The Leader’s Quagmire – How Fear Impacts a Conference Call (Part 2)

June 15th, 2009

It is common for everyone to experience fear. What is NOT common is how we choose to deal with fear. Some people appear to easily deal with fear while others struggle with the process. If you are interested in making an immediate improvement in how you deal with fear then your choice of strategy is an excellent place to start!

Remember, the real issue here is not about getting rid of fear – it is about working with and through your fear to accomplish your goals.

Frank Herbert, author of Dune,distributed raman amplifierмаси provides great insight to the journey of working with and through fear. “I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear. I will permit it to pass over me and through me. And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing. Only I will remain.”

Here are three possible strategies for dealing with fear.

First, ignore it by working on a project.
This is a highly workable strategy for the short term. You can think of this as “Shock without Awe”. The fear is present yet all of your attention is placed on the task at hand. The key is to focus fully on accomplishing the task. At some point, you’ll need to deal with the illusion surrounding the fear. It IS possible that the illusion will simply disappear as you fully focus on the projects!

Second, try to hide it.
This is a common yet completely painful strategy. Fear gains power through illusion and secrecy. The more you try to hide it, the more power you give to the fear. Unfortunately, many people are in a state of overwhelm and have precious few reserves to deal directly with the fear. Instead, they simply attempt to hide it. Keen observers can both see right through the attempt to hide as well as feel the pain surrounding the individual. That said, each of us has chosen this strategy before and can attest to just how rational the choice was at that time!

Third, explore it.
This strategy allows you to unveil a fear forever. The degree of difficulty in choosing this strategy is dependent upon your desire for clarity. The more you value clarity, the easier it is to implement this strategy. Even better, consistently choosing this strategy makes future implementation even easier!

Dominoes are a perfect metaphor for viewing our personal collection of fears. When you deal with one fear at a time and remove the illusion, many more fears usually quickly fall. For the faint of heart considering the “explore it” strategy, take baby steps. You might be surprised at how much less time and heartache you spend dealing with fear.

Fear is often a huge impediment to accomplishing our tasks and goals. Any reduction in our fear quickly translates into getting more things done in less time with less energy. Accomplishing more leaves us feeling greater self-esteem and confidence.

Ask the people you admire most to explain their strategy for dealing with fear. Successful people consistently choose to explore their fear first if time permits. Their second choice is to ignore it and go full steam into a project.

Now it is your turn. What strategy will you choose when confronting a fear?

Posted by Byron Van Arsdale
Twitter: @headset
Author – 19 Best Practices of Teleclass Leadership
ConferenceCallTraining.com

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The Leader’s Quagmire – How Fear Impacts a Conference Call (Part 1)

June 3rd, 2009

Fear, in it’s many shapes and forms, is always present no matter how skilled you become at leading meetings by conference call. The real issue is not about getting rid of fear –- it is about working with and through your fear to accomplish your goals.

Frank Herbert, author of Dune, provides great insight to the journey of working with and through fear. “I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear. I will permit it to pass over me and through me. And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing. Only I will remain.”

What could you accomplish in your meetings if you were relatively fearless? How would people treat you and each other during your meetings? How would being fearless alter the influence of politics and manipulation in your meetings?

Many of the counter-productive behaviors and political maneuvering on conference calls can be directly related back to fear. The faster you can identify and deal with fear, the more effective your meetings will be.

Question:
How does fear show up in your life?

Identify and make a list of every fear in your business life first and then your personal life. It is normal to have a high number of items on your list! Fears come in all shapes, sizes, and colors. Does the number of fears on your list surprise you? Consider the participants attending your meeting. It is a solid bet that each person would have a list of fears to rival your own! Get the picture here? Welcome to the leader’s quagmire!

Fear gains power through illusion and secrecy. If you want to de-claw fear in your meetings, the solution is to openly explore one fear at a time through discussion and keen observation. Think of fear as a line of dominoes standing on their edge –- if you knock one down completely, many more will quickly follow.

When you hear fear arise during a meeting or know it is present (i.e. something major for your organization or industry is taking place), be the first person to open it up for discussion. Engage meeting participants to discuss the fear and break the comments down into two separate lists. The first list is observable facts with the second list being supposition, gossip, and rumor. Use the group discussion to verify which list something belongs to. During the discussion, monitor the energy of the group. Listen for the group becoming more calm or agitated. One sure sign of success is when you hear group members explain to each other when something does not belong in the observable fact list.

