• Going Forward Through a Crisis (0) November 9, 2019 Bradley Ann Morgan

    Circumstances in our personal or professional life can change radically in a short term quarter, a single month, or even in one day. Normally, we can assess the situation and find an appropriate solution. However, events in our lives can be significantly serious enough to constitute a crisis. What is the definition of a crisis? A crisis is any event that is, or expected to lead to, an unstable and dangerous situation affecting an individual, community, industry, corporation, or a whole nation. Crisis incidents can include the diagnosis of a life threatening illness, surviving a natural disaster such as, Hurricane Katrina, handling a company’s product malfunction publicly, or managing a company’s dilemma that has occurred without warning; and, is beyond the organization’s control. Business leaders will tell you that they come up against roadblocks, but try to respond summarily and decisively under the pressure of uncommon conditions. What do you do when you find yourself in a crisis situation? Follow these guidelines to help you go forward through the immediacy of a company crisis:
    • Where you can, change your environment. It is not unusual at the scene of the crisis that there will be panic or anxiety; and often, a tremendous amount of noise. Putting some space between you and the site of the crisis will restore calm to your thinking practices.
    • Collect real data to assess the damage to the company or possible harmful media coverage. As a leader, others will look to you to communicate real facts. Clarify what you do know and state what information is not yet known. Describe what the company will be doing to uncover the missing information. Use language that is direct; and, can be understood by all personnel. If the company has a public relations spokesperson, use that resource to address the news groups and deliver a consistent message at each briefing.
    • Once relevant information is in hand, focus on the first actions. Assemble other company leaders into a ‘strike force’. Identify the tasks to be performed immediately, prioritize the remaining responsibilities, and delegate ownership of each task to the most competent individual. Also, determine a later check-in meeting to determine progress and further strategy plans.
    • If there are personal injuries to any of the employees, ensure relatives or guardians are contacted prior to any public announcements. Subsequently, you can use any systems records, evaluation reports, or environmental findings to update all company branches, investors, trade unions, and the press.
    • Demonstrate the company’s humanity where public harm is found or perceived. The company can provide aid in several ways such as, creating a help line with volunteer counselors, establishing a hardship fund for emergency expenses, or designating a facility for temporary housing and a haven for community safety.
    • When necessary, use the advice of the company’s legal counselors. When the immediacy of the crisis is over, you can include their advice in future briefings.
    • If the crisis was not a natural disaster, review the circumstances of how this crisis occurred. Are there industry trends, national legislation, faulty product designs, or global financial developments that had a direct cause to this crisis? Gather other leaders in the company and develop plans of how the business could emerge from this crisis even stronger than before.

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  • What are We Caught up In? (0) June 15, 2019 Bradley Ann Morgan

    Have you ever watched people at the pharmacy or the bank spiral down into a self-absorbed world of their own creation? Recently in the grocery store, we observed a frantic woman demanding that a young stock clerk find beef broth for her. As the teen eager clerk got down on his hands and knees to begin the search in the shelves, this woman exclaimed to the whole store that her dinner that night would be ruined if he didn’t find beef broth in the next few minutes. This verbal outburst made the clerk even more anxious. Consequently, in his haste to satisfy her he mistakenly handed her cans of beef noodle soup. In reward for his efforts, she further exclaimed, “I can’t believe you would let the store run out of beef broth on a night when I really need it. Now I will have to drive in ridiculous traffic to get it at the next store. I’m never coming back here!” As the woman stormed out, the stricken clerk resumed his search. Almost immediately he found the cans of broth; but, offered up the cans to only our presence.

    What really happened here? It was clear the woman was caught up in her own world of worry, urgency; and possibly, self regret at her own mismanagement of time. Unfortunately, the transfer of blame was apparent by accusing the clerk as ‘letting the store run out of broth’! Most of us know that a store manager or inventory supervisor is in charge of the re-stocking of an entire grocery location, not one individual clerk. And, what of the non-acknowledgement of the clerk for finally finding the correct cans of broth? This woman had already marched out of the store without giving the clerk a second chance. Shame. Have you caught yourself in a similar situation?

    Let’s think about this behavior demonstration for a minute. Some would label this behavior as self-absorption, self-centeredness, lack of self-accountability, lack of impulse control, or an inflated self-entitlement level. The emotional ‘spin cycle’ was clearly under way in this event. This individual mixed together the possible fear of not making dinner perfect, the resulting response to this fear was anger, a lack of respect for the store clerk, a demand for obedience, a sense of authority, displayed a compulsive need to openly criticize, moved the blame to resolve the situation; and, demonstrated a general lack of social awareness. Essentially, this individual was hi-jacked by her emotions!

