Self-Care Is Non-Negotiable

Self-Care Is Non-Negotiable

Sometimes we don’t realize how much something in our work life has impacted us until we are burned out. I know there’s a lot of talk out there about the importance of self-care, so much so that it may begin to sound like the next fad or buzzworthy topic, but I can assure you that the potential downside of not implementing self-care is exhaustion and burnout. I’ve been on the exhausted side in my career and it takes far more energy and strength to recover than it would if I’d had a solid self-care plan in place to begin with.

Our team is mighty but small—each of us plays a vital role in getting things done and driving results, so when one of us is off track or having a hard time, we all feel it…

On a recent, pretty high stakes project, I pushed myself hard. It wasn’t until the project was over that I felt the full impact of having pushed myself too hard—what I was not fully aware of until after the fact was that I did the project without having a solid and supportive self-care routine in place. I kept telling myself things like, “I’ll just work until I meet this deadline and take a break when it’s done.” The problem with that kind of thinking was that the end point for taking a break was constantly moving—I never took that extra break. I pushed and pushed, working long hours on the weekend because I knew the project had to get done and thought that the deadlines were hard and fast—the truth was with this big project there were so many components and other people involved, so deadlines and timelines kept shifting from outside of my control—but my mindset stayed the same: “After this is done, I will take a really long luxurious break”.

But here’s the thing…

I was tired and when you’re tired, your best thinking is just not available. You are running on fumes and think you’re doing your best, but your best isn’t available in this state.

MY best wasn’t available. 

Yes, the project was completed and a success, but at great cost to my health and well-being. Towards the end, I was often reactive and my zone of emotional endurance was low. It wasn’t that I was always in self-protection—I had moments where I was able to show up in Self-Leadership and move forward with confidence and clarity. It was that I did not ever give myself a full break (or any breaks at all) where I felt completely rested. I was on high alert and running on fumes for far too long and constantly moving the point I’d allow myself a break.

I didn’t have a good, consistent self-care practice in place. If I had, I would have never gone as long as I did during this project without allowing myself the space to decompress and unwind. I was driven by a sense of urgency, (I don’t think I am alone in this) and I kept thinking that taking breaks would distract me from giving my all and doing the best job possible. 

Nothing could be further from the truth. 

Every single one of us needs breaks and we need them often. Sure sometimes, you may be completely in flow and forget to take a break, but being in a flow is totally different than pushing yourself to keep going.

When we build in self-care and create the space and habit to participate in activities that allow our brains to have a break and recharge, it is the equivalent of filling up our gas tanks with plenty of energy to keep us going. But the tank needs to be refilled over and over… 

We need the same. Just like we need to eat and sleep, we need to build in what recharges and refuels us in our self-care routine.

When you feel the urge to keep pushing, try the following instead…

  • Ask yourself, “Am I pushing through because I’m really almost done or do I feel like I’m behind?” If you feel behind, take a 5 minute break to recenter yourself. Chances are you have some negative self-talk happening because you’re not as far along as you’d like—AKA self-protection. Reminder: nothing good happens in self-protection.
  • Schedule short breaks throughout your work day to take a breath and reset. The length of these breaks depend on your needs and how much you are exerting yourself on a particular project. You may not need as long of a break from simple, easy, and habitual tasks as you do from something that requires complex thinking—but the opposite can also be true depending on how long you’ve been working on habitual tasks—check in with yourself to see what feels best.
  • Make a commitment to sign off at a reasonable hour. Sure, sometimes you need to put in a few extra hours because you absolutely need it the next day, but most of our work is a marathon and not a sprint, so honoring your own needs by signing off on time or earlier than normal will help you decompress and recharge.
  • Take your weekends off unless you’re in a short term, high stakes project that will be over quickly (for example, a launch or a training that is happening). Give yourself space between your work and non-work life. It’ll help you return fully recharged and ready to go.
  • Don’t ignore your body’s signals. Shoulders and neck hurting? Take a break. Eyes tired from staring at a screen too long? Take a break.

Be proactive about your self-care routine and do activities that fill you up and help you recharge on a regular basis. Don’t wait until you’re too tired or too overwhelmed to think about it—make your self-care a priority and make sure it’s non-negotiable.

The time is now to make your well-being and needs a priority.

To your self-care and health!

Heather

 

Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

The Generosity of Leadership

The Generosity of Leadership

As humans living in extraordinary times that are difficult for so many people, it is normal for us to be triggered and upset and to react in self-protection. As the world contracts, it is normal to want to do the same. But, what if we consciously lean in to make the deliberate choice to be open and kind instead? Being able to recognize your own self-protective behaviors in the face of adversity and to consciously choose your impact is key to showing up in Self-Leadership.

I recently had an experience while running errands that demonstrated the importance of being aware of my own self-protection and consciously being able to choose my impact. I decided to drop by the local nursery where I’d placed an online order a few days earlier to see if it was ready to pick up. They hadn’t called to let me know whether I could pick it up or not, but since I was already in the area, I decided to drop by and check. It’d save me some time if it were ready by not having to go back later in the week when I knew I’d be too busy.

When I arrived, I noticed that there was only one person working inside of the store and another person out in the back—the line was long and I could feel myself getting impatient, but still I consciously chose to remain in line, recognizing that there was nothing I could do but wait patiently or leave and come back another time. It was clear that they were understaffed and still doing the best they possibly could under the circumstances. Recognizing this truth helped me to stay present and calm while I waited instead of giving in to any self-protective, reactive behaviors.

