaken for intuition. Jessica Dewell: We must be our own advocate. Jessica Dewell: When we are not strong in our values, quitting is the easy way out. Stephanie Sims: It requires a lot of self-esteem to manage to values. Jessica Dewell: Ambition is intertwined to our ability to connect to others. Stephanie Sims: Being bold is knowing [that to quit] is the right thing to do.

Resources:

• P 40, Remain Relevant.

Tags: show up, commitment, values, respect, relationship, communication, deliverables, decision making, problem solving, expectations, networking, effort, pivot, change, self-worth, contribution, decision making, change

It’s easy to make situations more complicated than they really are…and it comes down to clarity. Clarity of our values and our preferences. These two things (values and preferences) remove extraneous information that we put the wrong amount of weight on. First and foremost, is __you fill in the blank__ worth while? Does it support our path? Is it something that gives us experience to move us toward our goals? Lots of questions to think about. Jessica Dewell hosts Don’t Give Up, Just Quit with co-host Stephanie Sims. Starting the conversation…

• Attitudes (and emotions about) giving up vs quitting.
• Justifications and stakeholder perspectives.
• Is it ok to quit?

Host: Jessica Dewell Co-host: Stephanie Sims What You Will Hear: Does quit equate to failure? Right, wrong, and quitting. Equality (and respect) in relationships. We must know our personal values to make the best decisions for us. When we take things too personally. Delivering deliverables. To the detriment of everyone around us…we keep doing something that makes us crazy. Tips for how to plan for interactions and avoid avoidance by being busy. How to set expectations, and what to do when it seems like we’re too far down the path. Change with new information vs starting over because of doubt. Where our self worth and quitting intersect. Being our own advocate starts with boundaries. Values are the points we connect on, and shared meaning matters. When we are curious and watch how employees ‘show up’ reflect a leader’s leadership impact. Ambition and quitting. And, when processes are stifling. A single objective. Notable & Quotable: Stephanie Sims: What do we do to feel better [about a situation] where we have no power? Jessica Dewell: What path I am on, what path they are on, and when we realize they are no longer the same. Stephanie Sims: Evaluate the respect of our commitments and realizing we don’t receive an equal level of respect. Jessica Dewell: When we don’t have our values written down, we lack a filter to prioritize and evaluate situations. Stephanie Sims: We can allow our personal values impinge inside our company decisions, and it causes problems. Jessica Dewell: We all must network. And, we can plan how we want our interactions to go. Jessica Dewell: Preparation is a type of action. Stephanie Sims: There is a huge difference between a well targeted networking meeting to connect with people that are useful to you in your business and collecting business cards. Stephanie Sims: Everyone is different in how they make decisions is different. Processes and procedures give a framework to make decisions. Stephanie Sims: Fear can be mistaken for intuition. Jessica Dewell: We must be our own advocate. Jessica Dewell: When we are not strong in our values, quitting is the easy way out. Stephanie Sims: It requires a lot of self-esteem to manage to values. Jessica Dewell: Ambition is intertwined to our ability to connect to others. Stephanie Sims: Being bold is knowing [that to quit] is the right thing to do. Resources:

• P 40, Remain Relevant.

Tags: show up, commitment, values, respect, relationship, communication, deliverables, decision making, problem solving, expectations, networking, effort, pivot, change, self-worth, contribution, decision making, change

Excuses surround us. The more we give them, the more normal it becomes. Sometimes excuses are explained away as rationalizations. When the explanations we give ourselves contradict what others experience and feel, our relationships are at risk. Our credibility is at risk. It's bold to accept responsibility and actively choose what to do in each situation we meet. It is bold to own the outcomes (good or bad) because they are a result of our choice. Jessica Dewell hosts a discussion with Geoffrey X Lane and Tom Rhodes to explore: What is an excuse and how do you identify them?

Starting the conversation…

• What is an excuse? How do you identify them for yourself and your clients?
• What do excuses do to our relationships?

