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Navigating Change

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Navigating Change

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This blog is provided by United States Navy Rear Admiral Deborah Haven, Retired.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Leading Through Change: A Military Perspective that aired on Tuesday, December 1st, 2020.

 

Here are my observations and takeaways from my experience navigating change in a wide variety of global logistics organizations supporting the US Military and our allies. Much of my experience has been leading change which ranged from crisis response establishing and maintaining a logistics hub to support the Haiti citizens from their devastating earthquake to contingency operations mobilizing Naval Reservists in support of expeditionary logistics missions in Iraq and Kuwait to operating system upgrade implementing a SAP system which replaced a legacy system.   These experiences shaped my approach to leading change in a dynamic environment and provide the foundation for the following article.

How a leader handles change will determine the team’s future.  A leader’s attitude toward change will be a key to success. I learned early on that I could spend energy resisting change, or I could embrace the change to keep moving forward.   A leader must look at change in a positive and realistic light. The leader needs to be the steady rudder to keep everyone on course.  This will require the leader to keep their “resiliency tank” full at all times to stay tough during the challenges ahead.  Figure out how to keep your “resiliency tank” full, whether it is meditating, exercising, or playing chess.  Your strength will be needed so a resiliency routine will have to be a priority.  Encourage your team members to establish a resiliency routine too.

The leader’s job is to clearly articulate the WHY …and repeat the message …over and over.  This gives time for the team to catch up.  In most cases, the leader has had time to absorb the new information before the idea is introduced to the entire team. When the change is introduced to the team, the team needs time to grasp and embrace the new idea. The leader is going 100 miles an hour down the highway with the new idea and team is just getting to the highway on ramp.  As the leader, you may need to slowdown so your team can speed up.  I did not say stop. Once the team absorbs the idea, understands the mission, and is empowered to execute, it will accelerate and exceed expectations. One key point is knowing that not everyone engages the change in the same manner.  Some individuals struggle with the new idea and may feel threaten by what they see taking place.  The employee’s role may change.  He or she may go from expert to novice in the new arrangement.  Resulting in an unsettling emotional reaction.  And will usually get better over time for most individuals. This is something to be aware of during the process. A leader needs to watch out for those struggling and engage through listening and understanding the challenges the workforce is undergoing.  Sometimes an empathetic ear from the leader can be the tonic to pull the team member through the rough waters of change.  Also, some individuals just take longer to adjust to the new environment, but others soar to the future state.

I have also noticed that the technique that makes teams more successful in new unknown areas is to create an open dialogue about the challenges and work through them collaboratively with the stakeholders. Easily said, not always so easy to do but rewarding in the end.  Continual communication about the compelling need for the change is a must do and must be repeated often.

Some best practices when dealing with change:

  • Set trust as the foundation for all relationships.
  • Identify the key stakeholders and communicate the compelling reason for the change …the WHY.
  • Uncover the blind spots as quick as possible through listening and learning.
  • Create collaborative teams to develop solutions for the blind spots identified.
  • Build coalitions that do not exist and shore up ones that need to be reinforced.
  • Stay strong throughout by listening and understanding the barriers or challenges anchoring others.
  • Be agile. Do not get defensive when new information is received, and adjustments must be made.
  • Establish a routine and regular check-in, set goals, and follow up on progress using accountability metrics.

Have a bias for action…keep moving forward.

The takeaway here is that during a significant period of change is when the leader really earns his or her money.  They need to be authentically enthusiastic and fully engaged to ensure the team members are making the transition.  This can be exhausting work but extremely rewarding.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

United States Navy Rear Admiral Deborah Haven, Retired, has been a successful leader in a wide variety of global logistics organizations, both civilian and military for over 30 years.  She is particularly skilled at introducing change in large organizations.  She has a keen ability to understand the landscape, identify barriers and develop an actionable plan to improve organizational effectiveness.  Deborah is a graduate of the Naval War College, holds an MBA from the LaSalle University in Philadelphia, and a BS from the University of Maryland, College Park. She is an executive coach, independent consultant, and a member of the board of directors for the Flag and General Officer Network.

GREAT LEADERS PIVOT, DISRUPT, TRANSFORM

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GREAT LEADERS PIVOT, DISRUPT, TRANSFORM

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This blog is provided by Marcia Daszko, speaker, author and strategic advisor.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Pivot, Disrupt, Transform: How Leaders Beat the Odds and Survive that aired on Tuesday, October 20th, 2020.

