118: Leaders With Heart Know That They Must Do The Right Thing At All Times

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In this episode, Heather speaks with Wes Struebing, Founder and President at Logistics Titans about his very direct and caring leadership style, where his drive to lead comes from, and some great nuggets for all leaders to move forward in their leadership.

Key Takeaways:

  • If you cannot or are not helping those you lead, you must leave or change your position.
  • You are either green and growing or you are dying. Which do you choose?
  • Doing the right thing is the only thing to do.
Don’t miss your chance, leaders with heart! Listen and learn!

Wes Struebing is the founder and president at Logistics Titans. 

After more than 30 years of being in the logistics industry, Wes learned a thing or two about moving things around and leading people to do their best and give their best to our clients. Whether it’s in life or business, he believes in one thing: he only wants to be there if he can make it better.

Logistics is his passion. He helps client partners figure out how to minimize loss and expenses with a reverse logistics plan that improve their bottom line and the environment. He knows how to create solutions for high-touch products, minimize cost, and become an extension of the client’s team.

Outside of his professional life, Wes has got a brand new baby. He also likes to cook, watch college football, and travel. 

Green and Growing

There’s a saying that either you’re green and growing, or ripe and rotting. Personally, I think I am green and growing as a leader since I still want to work and get better at it. I am open to being wrong and I want to learn new stuff all of the time. I absolutely learn more from failing than I do at winning. That’s where I am.

In difficult times, like this COVID crisis, I am clear with my team about me not taking a salary, and the rifts this could be to all of us. I tell them we’ll continue to communicate and navigate this the best we can.

If you’re not actively learning, you’re going to be in big trouble. – @wstruebing #leadershipwithheart Click To Tweet

Make it Better

I’ve worked in a family business for a long time. But for the last 22 years I worked in another enterprise. I looked at the way they operate and how they care or did not care about people. I also observed some of the mistakes people have made in the organization. I think that they feel they are building things for themselves.

I live my life by a very simple rule—I want to be in your life as long as I can make it better. When I cannot make your life better, I will get out. That goes for my employees, my clients, and my friends; and it touches every part of my life. 

I am here to try and make your life better. If I can’t, then I won’t do it. Over time, I think this has become contagious. Also, it has thrusted me to this leadership role. You’re in this to make someone’s life better. Following this mantra has given me more gifts personally and professionally.

I just wish everyone would sit back and do the right thing. When in doubt do the right thing because there is no other choice. Just do it.

Life evolves. Things evolve. Right now more than ever, we have to evolve. – @wstruebing #leadershipwithheart Click To Tweet My mission is to help. – @wstruebing #leadershipwithheart Click To Tweet

Keeping the Community

Every morning I have an 8 AM Zoom call with my entire team, as well as a 5 PM end-of-the-day call with them. During the call, we’ll go through what we’re going to get done for the day, and what we’ve accomplished at the end of the day. All in a very quick and concise manner.

It has really put me more in touch with everybody in the company. I know more about what goes on with my people right now than I have ever have. Their families are also invited in the meetings. This is one of the ways that we have really kept our sense of community when there’s no office to go to

Early on in my career, I had the tendency to want to do everything myself because I knew no one can do it as well as I could. Until I was able to let that go, and help and teach others how to do things, I wouldn’t be as effective as I am today. Not even close.

Everyone’s going to know it’s not you and the way you really feel. Genuine works. – @wstruebing #leadershipwithheart Click To TweetI am a blind advocate for my customers, regardless of financial gain. – @wstruebing #leadershipwithheart Click To Tweet

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117: Leaders with Heart Live by the Golden Rule

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In this episode, Heather Younger speaks to Scott Shay, Chairman of Signature Bank of New York about his leadership style, his mentors on leadership and a very unlikely journey to where he is today. He also shares his organization’s communication strategy in the midst of the Corona Virus, a time when he was not the best leader he could be and much more.

Key takeaways:

  • The most valuable asset in any organization is its employees.
  • Use the Golden Rule in your standards of conduct or organizational norms.
  • Don’t do something to your client or employees that you wouldn’t want them to do unto you.
  • Some things can be caught but not taught.
  • Listen to the people who are closely connected to your business issues. Otherwise, it’s dangerous.
This episode is surely insightful. Listen and learn!

Scott A. Shay is a Co-Founder and Chairman of Signature Bank.