Your intention is to remove the illusion and secrecy surrounding one fear at a time. While this may not seem productive in terms of accomplishing agenda items, you and the participants will gain far more benefits than you can imagine. Fear is an obstacle to forward progress. The less fear your group has, the faster and more effective it will be at completing projects. Be willing to table agenda items to a future meeting if needed.

The leader who can safely navigate a group to replace the veil of fear with clarity and purpose is appreciated and respected. It is this type of leader that inspires people to give their best.

Posted by Byron Van Arsdale
Twitter: @headset
Author – 16 Secrets to a Great Conference Call
ConferenceCallTraining.com

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The Leader’s Quagmire – The Need to be Right (Part 2)

May 21st, 2009

People thrive when they accomplish things. Accomplishment is a root source for feeling self-confident and self-assured. Unfortunately, some leaders employ a destructive shortcut in attempting to accomplish a team task. The leader mistakenly confuses his or her need to be right with making smart business decisions.

The need to be right is an essential human need that one must fill on a consistent basis.

Think of needs as a savings account where you have a minimum amount you must maintain. If above the minimum amount, the need is satisfied and exerts no influence. If it is below, the need starts to take over your life. Again, needs are neither good nor bad – they simply MUST be filled. Your task is to identify your needs and then consistently satisfy them.

Here are some suggestions to help you fill your own need to be right. Always start with your personal life! If you successfully get all of your needs met in your personal life, you’ll find it effortless to succeed in business.

Where do you have the most turmoil in your life?

Make a list of all the situations where you are experiencing turmoil. Then determine to what degree you must express your need to be right in each situation. For me, I always had to do it “my way”. This started early (Mom says at 3 yrs. old) and did not abate until in my early 40s. Neither business nor personal life was easy for me yet I stubbornly clung to doing it my way. I can now trace the need to be right as one root source for almost every major challenge in my life.

What is the cost of being right?
Every time we make a choice, there is an opportunity cost. Choosing A means that you can’t choose B – the opportunity cost is not being able to choose B. Each time you express the need to be right, there is a cost. This cost must be factored in to the decisions you make.

How do you fill the need to be right?

1. Make a list each day of the things you were right about (both big and small). Write down at least 5 – 10 things each day for a 21-day period. You will be surprised to see how much influence the need to be right has on your life.

2. Ask people to participate in supporting you to fill your need to be right. Filling your need to be right is funny – it does not care how you satisfy it, only that it is satisfied. Make an agreement with close friends and family to tell you daily that you are right about one thing each day for a two week period. Ask them to identify one thing, big or small, that you are right about and call you or leave a voicemail for you each day (you can go to text/email later).

At some point, the acknowledgement will be different for you. Imagine the feeling of eating a second dessert when the first was enough. Have your support network continue this process so you can experience what it is like to have this need satisfied. My big ah ha was discovering that being right and making good choices are not necessarily connected. Write down what ever you learn and remember this.

3. Help someone else fill their need to be right. This is a crucial step to becoming a respected leader! There are two sides to a coin and this allows you to see what someone else goes through as they satisfy their need to be right. This is the learning you’ll carry into leading meetings by phone, conference call, and webinar.

As humans, we have it internally wired that our need to be right is somehow connected to make smart choices. Sometimes is it yet most often it is not. Once you get your need to be right filled, you’ll find making smart decisions much easier and leading people in meeting nearly effortless.

You have two distinct choices here: work on it now or work on it later. I heartily recommend the now option. Find a good coach and handle it now.
Posted by Byron Van Arsdale
Twitter: @headset
Author – 6 Principles of Learner Driven Teleclassesbackgammon free casino money free craps game play free black jack craps video poker strategy play black jack online how to win video poker casino game online uk best casino online casino secure online gambling jackpot casino online casino black jack learn to play craps how to win at video poker craps online blackjack casino game online casino betting free on line video poker casino games no download casino online gambling casino play free casino slots video poker machine bonus video poker free on line slots double bonus video poker free video poker games free casinos roulette online craps rules free on line casino rules of craps online casino free money blackjack 21 internet casino how to play craps free casino game download fortunelounge online casino free casino download free casino card game free roulette game free casino play no deposit free money casino internet casino online
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The Leader’s Quagmire – The Need to be Right (Part 1)

May 18th, 2009

People thrive when they accomplish things. Accomplishment is a root source for feeling self-confident and self-assured. Unfortunately, some leaders employ a destructive shortcut in attempting to accomplish a team task. The leader mistakenly confuses his or her need to be right with making smart business decisions.