Then there was a person who walked in, took a look at the line and saw that he wasn’t going to get immediate attention, impatiently bypassed the line and decided to wait outside for the woman who was helping another customer with a tractor. But, I was next in line. I recognized my frustration and my reaction wanting to jump ahead and explain that I was there first, but I still chose to remain calm and remind myself that they were doing the best they could given their resources. Fortunately, the woman outside recognized that I was there first and helped me first before the impatient man who bypassed the line.

What I found interesting is that the woman was still upbeat and choosing to show up in a positive way even though it was busy and they were understaffed. She was happily doing her work and very clearly showing up in Self-Leadership. Under the circumstances, if she had been in self-protection, she could have reacted in a way that would have been felt by everyone there—she could have been apathetic or snippy or anything in between but still she chose to show up and do the best she could under difficult circumstances. That’s Self-Leadership.

And I like to think of choosing to show up in Self-Leadership even when there’s good reason to be upset and reactive as “The Generosity of Leadership”. When you are able to choose to show up in Self-Leadership under difficult circumstances, it demonstrates the value of choosing consciously to be aware of your impact on others. It is easy to react in self-protection when things are difficult—it’s automatic and normal. But when you are able to pause and lean into the opposite choice of being open and expansive, you are able to consciously choose the positive impact you desire. The more that you (and all of us) consciously choose to be generous and compassionate in the face of challenge, the better it goes for everyone. Choosing your impact and choosing to show up in Self-Leadership is an act of kindness and generosity—it creates a powerful ripple effect that can be felt all around.

So how can you consciously choose your impact and show up in Self-Leadership even when things are tough?

Here are a few ways to help you choose…

  • If you find yourself reacting to a circumstance in self-protection, pause and ask yourself, “If I let this play out without considering my part, is this the impact I want to have?”
  • If you feel triggered in the moment, pause to notice and focus on your breath. This simple redirect can help slow down any self-protective reaction you may be having, allowing the space to choose differently. 
  • Remind yourself that you never know what one person is experiencing in any given moment and that you have the power to show up with kindness and compassion.
  • Remember to forgive yourself for any reactions you may have. This helps you to let go of any judgments you are having towards yourself and others and allows the space to choose your impact.

You have the power to consciously choose your impact no matter what is happening around you. And it’s even more important as we all experience and move through difficult circumstances, here and around the globe, to take the time to pause and consider our impact. We always have a choice. You can react from self-protection or you can consciously choose to show up in Self-Leadership. Which will you choose?

Barbara

 

Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

How to Define Company Goals

How to Define Company Goals

When I ask leaders and their teams about their main obstacles to performance and what prevents them from achieving results, the number one answer—by far—is “Not having clear goals.” They say things like: “I don’t really know what we’re doing,” or “I don’t understand the bigger picture here,” or “We keep changing our plans, and I’m confused about what we’re really going for now.”

My CEO clients are routinely shocked when I share this with them, saying things like “What do you mean, they don’t understand the goals? I talk about them every week! Plus I just explained them in depth at our all-hands meeting a month ago! And what about all the strategic planning we did? My entire leadership team attended those sessions and said they loved the vision and goals!” I remember my leaders saying the same thing to me at Coffee Bean, and thinking to myself, What the heck more could I tell them? I’ve given sales goals, and new store counts, and customer satisfaction targets—what else could they possibly need? 

I was perplexed about this for years until I realized that when team members said, “I don’t really understand the goals,” what they usually meant was, “I don’t know how to achieve the goals, nor do I know the plan to make them happen,” or “I don’t really understand my part and how it will contribute to the goals,” or “I don’t believe I can achieve those goals, but I don’t know how to say so.” No one wants to commit to outcomes when they can’t see a reasonably clear path to achieve them. As soon as we focused the leaders and team on creating the strategy and plans to achieve the results, the confusion and uncertainty disappeared, which then made alignment and agreement easy.

But how do we form those original goals in a way that everyone can understand them and have confidence in achieving them? How do we form goals that the team commits to achieving, and then does? And what about when the goals change?

Our process produces what we call your “Visionary Master Plan,” and after Self-Leadership, it’s the most important element that enables teams to achieve desired results. In the Visionary Master Plan, you’ll learn how to articulate clear goals along with the “big why” behind them so that everyone knows what success looks like. You’ll also need to identify the strategic and internal projects that create the path to get you there.

But before we dive into that, we need to temporarily back up and discuss how business happens in the “real world” today. The old ways of working, where unusually smart, driven people gave orders from the top and everyone else did what they were told, are completely obsolete. The modern business environment changes faster and faster—technology innovates at blazing speeds, customers demand better quality for fewer dollars, and competitors pop up everywhere. So how do we grow a business amid such rapid change? 

You have likely heard people talk about going from point A to point B. To describe the process of business growth today, I use a model that, instead, charts the journey from point A to point V. Point A in this model represents your current state, and point V represents your Vision State—the state you want to get to, where your vision for your business is made manifest. 

You’re probably now wondering, But what does “vision” really mean in this context? Well, this V State is a set of high-level goals that you can describe in relatively concrete terms, as if you’re standing three or four years in the future and have actually achieved those goals.

And this V State doesn’t just describe the business results you are aiming for—it also includes the level of operating excellence needed to achieve them. I’ve found that most small-business owners don’t give the quality of their operations much thought. They think that if they just focus on achieving results, then good performance will happen naturally. But as with any activity in which you want to reach a mastery level, your company will hit a plateau if you don’t take deliberate measures to improve. So when you are planning your future V State and defining the outcomes you want to reach, you also need to think about how you and your team will operate to achieve those outcomes. When you have successfully reached the V State, what level of professionalism, teamwork, communication, structure, and processes will you have in place that have propelled you to reach that point? 

Thinking from your V State is a simple concept, yet it’s a major empowering mindset shift. Picture yourself in the future, already having achieved your goals, and then imagine what your work and the work of your team members will look like. 