Scott is also the Chairman of the Investment Committee of the Elah Fund, an Israel private equity fund.  He is a passionate community activist as well. He started an adult educational program, chaired several major Jewish educational programs and, with his wife Susan, started a Hebrew School.  

He is the author of In Good Faith: Questioning Religion and Atheism and Getting our Groove Back: How to Energize American Jewry.  He has also written articles on Judaism, belief and the economy for many leading publications. Scott has been thinking about religion, reason, and modernity since wondering why his parents sent him to Hebrew school. 

Rubber Meets the Road

I am actually at a time when everything that I’ve learned is now coming to bear. We are in the midst of this huge COVID-19 crisis and it’s having a serious and devastating impact on the economy. We’re dealing with it every day. It’s sort of a continuing 24-hour emergency with clients who are wondering whether to continue in business, or how they would work with their employees. 

This is truly a time when the rubber meets the road, and a time when you can really see authentic leaders who care about people and who are not. 

The most valuable asset to the bank is our colleagues. – Scott Shay #leadershipwithheart Click To Tweet

The Golden Rule

My colleagues are now under tremendous pressure from their clients because of huge essential decision making for their companies. They need to be mindful. They shouldn’t be nervous while knowing where they stand. They should also know where the bank stands and how the bank is going to treat their clients.

I’ll tell you my basic rule, the golden rule. The golden rule is as old as the Bible. Don’t do what would be hateful on to you to someone else. We actually have put that in our standards of conduct. If you get this right, the rest is really detail.

If you don’t do something to your client that you wouldn’t want done to you, that will take you a long way. It really is the golden rule. This means we have to treat every client with compassion. Sometimes that’s challenging, but we do it. We want our colleagues to know they’re going to be rewarded for always being compassionate and always letting the client know where they stand.

This is a trying time, and what got people here won’t necessarily get them to the next step. – Scott Shay #leadershipwithheart Click To TweetWe sometimes get so caught up in regulations and rules that we lose sight of a very simple reality. – Scott Shay #leadershipwithheart Click To Tweet

The Right Thing

My father always centered me in a moral way. He always did the right thing. Some things can be caught but not taught. My father was really good at that. Occasionally he would bring someone home from the street. If we had an old coat he’d give them an old coat. He would feed them dinner.

When I was younger, I was little bit afraid of these people he would bring in. They did not necessarily looked or smell the best, but he always treated people like human beings. I think that came from his concentration camp experience. When somebody’s really down and there seems to be nothing, how can you give them hope?

My parents did not have a lot of funds but they always gave money to the needy. They felt like there were people with less and they think of how to help them. Now, I wanted to do better. I always recognize my parents never raised me thinking we’re poor. I didn’t know what that meant until, I compared what we were doing with the rest of the world. I don’t think that ever came out of their mouths.

Sometimes, it is in our most intimate encounters that we recognize things that have epic consequences in our lives. – Scott Shay #leadershipwithheart Click To Tweet Think about what your clients want from you. Make sure your team feels like they can tell you what you don’t necessarily want to hear. – Scott Shay #leadershipwithheart Click To Tweet

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Employee Well-being: Showing That You Care During a Pandemic.

Employee well-being

 

{Guest post by Cynthia Grant, PhD, MBA, LCSW, Chief Clinical Officer, AllHealth Network}-Leadership with Heart podcast episode #85

Introduction to my employee well-being WHY.

Here’s my truth. I really, genuinely, whole heartedly care about my employees. I am a psychotherapist by training now working as a leader at a behavioral health organization, but that’s not why I care. In my mind, being a leader is about carrying responsibility not only for the organization, but for the people who make up the heart and soul of the business. And right now, many of my people are scared and need me to lead them through uncertain times filled with anxiety. Staff are working in isolation, juggling work and home in ways no one could have predicted would go on for so long, and they’re stressed. Really stressed, which means I need to up my game and do more to help take care of them to keep them healthy— not just physically but mentally strong and resilient.

Supporting employee well-being is not only an ethical obligation for leaders, it’s also a bottom-line issue.  People who feel isolated and lonely, uncertain or afraid have decreased well-being that can interfere with productivity. Stressed out employees may have increased absenteeism, negative interactions with co-workers or may become disengaged from their work. Normal coping mechanisms like spending time with friends, going to the gym or even seeing a good movie aren’t options right now, which makes  people much more susceptible to mental health issues. It’s our responsibility as leaders to try to prevent this from happening.  