 

Is your job, business, or industry facing new challenges, opportunities, or threats?  What do WE do? Great leaders see the needs of customers or society, and they rapidly pivot their direction, disrupt the status quo, and transform to make a difference!

Why do some leaders struggle, flounder, and fail while others see possibilities and opportunities and passionately are inspired to create a new future?

Leaders (at home and at work) transform to make progress with new, different, bold ideas and actions. Leaders see new markets and opportunities to serve and make a difference. That’s transformation: thinking and adding value like never before!

When we face challenges in life and a crisis such as a pandemic, some people quickly discover their natural leadership and internal courage. Others shrink, hunker down, and take no accountability. There are varying degrees of leadership and various places where it shows up.

Some people can jump into action and accelerate their creativity and innovate because they have a great foundation of strategic thinking and can use a Strategic Compass tool.  They’ve invested in themselves and their colleagues and have been learning to lead. They quickly gather an action team, create a plan, and launch into action.

 

Do You Know How to Think Differently and What to DO?

In recent months, we have seen leaders emerging around the world.  They step up individually, in organizations, and in nations. They reach across communities, industries, and countries to collaborate, partner, and find rapid solutions.

Leaders see the challenges and what needs to be done to beat the obstacles. What will it take? Leaders Pivot and transform!

Here are key Pivot Points that leaders use:

 

  • BECOME AWARE. Leaders anticipate crises. When it hits, they quickly assess and grasp the situation. They strategically see its probable impact and step up to address it. They sense and respond.

The Question for You: What are you aware of and how will it impact you?

  • BELIEVE. Leaders believe that by working together a crisis can be addressed. They have no doubt that they will make progress to serve customers, brand new markets, and society. They don’t waste time. High speed is their modus operandi.

The Questions for You: Do you believe that you can succeed and serve fast enough? Do you believe you can deliver an AMAZING EXPERIENCE OF VALUE THAT IS NEEDED?

 IF WE BELIEVE IT, WE CAN ACHIEVE IT. 

  • CREATE. Creative people are full of ideas in a crisis. Their creativity is contagious as they engage other people to explore and discover new, different, possible solutions. The more creative people are, the easier and more fun their work and solutions flow.

The Questions for You: Are you constantly discussing and exploring new ideas and choosing which ones you will implement? Are you learning and acting fast enough?

  • CAN DO. Innovators make their ideas happen. They influence, leverage, and connect with others to achieve their goals.

The Questions for You: Do you rapidly make your Plan (it might take 10 minutes or 2 hours to discuss and agree on a Plan of Action (do not take a week or month to make an Action Plan to address a crisis!) and act on it? What works; what doesn’t? Revise your Plan; do it again. Faster! You’ll can implement the Plan-Do Study-Act (PDSA) Cycle. It’s just one tool to use to make a difference.

 

Where Do We See Pivots during the COVID19 Outbreak?

 Jobs. Thousands of restaurant and salon workers have lost their jobs. It’s uncertain if or when their employers will re-open. Workers who pivot immediately can find companies who are hiring and secure a new position.

Digital Education. Thousands of students, staff, administrators, and faculty pivoted into a digital learning platform. There has been wide variation with its success, and educators and families around the world are continually adapting to meet education needs. In the future, virtual and hybrid learning will continue to be adopted and integrated into the curriculum.

Telemedicine. Healthcare has transformed for thousands of patients who have been able to connect with their doctors via a Zoom platform to be diagnosed for minor illnesses and receive treatment or prescriptions without needing to go into the office. Telemedicine is a transformation that is widely welcomed and when possible, will not go back to the old way of medicine.

Hand sanitizers and ventilators. Small and large breweries and distilleries across the U.S pivoted from making beer, gin and vodka to making hand sanitizers.  Auto manufacturers pivoted to produce ventilators as seven ventilator producers increased their productivity on 24-hour shifts.

Mask sterilizers. Three Midwest companies transformed 100’s of toaster ovens into mask sterilizer units that can sterilize 150 masks per hour and donated them to hospitals low on mask inventory.

Virtual events. Consultants, trainers, and speakers shifted to virtual classes, events, and conferences to share significant intellectual property.

There is power in the pivots! Pivots in life are perpetual. If you face a challenge, rise up and pivot. The more you prepare yourself for continual transformation (let go of the status quo), the easier it is to embrace new futures.  Wherever there are needs for solutions or there are opportunities to seize, innovators are intrinsically inspired to create new organizations, products or services.