  • What kinds of things will you be doing differently from the way you operate now? 
  • For example, if your team currently plans everything at the last minute, how will that work when the revenue doubles? 
  • If you make all the important decisions yourself and haven’t yet developed your team to take on more responsibility, how will you focus more on strategy and innovation? 
  • And if your customer service team currently has to enter the same information into three different software systems, how will that work when your volume triples?

When you think about these things from your current A State, you may realize that things are getting difficult and that you need some extra resources, or more planning time, but you aren’t thinking of what will be different about the business at scale; you’re just thinking about what would solve the problem right now. In fact, each of these issues needs to be addressed not only to solve the problem for now but also to work effectively for a bigger future that’s coming soon! This V State mindset should inform all of your strategic planning, major decision making, and problem solving, because it both widens your perspective and moves it into the future. Thinking from your A State, or doing what’s easy and convenient in the short term, does the opposite. In business, long-term, sustainable success is tied to your ability to face the problems of the current moment and address them with thought out solutions that not only resolve the issue in the moment but are also in service to your future V State. Short-term-only solutions are likely to cause even more problems down the road, keeping you and your team locked in a perpetual state of running fire to fire, so it’s worth thinking ahead in the “now.” 

To learn more about how to define company goals and everything you need to know to achieve the best outcomes, order a copy of The People Part. This book contains valuable information to help you become a better leader and work collaboratively and effectively with your team. 

Warmly,

Annie

 

Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Expanding The Zone of Emotional Endurance

Expanding The Zone of Emotional Endurance

As human beings we don’t have control of what happens, but we (almost) always have a choice in how we respond. As a leader, making choices from Self-Leadership ensures that you can navigate challenges and find the best way forward. It also enables you to create psychological safety and build secure working relationships. However, it does not mean that all your team members are going to feel good all the time.

When it comes to psychological safety, the most common misconception by far is thinking that it’s about making people “comfortable.” Let’s be clear: Total safety and comfort in business isn’t possible (or even desirable). Instead, business inherently faces challenge, loss, and problems. To achieve lasting success, companies need to endure the tough stuff and grow despite the difficulties—which means that people need to not just survive but thrive, even when they’re experiencing stress, challenge, and change.

When we say that team members need psychological safety to do their best work, that doesn’t mean they need to feel good, comfortable, or at ease all the time. Rather, we want our team members to feel psychologically safe enough—enough to endure the inevitable discomfort they’ll experience and stay anchored in Self-Leadership so they can use their thinking brain to problem-solve, as well as step up to taking on greater responsibility and risk.

Trying new things is inherently uncomfortable. Often as humans we stick with behavior that’s familiar, even if we suspect it will not get the best results, because at least we have relative certainty—we know we didn’t die the last time we behaved that way. To be a part of a business that remains relevant, you need to know how to innovate with your team. Innovation sounds exciting, right? It is! But being effective at leading innovation means that you have to master your ability to spend a lot of time in discomfort, and make it safe for your team to be in discomfort right alongside you. I’ve made a model to illustrate this delicate balance between being totally at ease and being totally overwhelmed—a zone in which we’re uncomfortable but still able to think clearly and take calculated risks, despite feeling fear and/or discomfort. This is how we learn and grow. Take a look at the graphic below to see how I think of it visually.

The top zone is where you succumb to emotional reactivity: the panic, punishment, pleasing, and paralysis zone. Different people experience this differently. For some, extreme stress comes across as highly punishing; they think, This is just too much, I can’t take it, it’s not worth it, I have to take a day off. Others respond to extreme stress with panic, unable to be still or control their racing minds, which leads them to speak every irrational thought and every difficult feeling, including anger, out loud. They’ll say things like “I can’t believe this happened. I’m so upset! How did you mess this up?” while frantically putting notes and reminders in their phone. Still others become paralyzed, frozen in overwhelm or fear. They’re often on the receiving end of someone yelling, “Gosh darn it—do something!” And some even go into appeasing behaviors, where they will say and do anything to reduce tension and avoid conflict, even if that involves lying, evasion, or manipulation. Such as “I’m sure I can get this solved before tomorrow”—when everyone who’s in their right mind knows that’s not possible.

The bottom zone represents comfort and (sometimes) denial. Unlike the top zone, this zone can actually have a productive use. We can’t spend our entire lives with tension and stress present in every moment, so the comfort zone is where we recharge our batteries so we can face challenges later. This is the zone where we may busy ourselves with data entry or cleaning up our e-mail inbox, and it helps us cool down after a challenging workday (or week!). But you can indeed have too much of a good thing, and staying in this zone as a way to avoid facing issues (or deny they even exist) guarantees that there’s no growth or learning going on. You’re avoiding the stress of being challenged, sure, but you’re also denying yourself opportunities for both you and the business to improve!

The middle zone is where you are at your most productive. In this zone, you are psychologically safe and secure enough to meet challenges, take deliberate risks, learn new things, and, yes, innovate—even though you’re uncomfortable, doing things you haven’t done before or stretching your capabilities beyond where you’re confident in your own performance. You may even be experiencing pain, fear, frustration, or any number of emotions; however, these emotions don’t control your behavior—you perform well even while experiencing some discomfort of negative emotions. And as you spend time in this zone, you’ll function better and better in it. Imagine you’re about to present a new idea, suggest a solution to a tricky problem, or have a potentially difficult conversation with a team member. You aren’t 100 percent sure of the outcome and it’s a bit nerve-racking, but you feel safe enough to give it a try. Once you make it through in one piece—even if the outcome isn’t exactly what you hoped—you’ll feel confident to do it (and other tough stuff!) again. Every time you reap the rewards of taking a risk, you grow your confidence and competence and “level up” your work.