Caring for employee well-being/mental health is not just something that happens urgently or in crisis, but needs to continue and be available long into the future. It’s important to have a clear strategy in place to support your staff. Here are a few tips I’ve learned and implemented in supporting the mental health of employees.

  • Check yourself first. Knowing your own stress level and taking care of yourself is a requirement.  When you are in the right space to be able to take a deep breath, be prepared, and be present for another person, you are ready to be a supportive leader.  Find time to decompress, recharge, get some fresh air, and take care of yourself first. The time spent investing in your own well-being will pay you back many times over in employee confidence and faith in you as their leader.

  • Be sure your “door” remains open.  When working remotely, plan purposeful alternative ways to be accessible to your team. Designate time on your calendar for virtual office drop ins.  Hold an optional weekly huddle for staff to ask questions.  Send impromptu emails to ask if there are any questions you can answer. Clearly communicating to staff that you are here for them is a meaningful way for you to watch out for them.   
  • Incorporate wellness check ins into 1:1s. A recent HBR article reported that 40% of people say their organization has not asked them how they are doing since the pandemic began.  A simple question such as “How are things going at home?” or “How have you been coping with all this?” offers an opportunity for a brief conversation.  Listen to what staff are saying.  This personal connection ensures people feel heard and lets them know that you care.  Responses will give you a heads up of trends across teams and may guide you to where you can to take action to offer more support.
  • Build stress reducing activities into the workday. With very little effort you can start meetings with a round robin question that will allow people to laugh and connect (Google “fun icebreaker questions” for ideas). Encourage staff to share memes or quotes with each other. Use screen savers to remind people to get up and stretch. Plan lunch get togethers via Zoom.  
  • Maintain human connections to strengthen mental health. To combat the isolation of working from home or the loneliness of working in an empty office, you’ll need to be proactive in creating spontaneous informal interactions.  Make sure you and everyone on the team uses video for conferences so that you can see each other’s faces. Establish a “water cooler” virtual video conference room that is open all day for drop ins.  Text or use instant messaging to say hi without asking for anything work related. Unexpected chance encounters help offset the busy-ness of the workday and remind people that they are not alone.   
  • Show appreciation. Although this should happen even without a pandemic, it’s a good reminder that showing value and appreciation for another person does wonders for our mental health (both as the giver and receiver of that joy). Take time to jot a quick note to express gratitude and say thanks for something specific. Start a meeting with someone sharing what he or she is grateful for that day. Gather “Wednesday Wins” each week to celebrate accomplishments. A culture of gratitude and appreciation promotes feelings of self-worth and has been found by the Studer Group to increase employee engagement.
  • Lead with empathy. Not everyone is in the same place mentally and emotionally in terms of their coping, anxiety and comfort level working during a pandemic. Be careful not to make assumptions that your staff are dealing with stressors and information in the same way as you. Show grace, compassion and understanding with every touch point— you don’t get as many of them so make sure you are attuned to your staff’s frame of mind with each one.

Keeping an eye on employee well-being  in a purposeful way doesn’t take much time and yet will make a meaningful impact on employees (and for you as a leader).  As Theodore Roosevelt said, “Nobody cares how much you know, until they know how much you care.” Be the type of leader who’s willing to champion the importance of mental health in the workplace and show staff how much you care. I promise you that watching out for the mental health of your staff will be a key to establishing a resilient organization that can recover and thrive as we slowly establish a new normal.

What other strategies are you using to keep yourself and your staff healthy during this challenging time?

116: Leaders with Heart Have Care as Their North Star

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In this episode, Heather Younger speaks with Erik Van Bramer, SVP at Federal Reserve Bank of Chicago about his leadership style, his North Star for Leading, a very distant place from where his drive to lead comes from and something key for leaders to remember.

Key takeaways:

  • Figure out what the needs of your people are and meet them there.
  • When you are truly happy to see your people getting recognition for their work separately from your part in it, you know you are a caring leader.
  • Keep your eye on the prize with your team. Otherwise, they will know it when it veers off.
This episode is surely a gem. Listen and learn!

Erik Van Bramer was named senior vice president and national sales director for the Federal Reserve Bank of Chicago’s Customer Relations and Support Office (CRSO). Erik has served as the national sales director since 2017 and was previously vice president and director of the Federal Reserve Bank’s national account program. 