Your power is in your pivot!

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Marcia Daszko has helped leaders at home and at work for 25+ years pivot to save or exponentially grow their organizations to navigate crises or embrace new opportunities.  A professional global keynote and workshop leadership speaker, she is a trusted strategic advisor, and facilitator for executive teams.  She is the bestselling author of the book “Pivot Disrupt Transform” and co-author of “Turning Ideas Into Impact: Insights from 16 Silicon Valley Consultants.” She has also taught MBA leadership classes at six universities across the U.S.  Contact her at md@mdaszko.com and access her resources at www.mdaszko.com

How to Keep Business Level During the Pandemic in the “New Normal”

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How to Keep Business Level During the Pandemic in the “New Normal”

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This blog is provided by Bill Higgs, speaker, author and expert authority on culture.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Culture Code Champions: 7 Steps to Scale & Succeed in Your Business that aired on Tuesday, October 13th, 2020.

 

The pandemic-fueled recession forced businesses to take a hard look at their expenses and make judgments about what is a necessary expense, what is a luxury, and what is an out-and-out waste.

As uncomfortable as that might be for many business leaders – especially if it means cutting someone’s job – it’s clearly critical to the organization’s survival to figure out ways to conserve cash whenever hard times descend on both a company and the economy at large.

At Mustang Engineering, the company I helped found, we used the phrase “plug all the holes in the bucket” as a metaphor for finding ways to conserve cash before it trickled out through the leaks. Those “holes in the bucket” could be labor costs, lease space, and all sorts of general expenses. Ultimately, anything that had the potential to kill profitability was a “hole in the bucket” that we were determined to plug.

Actually, we chose to be tight with money right from the beginning with our company, largely because we needed to be. For example, like many new businesses, we couldn’t really afford a dedicated sales team. And, in fact, Mustang didn’t hire its first full-time salesperson until we had been in business for seven years. We just did without. In the meantime, I did the selling myself.

We also were forced to gather a lot of experience making do with less because we went through four major downturns that were different in their details but similar in their economic impact to what we’ve experienced with the pandemic. Banks went under, there were foreclosures on every street, and hundreds of businesses disappeared in Texas.

In between there were nine other significant downturns, all related to the oil price that was whipsawed around by war, politics, tariffs, embargos, transportation restrictions and OPEC.

Despite those difficult times, we never went down in revenue when they hit because we were continuously preparing ourselves for the next downturn. We didn’t know where it would come from, or when, but we knew it would happen eventually, so we wanted to be ready.

Ever since the pandemic hit the U.S. and the recession quickly followed, businesses have had to make the same type of frugal and practical decisions we did.

So, whenever a crisis like this hits, you have to ask yourself: What do we absolutely need? What can we do without?

Take notes on everything you have done so far to “plug holes” and reduce cash outflow to insure you do not let any unnecessary expenses creep back in. Examine your profit-and-loss statement in detail and see if you can identify other cuts you can make.

Be ruthless.

At the moment, this is a matter of survival. But learning to practice frugality now will also make you much stronger in the long term. You want to make this a habit, not just something you do when dire circumstances arrive.

Imagine how much better shape you would have been in when this recession hit if you had been “plugging those holes” all along.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Bill Higgs, an authority on corporate culture, is former CEO and founder of Mustang Engineering, which he took from zero to $1 billion in annual revenues based on a people-first culture. He is also the ForbesBooks author of the just-released book Culture Code Champions: 7 Steps to Scale & Succeed in Your Business. His culture podcast and training modules are available through www.culturecodechampions.com.

How to Become an Incredible Virtual Leader

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How to Become an Incredible Virtual Leader

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This blog is provided by Ashley Halsey, as a companion to the interview with Greg Moran and his interview on Innovating Leadership, Co-creating Our Future titled Evolving Leadership to Navigate Significant Disruption that aired on August 18th, 2020.

 

Working during these surreal times of COVID-19 has meant that many businesses have implemented remote working into their daily operations. This means holding virtual meetings, working from home, and trying to keep things going as straight as possible. However, when you’re leading a remote team virtually, there are a lot of difficulties you wouldn’t come across in the traditional way of working.

It can be a challenge to be a successful virtual leader, especially if it’s something you haven’t done before. To help you be as successful as possible; here are the tricks and tips every virtual leader needs to know.