I refer to this as building your emotional endurance—an element of Self-Leadership—and it is a key competency for team members and leaders alike. 

To learn more about psychological safety and Self-Leadership, pick up a copy of my book The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good. You can order it everywhere books are sold or head to anniehymanpratt.com/book.

 

Warmly,

Annie

 

Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

The Habitual Behaviors that Make Up Culture

The Habitual Behaviors that Make Up Culture

Self-Leadership and secure relationships, the Business Operating Triangle, role clarity and agreements—comes into play when we’re talking about the way a team interacts and the habits and behaviors that make up the fabric of each day’s work. Many of the best practices that make up an effective culture are combinations of multiple behaviors that we demonstrate all at once. But we need to clearly define those behaviors and essentially give some instruction for how to demonstrate each best practice, so that team members can learn and practice them until they become habits. We’ve identified four best practices that every organization needs to cultivate in their habits and culture.

#1: Inviting Engagement and Candid Dialogue

The two strategies I teach to foster open, engaged, and highly collaborative communication are:

  • Soliciting engagement through asking for opinions
  • Talking tentatively

Often when my team comes into an organization, we find that they have been operating in a paradigm in which the CEO does most of the talking and critical thinking, while fielding very little information or input from the team. The cost of this is high, because leaders are prone to making poor decisions when they lack the critical information and perspectives possessed by their people on the ground. This habit of CEOs is common because when they start a business, they are the ones who, for example, understand their clients most—since they work with them directly! But when the business grows, and the CEO’s role moves into growth and strategy and away from client interactions, they may find it hard to accept that they no longer know the clients or their situations as well as they used to. In fact, it’s usually the client delivery team and salespeople who have the most current and relevant information and insights, so the CEO should invite opinions from them!

Inviting engagement and soliciting relevant opinions works best when it’s a habit that becomes part of the culture. You might have heard someone say, or even thought to yourself, I wish we had a more open, collaborative, and inclusive culture. I almost never get to contribute my ideas or share important feedback that would benefit the company! I guess no one cares what I think. In fact, the other people usually care a lot about relevant input, but other assumptions and habits get in the way. They might think they don’t have the time to ask, or they just might not be in the habit of asking. Or they might assume that if someone has something relevant to say, they will. However, over the years I’ve learned that people in the workplace, as a group, generally stay quiet and don’t volunteer extra information unless they’re asked. In fact, to be respectful to others, most people feel it’s not their place to speak until asked.

To create an open, collaborative, inclusive culture, you’ve got to habitually invite input and opinions whenever you’ve got multiple stakeholders involved in a project or issue. I have trained myself to always be asking, “What do you think?” Because I’m always asking, they don’t wonder whether I want their opinion—of course I do! Their input and opinions are extraordinarily valuable and necessary for our success. Team members who work with me now often anticipate this question and offer their opinions even before I ask.

There is a second dialogue behavior that goes hand in hand with the question “What do you think?” that actively cultivates an environment in which people feel free to share what’s really on their minds. It’s called “talking tentatively.” Here’s how it works: Let’s say that I’m negotiating to solve a problem with my team about the schedule for a high-stakes project. I have a solid opin- ion about it, but I also want their opinions and input before I make a final decision, because I might be missing something or perceiving the situation incorrectly. I know (from tons of experience) that if I share my opinion in an authoritative, definitive way, it sounds like I’ve made the decision, and therefore the dialogue and input from the team will come to a screeching halt. No one wants to challenge the boss’s decision once it’s made. And if I ask for thoughts at that point, it sounds like a rhetorical question and leaves people wondering if it’s a test of their compliance.

Instead, whenever I’m working with the team to solve issues, plan, or make decisions, I’m always talking tentatively. Using tentative language implies that my ideas and opinions aren’t fixed and final. It will likely sound something like this: “I’m thinking we should move project A forward and delay project B until second quarter. What do you think?” If I present my ideas as a directive or a demand, I shut down the collaboration, as team members resign themselves to doing what I say, whether they think it’ll work or not. But if I say, “I’m thinking . . . What do you think?” This lets the team know that I’m receptive to feedback and open to change. It creates space for others to ask questions and bring challenges forward. It also allows you to test ideas, theories, and alternative solutions without signaling a clear bias. Whatever plans and agreements result are better set up to succeed.

Some more examples of tentative talk include:

  • “Given these facts, I’m considering this (plan, solution, etc.) . . .”
  • “I’ve considered (context), which is why I’m intending to . . .”
  • “The story I’ve told myself about this situation is . . .”
  • “The meaning I’ve made of this information is . . .”
  • “I’m not certain of this, but here’s how I see it . . .”

To learn more about the remaining 4 best practices that every organization needs to cultivate in their habits and culture and go in-depth into the 7 agreements that every team and leader needs to create a thriving and sustainable business, order a copy of my newly released book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good, at anniehymanpratt.com/book.

 

Here’s to your leadership success!

 

Warmly,

Annie

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Mindfulness and Moving Through Change

Mindfulness and Moving Through Change

Recently, I made a conscious choice to move from sunny California to snowy Vermont, and as timing would have it, I drove across the country to my new home in January. When I received the keys and opened the door, it was confirmation that this was exactly where I was supposed to be and that I’d made the right choice.

I grappled with making this decision for many reasons, but ultimately I knew it was the best one for my family and me even if it appeared like chaos and a major upheaval. Before I made this decision (and just as I coach my clients), I allowed plenty of time for critical thinking and to sit with the unfolding as I made space for more information to be revealed. From the very start, I chose many key tools (that we also teach to our clients) to help me stay anchored as I pondered my next steps.