Erik joined the Federal Reserve Bank of Kansas City in 1998 and transitioned to the Federal Reserve Bank of Chicago in 2005. Then, Erik was promoted to assistant vice president and national account executive in 2010. He was promoted to vice president in 2014 with responsibility for leading the group which managed the relationships for the large and complex financial institutions.

Erik holds a bachelor’s degree from The Colorado College and has done additional graduate studies at The Lake Forest Graduate School of Business, The Booth School of Business, and obtained his certificate from the Graduate School of Banking at The University of Colorado.  He serves on several boards throughout the Denver metro area with particular interest in injury prevention and underserved children and communities.

The New Next Level

I’m in an interesting stage in my leadership journey. For much of my career, I defined my leadership around obtaining the next level, and getting more responsibility.  But in the last couple of years, I was not interested in the next level anymore. 

My focus now is on being better at leading people. It’s about how I feel when I’m leading people, and how the people who work on my team would feel. And it’s very refreshing to find myself more focused on my people: the people I lead, the people I work with, as well as my own personal growth and development.

Your success is no longer defined by how you do but how the people who work with you do. – Erik Van Bramer #leadershipwithheart Click To Tweet

Understanding Influence

There’s a fine line between managing people and treating people differently. When I work with an individual, I try to understand their needs. So, I tailor my leadership to their needs. If a person needs constant feedback, I try to focus and give them that constant feedback. Meanwhile, others are interested in big nuggets and it being more powerful when it’s received less often because they know that there’s strong intent behind it.

It takes some time to understand people’s needs. When you work in a big organization with a large team, it’s impossible to know everybody’s needs. But with time, and when a lot of you have worked together for many years, you have a great understanding of each other’s needs. I tailor my philosophy and style by focusing time and energy to understand people’s needs without treating them differently.

It’s one thing to influence your peers. But as I grow as a leader, when I combine influence with authority by setting the tone and the cultures, I found that I had more success. What drove me for many years was wanting to expand my realm of influence as much as I could. And I would do that by obtaining the next level and pushing myself.  Now I’m in a position where I’m more focused on being a better leader for my team and on influencing other people.

If I take my caring and passion for other people and wanting the best for them, how can I get the most bang for my buck? – Erik Van Bramer #leadershipwithheart Click To TweetBe better and help as many people as you can. – Erik Van Bramer #leadershipwithheart Click To Tweet

The North Star Realignment

I had a point in my career where I wasn’t empathetic to my peers. When I got to a higher position, I forgot to think how it affected them and became more focused on myself and how wonderful this got for me. Once it hit me that I would counsel to care about people, but yet, I was not thinking of the people who helped get me here.

It almost took a slap in the face to see that I need to refocus and look back at why I wanted to be here in the first place. Someone who I’d been really close to with called me out and said, “Oh sorry, Mr. Big shot now. Why don’t you tell us peons what it is we need to do next?” This was coming from someone who I was very close to. The thought that he would think that to me was a signal that I have completely lost my way.

Rather than blaming him, I had to look at myself and realize that I was caught up with how fast my career was moving. It was a brutal moment, but it set me up to see my guiding star of reason once again. Now, I’m not interested or looking for that next step up. If I hadn’t had that moment, I might be frustrated in finding the next steps where in truth I just don’t see them.

If I can keep the spark and enthusiasm going with everyone on my team, it sets us up to be successful. – Erik Van Bramer #leadershipwithheart Click To Tweet How in my life can I impact the most people? – Erik Van Bramer #leadershipwithheart Click To Tweet

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Drive to Great Leadership.

(Guest post by Andy Books, guest on Leadership with Heart Episode #2)

There is an unmistakable, irresistible drive that a leader constantly feels within.  In much the same way that a compass will always find due North, a leader will feel the gravitational pull to lead the way in just about any given situation.  We can’t help or fight it, and to ignore it feels innately wrong  A person may not be born with the leadership gene, but over time and if cultivated correctly, it becomes a gut reaction that forms the very foundation of a person’s convictions.

Natural leaders almost always do it instinctively, as if not fulfilling that organic drive creates a shortcoming of meaning in the soul.  We want to do better, and more importantly, we want to help others do the same.  We want to be the difference makers, because it gives our lives focus.  It’s not enough the be the keepers of the knowledge base…guiding others on the winding path of excellence is what makes us tick.