The need to be right is an essential human need that one must fill on a consistent basis. It is unproductive expression of that need in business that must be controlled. Imagine the chaos that a team of seven people would experience if all of them had the same goal of getting their personal need to be right met during one of your meetings!

Question:
How often do you express your need to be right?

Make a list of the places you most strongly need to be right first in your business life and then your personal life. Often our business life is used to compensate for failings in our personal life. The key to being a productive leader is to get most of your needs met in your personal life.

Breakdowns in life (business and personal) can be traced to two main sources – failure in communication and/or relationships. Think of any successful person and most likely, you’ll see high skill levels in both communication and relationships.

As a coach, I saw a common trend with my clients. The more my clients successfully handled their personal life, the better their business life. What actions do you need to take around being right in your personal life? Spend the next couple of months working on that and you’ll be surprised at how much easier it is to lead your work teams. As always, the solution is to take baby steps to improve your personal and business relationships. It is this slow pace that often drives leaders crazy. Welcome to the leader’s quagmire!

Shortcuts produce short-term gain at the expense of long-term success. (Note: optimizing a process is not the same as a shortcut.) IF you still want a shortcut strategy, try this one: look for and formally acknowledge every person on your team each time they are right. Do this for both big and small things yet be subtle – a casual remark about how Mary or Tom were right about something. At some point, the need each person has to be right will be temporarily satisfied. This is known as the leader’s hamster wheel. Until you and your team find a way to fully get the need met (hint – hire a good coach), you will continue to be the person responsible for filling their need to be right. Short-term productivity will improve yet long-term you’ll burnout. This is not sustainable.

Next post I’ll give you three strategies to get your need to be right met.

Posted by Byron Van Arsdale
Twitter: @headset
Author – 6 Principles of Powerful Conference Calls
ConferenceCallTraining.com

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Dealing with Economic Fear in Your Conference Calls (part 2)

May 13th, 2009

Three Options were provided for dealing with the fear, pain, loss, and confusion present during meetings. The main point for leaders dealing with these issues is to move your team, group, division, clients, etc., forward in the shortest possible timeframe. The strategy for implementing Option Three (Directly confront the issue) was to establish a few rules for conducting the conversation and asking questions. Let’s expand on this strategy.

First, establish a few short rules for conducting the conversation.
For example, one rule could be to limit the discussion of feeling to just work related issues (no discussion of losses in 401k or other personal investments; no discussion of politics, no discussion of rumors). Two SMART rules are 1) have people say their name first so others can clearly identify who is having a similar challenge, and 2) speak only from your own viewpoint. Be sure to set a timeframe for the discussion to take place as well.

If you do not clearly establish the rules for this discussion, your participants will make up their own rules. This is how most direct discussions go afoul – the leader never established ONE set of rules for everyone to follow.

Second, ask what and how questions and avoid why questions.

As Master Certified Coach, questions are my most powerful tool. Period! Advice, wisdom, experience, etc., pale in comparison to the power of asking the right question at the right time in the right way (hey, I didn’t say it was easy to ask great questions!). This is the skill set you want to develop if you desire being respected as a leader.

What and how questions channel people into giving answers based on observable (i.e. something outside of themselves) facts. Why questions require people to go inside and give rationalizations, interpretations, and justifications (all generally defensive in nature). Why questions also surface irrational and intangible fears.  You CAN’T deal with irrational or intangible fears in your business meetings! There is a time and a place for why type questions yet this is not one of them.

Third, fiercely protect the right of each person to speak his or her truth (i.e. as long as it follows your rules and avoids the why question).

This is the concept of safe space. People will not speak honestly about their fear, pain, and loss, if there is any likelihood of being ridiculed. It is perhaps your most important role as the leader to insure the space during your meeting is safe.

Fourth, establish closure and move forward with your projects.

The way to establish closure is to declare the issue complete. Formally do this when you sense it is time to move forward or you are at the end of your allotted timeframe. Simply say, “I declare this issue complete.” If you have time remaining in your call, focus on small steps to get the group moving forward. If someone wants to revisit this discussion on a future call, remind them the issue is complete for the purposes of this meeting and that you’d be happy to talk with them offline about it later. Once you declare it complete, focus fully on the task and projects at hand.

Good luck! Please contact me if you are unsure about how to handle your specific situation.

Posted by Byron Van Arsdale
Twitter: @headset
Author – 16 Secrets to a Great Conference Call
ConferenceCallTraining.com

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