Host: Jessica Dewell Panel: Geoffrey X Lane, Tom Rhodes Transcript for Program: Say Goodbye to Excuses

What You Will Hear:

Excuses are just reasons not to do things - we lie to ourselves. We rise to the level we set - if we make excuses, we will fail. Our credibility is at stake. What we do, how we respond affects our relationships. Who do we stretch for - step out of our comfort zone - be willing to reach for more? Black and white - what we believe matters. We always have a choice. The controversy around obligation. Words matter. What's really binding… Our previous choices put us exactly where we are today? Tips for self awareness vs reflection. Very little is black and white. Find options in the middle: what works for me and those around me? What normalization has to do with excuses. The importance of questions. Observe and take notice. "Are they telling the truth vs is it the truth?"

Notable & Quotable:

Geoffrey X Lane: An excuse is a lack of clarity. Thomas Rhodes: Hold yourself accountable and get it done. Geoffrey X Lane: We will do more for others than we will do for ourselves. Thomas Rhodes: The ONE thing we can do for ourselves is that we can choose. Geoffrey X Lane: State your preferences. start with what you like. Jessica Dewell: When we say yes to something, we are saying no to something else. It about what I value. Thomas Rhodes: We must hold ourselves accountable to finish the commitment. Thomas Rhodes: How you act to a decision is your choice. Geoffrey X Lane: The consequence of making a choice is that [the result] smacks us. Thomas Rhodes: Blaming is a waste of energy; own it and move forward. Jessica Dewell: Normalization is when we explain away things that don't feel good about yet with time we 'get comfortable.' Thomas Rhodes: Awareness of what's around you is important. Jessica Dewell: When, where, and can we see the excuses we make? Geoffrey X Lane: People will desert you (if you make the wrong choices) faster than they initially followed you.

Resources:

• Three questions: what worked? what did not work? what can I do differently?
• What Is Systems Thinking? – Peter Senge Explains http://www.mutualresponsibility.org/science/what-is-systems-thinking-peter-senge-explains-systems-thinking-approach-and-principles
• The 8th Habit: From Effectiveness to Greatness

Tags: choice, accountability, excuses, limiting beliefs, failure, obligations, consequences, influence, decisions, self awareness, blame, question, challenge, present, observation, clarity, skepticism, normalization, frame of reference, trust

Excuses surround us. The more we give them, the more normal it becomes. Sometimes excuses are explained away as rationalizations. When the explanations we give ourselves contradict what others experience and feel, our relationships are at risk. Our credibility is at risk. It’s bold to accept responsibility and actively choose what to do in each situation we meet. It is bold to own the outcomes (good or bad) because they are a result of our choice. Jessica Dewell hosts a discussion with Geoffrey X Lane and Tom Rhodes to explore: What is an excuse and how do you identify them? Starting the conversation…

• What is an excuse? How do you identify them for yourself and your clients?
• What do excuses do to our relationships?

Host:  Jessica Dewell Panel:  Geoffrey X Lane, Tom Rhodes Transcript for Program: Say Goodbye to Excuses What You Will Hear: Excuses are just reasons not to do things - we lie to ourselves. We rise to the level we set - if we make excuses, we will fail. Our credibility is at stake. What we do, how we respond affects our relationships. Who do we stretch for - step out of our comfort zone - be willing to reach for more? Black and white - what we believe matters. We always have a choice. The controversy around obligation. Words matter. What’s really binding… Our previous choices put us exactly where we are today? Tips for self awareness vs reflection. Very little is black and white. Find options in the middle: what works for me and those around me? What normalization has to do with excuses. The importance of questions. Observe and take notice. “Are they telling the truth vs is it the truth?” Notable & Quotable: Geoffrey X Lane: An excuse is a lack of clarity. Thomas Rhodes: Hold yourself accountable and get it done. Geoffrey X Lane: We will do more for others than we will do for ourselves. Thomas Rhodes: The ONE thing we can do for ourselves is that we can choose. Geoffrey X Lane: State your preferences. start with what you like. Jessica Dewell: When we say yes to something, we are saying no to something else. It about what I value. Thomas Rhodes: We must hold ourselves accountable to finish the commitment. Thomas Rhodes: How you act to a decision is your choice. Geoffrey X Lane: The consequence of making a choice is that [the result] smacks us. Thomas Rhodes: Blaming is a waste of energy; own it and move forward. Jessica Dewell: Normalization is when we explain away things that don’t feel good about yet with time we ‘get comfortable.’ Thomas Rhodes: Awareness of what’s around you is important. Jessica Dewell: When, where, and can we see the excuses we make? Geoffrey X Lane: People will desert you (if you make the wrong choices) faster than they initially followed you. Resources:

• Three questions: what worked? what did not work? what can I do differently?
• What Is Systems Thinking? – Peter Senge Explains
http://www.mutualresponsibility.org/science/what-is-systems-thinking-peter-senge-explains-systems-thinking-approach-and-principles
• The 8th Habit: From Effectiveness to Greatness

Tags: choice, accountability, excuses, limiting beliefs, failure, obligations, consequences, influence, decisions, self awareness, blame, question, challenge, present, observation, clarity, skepticism, normalization, frame of reference, trust

The better we become at problem solving, the more likely we will find The right decision with imperfect information and still get desired results. Ambiguity is part of being a leader and how we watch for, communicate and work with unknown unexpected and difficult situations. When it comes to relevance, our actions matter more than our accomplishments because people look to leaders (and decide to trust them, or not) based on the way a leader shows up. A shared meaning of what contribution looks like, what the big team goal is, and how the team interacts with each other are elements of high performing teams. Jessica Dewell hosts Shane Sturgeon, Jason Michael, and Andrew Jenkins to discuss what it means to remain relevant.

Starting the conversation…

• What are 2-3 things you do as a leader to remain relevant to your team?
• Relevance and disruption.
• Relevance and connection.

Host: Jessica Dewell Panel: Shane Sturgeon, Jason Michael, and Andrew Jenkins

What You Will Hear:

4 ways for leaders to make sure we keep the mission of the company center to our interactions (with our role and developing our people). 3 areas that build on each other for the work we do ourselves to improve as leaders, and as good human beings. The power of big goals and how they bring people together. Everything we talk about are skills - and the more we do them, the better our skills get. No matter how good we are, we still will have awkward conversations. There is an element of revolution necessary (actively say what works and what doesn't) to remain relevant. What contributing members do on your team, what does contribution look like? Mindset, supporting each other at work (and life)…there is one person, the leader, that is the role model. Communicating the goal - why is every person there, and how they contribute. When culture speaks louder than values. Process and problem solving is inherent to leaders that get results, create cohesive culture, and people follow. Tips for transparency in communication to build trust and what/how we communicate our (and our teams) relevance is changing. When mistakes are made, and no basis for FAILURE, it can be taken personally. What's the worst thing that could happen to me now? What resilience looks like - from personal stories. The importance of being neutral, even detachment. How to be neutral to see all sides. The fly on the wall.

Notable & Quotable:

Shane Sturgeon: You might find you see you may not be relevant in the future. Jason Michael: Being neutral allows us to step into the shoes of another and see where they are coming from. Andrew Jenkins: Teams need big goals, and take time to build people's knowledge and wisdom. Andrew Jenkins: Foxes and dolphins are two animals that have business traits we can identify and understand in our teams. Jessica Dewell: You write your own ending. Jessica Dewell: Revolution is necessary. Where are we going, and when will we change? Jason Michael: Contribution is whatever value you give your team, you get back. Shane Sturgeon: Roles didn't matter too much - everyone was contributing beyond what their roles would be and they did it happily. Andrew Jenkins: High performing teams have growth values - a desire to make a difference. Jessica Dewell: When I'm doing my job right, clients don't need me anymore. Andrew Jenkins: The hows always follow whats. It starts with the big goal. Shane Sturgeon: When the right questions are asked along the way, the right outcome will materialize. Jason Michael: Skill sets are necessary (including technology) to do the job AND give a foundation to anticipate Shane Sturgeon: Disconnect from the changes that happen because it will happen - support people through difficult change. Andrew Jenkins: There are things we have that no one can take away from us. That is our authenticity - that is who we are. Jason Michael: The more failures we have the better we understand how we are really affected, and we take it less personally. Jessica Dewell: When what I thought is not the same as what I see and hear … it's up to me to close the gap between the two, and bounce back. Shane Sturgeon: Being neutral, seeing both sides, is easier to say than to do. Jason Michael: I like the visualization of being a fly on the wall and seeing everything that is going on. Andrew Jenkins: One of my mentors told me: I don't go into meetings prepared, I know my ability to problem solve and I know that we as a team will resolve it. I don't come with the answer - we will get the answer together.

Resources:

• PDXConsulting Leadership Qualities
• Simon Sinek, Start With Why:
• Jim Collins, Good to Great: First who then what.
• Secret to Bounce Back
• Sonder: The Realization That Everyone Has A Story

Tags: relevance, leadership, leader, collaboration, reading, soft skills, emotional intelligence, revolution, contribution, willingness, performance, high performance, efficiency, process, disruption, problem solving, skills, skill sets, confidence, knowing, mind set, resilience, resourcefulness, neutrality

The better we become at problem solving, the more likely we will find The right decision with imperfect information and still get desired results. Ambiguity is part of being a leader and how we watch for, communicate and work with unknown unexpected and difficult situations. When it comes to relevance, our actions matter more than our accomplishments because people look to leaders (and decide to trust them, or not) based on the way a leader shows up. A shared meaning of what contribution looks like, what the big team goal is, and how the team interacts with each other are elements of high performing teams. Jessica Dewell hosts Shane Sturgeon, Jason Michael, and Andrew Jenkins to discuss what it means to remain relevant. Starting the conversation…

• What are 2-3 things you do as a leader to remain relevant to your team?
• Relevance and disruption.
• Relevance and connection.

Host: Jessica Dewell Panel: Shane Sturgeon, Jason Michael, and Andrew Jenkins What You Will Hear: 4 ways for leaders to make sure we keep the mission of the company center to our interactions (with our role and developing our people). 3 areas that build on each other for the work we do ourselves to improve as leaders, and as good human beings. The power of big goals and how they bring people together. Everything we talk about are skills - and the more we do them, the better our skills get. No matter how good we are, we still will have awkward conversations. There is an element of revolution necessary (actively say what works and what doesn’t) to remain relevant. What contributing members do on your team, what does contribution look like? Mindset, supporting each other at work (and life)…there is one person, the leader, that is the role model. Communicating the goal - why is every person there, and how they contribute. When culture speaks louder than values. Process and problem solving is inherent to leaders that get results, create cohesive culture, and people follow. Tips for transparency in communication to build trust and what/how we communicate our (and our teams) relevance is changing. When mistakes are made, and no basis for FAILURE, it can be taken personally. What’s the worst thing that could happen to me now? What resilience looks like - from personal stories. The importance of being neutral, even detachment. How to be neutral to see all sides. The fly on the wall. Notable & Quotable: Shane Sturgeon: You might find you see you may not be relevant in the future. Jason Michael: Being neutral allows us to step into the shoes of another and see where they are coming from. Andrew Jenkins: Teams need big goals, and take time to build people’s knowledge and wisdom. Andrew Jenkins: Foxes and dolphins are two animals that have business traits we can identify and understand in our teams. Jessica Dewell: You write your own ending. Jessica Dewell: Revolution is necessary. Where are we going, and when will we change? Jason Michael: Contribution is whatever value you give your team, you get back. Shane Sturgeon: Roles didn’t matter too much - everyone was contributing beyond what their roles would be and they did it happily. Andrew Jenkins: High performing teams have growth values - a desire to make a difference. Jessica Dewell: When I’m doing my job right, clients don’t need me anymore. Andrew Jenkins: The hows always follow whats. It starts with the big goal. Shane Sturgeon: When the right questions are asked along the way, the right outcome will materialize. Jason Michael: Skill sets are necessary (including technology) to do the job AND give a foundation to anticipate Shane Sturgeon: Disconnect from the changes that happen because it will happen - support people through difficult change. Andrew Jenkins: There are things we have that no one can take away from us. That is our authenticity - that is who we are. Jason Michael: The more failures we have the better we understand how we are really affected, and we take it less personally. Jessica Dewell: When what I thought is not the same as what I see and hear … it’s up to me to close the gap between the two, and bounce back. Shane Sturgeon: Being neutral, seeing both sides, is easier to say than to do. Jason Michael: I like the visualization of being a fly on the wall and seeing everything that is going on. Andrew Jenkins: One of my mentors told me: I don’t go into meetings prepared, I know my ability to problem solve and I know that we as a team will resolve it. I don’t come with the answer - we will get the answer together. Resources:

• PDXConsulting Leadership Qualities
• Simon Sinek, Start With Why:
• Jim Collins, Good to Great: First who then what.
• Secret to Bounce Back
• Sonder: The Realization That Everyone Has A Story

Tags: relevance, leadership, leader, collaboration, reading, soft skills, emotional intelligence, revolution, contribution, willingness, performance, high performance, efficiency, process, disruption, problem solving, skills, skill sets, confidence, knowing, mind set, resilience, resourcefulness, neutrality

This program busts the myth that responsibility has no place in business. It shifts the focus from what happens outside of us (that is not in our control) and puts it right where it must be: inside of us (because we can control our own responses and actions). When we focus our attention and energy to our choices and the action we take responsibility. It's not easy, and this program is filled with tips and experiences that are useful to every leader. Host Jessica Dewell talks with Meridith Elliott-Powell, author of "Own It - Redefining Responsibility."

Starting the conversation…

• What are different definitions of responsibility?
• What problems crop up when different definitions are applied to everyday work situations?
• Responsibility is part of the definition of selected company values - it's what makes carrying out the mission effectively requires.

Transcript for program: How Responsibility Adds Value Host: Jessica Dewell Co-Host: Meridith Elliott-Powell

What You Will Hear:

Why responsibility matters, right now. Focus energy and attention to our own actions counters what society tells us. Combat blame: what you can and cannot control. Challenges around responsibility and what we can do about it. The words we use frame our situation, do you chose to see the opportunity? When a problem affects us all, and we can come together, to use experience of the group and find a solution. Choose to complain or you can choose to do something about it. (Think about how it makes us look…) Tips for Leaders to show up. Our actions matter. Truth about employee engagement. Two stories of when times change so our skills and contribution must too. Advancement doesn't mean to only go up. Be open to non-traditional. Myth of the working manager. Quote from "Own It Redefining Responsibility." Managers implement things that the reasons behind them are unknown. What can we guarantee? Two growth strategies that bring responsibility front and center to our companies. Equal pay for equal work - women at work.

Notable & Quotable:

Meridith Elliott-Powell: Responsibility is not a burden, it is a freedom. Meridith Elliott-Powell: It's a matter of whether you want to move forward and where you put your energy to do that. Jessica Dewell: When we know we have choices, regardless of how small, everything else builds from the energy of a single choice. Meridith Elliott-Powell: Commitment to behaviors even when the road gets tough. Jessica Dewell: Don't look for a silver lining. Look at what's there and then adapt. Jessica Dewell: Stop. Look. Ask, what can I do here? Meridith Elliott-Powell: We have become addicted to entitlement and instant gratification. Meridith Elliott-Powell: Put responsibility back into your life - whatever stage of life you are at. Meridith Elliott-Powell: Every moment your people see you is telling someone if they see future potential in you. Jessica Dewell: Leadership trifecta: remove obstacles, communication, and develop people. Jessica Dewell: I am only going to produce [from my team/from my business] what I put in. Meridith Elliott-Powell: Employee engagement is made of of two things: they want support and they want the dead weight gone. Meridith Elliott-Powell: Employee engagement is a culture where they want to engage is where employees feel safe to take a risk and not know it all. Meridith Elliott-Powell: Not everyone wants to be CEO and others don't have the skills to be CEO. Meridith Elliott-Powell: Developing people is a whole lot of work - you've got to want to do it! Jessica Dewell: Trust takes forever to build and minutes to knock down. Meridith Elliott-Powell: We can support leadership while being transparent and keeping trust with team. Jessica Dewell: We are figuring out how the rules changed together. Meridith Elliott-Powell: Ask for what you want.

Resources:

• Own It!

Tags: responsibility, connections, blame, choice, emotion, instant gratification, commitment, adapt, problem solving, success, employee engagement, candid, organizational culture, Peter Principle, structure, efficiency, delegation, people development, trust, integrity, rewards

This program busts the myth that responsibility has no place in business. It shifts the focus from what happens outside of us (that is not in our control) and puts it right where it must be: inside of us (because we can control our own responses and actions). When we focus our attention and energy to our choices and the action we take responsibility. It’s not easy, and this program is filled with tips and experiences that are useful to every leader. Host Jessica Dewell talks with Meridith Elliott-Powell, author of “Own It - Redefining Responsibility.” Starting the conversation…

• What are different definitions of responsibility?
• What problems crop up when different definitions are applied to everyday work situations?
• Responsibility is part of the definition of selected company values - it's what makes carrying out the mission effectively requires.

Transcript for program: How Responsibility Adds Value Host: Jessica Dewell Co-Host: Meridith Elliott-Powell What You Will Hear: Why responsibility matters, right now. Focus energy and attention to our own actions counters what society tells us. Combat blame: what you can and cannot control. Challenges around responsibility and what we can do about it. The words we use frame our situation, do you chose to see the opportunity? When a problem affects us all, and we can come together, to use experience of the group and find a solution. Choose to complain or you can choose to do something about it. (Think about how it makes us look…) Tips for Leaders to show up. Our actions matter. Truth about employee engagement.

Two stories of when times change so our skills and contribution must too. Advancement doesn’t mean to only go up. Be open to non-traditional. Myth of the working manager. Quote from “Own It Redefining Responsibility.” Managers implement things that the reasons behind them are unknown. What can we guarantee? Two growth strategies that bring responsibility front and center to our companies. Equal pay for equal work - women at work. Notable & Quotable: Meridith Elliott-Powell: Responsibility is not a burden, it is a freedom. Meridith Elliott-Powell: It’s a matter of whether you want to move forward and where you put your energy to do that. Jessica Dewell: When we know we have choices, regardless of how small, everything else builds from the energy of a single choice. Meridith Elliott-Powell: Commitment to behaviors even when the road gets tough. Jessica Dewell: Don’t look for a silver lining. Look at what’s there and then adapt. Jessica Dewell: Stop. Look. Ask, what can I do here? Meridith Elliott-Powell: We have become addicted to entitlement and instant gratification. Meridith Elliott-Powell: Put responsibility back into your life - whatever stage of life you are at. Meridith Elliott-Powell: Every moment your people see you is telling someone if they see future potential in you. Jessica Dewell: Leadership trifecta: remove obstacles, communication, and develop people. Jessica Dewell: I am only going to produce [from my team/from my business] what I put in. Meridith Elliott-Powell: Employee engagement is made of of two things: they want support and they want the dead weight gone. Meridith Elliott-Powell: Employee engagement is a culture where they want to engage is where employees feel safe to take a risk and not know it all. Meridith Elliott-Powell: Not everyone wants to be CEO and others don’t have the skills to be CEO. Meridith Elliott-Powell: Developing people is a whole lot of work - you’ve got to want to do it! Jessica Dewell: Trust takes forever to build and minutes to knock down. Meridith Elliott-Powell: We can support leadership while being transparent and keeping trust with team. Jessica Dewell: We are figuring out how the rules changed together. Meridith Elliott-Powell: Ask for what you want. Resources:

• Own It!

