INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being and I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on change and discovering how it impacts you. So, here’s a look at what you’re going to learn today

1 – In the first segment I’ll explain the difference between inner and outer change

2 – Then in the second segment you’ll learn how to lean into change

3 – And in the last segment you’ll learn about the change adoption curve

So get out of your head, into your heart and let’s dive right in, shall we.

SEGMENT 1

You either love change or hate it. There’s no in between. I learned this years ago doing my personality workshops – some of us are just wired for change and things to be different. We embrace it and it comes naturally to us. To best understand change we need to learn the difference between inner and outer change. Inner change is change we initiate on our own, for example a change in job, a change in where we live, whereas outer change is change that happens to us, that we didn’t sign on for. For example losing a loved one that’s a shock losing your job having to move halfway across the world losing money unexpectedly, losing your health losing a friend these are types of change that are unexpected and we don’t adapt well to them because like I said they happened to us not us initiating them that’s the biggest difference here is whether we initiate a change or the change happens to us. It’s important to understand that there are these two different types of changes, and if we don’t do well with change to start, external change can be really, really hard. So really think about external change in terms of your life and I want you to right now think of three changes that you didn’t initiat, three internal changes. Can you think of them??? _____ How did they come about? How did you handle them? Did you feel in control or not? Now I want you to think of 3 internal changes, things you chose and quite simply three changes that you initiated. Can you think of 3? ____ Was it easier to come up with these ones? Those in the internal changes versus the external changes or the changes that happened to you that were initiated by someone else or were outside of your control. Not that you initiated so go ahead right now and think of three things got it OK all right now we’re gonna think about the extra time to think about the external changes and what are the changes that you had happened to you. over you it’s not change you initiate it’s typically not change that you want but sometimes it ends up being we usually are able to look over our shoulder after we’re through a lesson and see that the change was actually good for us…… but let’s be honest there are some changes that just are really crappy and stay crappy like the loss of I loved one is a really good example of an external change,

However, let’s not get carried away and make these two types of changes mutually exclusive. Sometimes external changes are exactly what we need for a kick in the but, or to deal with our analysis paralysis and we have to trust the process, bc we wouldn’t have made the change ourselves. This concept has been named by my clients as the trampoline effect. I love this term and wish I had come up with it. Let me share a story where it all happened. I was working with this awesome team at RBC, and they started to notice a pattern with an exercise they were doing. As they plotted out a retrospective of their...

INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being and I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on the that leaders make. So here’s a look at what you’re going to learn today

1 – In the first segment we’ll introduce you to powerful questions and when to use them

2 – Then in the second segment we’ll explain the main categories to use them

3 – And in the last segment I’ll share the best powerful questions to ask in certain situations

So, get out of your head and into your heart, and let’s dive right in shall we?

SEGMENT 1

Do you ever wish you had a truth serum pill that would get people to tell you what they really want, reveal their truth. Well you do and it’s asking powerful questions. They will get people to reveal their truth. You can use them when you want people to open up, be more introspective and consider aspects of themselves they’ve never done before. So what distinguishes a regular question from a powerful question? A Powerful question will get people to stop and think. It disrupts them from unconscious thinking and patterns and makes them think deeply about their answers. Powerful questions have these 3 qualities or aspects: 1 – they’re short. The shorter the better in fact. We sometimes have the bad habit of wanted to use these questions to make ourselves sound really intelligent, so they end up getting long and complicated. 2 They should be simple, dare I say, bordering on dumbed down, only one dimensional. 3 they should be neutral and not leading and not specific to our target.

How do we ask them in a way that we have success with them?

Be confident when asking, sometimes they don’t have an answer right away, and that’s ok. Allow for silence and space after you ask so your employee can reflect.

Don’t have an agenda and predetermined answer you’re hoping to hear. Don’t be leading or make it about you. Use them in “real-time during the conversation and ask them one at a time. This is an advanced use case if you’re real-time solution finding.

SEGMENT 2

Why do powerful questions work so well? There’s a few reasons. They give the power to the other person, let them be the expert for a turn. They also force them to get in their head and think and reflect. And because they’re so simple, it gives them a chance to be in the drivers seat for a change. There are two main reasons to use them, First in a premeditated state and second is in the moment. Let’s start with the premeditated situation. This is a situation that you know is going to happen and creating a powerful question helps to prepare you. It’s like. It’s like a situational blueprint – like a job interview, or if their unfulfilled at work, or want to have a conversation about their career planning or finding their life purpose. What makes this scenario unique is you usually have a SET series of questions that you ask all the time. So for a career planning discussion you would ask them where they want to be, what is important to them, what makes them feel fulfilled? For a job interview you might ask the same series of boring questions – what are you good at? Where have you failed? What are you proud of. The other situation with powerful questions is where the situation is a surprise and you just wing it. An example would be conflict at work, or disengagement, or your employee has a death in the family....

INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being and I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on the biggest mistakes that leaders make. So here’s a look at what you’re going to learn today

1 – In the first segment I’ll reveal the 3 biggest mistakes

2 – Then in the second segment we’ll talk about your leadership legacy

3 – And in the last segment I’ll give you a 3 step process to start defining your leadership brand

So get out of your head and into your heart shall we?

SEGMENT 1

For those of you who are managers I know you’re striving to be the best manager you can be. There’s no end to the number of articles, blogs and books about Leadership, but most of them are overwhelming and theoretical. So today I wanted to do something different. I wanted to give you real advice from my real clients about what they really want from their managers. No theory today, just real world practical advice you can translate into action immediately. And we’re going to start off by talking about the biggest complaints that people share about their managers. Remember every day all day, I’m working with clients and I get to hear what they really want and what they’re most frustrated by. Do you have an idea or a guess about what it could be? OK I won’t leave you in suspense any longer, here they are, the top 3 mistakes that managers make. Starting with #1 not giving enough feedback, the 2nd is not having proper career conversations, and the 3rd is Lacking vision and confidence. How did those land with you? Any surprises in there. Well there shouldn’t be. At the end of the day people just want to be seen and heard. They want to know you’ll stand up for them and they want to know you care. Great leadership isn’t complicated, but it is time consuming and it does require consistency. Before we dive in deeper to each of these 3 I want to check in with you. Do you feel like you’re guilty of any of them? What about your employees, what would they say? Would you have the courage to check in and ask them? OK let’s start by talking about feedback, it’s a delicate balance of how to give it just right. So I’ve gathered a long list of ways we screw up when we give feedback. Buckle your seatbelt bc this is a list of 5 ways we screw up when we give feedback, then at the end I share a couple tips of how to give feedback correctly – OK< the first way we screw up when we give feedback is - We don’t give enough feedback. Our team members want to hear from us, they’re craving feedback and they want lots of it. Feedback helps them to know if they are on track with their goals. It helps them know if they are delivering in alignment with what is expected of them. It helps them to know if they are growing in the right ways. We also screw up with feedback when we don’t give the right context or situation of what happened. Brene Brown is famous for saying being clear is kind. So that means be really specific about the environment our employees were in, and the circumstances they were in and the people they were with. We screw up with feedback if we don’t give both positive and negative feedback. Usually we’re hard wired for one or the other based on what our manager did with us. It’s just as important to deliver the constructive feedback as it is the positive feedback. So be thorough and use the full spectrum when you give feedback. We also screw up if we are not authentic...