 

Respect the Times

As a leader, you need to be aware that these are unprecedented times, and people are going through challenging circumstances. Balancing the work-home life while staying at home will be difficult for many and adjusting to these new ways of working will take time, even for months to come.

Being a successful leader means respecting and understanding and having patience for these difficulties, and then being proactive in helping your team through all the difficulties and hopefully make the best of this situation.

“You can do this by setting aside time to talk to staff as a group and individually so you can help them describe the obligations and challenges they’re facing, and then you’ll be able to address them and work with your team to provide solutions that work on an individual basis,” explains John Hammond, a leadership blogger at Draft Beyond and Researchpapersuk.

 

Making Sure People are Punctual

Timekeeping in remote working is still just as important as it is in the traditional working environment. Being punctual promotes a trusting culture within your team and helps to bring everyone together. If someone is late or people are casual when arriving to meetings, this can cause divides between people and your team dynamic will fall apart very quickly.

However, there are plenty of ways a virtual leader can incorporate and nurture this kind of culture. Firstly, make sure you’re laying down the rules quickly that people need to be attending meetings when the time is set. There shouldn’t be any kind of leeway on times.

Then, you need to make sure your meetings have agendas that can be followed to ensure that everyone knows what’s being spoken about, and you can stick to a time frame that works. If your company has back-to-back meetings, it may be worth booking 50-minute time slots for meetings, so people can get up and have a ten-minute break before heading into the next meeting of the day.

Remember, people will be late for some meetings. Life simply gets in the way, so think about how you’re going to deal with this. Communicate the problems that come with being consistently late, and the process of what will happen if the problem continues.

 

Spice Things Up Over the Long-Term

When you’re sitting in virtual meetings or in front of a computer screen all day, things can get boring very quickly, so as a leader, it’s up to you to get creative with how you can make meetings more interesting. For example, you might set up a small fun part of the meeting first that gets everyone to have some kind of input.

On a basic level, you might go around the group and get them to describe something they’ve been up too outside of work, or in the previous meeting, get them to prepare something for the start of the next meeting, such as a positive quote, or saying something they’re grateful for.

“Just like you would with team-building days or going to a bar after work, you may want to hold a virtual social meetup, where you could do something like have a fun quiz, or even asking a little question for everyone to give fun answers too. One of my favourites is Mug Monday, where everyone shows the coffee mug they’re drinking from,” shares Tina Harrison, a business writer at Writinity and Last Minute Writing.

 

Be Adaptable to Positive Change

Just because every other business in the world seems to be using Zoom to host their virtual meetings, that doesn’t mean you have too. From Microsoft Teams to Slack, you need to make sure you’re trialling different ways of working to see what approach works best for you and your team.

This doesn’t just stop at the video conferencing software you’re using. From cloud services to instant messaging apps, think about the solutions you’re using and how you can make things better for everyone involved. Of course, you don’t want to change things all the time, but rather have test sessions and then get feedback from your team so you can iron out the creases of virtual working.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Ashley Halsey is a business consultant and writer at Essay Writing Services and GumEssays who has been proactive in helping businesses adjust to the current COVID-19 climate. Mother of four children, she enjoys travelling, reading and attending virtual business training courses.

A Challenging Climate: 2020 is a Defining Year for Climate Change and BCM

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Variety
A Challenging Climate: 2020 is a Defining Year for Climate Change and BCM

Join me May 14/20, as I talk with internationally recognized industry and risk expert, James Green. We’ll talk to James about how ‘2020 is a Defining Year for Climate Change and BCM’ professionals. Considering the current global environment and activities, BCP practitioners must start acting ‘beyond’ the usual risks that impact our organizations. It’s a very informative episode!

Enjoy!

Preparing4Unexpected-AFullick.jpg

Truth Bomb Mom

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Empowerment
Truth Bomb Mom

In honor of Mother’s Day, we are thrilled to bring on Kristina Kuzmic as our Special guest to discuss keeping our sanity while navigating the years of parenthood.

Kristina is energetic, funny, and obsessed with creativity, Kristina has an in-your-face perspective on issues of parenting and life in general.

She has become an internet sensation with her “mom-centric” videos about raising children and juggling all of life’s challenges. With over 600 million views across media outlets and websites worldwide, and over 2 million Facebook followers.