Tags: responsibility, connections, blame, choice, emotion, instant gratification, commitment, adapt, problem solving, success, employee engagement, candid, organizational culture, Peter Principle, structure, efficiency, delegation, people development, trust, integrity, rewards

Knowing our priorities - our real priorities - and deciding what we can do sets the tone of each day, which turns in each week, which turns into each month. Time goes by, and there are always external pressures: family obligations, work tasks that keep us on track for the next promotion, and our own personal goals. When we actively work on emotion management, create our own structures and routines, and make sure to feed our creativity stress no longer is a bad word. Deadlines don't lurk around every corner. And we can thrive on that. Jessica Dewell hosts this Voice of Bold Business Radio program with panel Susan Finch and Howard Strauber.

Starting the conversation…

• How do you thrive on stress and deadlines?

Transcript for program: Thrive on Stress and Deadlines Host: Jessica Dewell Panel: Howard Strauber, Susan Finch

What You Will Hear:

What Stress does (or does not do) for us. Prioritization and real priorities. 'I just want to get the job done' and how to get on and off [the train]. Letting go of stress, decompress, in our own way (that is respectful of ourselves and others). Time management and plans can catch the unexpected and make it less jarring. Ways to use structure in a day. Recognize what is draining. The morning sets the tone for the day. The bad connotations and reality of what stress is and means today. Emotion management and emotional intelligence related to stress. Accountability and responsibility are key skills to stress management. We define them. Communication, anger, and fear … skills to learn. Deal with setbacks. (Failure is the equivalent of giving up.) Concept of agree to disagree.

Notable & Quotable:

Howard Strauber: Show up, perform, and execute. Susan Finch: If it's not going to matter in six months, so what? Do I need to do it at all? Howard Strauber: I need a balance and I need my boundaries. Susan Finch: I've learned to take a tip from babies and puppies: a routine. Susan Finch: I plan ahead for things to go awry and that saves me almost every day. Howard Strauber: I must ease into my day [may way] for peace-of-mind. Susan Finch: I love structure. I schedule spontaneity. Jessica Dewell: I live in action. Howard Strauber: I love creating in the beginning of the day. Jessica Dewell: Stress has turned into a bad word, and has become a word for everything. Susan Finch: Stress is a buzzword that lost it's buzz. Howard Strauber: Stress is finite. You can be stressed or not stressed. It's up to you. Jessica Dewell: We don't have to be born with responsibility and accountability to learn and use these skills. Howard Strauber: I blame Barney for people not being accountable and not being responsible. Everyone is not going to love me. Howard Strauber: Setbacks are a part of life. Being tested is important because I learn from each test. Susan Finch: Accountable is more than admitting, it's what we do about it too. I don't want to clean up your mess. Jessica Dewell: Everyone must be heard, emotions acknowledged, teach them to use communication as a skill. Howard Strauber: Be respectfully respectful. Howard Strauber: I give myself a chance. Jessica Dewell: Only when we quit trying do we fail. Susan Finch: There is something that causes the stickiness - so, change it up! Howard Strauber: You have to have failure to have a comeback. Susan Finch: Check your motives.

Resources:

• Raul Villacis says: Be All In (nextlevelexperience.com)
• If You Don't Have Big Breasts, Put Ribbons On Your Pigtails

Tags: execute, prioritize, health, stress, process, decompress, routine, structure, schedule, creativity, emotion management, emotional intelligence, choice, responsibility, learn, setback, listening, follow through, mistakes, awareness, forgiveness