As you consider a significant change, it is helpful to be mindful of the following:     

  • Pause, take your time; allow things to play out and for more information to come forth, which gives space for your best thinking and decision making.  
  • Appreciate the knowledge you have, and the many things you can do each day and can control, and surrender to those things you cannot control. Know life goes on either way.
  • Embrace what life teaches and what you learn about yourself as you move through change. It adds to your confidence and clarity about who you are as a whole person.
  • Breathe; be present today, right now. Remember if you feel powerless, you are not being mindful or present in this very moment, today. Yesterday is the past and tomorrow is the future—you are only able to make decisions in this present moment.

Also consider the following questions and use your answers as your anchor:

  • Anchor thought: “How do I want to show up while change is happening?” 
  • Anchor thought: “When I do this, what impact will I have on myself or others?”
  • Anchor thought: “Is the timing, my resources and abilities aligned to the end goal?” 

With all of these key tools, I was able to mindfully approach this move with my best thinking intact. I discovered a myriad of open roads, and many choices had to be made along the way. Just like life (and work) presents to us, the roads may vary and are not always as expected. The course sometimes has to change, but when you know how to stay anchored in the outcome you are going for, pause and allow yourself plenty of space for decision making you can navigate the unexpected.

On my journey, I remained mindful of how each road brought me closer to my end goal even though the path wasn’t a straight line—and I welcomed it. Granted, I turned around a few times—and took in the experience—the freeways with heavy traffic, two-lane highways with interesting landscape and viewpoints, curvy country roads with locally owned cafes. I opened myself to a few conversations with strangers and a glimpse of Americana that I don’t have every day.

I’ll admit that I could have done without the “stop and go” driving on roads under repair, or those short miles with potholes and gravel, but there is a degree of satisfaction I feel within myself knowing that I didn’t react to it. I chose to let up on the gas, be patient and take my time. That learning remains. “Letting up on the gas and taking my time” is more than often a good thing that I can easily apply in all of life. 

As I drove across the country, I began to realize that the roads were symbolic of the variety of changes that life presents. I knew it was within my control to choose my intention for the day, and to choose realistic expectations of myself (offer self-compassion), and to appreciate and connect positively to all that the miles of the day offered. 

In the moment, in the middle of nowhere, it also occurred to me that the only impact I was making was on me and my day, and that felt both empowering and calming. I noticed my breathing, and I breathed in deeply, and as I let it out, a small smile of peace and contentment crossed my face. I was present, living in the moment, and I anchored in a level of acceptance—I was confident I would be okay with the changes on the road, whether the next tight, steep bends were difficult to drive or not.   

Choosing mindfulness brings security, and eliminates the potential stress an unknown situation can cause when moving through change and the unknown. On the road, I encountered people and a snowstorm that had an impact on my situation. As expected, some were helpful and others were not, even with brief questions about the area. But I was there for my every step of the way. Being present and being okay with not knowing exactly how the drive will go or how my interactions will go, is putting mindfulness into real life practice.

I knew my intention was to get out of the snowstorm before dark, and fortunately, within a few miles, the highway dropped in elevation and there was no snow. I felt a degree of relief as the sun poked through the clouds, because I was on a road I had not driven before. Tensions have the potential to rise when we’re in the middle of something we’ve not experienced before. 

When you are in a situation where there’s no turning back, then like me, you choose to drive forward, even when faced with the unfamiliar. There is no way around it. Accept that change can be a challenge and a teacher to us as we break out of old habits and enter into the new.

During change, your awareness will be raised to the next best thing that happens for you when you live in mindfulness today. You will find yourself saying, “I am really okay in this situation.” Living in choice is key, while simultaneously considering the impact of your choice. Sometimes you might choose the hard path, while someone next to you chooses an easier one.

During all of life’s cycles of change, have self-compassion. Be kind to yourself if you need time. Negotiate and make new agreements with yourself, because expectations don’t always play out. 

Surrender what you can’t control… let it go, to “let things be” is a practice and a choice.    

How you feel within yourself is what’s important and getting to a place where you say “I am okay with this.” 

In all things there is choice, and asserting that choice during change can be comforting and satisfying.     

When I saw the sign, “Welcome to Vermont” I felt inner relief. Knowing I was almost there, hands on the steering wheel, I noticed my breath. I was calm and happy. A new place, new environment. A bigtime change! I smiled with satisfaction. Like so many things, this experience is a vivid reminder that serves a purpose—it keeps me inspired to be courageous to seek change in my business life and personal life. The same is true for you.  

I thought about some of what I had learned about myself along the way that added to the confidence of my choice: 

  1. Being present in every situation increased my fulfillment. 
  2. I was open to the inevitable learning. 
  3. My own experience of change put my teaching into action. 
  4. Choosing mindfulness served as my guide as I drove the miles and journeyed on. 

When I finally reached my destination, I stepped out into the snow in the driveway, walked to the door and eagerly turned the key. I walked through my new home and took it all in. I didn’t rush it, I enjoyed the moment.

Life is happening now. How will you be present for it at each moment?

 

Barbara

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Recognizing When You Are in Self-Protection

Recognizing When You Are in Self-Protection

Self-Leadership is about showing up as your best self and making decisions from this place versus reacting in self-protective behavior!  

You may or may not think about behavior as you work, but I suggest that self-protective behaviors are universal to humans, so read on. To grow in Self-Leadership, all of us have to raise our awareness about how self-protective behaviors have the potential to derail our best thinking and our best thinking is needed to be an effective leader. 

Self-Leadership is a skill that can be learned, like any other skill. And when Self-Leadership is your internal habit, you become a fully empowered leader able to actively choose a response in the present moment that will serve both the short term and the long term of your business goals. When you build a team of individuals who have all developed the skill of Self-Leadership, you will have an amazing edge. 

