This will be the first in a series that will come out periodically.
Today, I want to just address what “Living in the Question” means. Instead of explaining it, let’s use an example, then we will go in to a more detailed explanation.
As business people, we are often faced with challenges from employees, to customers, to upper management. It’s literally a circle of potential issues. However, as Intutitve Business coaches, we also learn to evaluate the situation, get the “energy” of what is going on, and look for a benevolent solution that benefits everyone involved.
Easier said than done right? What if we have a strict policy that we can’t be lenient on? What if…? The list could go on! And that’s just it, the list could go ON, and ON, and ON. Why? Because you are living in a question. By living in the question, we start to generate the energy of possibilities, or more accurately, we generate CHOICES.
And that’s what I want to address today when I say “Living in the Question.” By living in the question, we remove the decisions, judgments, conclusions, and creations that no longer serve the situation we are in. When we do not live in the question, we solidify the reality that has been created! And that’s not fun for anyone!
So, here are some questions from Access Consciousness® that we can use to help generate choices and create more possibilities in our lives as managers:
1) What else is possible?
2) What’s right about this I’m not getting?
3) What solution can I create that would be benevolent for all parties involved (or greater than I could possibly imagine)?
So, this week, focus on the question, see what is CREATED by living in the question. Post any comments you may have or questions and I’ll see you next week!
Helping you to expand in Life, Love, and Business~
The Intuitive Business Coach
All material discussed here within is the sole opinion of the Intutive Business Coach. All material reflected from Access Consciousness® has been noted.
Hey Fellow Intuits!
I hope over the past week, you’ve been looking at ways to work on delegation. I know its quite an in-depth topic. I could probably write a whole year on delegation itself; not to mention there are tons of books on that topic too! Feel free to comment below with any questions or comments you have about delegation, or on today’s topic: “mind-full-ness.”
Many managers and business professionals follow the old philosophy of if “I’m being busy, I’m being productive.” We make our MINDS FULL of to-do lists, date changes, maintenance items, employee reviews, what we are doing tonight, what our boss thinks of us, how you are going to make that sale with your customer. We over-tax our minds with information. This is not the same as mindfulness.
Mindfulness is all about awareness and what you do WITH that awareness. Here are some ways that mindfulness can be beneficial to the intuitive manager:
1) Critical/Difficult Conversations- Thanks to evolution, our bodies are still wired for fight-or-flight. With out getting too technical, when your body is in “fight” mode you often have increased blood flow in the top half of your body- chest, head, arms, hands, etc. This is because your body is preparing to physically defend itself. When you are in “flight” mode, your blood rushes to the lower half of your body- legs and feet. This is so that your body can RUN. When we encounter stress in our lives (good or bad stress) we enter this fight or flight mode. The first step of mindfulness is to be aware when this is happening. Often times, our bodies are in a constant fluctuation of fight or flight and that’s not healthy. It wears on the body and makes us less aware of ourselves and our surroundings.
Our base level of “relaxation” can often be higher than it should be. When you notice your hands warming up or your feet tingling, these are often initial signs of being in “fight or flight” mode. Please note that this is NOT the time to be having difficult conversations. The best thing to do is put yourself in time-out…literally. If its someone on the phone, politely let them know you need to call them back. When its someone in front of you, tell them you need to “review” something. I often give this as a fail-safe to my own managers. I tell them when in doubt, cop out! Its always easier to address issues when we haven’t over-promised something or offered something we can’t deliver on. When we are in flight or fight mode, we can often fall victim to making promises we can’t keep just so we can get out of the conversation. As a manager, this is not a predicament you want to find yourself in. Again, take a 5 minute break, let your body relax out of fight or flight mode, and find your bearings. This is the first step of mindfulness.
2) Am I being busy or am I being productive/efficient?- This is a great question to ask through out your day. It should help to keep you aware of your actions and time management. Remember the example above when your mind was FULL? This question helps you to lift up the plug and drain all that information away. Again, being busy does not mean you are being productive. This goes for those multi-taskers out there as well. Focus on one task at a time, maximize your efficiency and if in doubt, make a list. For me, I focus on the two most important things I can accomplish that day. By asking this question, you begin to build mindfulness instead of mind-FULL-ness and you’ll notice that your job might just become a little more manageable in the process. How do you know which two important tasks to pick? Well the easiest thing to do is to trust your intuition. That’s right. Again we are trying to become intuitive managers, this is a great step in that direction!
Obviously there are many more places where intuition and mindfulness can be used. Where are some areas that you could be a little more mindful? Share them with everyone in the comments below. Hopefully with everyones’ comments, we can share more ways of building mindfulness before the blog next week!
Helping you to cut limitation, expand your business, and love your life:
The Intuitive Manager
Last week, we talked about delegation and how it can often be hard to let go of old responsibilities. Moving up as a manager comes with its perks, but with added responsibilities, delegation becomes an essential skill to learn.
