The biggest mistake is resisting the resistance. It’s natural to resist something that thwarts your intentions, but actually, you just have two opposing forces.

“The only way out is through,” but I ask, “what about when the path through resembles a brick wall?”

I am reposting a blog I wrote last fall on recovery. It serves as a great reminder to care for ourselves, and I am literally practicing recovery by allowing a repost!

Isn’t it great when we’re with people who look past the bad stuff and try to understand what we intend to say? We call those people our friends, our trusted advisors, our coaches. They “get” us, not because they agree, but because they listen.

What story would people tell about you if asked? Do you honor your commitments to yourself and others? How do you handle it when you are unable to?

Check out this new article in Voyage Austin magazine, highlighting hidden gem Marlene Clark, owner of Momentum Consulting and transformational coach.

In doing so, here are some of the things I have learned:

1. Asking for help is a sign of strength, not weakness.

2. Though you have transformed, never be ashamed of your story or who you used to be.

3. Your core values are who you already are. Own it.

4. Listening “for” is more than being open. It’s putting aside the need to “do” anything.

Conscious Capitalism is founded on four principles:

1. Conscious leadership

2. Stakeholder orientation

3. Conscious culture

4. Higher purpose

We guide our clients in a process of revealing their Core Values and coach them on the awareness of the positive impacts and the limitations of those values. These Core Values are instrumental in how we approach and achieve our goals. Everyone is different and unique and there are many different paths to our success. 

I’ve never seen the back of my head. Others can see it, but I can’t. With some neck gymnastics and a mirror, I can catch a reversed view of that balding area … but I myself am directly blind to it.

Feedback is vital to our development and growth, both as professionals and in our personal life. But harshly negative feedback, especially from a superior in the workplace, is only rarely effective, and can cause employees to fear speaking up, stop taking chances, spread resentment among others, or find a new job. 

Being a human co-existing with another for any period of time can make it that much more interesting. Have you been with someone long enough to have an epic “fight story” you can tell your friends over wine?

To address your overwhelm, ask yourself these questions:

1. How many things am I trying to handle at once?

2. What one thing is actually pushing that “overwhelm” button?

3. How can I relieve that pressure?

4. Who can I ask for help with that?

Is suffering overrated, or is it a choice? It brings to mind some choices we make in our learning and listening. Here’s help for breaking the cycle.

If you had one year left, what would you do with it? And, would you ask for help?

There is a conversation going on right now in this country, and it is a conversation filled with old beliefs juxtaposed with new thoughts and ideas. For most of us, old beliefs are familiar, comfortable, and deeply rooted. Personally, I believe in the preamble to the Declaration of Independence. I believe that grandmas and grandpas exist to cuddle and spoil their grandchildren. I believe people should be on time for their appointments. You and I are a bottomless pit of beliefs.

Did you know that joy is a practice? Business consultant Martha Lynn Mangum takes us through some ideas for intentional joyful practice to improve your health and performance.

We have come to the conclusion that Purpose isn't a sweet little "nice to have." It's a necessity. In life and in business. Where there is purpose, there is drive. Where there is drive, there is the everlasting climb to better business, better lives, and a better world.

This is a common situation in pretty much every organization we have worked within. In our work with executives, we routinely coach them to take the time to check in with their people, and see what they are doing, so they have greater opportunity to acknowledge or appreciate their teams or employees. We find acknowledgement is one of the most powerful and impactful things a leader can do to encourage engagement and higher performance.