Dig deeper into the organics of the leader’s soul, and you find even more.   Why are we so driven?  Why do we put ourselves out there?  Why do we take risks, and tread where others fear to go?  Much of that comes from our value systems and what we have been shown and/or learned from others.  That can be just about anyone….a former manager, co worker, a respected friend or even a national figure.

I spent 11 years working in foodservice for a prominent chain restaurant, and it was there that I learned  as much about how not to manage people as I did how to do it correctly.  Thank God I did, because it became the basis for how I now treat people with respect and dignity.  Sure, people come to work to make a check and get paid, but look beyond the dollars and sense.  We all have a raison d’être and to feel valued, to say nothing of the importance of social interactions.   Maslow was right….the path to self actualization goes straight through the need to belong, regardless if it’s in a work or social setting. 

On the flip side of all of this is the outcome, or the reward, if you will.  For many, watching the light bulb ignite or seeing them succeed as a result of your coaching or interactions is like receiving manna from heaven.  It’s a feel good moment, and it feeds the soul on an almost existential level.   The teacher lives for the impact on the student, the coach thrives on the development of the athlete, and the effective supervisor celebrates the successes of the associate. 

For me, It’s about the effect I have on the lives of my children.  My wife and I want to set the example at all times for both of them, so they see and understand what kind of impact we can all have on the people around us, if we so choose.  There is no greater gift than becoming a parent, as it humbles us to our very core.  As if having this mini-me under our protection and provision isn’t intimidating enough, we’re charged with molding their societal development and nourishing their ability to contribute.  Steve Martin got it right in the film  “Cheaper By The Dozen,” when he said, ‘If I screw up raising my kids nothing I achieve will matter much.”

That’s Bang-on right, Steve.

If you enjoyed this piece, please do share it with others who might find it enlightening. Andy is an important member of the Leadership with Heart community, which rolls up under the Intentional Leadership umbrella.

Cheers to being Intentional!

115: Leaders With Heart Know That How They Show Up Is Their Legacy

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In this episode, Heather Younger speaks with Kelly Moran, Executive Director of the American Cancer Society in Denver. Kelly shares a lot about her leadership style, her philosophy, and the importance of showing up as leaders. She also shares about a time when she was not her best and the key things we can do as leaders to move forward in our current Covid crisis.

Key takeaways:

  • Our attitude matters at work.
  • If we want to instill confidence and help others move forward past adversity, we must do it first.
  • Be your best self.
  • Look out for others first.
  • Create safe environments where everyone can bring their best ideas to work.
  • Check in frequently on your people.
  • Stay forward focused.
It’s high time to brush up your leadership with heart skills. Hope you don’t miss this!

Kelly Moran is an experienced professional specializing in volunteer engagement, fundraising, community engagement, and event planning. 

Her strong skills include volunteer engagement, community engagement, committee development, board development, fundraiser engagement, donor cultivation, corporate partnerships, conflict resolution, event management, strategy development, operational execution, and Microsoft Office.

Kelly values strong teamwork, communication, leadership, management, and problem-solving.

Learning and Doing

As a leader, a lot of times you have to learn while doing. That’s why I have that energized feeling of when you know you’re learning and growing. If I’m going to fail, I’d rather do it quickly, so I can move on to something else if it doesn’t work out.

I always think about what’s next. What we’re doing right now is clearly important too. But I’m a forward thinker, and I like to think how we’re building a thing into something bigger. People would probably describe me as ambitious, and a little bit of a risk taker.

Staying forward-focused is really important. – Kelly Moran #leadershipwithheart Click To Tweet

Shield, Connect, Empower

There are a lot of ideas that come out of my mouth. They’re not all winners, and we don’t have to implement everything we discussed. But I think having that openness, where it’s okay to throw out a bad idea is important. Sometimes someone’s bad idea leads to someone else’s really good idea. Having the courage to do that is part of being able to innovate.

I get a lot of energy off of connecting with people. I love lots of ideas and the big picture. I’d like to see the full scope of things. I’ve just always been attracted to those types of positions that are highly interpersonal and highly interconnected. I also enjoy being where it’s messy a little bit. It’s just led me to positions where you’re really connecting with staff throughout the organization.

As a leader, you empower everyone around to be able to bring their best self to work. It’s really important to know your attitude, to put oneself in other people’s shoes and to manage a stressful day or being under a lot of pressure.