Kristina has quickly made a name for herself as a creative, yet unpretentious parent, as well as a world-renowned motivational speaker/comedian. In 2011, Kristina was chosen from over 15,000 applicants and crowned the winner of Mark Burnett’s reality TV competition: “Oprah’s Search for the Next TV Star.” Kristina’s first reality show titled “The Ambush Cook,” aired on the Oprah Winfrey Network.

Kristina’s blog posts have been published on various websites, including Oprah.com and The Huffington Post.

Do you have a question for Kristina? Please submit them up until Monday the 14th at 1:00 MST to empoweredwithdesandjen@gmail.com OR call in live at 2:00 MST for a chance to ask her directly!!

A Surprisingly Sweet Morning

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Empowerment
A Surprisingly Sweet Morning

A Surprisingly Sweet Morning

By Ariel & Shya Kane

The set up to our surprisingly sweet morning happened the day before. It was mid–August and Shya and I were in the midst of a trip to Oregon to visit my parents and to spend a couple of days fly fishing on the Deschutes River.

douglasfirsMy parents live in my childhood home of Gresham, a suburb of Portland. Their home abuts a forested area and the Douglas firs tower above – stately sentinels, old and moss laden. I like to stand at the base of those trees and gaze up to admire the sunlight shafting through the bows that march up the trunks in orderly rows.

At 86 and 85 years respectively, Mom and Dad enjoy our company, as we do theirs, and our visits are very relaxed affairs. The night before our fishing adventure to Eastern Oregon we set up the coffee and packed a lunch. We awoke early to the smell of coffee, toast and bacon, as my mom was up long before dawn to see us on our way.

Two hours later it was still dark when we met up with our guide Brian at the Imperial River Inn in Maupin. Excited for a day on the water we stowed our gear in his pickup truck and, boat in tow, we went to the area where we would launch. As the sky just began to show the barest hints of light, we all loaded into the drift boat and Brian began to row downstream to our first destination, as anticipation of the day before us filled our hearts and minds.

Although it was hard to believe, we weren’t the first on the water. A couple of drift boats had managed to put in before us. Stifling a curse Brian continued downstream as the other anglers had already taken up residence in his favorite spots.

river-columnar-basaltWe love fishing and particularly love using our spey rods – long two handed fly rods that turn the art of fishing into a graceful dance. The rest of the day was a ballet of loops and line arcing out over the rush of the river; watching it swing downstream in hopes that a Steelhead (an ocean going trout that returns to the river to spawn) is intrigued by the fishing fly passing by their nose enough to take a bite. Cast, swing, two steps down is the cadence of this dance and it is a quiet, restive meditation where each cast is its own reward and the tug of a fish on the end of the line is an occasional bonus.

The day turned out to be glorious, hot and dry. We drifted past magnificent stretches of columnar basalt cliffs and high above we saw a couple of big horn sheep, their stout bodies supporting their massive cornucopia curls of horn.

columnar-basalt-detail“Do you mind,” Brian eventually said, “if we start a little earlier tomorrow morning? It would be nice if we could get a head start so that we can get on the river before first light and so we aren’t following anyone.”

Our reply was an enthusiastic “Yes!”

The day ended with each of us having caught and released one fish. We went to dinner that night at the little restaurant associated with the hotel blissfully exhausted by our day on the water. After eating we took a shower, set an alarm for 4am, poured ourselves into bed and enjoyed a night of deep, deep sleep.

Our iPhone alarm roused us at 4am and we were surprisingly alert given the hour. Of course that is often the case on fishing mornings. They awaken in us the childlike anticipation of large swimming creatures lurking in the deep awaiting a chance encounter with our fly.

Our luggage was mostly packed so it was easy to house the remaining toiletries in our bags. We had left our waders hanging up so it was a simple matter to slip into our warm socks, long–johns, fleece pants and fishing shirts before donning our waders and pulling on our wading boots. As is our habit, we did a final check of the room to make sure we weren’t leaving anything of ours and, wheeling our bags behind us, we exited the room to the walkway.

The room spilled directly outdoors and we brought our bags to our rental car to leave them in the trunk for when we returned in the late afternoon. We had set up an automatic check out so after our day of fishing, we planned to have a bite to eat and then drive back to my parent’s house for the night.

It was now about 4:15 and the business of getting ready accomplished, we used our keycards to let us into the dining area that was preset for fisher folk and early travelers to use so that staff didn’t have to be on hand at that early hour.