Let’s take a closer look at what happens within you and your business when you’re in self-protection mode. That way, you’ll be aware when it’s happening, and you’ll be able to take action to shift yourself out of it! 

It all begins with learning to recognize when you’re in self-protection. Without awareness, you cannot make change. Self-protection—the fight, flight, freeze, or please response— served us well when we were cave dwellers, under constant threat from the elements, wild animals, or invading warrior tribes. Today, the irony is that in modern scenarios these responses not only don’t protect us, but they’re counterproductive, creating all kinds of problems in business and personal relationships. 

Behavioral scientists explain that these reactive behaviors are not adapted to modern-day human life, in which we encounter very few immediate threats, unlike our ancestors who encountered many. Instead, in today’s society, we are continuously challenged with psychological stresses that involve anticipating the farther-away future. Humans living in wealthy industrialized nations rarely worry about starvation; instead, they worry about paying taxes, getting promoted at work, sending kids to college, et cetera. Our world has so many psychological threats that it’s impossible to avoid ever going into self-protection. Frankly, it’s a miracle we don’t spend all our time in self-protection! 

However, to perform well, we must spend as little time as possible in self-protection, and this is why it’s incredibly important to recognize those behaviors in ourselves and others. So what do those thoughts and behaviors look like? There are way too many to list, but some of the most common include avoiding, hiding, blaming, judging, rationalizing, and being paralyzed in the face of overwhelm. You can see the downward spiral illustrated vividly in the graphic below. I call it the “lower spiral” because it’s the lower half of a whole model, and when you’re down there, you can easily get swept down the proverbial drain! Your best thinking is not available when you are operating from this destructive lower spiral. I constantly remind the CEOs and leaders who work with me that “Nothing good happens in self-protection!” 

But of course, we all become emotionally reactive at one time or another. I usually recognize when I’m in self-protection because I feel an almost uncontrollable urge to say or do something immediately. My heart rate speeds up, my cheeks get hot, and I can’t sit still. Most people can relate to that type of discomfort. Here’s an example: Imagine you are in an important meeting and a teammate questions the progress of a big project you are leading. They express “concern” that it’s not further along, phrasing it in a way that implies your performance is lacking. Let’s add one more stressful element: The CEO is in the meeting too! 

What happens at that moment? With a flush of embarrassment and your heart racing, a self-protective reaction usually plays out: You might defend yourself and go into explaining every aspect of what you are doing and show why the other perspective is wrong. This leads to a debate with the other team member, where you both engage in blaming, rationalizing, and defending, causing the meeting to totally veer off course. Now neither of you looks good, valuable time has been wasted, and your CEO is losing confidence and questioning the team’s ability to resolve issues productively. You leave the meeting feeling unappreciated, misunderstood, and without having made any progress on the project. Plus, you now believe that others perceive you poorly. 

Blaming, defending, and rationalizing were the main offenders in this example, but there’s a whole slew of self-protective behaviors that crop up whether people are high-level leaders or individual contributors. Here are some of the most common.

  • Ignore and Avoid: This is the first (and most common) way that we get self-protective. Often this happens when we get overwhelmed, and it can manifest as procrastination. 
  • Deflect with Denial or Rationalization: Say for example you know you are going to miss a deadline—you may deny and/or rationalize the impact of missing the deadline by making excuses for why it is happening that may seem logical but it’s a bigger form of avoiding. 
  • Judge: Making evaluations of people and situations to discern if things are going positively or negatively, or to identify danger, is a human imperative for making effective decisions. When we do this well, it’s often called “having good judgment.” But when we make moral or value judgments by assessing people and situations as bad or wrong, we instantly close our minds and move deep into self-protection. 
  • Blame and Defend: “To make a mistake is human, but to blame it on someone else is even more human!” I love this anonymous quote because it reminds me just how automatic it is for humans to blame. If you’ve ever had a toddler, you probably know that they’re naturally able to lie and blame others long before they even have the cognitive ability to make it believable. Defensiveness may sometimes seem warranted, but don’t be fooled, as it’s just another form of blame. 
  • Bonus: Self-Blame: It is essentially conflict with yourself, and it easily escalates to shame as the dialogue in your head becomes self-criticism, which never ends well.

Again, it is totally normal as a human to go into self-protection, but in business and when working on a team, your best thinking is not available when you are in self-protection. Becoming aware of it is the first step to making a change. 

To learn more about self-protection and the steps to take to help you move into Self-Leadership, pre-order a copy of my soon to be released book The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good. 

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed). 

Advanced Praise for The People Part: “Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Warmly,
Annie

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

 

 

Meeting the Moment

Meeting the Moment

As we continue to navigate our world and what it means to be a whole human during these times, what is becoming more apparent to larger groups of people is that many of our old systems and ways of doing business (and much of life) are no longer applicable to who we want to be now. We have an enormous opportunity right in front of us to dismantle any old habits and beliefs that no longer serve us.

We get to meet the moment. In front of us is a future we are co-creating. We can choose to join the momentum of positive change, creating a new vision for our communities that supports each of us as individuals, while contributing to all of humanity (win-win).

What this means in business and in the work we do here at Leading Edge Teams is that we get to support the leaders within our clients’ companies to be whole humans—no diminishing who they are, instead showing up empowered to collaborate effectively with others. 

True Leadership does not emotionally react to challenges and push forward in unproductive and harmful ways (also known as self-protective behaviors). True Leadership requires emotional endurance in the face of the ever changing business landscape. It involves well thought out choices, made after considering the current moment and future business goals. Strive to bring your best self to work, so that your good critical thinking is engaged and available to fully contribute with your team. When we each do the work at the individual level to be Self-Leaders, we can come together and achieve amazing things.