Also, I make sure that stress and pressure do not translate to everyone else. It is something that I’ve carried on how I want to lead. I want to shield for everyone, not project, when it comes to some of the harder things about a work environment like pressure and stress.

Look forward and don’t get too mired down on what’s happening right now. – Kelly Moran #leadershipwithheart Click To TweetIf you put kindness out there, you get kindness back. – Kelly Moran #leadershipwithheart Click To Tweet

Purposeful Communication

When you’re at a distance, you like being purposeful about the informal pieces. It’s video chat central right now and everyone’s doing it. We’re seeing kids, dogs, bedrooms, and family rooms, so it’s like a whole other level to get to know people. You don’t have to get down to business right away.

Something I learned about being purposeful in putting the informal piece in is to always try and start meetings with interesting little questions to get to know each other and have a little chitchat versus getting straight to business.

One of the benefits of an office is you get to see people and there’s more presence, even if you’re not directly talking to each other every day. But this is a time of high stress and it creates fear for many. So, you have to be purposeful in your communication by checking in on people. A “Hey, how are you doing?” call goes a long way in times like this.

Be your best self, look out for others, and help them as much as they can. – Kelly Moran #leadershipwithheart Click To TweetWhat's really going to define us is how we move forward and continue. – Kelly Moran #leadershipwithheart Click To Tweet

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How to Use a Crisis to Build Resilience.

Build Resilience

This title might seem off given our current state-of-affairs with COVID-19, but I promise you that we can use this “crisis” to build resilience in ourselves and in those we lead.

Resilience is “the capacity to recover quickly from difficulties; toughness.”

We have been hearing a lot about resilience lately. Many people want to be known as resilient, but are they willing to put in the work? You might be asking yourself, “What does she mean by ‘putting in the work?’”

I liken becoming more resilient with building more muscle. We cannot tone and strengthen our arms without some sort of strength training. Building muscle basically tears it before it grows. It is some really hard work, and if done right, we sweat a lot and it hurts like hell.

This is how building resilience works. The more adversity we face and challenges we overcome, the more our resilience muscle grows. We should see any obstacle, challenge, crisis, or adversity as an opportunity to build that muscle.

Below are a few ways to use our current circumstances to help build resilience muscle:

1. Don’t Run Away

Our natural inclination is to run away from things that frighten us or challenge the status quo. This is like giving up in the middle of a workout or marathon. We will not get to the end or obtain the results we want unless we finish and hit the lofty goal head-on.

I don’t mean that we shouldn’t take precautions to protect ourselves. Instead, do that, and continue to show up and stand firm as a best-selves that day. This act alone helps you build resilience.

2. See the Bright Side

In my TEDx talk, I talk about “reframing.” Reframing is to “frame or express (words or a concept or plan) differently.” It is not a complicated process, but not always easy to do. Basically, we take our current situation along with all the irrational thoughts tied to it and then we make a choice to see it differently and replace those thoughts with more rational ones.

When we reframe, we tend to see the brighter side of almost any situation. If we are to survive any challenge, crisis or adversity, reframing is the biggest tool in our arsenal.

3. Learn from It

The biggest gift of a crisis is the learning that can come from it. If we let this time come and go and he have not been changed, or we have not learned any new behaviors, then we can absolutely call it a crisis.

We build our resilience muscle when we stand in our circumstances, take a breath and learn to be better.

4. Help Someone Else

Recently, on a Linkedin Live, I encountered a gentleman who had lost his wife just a week before him joining my live show. He asked great questions, he interacted with me and others and he taught me a lesson. In his pain and loss, he chose to focus on giving back to others.

I thanked him for his courage and for being a productive member of the viewing audience. I counseled him to take time to grieve, and he just said, “I will do that once I help others first.” Wow! This was a profound learning for me. We build resilience muscle by helping others first.

5. Tell Your Story

There is great healing when we tell our stories. As one of my best friends, Sarah Elkins says, “Your Stories Don’t Define You. How You Tell Them Will.” This is an important point. Many can benefit when you tell your story, and be sure you know which story you want to tell and how you want to tell it.

Our stories can be a powerful force that propel us forward during difficult times, or they can make us fall victim to our past. Tell that more fruitful story to build your resilience muscle and be ready for the next challenge.

______________________

Thank you for reading this article. If you have found it uplifting, please do share it. If you or your organization is looking for a speaker, on-site or virtual, or a workshop facilitator, reach out to me.