Since we were the first patrons that morning we flipped the switch on the coffee maker and the pungent smell of fresh java soon filled the air. There were breakfast sandwiches, cold and instant cereal but we each elected to snag a couple of hard–boiled eggs and an apple. Food and cup of Joe in hand we headed outside to await the arrival of our guide Brian in his extended cab pick–up, hauling his drift boat behind.

Happily we set about consuming our food and sipping the hot black coffee. We were pleased to be ready before he arrived and eager to be out on the river before first light. It was still jet black out and in the high desert air the stars splashed across the sky like fistfuls of diamonds. 20 minutes later Brian still had not arrived so we sat on the end of the aggregate walkway, our legs stretched out before us, boots resting in the parking lot. 40 minutes later, still no Brian. By now we knew something was amiss. But given the circumstances, we had very little recourse to rectify the situation. There are no phones in the rooms at the Inn, our cell phone didn’t have reception in the area, and even if we did have phone service there would have been nowhere to call since we didn’t have Brian’s number and the fishing company where we booked our trip was not open yet. We briefly considered going back to our room but realized that if Brian did eventually show up that he would have no way to find us since the office wasn’t open and he would have no way of knowing our room number. There were two options remaining – get upset and complain or enjoy our morning. Getting upset wasn’t actually an option. What would it accomplish other than to ruin our mood and spoil our day? So we leaned into one another and enjoyed the quiet.

mountain-riverAs the sky began to grey, birds began to rustle. The smell of sage wafted on a slight breeze, insects hummed. We enjoyed the warmth of each other as we sat shoulder to shoulder, quietly chatting about inconsequential things. Our morning was unfolding in an unforeseen manner and we found the experience surprisingly sweet and intimate. All forward momentum in our lives was forestalled and what was left was the moment and being there for it.

Eventually Brian came roaring up, apologetic and highly embarrassed. He had overslept. His wife had awakened him saying, “Brian, aren’t you working this morning?” around about the time he was supposed to be picking us up. The problem was he lived 45 minutes away and when he awoke he still had to hitch up the boat trailer as well as stop by the fly shop for supplies before picking us up. And just as we had no way of contacting him, he could not reach us either.

We felt for Brian. It must have been a very uncomfortable ride knowing he was late. He had to have been rehearsing his apologies, knowing that the fact it had never, ever happened before (and would likely never happen again) would be of little consequence. He must have been surprised and a bit skeptical when we told him it was OK…actually more than OK. We were just fine and had been enjoying each other’s company and the dawn of our new day.

Sometimes life shows up with unexpected twisting and turnings. If you are there for them the results can be surprisingly sweet.

Since 1987, internationally acclaimed authors, seminar leaders, radio show hosts and business consultants Ariel and Shya Kane have acted as guides, leading people through the swamp of the mind into the clarity and brilliance of the moment. Find out moreabout the Kanes, their seminars in NYC, in the UKGermany and Costa Rica, the Say YES to Your Life! Meetups their work has inspired, their Being Here radio show or join their email newsletter. Also get information about their award-winning books.  Their newest book, Practical Enlightenment, is now available on Amazon.com.

 

The Challenges of BCM & DR Programs – Part 1

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Variety
The Challenges of BCM & DR Programs – Part 1

No matter the industry, the size of your organization, or the location(s) of your business, Business Continuity Management (BCM) and Disaster Recovery (DR) programs always seem to experience a common set of challenges. Drawing from 20+ years of experience, Alex Fullick will discuss these many challenges that seem to transcend industry and location – and which seem to appear at one time or another – in every BCM/DR program. Listen in to hear why some of these challenges occur and how to deal with them when you begin to encounter the same issues in your programfullick-Promo-Variety.jpg

 

Sink or Swim By Ariel & Shya Kane

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Sink or Swim By Ariel & Shya Kane

July 5: Sink or Swim When you fight the currents in your life you drown. Tune in to Being Here and discover how to be appropriate to life’s flow so that you can swim with them rather than have life be a constant struggle. Callers welcome at Tel# 1-888-346-9141! Listen Live this Wednesday, July 5th at 9am PST / 12pm EST on the

Listen Live this Wednesday, June 28th at 9am PST / 12pm EST on the VoiceAmerica Empowerment Channel

After this Wednesday, you can stream or download this episode and over 500 episodes on a wide variety of topics from our archives here.

You can also listen to Being Here on the go! Stream or download new and archived episodes to your smart phone or mobile device with these applications:

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