    When can we step outside of our own story and acknowledge when someone is trying to help us and we’re not helping? When can we catch ourselves in the frenzy of task accomplishment and appreciate when other human beings are trying to help us achieve our needs?

    Remember that emotion and mood are two different distinctions. Emotions are always bound to particular events; and, we can normally point to the event that generated it. Emotions are specific and reactive. Events precede them, such as, the dishwasher flooding, the dog tracking mud thru the house, or even the checkbook being out of balance. Everything was right with the world and then something occurs that challenges us. Moods are not specific. Normally we cannot relate them to particular events. They live in the background, like white noise. No matter where we are and no matter what we are doing, we human beings are always in a mood. Ordinarily we don’t choose or control our moods we just find ourselves in them.

    Try practicing emotional intelligence. People who are conscious of their feelings and aware of the social signals of what others are trying to provide for them are superior directors of their lives. When challenged by social events or adversity they can enter into a state characterized by calmness, alertness, and focus. They are able to assimilate emotion-related feelings, understand the information of these emotions, and manage them for an optimal outcome. As documented in the four-branch model of emotional intelligence (Mayer & Salovey, 1997) the following capacities collectively describe the areas of emotional intelligence. This model includes these abilities to be practiced jointly in both personal & professional relationships:
     accurately perceive emotions in oneself and others,
     use emotions to facilitate thinking,
     understand emotional meanings; and,
     take charge of emotions.

    If you find yourself caught up in the ‘spin cycle’ of an event, ask yourself:
    • Are you easily irritated over customer service responses even if they are only following their company’s policies? How can you let them do their job with dignity while you achieve the outcome you want?
    • When presented with adversity, can you complete your plans without unnecessary force to others?

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  • Advising Military Veterans (0) May 17, 2019 Site Admin

    Walks Beside Coaching & Consulting Advising Military Veterans

    WBCC Accelerates Career & Business Development for Success

    Phoenix, AZ – – – May 1, 2019 – – – Walks Beside Coaching & Consulting (WBCC), an experienced coaching company with affiliate coaches in Arizona and California, announced today that their coaching firm will be a vital part of the programs for veterans with the nonprofit organization, Stand Beside Them, Inc. Our coaches will provide business operations standards, personal coaching, and caregiving lectures with resources for respite and renewal for veterans registered with Stand Beside Them.

    WBCC has designed programs for government agencies, including all our military forces, and larger corporations, where leaders knew the value that a diverse workforce would flow over into multigenerational and multicultural organizations. WBCC has helped create business cultures for organizations that developed the next leaders for the company. The results have been that these organizations were able to sustain a new positive work culture, construct a balanced strategy for each department head in pursuit of the company’s goals, maintain consistent communication between department executives and their customer base; and, realize improved employee satisfaction within their respective departments. As Stephan states, “The leadership of this century is a combination of earnest employee relationships and internal meaningful achievement.” Having been at C-level positions in several companies, WBCC brings their business experience to help organizations provide open environments for the collaboration of the multi-generational and multi-cultural workforces.

    About Walks Beside Coaching & Consulting:

    WBCC has an experienced team molding the resilience of business life, increasing leader self-confidence; and shaping the ‘critical thinking’ necessary for the complexities of today’s industries. A unique service of our company is ontological coaching, instead of just performance coaching. WBCC provides structured, yet personalized processes, for guidance using all the elements of language skills, leadership presence; and, the avoidance of knee jerk emotions on decision-making.

    Bradley Ann Morgan and Stephan Marais are certified professional coaches through the International Coaching Federation (ICF), and members of the Educational Society for Resource Management, the US Women’s Chamber of Commerce; and, are the former editors of the Web page for “Transforming Aging, Elder Care & Security” in the state of California, founded by Senator John Vasconcellos. In 2005, Bradley and Stephan were the Networking Chairs for the annual conference of ICF in San Jose, CA.

    Advising Military VeteransStand Beside Them, Inc. (SBT):

    Their mission is to partner with our returning veterans and their families and caregivers to help them attain the happiness and quality of life here at home that they so deserve after serving our country. Whether it is in finding employment, starting new businesses, completing their educations, improving personal relationships, assessing for new vocations, or locating health care to fully meet their needs, our Stand Beside Them (SBT) volunteer coaches are here to help veterans and their families transition to civilian life.