However, being an Intuitive Manager is more than just delegating, you also need to ensure results. Today we are going to talk about a sage saying that my own business mentor told me: “What get’s measured and monitored, gets done!” Simple, true, effective, but sometimes hard to implement. How much do you monitor with out micro-managing? How do you measure? WHAT do you measure? These are some of the things we are going to look at this week.
First off, let’s recap- delegation is not simply a “I will give this job to someone else who will do it my way.” Hopefully in the past week, if you’ve had to delegate something, you’ve learned there is a lot of merit in creativeness and that someone’s way of doing something doesn’t have to be your way. When you work as a team, more work gets done with less effort for maximum benefit.
But how do you ensure that maximum benefit is achieved? Well, delegating is simply more than saying ” complete this project by ‘x’ day.” As an intuitive manager, you have to know that there needs to be some sort of checks and balance system. The most simple way to this is by a checklist or simply checking in. Set a date, say, a week from when the project was due. At this ‘checking in’ you simply review the status of the project. This should be done FREQUENTLY but not all the time. It should be done in balance so that by the due date you are not scrambling to pick up the pieces and throw something together.
This blog is not designed for the C.E.O’s but the low and middle level managers. For many of you, you may be thinking “How does this apply to me?” I don’t have projects to do, I just have to make sure we run on time or that we hit a certain goal in sales. Well, delegation is equally important as well. In this case, you are working as a team. Delegation is the trust that each component of the unit is working properly. We will talk about staff morale and customer service in later blog posts. For now, assume these things are not an issue. In this case, most responsibilities have to be completed during the shift you are scheduled. Remember, you were promoted because you excelled at your job, you showed leadership potential; this is where you use that. Yes, it might feel like it would be easier to duplicate yourself and do each individual job, but again, you’re allowing the creativeness of your employees to permeate the work place and to help them realize their own potential. So you’re job isn’t to do each job, but to help build up other people to do those same responsibilities as well, if not BETTER than you used to do them.
The bottom line of this two part Delegation blog post is that you have to learn to give up the control. Leadership is about helping to light everyone elses’ candles, not blow them out. You don’t shine any brighter at the expense of our employees. By delegating and fostering trust and belief in your employees you will see better work performance, higher ratings, and increased satisfaction!
Helping you to expand in your business!
The Intuitive Business Coach
“No person will make a great business who wants to do it all himself or get all the credit.” ~ Andrew Carnegie
If you are a manager or in a leadership position, let me know if this sounds familiar to you?
You’re boss gives you a task and asks it to be completed by the end of the week. You’ve done this task several times before, so you have an idea of what needs to be done and what the end product needs to look like. You were recently promoted to manager, so you decide to take it on personally to prove that you deserved your promotion. Meanwhile, you other, possibly more important tasks suffer, your ‘team’ gets carried away and does things you wouldn’t approve of. However, you get the project done and get high regards……..until, your boss realizes that your other tasks have be unsatisfactorily completed (if at all!)
A lot of times, this happens to newer managers because before we were a manager, we were the “do-er”. We were assigned the tasks, so we personally took on the task to ensure its completion.
So the first rule I learned in management is that manager does not equal ‘do-er of all things’. In fact, its quite the opposite. Manager means that you are responsible for many things, but it does not mean that you are responsible for completing them personally.
In training newer managers, I have found that this can often lead to confusion. So I’ve decided for the first topic of “Manager’s Log” we are going to talk about: Delegation.
Delegation is a tricky concept. It often requires knowing the parameters of what you need to get done, and also knowing who to trust to complete it. I can recall times when I knew I had to delegate a project, but hesitated because I didn’t know if I had the ‘right’ employee to get the project done. But how limiting was that? For me, getting the ‘right’ employee meant that there would be no creative deviation from how I would complete the project. So question 1, right off the bat, “Who am I refusing to choose, that if I did choose, would help me to create a project better than I could possibly imagine?” By opening our selves up to questions and choices, it allows us to focus on the possibilities, rather than the limitations of what we “think” may be the better choice.
Instead of being a manager, you then become the Intuitive Manager. The Intuitive Manager honors facts, their business training, and the goals of the store, but by opening themselves to the wider possibilities, they allow themselves the ability to create and do more as a manager than they thought possible.
Now, obviously, that doesn’t mean the employee may get it 100% right, or that they won’t add their own creative flair. Remember when you started out as a manager? Hopefully you had someone who saw your potential and help fostered it. So TRUST is going to be a huge point here. You have to trust not only your intuitive sense, and we will talk in later blogs about how to develop that, but also that the person you chose will come through.
In another blog, we’ll talk about the second part of Delegation which is follow-up. For now, think about what your responsibilities are as a manager. Are you responsible for all of them? Do you THINK you are responsible for all of them when you really aren’t? And, my favorite question, WHAT ELSE IS POSSIBLE?
Helping you to cut limitation, expand your business, and love your life:
THE Intuitive Business Coach
Resources: 1. http://famous-quotes.com/topic.php?tid=310