Now, this doesn’t mean lack of mistakes or perfection, or always getting it right by any means; you are still human after all. It just means that when your emotions start to get fired up, you take responsibility to reign them in enough that they are not running the show (though when we observe our emotions they can lead to valuable insight). So be a whole human being, and recognize the humanity in your team—only then will you be able to harness the power of The People Part for your business!

It is time to set aside the dated and limited approach of top-down authority and control. Complex problem-solving done well is a team effort. If there were simple solutions, our biggest problems would have been resolved already. Give your team the opportunity to be in a psychologically safe environment, with plenty of space to learn, grow and contribute—and you will find creative solutions where you thought there were none. 

You may wonder, “What’s my part?” The good news is that as an individual, no matter what is happening around you, you can make a choice about how you would like to show up! You always have a choice! Consider the leadership reputation and impact you would like to have, and start building towards it one choice at a time. 

Here are some ways to anchor in Self-Leadership to be best equipped to handle and navigate change—big and small—and keep showing up as your best self…

  • Do your self-care! You can’t face challenges well when you are on empty.
  • Create the conditions for a collaborative environment by asking more questions and listening to the answers. 
  • Slow things down when under pressure. It will seem counterproductive but it is the only way to access your best critical thinking.
  • Stay open and flexible…there is no perfect plan.

And remember, success in business today requires a collaboration of great minds, talents and perspectives. So continue to strengthen your leadership, because you can’t lead others if you can’t lead yourself. And always uplevel your People Part skills, because sustainable success takes a team!

Start today. What is the impact you are going for? And what steps could you take today that would assist you in moving in that positive direction?

I’d love to hear what you are thinking. Leave your comments below.

 

Success takes a team,

Heather

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Solutions for the Entrepreneurial Dilemma of Doing It All

Solutions for the Entrepreneurial Dilemma of Doing It All

Entrepreneurs of growing companies often spread themselves too thin. Like many, you may be in the stage of your business where you’re still running it “solo” from daybreak to sundown, and well beyond. You may recognize the need to hire one person or more, but you don’t know where to start. 

Even though you may not be quite ready to let go of wearing all the hats, I encourage you to look at the priorities of your role and accept that your business has likely gotten too big for you to accomplish alone. It doesn’t stand still—and with growth comes the need to redefine your role as CEO.      

As an entrepreneur who doesn’t yet have a team, it can be a challenging shift, because you likely started the company as one person—you have been a “solo act” from the beginning, have total control, carry the responsibility, and wear all the hats. There is a short window of time that an entrepreneur can pull that off before it’s no longer sustainable. As well as this works in the short run of a start-up business, it causes burnout and inefficiency in the long run. 

As a CEO, you must learn how to increase your own value by identifying specifically what you should be doing for the companyand the answer isn’t “everything!”

The best and only solution to doing it all yourself is to hire skilled people that develop into Self-Leaders who collaborate as a team, working for and with you. A trained, cross-functional ‘A’ Team of people is the goal. This is a choice that has to be made. However, I know what you’re thinking. As an entrepreneur you are creative and independent, and you have taken the financial risk, and initially you might not have planned to be hiring, developing and managing a team. Believe me, you’re not alone. 

A CEO I’m currently working with is facing the dilemma of doing too much for far too long: “I know I spend too much time working ‘in’ the business. I get frustrated when I feel like I’m losing touch with my industry. I need time to network, to stay in tune with the pulse that ignites my creativity that began all this in the first place—it’s a challenge to get the time and space for my vision and planning to stay fresh. Right now, I feel time is eaten up with everything but those things!” 

Just HOW does this CEO get back some of his space and time, so that he is free to do what is important in his role?

As an entrepreneurial CEO, a first BIG step is to fully accept that you are only one person and there are only 24 hours in a day and work cannot fill all of the hours in your life; you have specific constraints in your role that include time

The second step is to hire at least one other person (if you don’t already have a team) that has the skills and expertise to cover areas that are not the CEO’s strong suit, or areas that they should not be spending the time to do any longer

All of this said, CEOs in the habit of the old model of top-down authority, tend to want to hire “another me,” a COO/Chief Operations Officer to TELL people what to do. This does not work. 

There is a better way…

To avoid top-down authority, control of responsibilities has to shift to one other primary person, then others take up specific functions and tasks as you continue to hire and build an aligned team. Clearly, it takes a change in mindset for CEOs to let go of doing it all.

In my client’s case, it’s important that he prioritizes his time for his talent to focus on holding and further developing the vision of the company, and to lead and inspire the team. He needs time for critical thinking, new ideas, high-level strategizing, goal-setting, and his presence at events. Those things are primary for his role. Simultaneously, as he further clarifies his role, he also has time for a personal life.

He has learned to rely more on a cross-functional model of leadership that hires and trains for collaborative thinking. This will help free him up for his priorities as he begins to trust his team to deliver outcomes and achieve business results.

SO WHO is the right person (or people) to take on those responsibilities that the CEO, up to this point, felt only he could do? 

I advise CEOs to look at who shows the most leadership and ownership for outcomes that currently is working within their company (or to hire someone who is a good fit for this role). This is the person to develop as the one to hand off to and rely upon to problem solve and get it done. In this client’s case, a partner is now taking on the responsibility to perform the tasks and functions of the business, and is the “go to” person who is at the center of all that is happening on a daily basis. She is evolving to handle the balls that are in the air, not him. What cannot be handled by her is posted on the agenda to discuss at the weekly meeting with him (unless it is urgent).   

