Episode 156 – Passionate about forward motion

When I had my issue with feeling at capacity, I struggled because I didn’t know how to move forward. I hate stuckness more than I hate going backward – because you can retrace your steps forward – or take a slightly different path toward the same destination. Stuck is just… stuck.  What is your take on forward motion? Other podcast episodes referenced:  Still at capacity, At capacity, and Forward motion
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Episode 155 – Still at capacity

A few months ago, I published an episode called “At capacity.”  Three months later, many of us are still feeling “at capacity.”  We’re less productive, more anxious, less focused, and more overwhelmed.  Listen in as I share my personal breakdown around this as well as what’s needed to thrive. Other podcast episodes referenced:  At capacity
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Episode 154 – Failed customer service

Most companies would say that their customers and clients are of paramount importance and that they pride themselves on great customer service. (Have you ever heard a company boast about its horrible customer service?)  However, we all know that not all companies have good customer service. Good customer service isn’t about that it’s the “right thing to do.” It also makes great business sense.  A customer is 4x as likely to defect to a competitor if the problem is service-related, rather than if it’s price- or product-related.  55% of customers would pay extra to guarantee better service. Listen in as
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Episode 153 – How you do feedback right

In the last episode, I talked about how “volunteered” feedback needs to be invited.  However, there are times when feedback is an official process between manager and employee.  Listen in as I discuss how often and how to deliver the best feedback to produce the best results. Other podcast episodes mentioned:  Have you been invited to give feedback? and Are you an A, B, or C player?
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Episode 152 – Have you been invited to give feedback?

There is a difference between a formal process of feedback (for example, when a manager and employee meet weekly to discuss performance) and volunteered feedback. If feedback is not welcome, if you have not been invited to give said feedback, then your feedback may not be received well. So, how do you give feedback? And on the other side, how do you express your expectations clearly about what you’re looking for in terms of feedback (or not)? Other episodes referenced:  Feedback – what it really is
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Episode 151 – Having the hard conversations

There are all sorts of hard conversations we need to have at times: You aren’t doing enough. Your results aren’t good enough. What you’re doing offends others. No (in response to a request). You’re fired. None of those topics sounds like a fun conversation to have, so we tend to avoid them. Listen in as Dawn Shuler discusses the costs of not having those conversations, and how to actually have them with grace and a positive (for the most part) outcome. Other podcast episodes referenced:  Are you purpose-driven?, Forward motion, Standards and boundaries, Co-create
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Episode 149 – Empowerment does not mean perfection

As a manager, you’re expected to manage others, as well as do your own job.  If you’re responsible for an entire team or department, how do you make sure your staff delivers results? Do you micromanage? (No.)  If you empower people to do their jobs, what if they make mistakes? Other podcast episodes referenced:  Are you an A, B, or C player?, Right people in the right seats, and 10 traits of effective leaders
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Episode 147 – Don’t make me hunt you down

When a problem occurs that affects your customers and clients (and no organization is perfect, so you’ve definitely experienced issues), do you take initiative and reach out to your customers?  Or do you wait for them to hunt you down?  You may have all sorts of reasons for not wanting to broadcast a problem, but is that really in your customers’ best interests? Listen in as Dawn Shuler discusses a recent experience where she had to hunt down an organization to solve her problem, as well as examples of positively taking initiative, even if it meant the potential of a
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