    Press Contact:

    Stephan Marais, MBA, PCC, CSM
    Company Name: Walks Beside Coaching & Consulting
    Email: sfm@walksbesidecoaching.com
    Phone: 703-297-0170 Website: www.walksbesidecoaching.com

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  • Habits That Sustain Determination (0) May 6, 2019 Bradley Ann Morgan

    In our work with a nonprofit for reforestation of the USA, we were engaged to help the staff know the difference between motivation and determination. The directors for the program stated that the staff and volunteers were motivated but seemed to lack the ‘staying power’ to achieve the ultimate outcome. Indeed, the long-term vision to have domestic farmers see the value in reforestation takes educational sessions along with the actual planting of 18 billion trees. It appeared that some of the organization had tremendous ‘starter behavior’ but dropped out after a few months. Why is it that motivation was not enough to sustain the progress to ensure a viable world for generations to come? It is the difference between enthusiasm and vigor, known to many as determination.

    • Don’t allow baggage from yesterday to creep into today’s efforts. Everyone has some history of relationships, failures, or even estranged family. When you are focusing on the goals of tomorrow, do not attach those stories to the discernment of how you will progress through the events of the present moment. What happened in the past has its place in the past, not today.
    • Whatever the goal, keep your focus on the bigger vision. What will change or be the benefits to a larger community could even be a legacy for you. Ask yourself what concept you want to prove or make clear about your concerns such as, demonstrating cultural inclusion or cooperating with other religious groups on holidays.
    • Change your relationship with time. Big visions and dreams require determination and perseverance as well as talent. When highway construction forced the closure of Colonel Sanders’ tiny restaurant inside a gas station, he drove around the southern states to other restaurants to cook chicken for them. Ultimately, news of the quality of the chicken spread to other restaurants enabling the Colonel to begin franchising, well after he was 40 years of age! Time becomes not as big an issue when the end result is a service to the community such as, the Santa Fe Farmers’ Market Institute achieved a land lease that enabled the market vendors to set down roots; and, secure a commercial selling locale for the first time in 35 years!
    • Associate with positive people, not the nay-sayers that say it can’t be done. Negative people will suck the life out of your ambitions and hopes. Start by engaging and building a substantial support community of like minded friends and colleagues. As the late Christopher Reeve said, “So many of our dreams at first seem impossible, then they seem improbable; and then when we summon the will, they soon become inevitable.”
    • Practice gratitude for those that have helped you get to where you are today. Use reflection to appreciate the resources they provide, not what you may have lost along the journey. As someone with the early onset of Parkinson’s, Michael J. Fox has stated, “One’s dignity may be assaulted, vandalized and cruelly mocked, but cannot be taken away unless it is surrendered.”

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  • Is Your Future Attainable? (0) April 4, 2019 Bradley Ann Morgan

    Here we are in the fourth month of past New Year’s planning. Many of us make personal and professional resolutions for the future, that ultimately function as internal promises. In fact, promises are the vehicles that can truly create the future. Sadly, many of these resolutions go unfulfilled. Subsequently, we beat ourselves up for these unfulfilled resolutions such as, quitting smoking, losing weight, staying with a new exercise regimen, continuing professional education, and/or spending more time with the family.

    Promises are not only the commitments we make to ourselves for future achievement; but, how we coordinate actions with others. If this is so, then why do many of these promises never become reality? There are components of promises that make them realizable, such as:
    • Clarity in the initial generation and expected steps for achievement
    • True description of the final outcome
    • A specified time period for fulfillment
    • Competency in skills of those to be involved for complete fulfillment
    • Trust and sincerity on the part of all involved
    • Flexibility along the road to achievement

    If you have made promises to yourself or others for the New Year, examine them for practicable achievement with these questions:

    • How will this resolution (promise) bring meaningful change to my life?
    • Are there external resources you will need to help achieve this objective?
    • If others are involved, what competency or skills do they need to have to help you?
    • Is the time frame you’ve established truly reasonable for your lifestyle?
    • What are your fallback plans in the event your pursuit does proceed exactly as planned?
    • If this resolution is a larger community movement, are you certain you have the staying power for efforts this significant?

    “There are no shortcuts to any place worth going.”
    Anon

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