JUST WHO IS the cross-functional team in the beginning?  

Typically, after developing a secondary person who leads operations and teamwork, you continue to hire and build your team with this person leading. How this happens or who you hire obviously varies based on the needs of the business. 

(Need help hiring? Read my “Entrepreneurs Make the World Go ‘Round” blog here for more tips)

That said, the central role of the secondary person to the CEO is not for telling other people on the team what to do, by using the worn out model of top-down authority, but to actively help to hire, train and develop skilled people, who can take on specific tasks. The business then grows as your team continues to align and achieve your business outcomes.. They function as peers in collaborative discussion and decision making. They freely take initiative and feel free to speak out in their role and express viewpoints based on their responsibilities and expertise.   

Think about your own business needs and what you need to let go of and begin hiring for. Here are some questions to help you to start thinking about where you are now and what you need to consider as you plan for your next steps. 

  • Who on your team may be able to take on a higher level responsibility?
  • What areas in your company do you need more help?
  • Who is driving the execution of outcomes?  
  • How does your company team work together, then communicate up the triangle to the CEO for what they need to know?
  • Who are those that you can develop further to think and lead? 

The fact is, you will keep learning as you move forward, and I’m confident you’ll find that you are even more brilliant with a team!

 

Barbara 

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

“7 Agreements” That Help Avoid Employee Resignations

“7 Agreements” That Help Avoid Employee Resignations

In today’s business climate, creating a company culture that attracts and retains A+ Players and develops teams is a necessity. 

“The Great Resignation” is making companies regroup, rethink, and renegotiate.

Here’s what’s happening: In the US and elsewhere, with COVID still changing norms and shaking things up, the way we do business is changing. Large numbers of people are leaving their jobs, and with remote work on the rise, the so-called “normal” business environment of yesterday may never return. Like me, you probably see “Hiring” signs and a lack of employees everywhere you go. It is evident that business owners and managers are now navigating the ripple effects from the pandemic, as employees re-evaluate their lives and careers and leave their jobs in record numbers. 

A recent survey of 1,000 full-time employees done by PlanBeyond, a Seattle-based market research company published that nearly half of them were considering leaving their jobs in the next six months. The survey results make it obvious what is lacking in the workplace:   

  • No appreciation: 21%
  • Bad supervisor: 18%
  • No freedom of expression: 16%
  • Bad colleagues: 11%
  • Being young: 10%
  • Boring work: 9%
  • No professional growth: 6%
  • Unfair compensation: 6%
  • Inflexible work arrangements: 3%

To attract and keep the best employees: Owners, CEOs and Managers, heighten your awareness of WHY employees resign and go elsewhere. Use information (such as the survey above) to set priorities within your company, to create a trusted and psychologically safe environment. With a new hire, or as you interview, address how you demonstrate and manage these common priorities people want in their jobs.     

Companies also have a record number of open positions, so the timing is right to know this: Top-down authority is a business model of the PAST. Hiring people who are skilled self-leaders, who can work independently and align collectively with a team is what’s happening NOW. There’s no time to waste; learn how to hire and retain the best talent by building a collaborative, cross-functional team that drives your business outcomes. It’s the only way you’ll set yourself up to meet your goals for sustainable, long-term success. 

THE PEOPLE PART is your greatest asset—that has always been the case, but some CEOs/executive managers are just now realizing it. And at the same time, they haven’t understood exactly how to utilize and value their best people and teams as they should. Employers must recognize that there is more expected of them, because experienced people know they can make choices of where, how, and for whom they will work. They want to feel appreciated, know their work makes a difference, all while achieving work/life balance.      

There are SEVEN AGREEMENTS that every CEO, business executive and company should learn and implement to achieve their goals and thrive. On April 26, 2022, my new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good will be released by Hay House. Inside this book, I teach how these agreements can become practiced habits, automatic behaviors, growth in self-leadership, and daily action items. Naturally, most employers would opt to do these things if they already had these tools and knew how to set up processes and teams, but unfortunately they only know what they know, and without these agreements, all the pieces don’t necessarily fit together to create a whole, unified team, and productive company.

I encourage you to learn more about these SEVEN AGREEMENTS that have step-by-step details. Begin to put these agreements into practice, and your company will benefit, no matter the size. You’ll experience increased productivity and satisfaction, and help to avoid burnout and resignations, as a skilled, satisfied ‘A’ team of people work together to build a successful business. Here’s a quick breakdown of the “Seven Agreements”:

Agreement 1: Learning Self-Leadership

We consistently show up in Self-Leadership rather than self-protection.

Agreement 2: Defining Company Goals

We define and align on intended outcomes.

Agreement 3: Establishing Clear Roles

We clarify our parts and where they fit in the whole.

Agreement 4: Building High-Trust Relationships

We consider our impact on others, have their backs, and repair relationships promptly.

Agreement 5: Making Conscious Agreements

We make collaborative, conscious agreements that we’re confident we can keep.

Agreement 6: Recognizing and Responding to Change

We recognize change, anticipate impacts, and proactively adapt our agreements.

Agreement 7: Creating Your Company Culture

We make best practices habitual to achieve our highest performance potential.

You can pre-order a copy of the book here: leadingedgeteams.com

As I wrote and completed The People Part, I realized more than ever all that I’ve discovered in my decades-long career, and even more during the last couple years of the pandemic. Through my book or working with us at Leading Edge Teams, your business challenges can transform into business success. 

We are here to help you—I also encourage you to read other blogs here on our site and to sign up for our mailing list to receive our “Team Tip” emails that give you useful tools and strategies to help you create a successful business that you love. 

 

Annie

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

How to Hire A-Players

100 behavioral interviewing questions that will help you hire the best!

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